Business Writing

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Hellenic Telecommunications Organization SA (ASE HTO, NYSEOTE), the Greek full-service telecommunications provider, today announced that an Extraordinary General Meeting held today has approved a one-year extension of its share buyback program, which had been authorized by shareholders on October 17, 00, and had expired on October 16, 00. Under the expired program, OTE has purchased 4,40 shares at an average price of EUR.5 per share. Under all previous share buy back programs up to the present, OTE has purchased a total of 1,0,810 shares or .75% of all shares outstanding, at an average price of EUR1. per share. (Pursuant to Law 10/10, OTE has the right to buy up to 10% of its authorized capital, or 50,405,41 shares.) Under the new program, which becomes effective December , 00 and expires on December 1, 004, OTE is authorized to purchase up to 0,000,000 shares, or approximately 6.1% of all shares outstanding, for a price per share ranging between EUR5 and EUR15. OTE is a provider of public, fixed switch domestic and international telephony services in Greece. With local, long distance and international communications services in addition to mobile telephony, Internet services, and high-speed data communications, OTE provides consumers and businesses the ability to communicate globally through its extensive network infrastructure. In addition, OTE has a number of International investments in the South East European region and addresses a potential customer base of 60 million people.

Listed on the Athens Stock Exchange, the company trades under the ticker HTO as well as on the New York Stock Exchange under the ticker OTE. In the U.S., OTEs American Depository Receipts (ADRs) represents 1/ ordinary share.

Hellenic Telecommunications Organization SA (ASE HTO, NYSEOTE), the Greek full-service telecommunications provider, today announced that an Extraordinary General Meeting held today has approved a one-year extension of its share buyback program, which had been authorized by shareholders on October 17, 00, and had expired on October 16, 00. Under the expired program, OTE has purchased 4,40 shares at an average price of EUR.5 per share. Under all previous share buy back programs up to the present, OTE has purchased a total of 1,0,810 shares or .75% of all shares outstanding, at an average price of EUR1. per share. (Pursuant to Law 10/10, OTE has the right to buy up to 10% of its authorized capital, or 50,405,41 shares.) Under the new program, which becomes effective December , 00 and expires on December 1, 004, OTE is authorized to purchase up to 0,000,000 shares, or approximately 6.1% of all shares outstanding, for a price per share ranging between EUR5 and EUR15. OTE is a provider of public, fixed switch domestic and international telephony services in Greece. With local, long distance and international communications services in addition to mobile telephony, Internet services, and high-speed data communications, OTE provides consumers and businesses the ability to communicate globally through its extensive network infrastructure. In addition, OTE has a number of International investments in the South East European region and addresses a potential customer base of 60 million people.

Listed on the Athens Stock Exchange, the company trades under the ticker HTO as well as on the New York Stock Exchange under the ticker OTE. In the U.S., OTEs American Depository Receipts (ADRs) represents 1/ ordinary share.

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Adolescents and the Grieving Process Due to Death

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Death is a difficult situation for anyone to deal with, but it seems to be harder for adolescents to overcome. Loss is something teens feel when they are separated from something or someone they care about, however life does continue. With death, teens experience a grieving process. Everyone grieves differently, just as every teen grieves differently depending on who died, how they died, and other situations surrounding the death.

Grief is not a disorder, a disease, or a sign of weakness. It is an emotional, physical, and spiritual necessity that comes along with loving someone. (Rofes.) There is no cure for grief, but to grieve. Buried grief can cause a war within an individual and at times it can feel like a bomb ticking underground. Most teenagers when dealing with death have a tendency to feel that the pain is so powerful that no one can understand. The pain that hits the adolescent dealing with a loss is not in one location of the body but throughout the entire body. According to the poet from the nineteenth century, Henrich, he stated, "Grief is like a toothache of the heart." (Grollman 6)

No one can measure the length of grief. There is no correct way for a teen to grieve. The suffering as a result of a death varies from person to person. Unfortunately there is no easy way out when dealing with death, but a person must try to remember that they will eventually feel better. When dealing with a loss it is important for teens to remember not to compare their suffering with that of others because each individual's pain is different.

The grieving process depends on many factors surrounding the death. Grief depends on the relationship one had with the person who died. Another is how they may have handled stress in the past and their coping strategies with other types of losses. Also the individual dealing with their loss depends on the support they have from family and friends. Finally the grieving process depends on circumstances around the death such as the way the person died, their religious background, age, and sex. (Schleifer)

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Dazed or shock is another feeling that is felt after loss. Ones' body is no longer connected with their mind. This is part of the grieving process. Numbness is all that is felt. When teens are dazed their emotional system shuts down before the reality of the death sets in. Emily Dickinson called this shock "the hour of lead." Teens may start to feel like a robot. They may function mechanically but not emotionally. This is how the human body protects itself from having to deal with something very tragic. The body requires a cushion of time before the reality of loss can be dealt with.

When life seems unbearable, disbelief intervenes. Teens try to believe that the death hasn't happened. This is the time where they need to let their emotions catch up with what the mind is telling them. Disbelief can last a few hours, a few weeks, a few months, or even as long as years, depending on the certain individual. Eventually the teen must face the truth that his/her loved one is dead in order to overcome the situation.

Another part of the grieving process is anger. Many teens become angry at others. They may have a sense of irritation towards their friends for saying the wrong things or the medical community for not being there to help their loved one. Teens may become outraged at God for letting this happen or their family for not giving the right support. Adolescents may have a feeling of hate to anyone who may have caused the death such as a drunk driver or murderer. Teens may begin to feel anger towards their loved one who died because he/she left them and feel abandoned. Also teens may be mad at themselves for feeling the way that they do.

Anger is like a fire. Young adults need to burn it out before it burns them out. It will start to burn them out physically with tiredness, headaches, digestive problems, or symptoms their loved one may have experienced. They may have a loss of friends due to withdrawal or anger that may have lashed out towards them. Also teens may lash out at themselves and cause physical suffering to themselves. To deny anger is to deny healing. Dealing with rage equals forgiveness towards others and within one's own self.

Adolescents dealing with death may feel a sense of envy, panic, relief, or loneliness. They may feel jealously at other happy people. Teens may panic and lose concentration and become tense. They soon become helpless, hopeless, and disorganized and a result of panic. Usually when a loved one dies from a long term illness a teen may have a sense of relief. (Rofes) This emotion is a result of the end of responsibility of taking care the sick. Young adults may start to feel lonely also. No one understands their feelings. Other people they know may be in their own grieving process. People must realize the difference between being alone and being lonely. Alone becomes loneliness when separation caused sad and rejected emotions.

There is probably no crisis more stressful than the death of a loved one, which can take a dramatic toll on a person's body. Physical reactions to the body include illness, change in sleeping pattern, nightmares, eating more or less, emptiness, nausea, headaches, dizziness, light-headedness, giddiness, difficulty breathing, tight throat, or becoming afraid of a serious illness. These reactions usually occur periodically. They may appear alone or combined with others. One's pain is not imagined. The period following a death triggers the human immune system "Seventy-five percent of routine doctor visits have stress related disorders." (Grollman 6) These symptoms can also be another component to the grieving process.

Teenagers may think that they are losing their mind. They are starting to go nuts. Results of this may be losing their way, hearing stuff, talking aloud to the deceased, believing they can see their dead loved one, calling out to their loved one, dreaming about them, and even forgetting their own name. Teens wish and daydream to try and bring the loved one back to life. They want to bring the past to present. Absence becomes the greatest presence. These strange actions and thoughts are only temporary; they fade and disappear.

When a teen starts to feel torn apart from everyone and everything they may start to fall into depression. Depression begins when a teen feels worthless, powerless, helpless, and unprotected. A teen's anger turns inward towards themselves. Depression is part of saying good-bye to someone. It's not a weakness. Some teenagers get stuck in a state of depression. If teens become trapped in depression they should seek advice and comfort from others to avoid hurting themselves physically.

Regrets and guilt are another part of the grieving process. Teenagers start to think of all the things that they should or could have been done. They can start to feel survivor's guilt, or feeling of guilt for being alive. They may feel guilt for having fun and laughing at such a tragic time of their life. Teens should think of what was done and not what could have been done. They must realize they can't change the past, but they should avoid the same mistakes in the future. (Rofes)

The grieving process and effects of it depend on many things surrounding the death. One is the relationship with the person who died. How well a teen knew them and how much they depended on him/her will deeply effect their grieving process.

A grandparent is usually a teen's first experience with death besides a pet. A teen and a grandparent have a special relationship. They have one common enemy-the parent. A grandparent has few demands and more gives such as advice and gifts. This creates a special bond with the grandparent. Also the closer a teen was to the grandparent the harder it will be for them to cope with.

With the death of a parent a teen's life changes. An issue most teens become concerned about is what will happen to them if their other parent passes away. Their sense of security has diminished. A teen must learn to become more independent in most cases. They must now participate in crucial decisions and take up much more responsibilities.

When a sibling dies, most people will go to console the teen's parents. This leaves the teen alone without other's comfort. Their loss depends on the sibling's age. If it was an older sibling, the teen may have lost a role model or someone they looked up to. It they were close in age, a friend and companion may have died. If the sibling was younger, the teen could have lost someone they took care of and someone that looked up to them. The parents may become overprotected and enforce stricter rules and less freedom. This only creates extra stress on the grieving teen. (Schaefer)

Sometimes worse than losing a relative is losing a close friend. People start to worry about the dead one's family and parents. The teen is left alone to grieve and emotions are bottled up. They may be scared to become close with others or even try to make new friends. They have to learn to hurt more right after the death and hurt less later.

The circumstances of death affect the way teen's respond to their loss. Whether the death was sudden, suicide, AIDS, murder, or death after a long illness will effect the grieving process. An important factor affecting a teen's feelings will be the way the special person died.

An accident is something that is unfortunate and unforeseen resulting from carelessness or an unavoidable cause. And accidental death is something unfortunate and unforeseen as a result of carelessness or an unavoidable cause. This is unfortunate. One moment someone is fine and then the next they aren't. There is no forewarning and everyone is totally unprepared. It is unforeseen. Perhaps the death could have been avoided if someone wasn't so careless at the time. There may have been unavoidable cause such as natural disasters. The impact of a sudden death is overwhelming. The psychological term is "unexpected loss syndrome." Survivors feel an overpowering shock because life is taken away so quickly and they are powerless.

A self-inflicted death can be more dramatic. Teens may feel as if they didn't love enough. They can feel ashamed, embarrassed, or a greater sense of failure within themselves. They may start to wonder if they could have prevented it. There are questions, doubts, and guilt all over inside one's head. Teenagers may feel abandoned or rejected, but they must learn that they cannot control the lives of others.

A death through violence like a murder or drunk driver, can cause a large trauma and shock within a teen. If another individual caused the death the court system could take years to end. This brings on a much longer grieving process. A teen may feel robbed of victimized if the verdict is soft. Hatred, bitterness, and revenge are emotions that a teen may feel towards the one who cause their loved one's death.

A death after an illness is unprepared even though it may not seem like it. Death is something no one is prepared for even if some one knows it will happen. A teenager may feel a sense of joy due to the fact that their loved one is no longer suffering. The loved one's suffering may be over, but not the teen's suffering. (Grollman)

The length of grief is unsure. Teens must grieve for the person who died and the person they were before the death. There is no time limit on grief. Time does not completely heal a broken heart; it only teaches someone to live with it. Time does not heal pain, a teenager's willingness to touch pain, work with it, accept it, understand their change of moods and behavior, and start to reorganize themselves does. Healing happens when one allows it to happen. An old Chinese Proverb is "Journey of a thousand miles starts with a single step." (Grollman 1) A teen's must first step is to learn to accept the pain of dealing with death. They can not heal what they don't feel. They must allow themselves to mourn. They may not fully believe the death but must start to face the facts. Reality may hurt for a while, but denial hurts even longer. Teens have to let out their emotions in order to get over the death. Ways to help deal with death are crying, talking, laughing, writing, reaching out to others, joining support groups, taking care of themselves, helping others, and if needed they could get professional help. Getting over it doesn't necessarily mean a teen is the same person they were before the tragedy. Getting over it doesn't mean they forgot the person who died. An old spiritual saying is "It's so high you can't get over it. It's so low you can't get under it. So wide you can't get around it. You must go through the door." (Grollman 14) No one gets over a loss; they go through it.

Grollman, Earl. Straight Talk about Death for Teenagers. Boston, MA Beacon Press, 1.

Rofes, Eric E. and the Unit at Fayerweather Street School. The Kids' Book about Death andDying. Boston, MA Little Brown and Company, 185.

Schaefer, Dan and Christine Lyons. How Do We Tell the Children? New York, NY Newmarketpress, 186.

Schleifer, Jay. Everything You Need to Know When Someone has been Killed. New York, NY Rosen Publishing Group Inc. 18.

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Managing business

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It is mentioned in the application that the key performance measures are defined as per PPA and are reviewed regularly. However a systematic approach with the help of which senior leaders of the division review organizational performance and organizational capabilities is not evident. Also, a systematic approach to translate review findings into opportunities for improvement and innovation is not evident.

The application mentions that the impact on the society of the product and operations of the division is considered during design stage of project/plant. Also, the emission level of flue gases and discharge of liquid effluents are monitored daily to keep them within control. The division has achieved zero discharge of liquid effluents.

Although the application mentions examples of some of the activities carried out by division for community support, a systematic approach for active participation by senior leaders and employees in community support activities in not evident.

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.0 Strategic Planning

The division has performed SWOT analysis for developing divisional strategy. It includes key participants and planning time horizons. However, the application does not address approach to develop strategic planning process with help of which division derives its strategic objectives.

The application includes various factors affecting the strategic planning process. However a systematic approach to gather and analyse the data relevant to these factors is not evident.

Division has mentioned the process for deploying strategy. Various short term and long term action plans have been shown along with their measures, review schedules and examples of improvements achieved.

The application includes description of deploying action plans and allocating resources accordingly. However a systematic approach for developing action plans and allocations of resources other than finance e.g. HR, materials etc. is not evident.

.0 Customer and Market Focus

It is mentioned that at present there is only one customer due to Power Purchase Agreement with the customer. The division uses various listing and learning methods to determine customer requirements in addition to PPA. For example, meetings between division and customer are held regularly for performance review as per PPA and for complaint resolution. In addition, annual reports and in house journals of customer are referred to gather relevant information. The division keeps track of relevant market trend and government policies through newspapers and business magazines. However, a systematic approach to determine appropriateness of these methods to determine customer requirements with respect to changing business needs and directions is not evident.

It is mentioned that customer base cannot be expanded at present due to Power Purchase Agreement with the existing single customer. It is also mentioned that the efforts are made to establish contacts with major industries in the region. However it is not clear how the division systematically determines or targets new customers / customer groups / market segments.

It is mentioned in the application that relationship with the existing customer is built and maintained by meeting his key requirements. However, a systematic approach for building relationships to acquire new customers is not evident.

Also, It is mentioned that the operational problems and customer complaints are resolved through telephonic communication and weekly meetings between the division and customer. However a systematic approach for effective and prompt complaint management is not evident. Also, a systematic approach to aggregate and analyse the complaints for use in improvement in other divisions of the organization is not evident.

It is mentioned that the division ensures customer satisfaction through maintaining high availability of power supply and through resolving customer complaints with the help of regular meetings and telephonic communication. However a systematic approach to determine customer satisfaction and dissatisfaction and to use its results for improvement and to predict customers future business with the division is not evident.

It is mentioned in the application that the customer feedback is obtained continuously even in absence of complaints. However a systematic follow up approach for obtaining prompt and actionable feedback on products, services and transactions (e.g. follow up on transactions of energy, raw material and finance) from the customer is not evident. It is mentioned that comparison is not possible because of a single customer. However, there is no evidence of a systematic approach to obtain and use information on satisfaction of this customer relative to satisfaction with competitors of the division.

4.0 Information and Analysis

The application describes various sources from where the division gathers data and information on daily basis. However, a systematic approach to integrate the data and information to support organisational decision-making is not evident

The application mentions method of selection and analysis of key comparative data. It is not clear which source (competition/benchmark) is referred for comparison. As such a systematic approach to select and ensure effective use of key comparative data and information is not evident

Although the division reviews key performance factors with respect to annual business plan, a systematic approach to align the results of organizational level analysis with key business results, strategic objectives and action plans is not evident. Also, a systematic approach to use these results for continuous and breakthrough improvement in its performance is not evident.

Various methods of data and information availability have been mentioned. However it does not address how the data on performance measures and performance analysis is made available. Also, a structured approach for making needed data and information available and accessible to divisional employees, customers and suppliers is not evident.

5.0 Human Resource Focus

The application includes description on set-up of various departments and placement of employees. However, a systematic approach to organize and manage work and jobs to promote cooperation, innovation and organizational culture is not evident. Also, a systematic approach to ensure effective communication and knowledge sharing across work units is not evident

The application includes description of key factors that are seen during employee performance review. However, a systematic approach to support high performance, including feedback to the employees, is not evident. It is not clear how the employee performance management system ensures a customer and business focus. The application also includes various forms of awards that are given to high performers. However, a systematic approach to reinforce the objectives of supporting high performance through this reward practice is not evident

The application mentions various factors (including short term and long-term plans) considered while planning employee education, training and development. However, a systematic approach for determining contribution of these efforts towards achievement of action plans and employee development and career progression is not evident.

The division has a structured list of factors that affect workplace health, safety and ergonomics. These factors are reviewed periodically. However, a systematic approach to determine these factors for various workgroups/departments is not evident. Also, a systematic approach to improve workplace health, safety and ergonomics is not evident. The application does not address performance measures and/or targets for each environmental factor.

6.0 Process Management

The application mentions various methods for addressing design quality, cycle time, learning etc. Since the design processes for product and services are not mentioned, it is not clear how division ensures design quality, cycle time, learning from past projects and other parts of the organization, cost control, new design technology, productivity.

The application includes a list of performance requirements and methods to accommodate them into production process. However, a systematic approach to incorporate all key operational performance requirements into design processes for production/delivery processes is not evident.

The division has defined availability factor, performance factor, plant load factor etc. as its key performance parameters and indicators. These parameters and indicators are essential part of scorecard and PPA. These parameters and indicators are monitored continuously, which has enabled the division to control and improve its key production and delivery processes. For example, the plant load factor was maintained at 8% as against requirement of 75%, plant availability improved from 86.45% to 87.41% and performance factor improved from 5.50% to 8.7% compared to 000-01.

Although the application mentions performance parameters and method of monitoring them, a systematic approach to ensure meeting of key performance requirements of key production and delivery processes in day-to-day operation is not evident. Also, the application does not address the approach used by the division to determine, develop and improve key business processes and their requirements to achieve better performance. For example, requirements to expand plant capacity and consumer base etc. are not addressed. Also, the application does not address key performance measures/indicators used for control and improvement of business process of the division to achieve better performance. The application does not address how the division controls and minimizes warranty/rework cost associated with performing inspections, tests and performance audits of its business process.

The application includes description of key operational requirements of support processes. However, a systematic approach to determine key support process requirements, incorporating input from internal customers, is not evident. Also, the key operational requirements such as productivity and cycle time etc. are not addressed in the application. The application does not address key performance measures/indicators and in process measures used for control and improvement of key support processes. It also does not address the approach division adopts to ensure that costs associated with inspections, tests and performance audits of support processes is minimum. The approach of the division to improve its support processes and to keep them current with business needs and directions is also not addressed in the application.

7.0 Business Results

The division has reported levels and trends in key measures of product and service performance. These results indicate that there is a continuous improvement in delivering product and service quality that has lead to higher customer satisfaction and fulfillment of PPA. The application states that the customer satisfaction index has been improved to 0% during 001-00. However, the levels of customer dissatisfaction and customer satisfaction relative to competitors are not reported.

The division has reported income and expenditure summary along with profit for the year 000-001 while Belgaum division has reported net profit and fuel cost for year 001-00. However, the divisions have not reported levels and trends in key measures /indicators of Financial performance and Business growth. For example, results on return on investment, asset utilization, capitalization, depreciation, operating margins, debt to equity ratio, value added per employee etc. are not reported.

The application includes results only on current levels of some of the indicators related to employee satisfaction and development viz. new initiatives taken up, savings due to implementation of suggestion, health, safety etc. However, the results on measures/indicators of employee satisfaction/dissatisfaction such as employee knowledge of job roles, employee perception of empowerment and information sharing, turnover rate, compensation claims, satisfaction survey reports etc. are not reported. Also, the reported results are without trends and appropriate comparative information.

The division has reported operational results of production and delivery processes along with current levels and their trends. viz. improvement in plant availability by 0.6%, improvement in Heat rate by 1.8%, improvement in Performance factor by .77%. Also, the plant load factor was maintained around 7%. The trends indicate that planned and forced outage rate of boilers has considerably come down. Similarly, planned outage rate of TG sets has considerably come down except their forced outage rate. These results indicate that there is continuous improvement in delivering product and service quality that has lead to higher customer satisfaction and fulfillment of PPA.

The division has not reported results for key measures/indicators of accomplishment of organizational and/or divisional strategic objectives that are mentioned in .1b1. For example, results on number of interruptions, improvement in time taken for restoration of power, improvement in communication facilities, environment protection and enrichment, generation cost per unit, O/H transmission line faults, water management effectiveness, inventory management effectiveness etc. are not reported.

The division has not reported results for key measures/indicators of regulatory/ legal compliance. For example, results on financial audit, quantity of ash generated, discharge of flue gases and liquid effluents, environment protection and enrichment etc. are not reported. Also, the results of activities initiated to demonstrate better social responsibility and organizational citizenship are also not reported.

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Without a proper organisational structure it is unlikely that an organisation will reach its goals.

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Without a proper organisational structure it is unlikely that an organisation will achieve its goal. Discuss

Any organisation consists of four functions through which an organisation attains its goal. These functions are planning, organising, leading and controlling and they are all equally important in achieving the organisation's goals. Organisation structure forms part of the organising function of management. Organising refers to arranging and allocating work and resources among the organisational members so that the plans may be carried out successfully. Hence, there is a setting up of the organisational structure whereby work is allocated, lines of authority and responsibility defined and a system of rules and regulations which guide the conduct of the employees laid down. We are therefore going to see to what extent a proper organisational structure has a crucial role to play in attaining the goal of an organisation.

According to Stoner 15, organisational structure is the way through which an organisation's activities are divided, organised and coordinated. It is seen as the backbone of a company which caters for smooth running of activities and work distribution with a view to achieve its goals. The first element of designing the organising structure is to identify every single task that the organisation needs to perform. Then allocate those tasks to individuals or groups. Afterwards, combine the tasks and group employees in a logical and strategic way and finally, set up mechanisms to facilitate coordination both vertically and horizontally. We can therefore find out that the organisational structure does have an important role in helping the company achieve its aim. To better understand the organisational structure, we have divided it into four parts namely job design, departmentalisation, vertical coordination and horizontal coordination. Under each section we will find out to what extent they are important in attaining the company's goal.

Job Design

Buy Without a proper organisational structure it is unlikely that an organisation will reach its goals. term paper

The process of job design is used in order to achieve organizational goal. Job design is defined as the tasks and activities related to a specific job that must be clearly defined. The major approaches to job design are job simplification, job rotation, job enlargement and job enrichment.

Job simplification is based on the concept of division of work where tasks given to the employees can be learned and completed relatively quickly. This leads to the enhancement of production efficiencies as employees become expert in their particular job by doing it repetitively.

However, some difficulties arise in the way that work becomes boring since there is a repetition of task, such type of job needs very little skilled workers, it is prone to more absenteeism and finally there is too much of interdependence leads to less turnover

Job rotation on the other hand is defined as shift of workers through a set of job through a planning system. Such approach is mainly used to alleviate boredom. The main advantages associated with it are that it helps the individual to know better the various aspects of organization and leads them to develop more skills, being more capable and flexible.

However, the problems arising from job rotation are that it is time consuming to adapt in a particular job, there are no department loyalty and sense of responsibilities, employees are overloaded with work and there is uncertainty and frustration due to instability of work

Job enlargement is the combination of various operations at a similar level into one job. In this, workers are more motivated to work as they get challenging responsibilities in different departments. As a result it alleviates boredom by increasing job scope.

But there are some problems with job enlargement which are lack of interest in the job as employees change job from time to time, it is very costly and time consuming, workers lack skills and there is the problem of adaptability to different tasks and finally the job might not necessarily be challenging.

Job enrichment is a situation where job is designed is such a way that workers have to perform several activities from a vertical cross section into one job leading to more autonomy and responsibilities. It is meant to empower subordinates with a view to enhance self-satisfaction. The workers are allowed a degree of freedom to work at their own pace, do their planning and to devise their own way of improving and controlling their job.

The difficulties arising are loss of time as employees take all their time to finish their work, too much of responsibilities may discourage workers to work especially if there is no recognition and rewards, there may be difficulties to control the work and they may require changes in layout, technology, training and compensation.

Another approach to job design for increasing job satisfaction and motivation is to other different options concerning work schedules. The common options are flexitime, compressed work-week and job sharing.

Flexitime is a system where workers can decide their working schedules according to their personal needs provided that they fulfil the specified core of working hours. This in turn leads to less absenteeism and a decrease in lateness as workers can avoid traffic jams.

But on the other hand, it would be quite difficult to control the staff and to coordinate people. Furthermore, at time, it may be very difficult to obtain key person when required. It can be done mainly on an individual basis.

Compressed work-week is another type of scheduling where employees are allowed to work longer hours and when their quota of hours are completed they are allowed time off. This leads to greater job satisfaction.

However employees are more prone to accidents due to fatigue.

Job sharing on the other hand is a work practice on a shift basis. It allows workers to arrange working time among them. As a result, it ensures the coordination of the activities of part-time workers in the organization.

DEPARTMENTALISATION

Departmentalisation is the grouping of employees and tasks into areas of work and activities that are similar and logically connected. There are two major ways of departmenatlising namely by function and by product

Functional structure is the grouping of people having similar working skills and expertise and who are engaged in the same activities. There is a well defined hierarchy with a scalar chain of authority and each of the departments is a specialized area comprising specific set of activities. An enterprise may be subdivided into production, marketing, research and development, personnel, finance, legal and professional, information technology and industrial relations.

Departmentalizing jobs into different functions make managers have a limited responsibility over the works that need to be done, hence a restricted range of skills and they became specialized in their jobs by focusing on a particular department

There is better coordination since every manager is responsible for a particular department; there is both authority and delegation. Top managers delegate works to middle managers and the latter delegates to first line managers. They are all then accountable to their respective superiors to see whether the organization is meetings its aims. Within the formal structure of the organization, the one to whom authority is delegated becomes responsible to the superior for doing the job.

However in such types of organizations, decision making process is very slow since there is a need for vertical and horizontal communication at all times to be able to solve problems. Moreover of the specialized skills that managers have, they cannot take over other functions as they possess only a limited school of thoughts. As a result this can cause inter departmental conflicts since through specialization we create differences between departments. These differences will be more visible when discrepancies and failures arise. In other words it will be very difficult to trace the real causes of failures in the organization since department will blame each other and none will be willing to accept that they are the real cause.

On the other hand divisional structure groups similar products, services or markets thus creating departments which look like small separate business within the organization itself. are commonly called divisions which are categorized as product divisions, geographic divisions and customer divisions.

This type of organizational structure is applied in companies which produces different types of product and services, have different geographical areas and also have to deal with different types of customers.

As a result decision making is easier since there is no speciaisation by function. So the person in charge can take the decision himself. As a performance appraisal will be more precise since the departments concentrate on a limited range of products.

Moreover the managerial skills are not limited as they have the opportunity to acquire general management competence since they are engaged in different functions.

Despite its advantages, the divisional structure makes duplication of resources since each division need to be self sufficient to achieve its aims. So this incurs other costs which may go against the aims of the organization that is to increase profits. Moreover managers focus only on their division. They may not consider the objectives of the organization as a whole. Since they have to do all the works in the department, they may not have the necessary technical skills and expertise in the different fields. As a result they may make wrongs decisions which will be detrimental to the company's image.

So to ensure a good fit with the organisation's aims and objectives, many organizations include some features associated with functional structure to divisional structure. This type of organization is known as hybrid strategy.

VERTICAL CO-ORDINATION

Vertical co-ordination is the flow of information related to the activities in an organisation from top to bottom in the managerial hierarchy.

There are different ways of carrying out vertical co-ordination which are as follows

• Line and staff authority

• Delegation

• Centralisation versus decentralisation

• Formalisation

• Span of management

Line and staff authority

Authority exercised by managers over their subordinates in order to ensure that organisational goals are met is known as line authority.

Thus managers directly responsible for achieving organisational objectives are known as line managers (production and sales managers) and those mangers who advise and service line managers are known as staff managers (personnel manager).

Delegation

The process by which an individual manager or supervisor transfers part of his legitimate authority to a subordinate is known as delegation. But under this condition, the manager should bear in mind that the ultimate responsibility which has been entrusted to him by his own superior should not be passed on.

Centralisation versus decentralisation

The extent to which power and authority are retained at he top organisational levels is known as centralisation. In other words, organisations are centralised

HORIZONTAL CO-ORDINATION

Horizontal co-ordination is the connection of activities through flow of information across departments of the same levels. Due to increasing competition, an organisation must have adequate methods of conveying information to all departments so that they may be aware of the happenings within the organization and work together to achieve the companys goal. It is through slack resources, information systems and lateral relations that the information is exchanged in horizontal co-ordination.

Slack resources refer to extra resources that help to relieve both external and internal pressures and contribute to innovation. An example can be a mobile phone. Extra equipment or manpower therefore will help reducing tension as it allows a smoother co-ordination of activities.

As far as information systems is concerned, we find out that nowadays computerized information has become the sine qua non for organizational success since information are being exchanged at very high speed. One example can be the use of email. Hence, the entire organization can be connected via a local area network for rapid information transfer. Hence, computers are an effective means to transfer information.

Lateral relations on the other hand, is the co-ordination of efforts through communicating and problem soling with peers in other departments or units instead of seeking help from higher levels of the organizational hierarchy. This can be done through interaction that is individuals of different departments can interact among themselves and find solutions. Or on the other hand, there can be a liaison role that is someone who is employed to facilitate communication between different departments to ensure that the respective needs are met. His role is to maintain a good internal customer-supplier relationship. Moreover, lateral relations are also in the form of a taskforce whereby people from different units are appointed to work together and share ideas with a view to provide recommendations on important issues and try to recommend them.

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Marketing

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Marketing Essay.

Take two advertisements for similar products from any magazines of your choice. Write a report on them that includes

(i) A description of the advertisements and how you feel about them.

(ii) A description of what you think the advertisement is trying to achieve.

(iii) A conclusion and discussion that incorporates what you perceive to be the difference between the ads and how effective you think they are.

The two products that I chose to do my report on are Heineken and Carlsberg; both are lagers that compete in the same market. I found the Heineken advertisement in the UCD Student Union Freshers guide from the Year 001 and the Carlsberg ad was taken from GQ magazine.

The Heineken ad features a police line up of various types of bottle openers. This familiar scene is probably most famous for the film The Usual Suspects, a hit movie staring Kevin Spacey. There are five bottle openers in the line up, which has the typical height markings behind the 'suspects' to add to the authenticity of the scene. Each bottle opener is unique and each one would fit right in, in any bar or at any party. To the left of the last bottle opener is the reflection of a Heineken bottle, which is obviously in the one-way-mirror-room picking out the 'culprit' from the line up. Below the picture, which takes up the majority of the ad, is the Heineken slogan "The last word in beer" and an opened Heineken bottle cap.

The Carlsberg ad I took from GQ magazine, a monthly 'lad' mag. It was one of four Carlsberg ads in the magazine, all of which are from the same advertising campaign. Carlsberg play on their slogan "Probably the best lager in the world". They do this by having Carlsberg delivery vehicles pictured around the world at famous tourist sites, or in spectacular scenery. For example the four ads in the magazine had Carlsberg delivery vehicles, such as planes, boats and trucks, pictured in Venice, Islamabad, Tibet and the Canada. The ad that I chose to concentrate on had a Carlsberg airfoil landing on a lake in Maligne in Canada. The ad depicts a typical north American lake scene; the snow peaked mountains in the background, the perfect untouched lake showing a mirror image of the surrounding area, and a mountain cabin set on the lake with it's own jetty. To the right hand side of the ad is an airplane, completely green only for the Carlsberg logo. The plane has just landed to deliver its cargo of Carlsberg beer and is making it's way towards the cabin. Beneath the picture, which like the Heineken ad, takes up the majority of the space, is the Carlsberg slogan "Probably the best lager in the World".

I chose these to products to do my report on because they are two products that I am familiar with, and the style of advertising that they use, whether it is on television or in a magazine, is usually witty and humorous. This humor is present in the Heineken ad, with the parody on the Usual Suspects line up. Linking the product to a successful movie is always a masterstroke if you can pull it off, Ray Ban did it with Top Gun, and Nokia did it with The Matrix. Although these were more direct methods of advertising, they were both product placement in a movie, this association by Heineken proved to be very sharp and was well received by their target market. In the ad each bottle opener is immediately recognizable for what it is yet they are all distinctly different. Having the reflection of the Heineken bottle in the mirror adds to the humor of the scene.

The Carlsberg ad on the other hand, takes a completely different angle. This ad is clearly meant to attract a more mature drinker, one who is inspired by beautiful scenery and appreciates nature. I find the ad visually appealing, with the simplicity of the scenery and the all green airplane combining well. It's easy to look at, and the slogan below is well known amongst drinkers. Using different scenes from around the world, playing on the international brand that Carlsberg is, is very clever. However I find that if you single out one of the ads in this particular campaign, it really is not much to look at. It does have some visual appeal but other than that it is very easy to glance over.

If I had to pick between the ads I would choose the Heineken ad. My choice would be based on the humour used in the ad, which I feel makes it more interesting. In the modern advertising environment it seems to be commonplace that the big beer brands use humor in their advertisements, Budweiser proved to be hugely successful with their Wasssupp! ads. This run of the day humor that people can relate to is all over the television, both in the current Heineken and Carlsberg ads which feature humorous situations that the drinkers experience. Heineken tapped in to this humor when they launched their latest campaign (attached), where the personified bottle openers are stalker like figures that are obsessed with get their hands on a Heineken bottle.

I believe that a consumer product, should use in its advertising, examples of the product being used or conjure up memories of the product being used in the mind of the audience viewing the ad. The combination of the bottle openers and the bottle in the Heineken advertisement help the viewers recollect memories of actually going about opening, then drinking the beer. Which in turn associates it with nights out and the good times that one might have experienced. Whilst the Carlsberg ad brings up no real association with the beer itself, only with the brand name and it's international popularity. I feel that this is what is really missing in the Carlsberg ad. It is an ad that I cannot draw an association with. However that is not to say that somebody who has been to a lake like the one pictured would not draw up their own association with the product it is just not effective on myself. The market that Carlsberg target is a predominantly male market which spans from 18 to about 5, but these ads that will only appeal to the minority of their audience.

Both Heineken and Carlsberg have drawn up their ads to keep current consumers of their product interested and also to attract new consumers. When people think of these beers they are both fairly similar, most people in Ireland would have Heineken, Carlsberg and Budweiser in the same bracket. Three of the most popular beers in the world, almost every bar has all three on tap and the majority of people have their favorite of the three but if worst came to worst would have no real problem drinking any of the three for one night if they had to. This is the obstacle that these companies have to over come, they are all vying for the same large market, the18 to 5 predominantly male drinker.

The Heineken ad has clearly gone for the younger age group, this is clear by the magazine that they were advertising in, a college freshman guide. This is a very good place to advertise especially in UCD. Heineken sponsor the European rugby cup, and the UCD rugby academy. The majority of college students who would go and watch a European rugby cup match would watch it in Donnybrook, which is only a ten-minute walk from UCD. So by sponsoring the rugby events and advertising in the freshers guide Heineken are attracting an audience of young male drinkers who play rugby a very popular sport in south Dublin. The long line of sponsored events, teams, and competitions founded the parallels between Heineken and rugby. Heineken have done some excellent marketing to capture this young male audience and by advertising in UCD Fresher's guide they are cementing the popularity amongst their target market, it even has a popularly used nickname 'Heino'. This nickname is derived from the stereotypical Heineken drinker, a young male living in south Dublin.

Carlsberg has a different objective in the Irish and U.K. markets to that of Heineken. They put most of the their sponsorship into soccer. They are the official sponsors of the 00 World Cup, the Irish football team and they had their name on the Liverpool jerseys' for years. This ad campaign is not trying to attract young male drinkers, when I say young I mean 18-1, it is going for the older age bracket from about 8-40. The picturesque scenery as a visual attraction would not really appeal too strongly to a young age group as much as it would to an older drinker, who believes that they are drinking a more sophisticated lager, one that embodies the spirit of the ads. Both beer brands are known for their quality, but where as with Heineken there is an image associated with the drink, Carlsberg try to play on their heritage and Quality. This heritage is very well depict in the ad, the rustic scene on a lake, where an old remote log cabin is receiving its delivery by what appears to be the only means possible. There is also an association with a seaplane, they are very extravagant rarely appearing outside of Hollywood movies, and even then their appearance is only in a major scene. By using the heritage and the extravagance of the cabin and the plane Carlsberg are showing their customers that their beer is a quality brand that is a cut above the rest and that the age of the brand name is testament to their quality.

The ads are very different even though they are similar products competing in the same market. Both beers are generally accepted, as quality brands people know by and large what they are getting when they buy a pint or a bottle of either. However Carlsberg being the older beer does have more of a heritage as such, they have been in production for longer and were the first of the mega beer brands to be created. This is an excellent advantage in their particular market, Levis has a similar advantage and they use it to it's full benefit. Advertising every unique aspect of your brand is an excellent method to distinguish yourself from competitors, and to attract new consumers. When Tesco entered the Irish market they were very successful, but Dunnes reacted by playing on the fact that they were an indigenous business, and this helped offset some of the business that they lost to Tesco. Heineken use their current standing in the market place to their advantage, already comfortable with the knowledge that they are a popular beer with their market, they have chosen to demonstrate that they are a beer for the younger drinker. Relating to a recent movie and using a humorous take off demonstrates that they are in fact 'in touch' with the latest generation of drinkers. This method of trying to appeal to the latest styles and fashions goes on all the time in advertising and is probably most notable when celebrities appear in advertising. Pepsi would be one of the companies most guilty of constantly trying to keep up with the trends, having had music acts such as The Spice Girls and most recently Britney Spears appear in their television commercials only to be almost immediately replaced by 'the next big thing'.

It is hard to measure the success of a billboard adverting campaign, most of the more notable have received coverage because of their lewdness more than the wit and intelligence that went in to creating them. One campaign particular that comes to mind was a bennetton campaign that was launched in Europe that never made it to Ireland. It featured a zebra mounting a black white horse, with the slogan 'United Colours if Benetton'. This ad was very quickly banned as distasteful, and unsuitable for the large and varied audience that it would be exposed to. Although the phrase 'there is no such thing as bad publicity' springs to mind, the last thing Benetton needed after their problems with animal testing and the fires involved with their formula one team, was for a whole advertising campaign to be withdrawn. In recent years there has been a lot of controversy involved with advertising alcohol, there are censors that ban ads that depict alcohol in the wrong light, as a necessity or an anti depressant. Many people feel that companies that produce alcohol should not be allowed sponsor events. The same restriction was enforced on Tobacco companies, they are very restricted as to what and where they can advertise and also of their ad must feature government warnings in most western countries. In fact this type of restriction has already been enforced in UCD by the Students Union when they introduced their new Alcohol policy. The Heineken ad was on the back cover of the freshers guide from 001, but all advertising for alcohol was prohibited from this year's fresher's guide.

When considering the impact that the two separate ads were intended to have you have to consider where in the magazine they were found. The Carlsberg ad from GQ magazine was a two-page spread located before the fashion section in the magazine. More and more magazines designate the first ten or so pages of their magazine to advertising, this is more noticeable in American magazines, which have up to twenty pages at the start of the magazines taken up by just advertising. The problem with a trend like this is that the reader would just skip through this large section already knowing what to expect, Carlsberg avoided this by placing their ad just before a very popular section in the magazine. The fashion section of a lad mag is always one that the more mature reader with an expendable income would browse through with some interest. This is exactly the type of person that Carlsberg are targeting and they have found the perfect platform to attract their market. The Heineken ad also used their placement in the fresher's guide very well, the back cover of the magazine. This is prime advertising space and is always hotly contested for by major brands. The ad is sideways across the whole back page and is easily distinguishable as a Heineken ad. This is the page that is scene most by people, if the magazine is being read it is there to been seen by everyone, or if the magazine is lying down there is a 50-50 chance that it is the ad that is face up.

Given the restrictions that Carlsberg and Heineken have to obey when they draft up a new ad the two ads are excellent, they both send out attractive messages about the separate brands, and by doing so in a completely different manner. The prime market that the beers are competing for is so large that it is often broke down and this is done so by age, in this case. Both of the ads were placed very well in respective publications that are well known for a certain type of reader, and Carlsberg and Heineken used this to their advantage.

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Educating rita

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By the end of the play Rita having a mind trained to think, has developed a confidence that enables her to make her own decisions. How far do you think that Frank was solely responsible for this development, or do you think that Frank was simply' the key that unlocked Rita's mind

In Educating Rita, the audience sees the wilful struggle of a working class woman's thirst to be educated .A literature professor takes on the challenge, because she is like 'a breath of fresh air 'with a totally uncluttered mind. He teaches her many things as well as instils in her the self confidence to relate to almost anyone. However; as she learns and grows, she not only becomes influenced by others, she loses that part of herself that makes her unique and individual; which makes her like all the rest.

Our first impressions of Frank and Rita are that they appear to be complete opposites. They come from two contrasting social backgrounds; Frank is a well educated man of middle upper class. Rita is an uneducated working- class girl. Their jobs go from one intellectual extreme to the other. Frank being a university professor while Rita works as a hairdresser.

Rita is discontented with her present life, she feels incomplete, like she's missed out on something. She feels that the so-called 'working class culture 'she was brought up in is hollow and meaningless. Rita is determined to get the education she never got, to raise the standards of living, and also to raise her from her state of ignorance to one of intellectual and social confidence. She looks down on herself and the culture she belongs to, but is optimistic that she can learn her way into a better way of life. She believes that freedom will come with education; Therefore Frank can give her this freedom by educating her.

Custom Essays on educating rita

Frank is also unhappy with his existence. He has everything Rita wants from life but wishes he didn't. He turns to drink to make living in the culture he hates more bearable. He doesn't want Rita to experience the same thing, which is why he doesn't want to teach her. He doesn't want to be the one to take away her simple, down-to-earth way of life and replace it with the kind of life he has. In my opinion this shows that Rita's determination played a greater deal in the development of her education than Frank did. He barely wants to teach her at the beginning of the play. Before Frank has even met Rita, he seems to look down on her

'I've got this open university woman coming, haven't I ...I shall need to go to the pub afterwards , I shall need to wash away the memory of some silly woman's attempts to get into the mind of Henry James………..'

He talks as if Rita is below him, and incapable of studying and understanding the same things that he and his ordinary university students study and understand. He is prejudiced against Rita before he's even met her; therefore when he does meet her, he's surprised. She is not at all the stereotype working class girl that he expected.

Rita's use of language is very coarse and does not have the ability to express literary concepts on anything but a basic level. Things that don't really matter like wearing the right types of clothing and the right type of wine preoccupy her.

'That's a nice picture.....Its very erotic…There's no suppose about it. Look at those tits'.

Rita's language here shows how direct and naïve she is. Most people would not come straight out and say something like that but she does not see the vulgarity of the way she speaks.'

Therefore being the reason that Frank does not want to teach Rita at first. He tries to stop her coming to him for tutoring.

'Go back to what you do like and stop wasting my time. You go out and buy yourself a new dress and I'll go to the pub.'

This proves how Frank sees Rita as a 'waste of time' and does not want to teach her. It is Rita that becomes adamant about the fact that he is her tutor and is determined to stay.

Frank finds himself faced with an unexpectedly fresh and uncluttered mind. Rita tests Frank's intellectual talents to the full, by requiring constant justification and explanation of statements that would usually be taken for granted and accepted in a conversation between a student and a tutor. Frank is intrigued by her freshness showing that what Rita possesses is individuality,

'I think you're the first breath of fresh air that's been in this room for years'

But to his dismay she comes near losing her identity at the end.

Rita rejects her working class origin and changes her name from Susan to Rita. During the story you can realise the changes in Rita. At the beginning she isn't interested in Howard's End and she couldn't interpret books that Frank lent her correctly .Rita is too subjective and you can see the influence of her social background, such as when she stops reading Howard's End because E.M Forster quotes in the book that, 'we are not concerned with the poor'. This shows that in my opinion she was being very subjective at the time. Also she lacked courage and confidence to go to Frank's dinner because of the academic class and was afraid of talking to other students.

Changing her life Rita leaves her husband Denny who objects to Rita getting an education. Her education is separating her from what was her culture. Her education is forming a strong wall between the two. She is now referring herself as two people, possibly the first stage of there separation. There is the one character which Denny married, and the other who has taken her place. Predictably enough the two characters come to conflict when Denny burns her books. She seems at this point however to be more concerned about the damage of her books than Denny's feelings. Choosing her education over her Husband I think shows how strong minded Rita is, and despite much opposition doesn't let any obstacles in her way because she wants to follow her dream. While Rita has lost her husband she wanted to be changed by Frank's help but he was worried because he likes her natural character.

The biggest step for Rita was the summer school. At the summer school Rita has learned much about authors and she comes in contact with students. Frank is very impressed of her abilities. She changes her lifestyle with new clothes and a new hair colour and was also influenced of her flatmate Trish. We then see that Rita has attained a new role model, her flatmate. She is someone who influences Rita to change in many ways. One way is she encourages Rita to change her voice,

'As Trish says there is not a lot of point in discussing beautiful literature in an ugly voice'

She is changing herself by becoming more like others; Rita is losing her individuality and originality mainly towards Trish's opinions.

'Me an' Trish sat up last night and read them. She agrees with me….what makes it more-more. .What did Trish say-?'

She has become less original intellectually and usually just repeats facts from other people especially Trish to whom she refers to quite often. In my opinion seems a lot more arrogant to a point where she only talks about facts and repeats other peoples quotes. At one particular time where Frank is about to introduce her to Blake she disregards it as, 'done him'. It's a monotonous, non-sentimental and non-subjective answer unlike the old Rita who asked Frank whether he had read work by T.S. Elliot was more excited by literature. Frank realises this and explains to Rita that she has changed from her innocent freshness to becoming an echo to other people. Instead of being subjective, innocent and unique she is now standardised in her judgement. This is what Frank feared Rita losing her uniqueness. This causing an argument between Frank and Rita in which Frank brings up the fact of her changing her name back to Susan again.

R 'Rita? Rita? Nobody calls me Rita but you. I dropped that pretentious crap as soon as I saw it for what it really was. You stupid…Nobody calls me Rita.'

F 'What is it now then? Virginia?'

Rita exits

F 'Or Charlotte? Or Jane? Or Emily?'

Frank makes a point that now Rita is educated she doesn't want to 'associated' with bad literature such as Ruby fruit Jungle and so, he's mockingly suggests that her name should be changed to Virginia Woolf , Charlotte Bronte , Jane Austen or Emily Bronte. The point that Frank is trying to stress out here is that now Rita is now educated, she is able to distinguish good literature from bad literature. Here you can see that Frank is very distressed because he wants the old Rita back. In act two, scene six he makes a big point of this when he compares himself to Mary Shelly the author of Frankenstein.

'I think that like you I shall change my name; from now on I shall insist upon being known as Mary Shelly…'

In the quote, Frank compares himself to Victor Frankenstein a scientist who dabbles in science and creates a monster which he cannot control. The implication is that Frank has created the Rita who stands before him and over whom he has now lost influence.

Rita also changed her job because she thought that she could talk in the bistro about more important things than the hairdressers job, she also begins to drift away from Frank by being less personal.

'I can look after myself…….I wanna read and understand without havin' to come running to you every five minutes.'

This proves that she is beginning to separate from Frank because she doesn't come to tutorials on time and if she's late she would try and leave,

'No honestly, Frank I know I've wasted your time. I'll see y' next week, eh?'

Before she used to say that she could get through the weeks if she knew she had Frank's tutorials to look forward to. Also she became less public about her life to Frank such as the fact that she had changed jobs and didn't tell Frank. She doesn't discuss personal matters anymore. At one point near the beginning she use to tell Frank everything,

'It struck me that there was a time when you told me everything'.

Rita is becoming more reformed, instead of making sarcastic remarks she has started to make interesting conversation when people talk to her but now we come across the fact that she is losing her innocent point of view. There is also a change in the way that she talks, her language is not as bad; she doesn't swear as much as before and is becoming to sound more educated. Also she has stopped smoking, a ritual commonly related to the working class society.

It is also quite visible that Rita is beginning to fit in with the other students because she stops on her way to the tutorial to talk to students on the lawn. This then proves that she may have become over- confident because she said to the students that his opinion was wrong. At the beginning Rita seemed to have assumed that there was a boundary between educated people and the working-class society. She used to be intimidated by them.

Rita is developing certain arrogance that she feels Frank is jealous she is educated now, but he is actually concerned about the way she was taught. Rita is also giving the impression that she is too good for the tutorials and thinks she is learning more from the people she is talking to rather than going to Frank's tutorials. Rita is coming out and saying that she o longer needs Frank. In her eyes she has made it. But as Frank says she is now 'singing a different song' not a' better one'. Frank feels as though she has turned into just another one of the students he gives lectures to. He shows his selfishness when he is reluctant to teach Rita to pass her exams, he isn't even sure if he wants to her know. I think he feels that he might lose her. To give him some credit he is doing it because he feels that what Rita has is 'valuable'

The last stage in Rita's education is when she makes a personal discovery and finally realizes what she has become , that she is in fact 'a load of quotes an' empty phrases'. Just as Frank tried to tell her before. The influence and inspiration for Rita's reconsideration was the suicide attempt for Trish the person she had looked up to and followed. This made her think about all that Frank had told her and what Frank had given her . She can now chose whatever she wants to do that is what education had given her. She can be individual again. Now from her own and other peoples perceptive she is the educated woman she had always wanted to be.

In conclusion most of the changes in Rita's life in my opinion are down to her self belief. We all have self belief, for some people this self belief is so strong that allows them to achieve whatever they want in life irrespective of setbacks. For some people the inner self belief has to be unlocked and come into the open so that they too can believe that they are achievers and gain confidence in ability and decision making in the face of obstacles. Rita may have had the ability to make sound and rational judgements for herself all along .But she was never given chance or encouragement by her family or her previous social setting to do so once she divorced herself from the circumstances and the people who held her back all her life. She was able to nurture her self belief and confidence through choosing a more positive and better environment for herself Rita choose education and choose to be surrounded with people with similar mind set. Rita turned to Frank as a person she would talk to about everyday life. Frank hardly gave encouragement because he liked the way Rita was and didn't want her to change. Rita though some what relied on Frank and felt that his existence in her life helped her through the development of her education. However Rita wanted an education and that is what she got, merely down to the determination she had. Even when Frank refused to teach her she pleaded with him because she wanted achieve her dream. Rita went to the theatre to watch Macbeth, not because Frank wanted her to or encouraged her to, but because she wanted to experience it herself. Frank wanted to think that he helped her created her but in my opinion only helped her in the literary part. Although he pushed her to build more of a confidence he also watched her grow into the educated woman she became. Making Frank become too attached to the relationship he had with Rita and wanted to think that he was solely responsible. But as he watched what she was turning into he didn't like it and wanted the unique fresh Rita back. So fair to say that he was not solely responsible because he liked the way Rita was in the first place. Rita brought about the change by becoming involved with people that influenced her i.e., Trish and the type of culture she was surrounded by and the wilfulness and self belief that Rita consisted a lot of. I think that what the play is trying to show is that people are all the same and most of the things you know will end up being useless and empty. They both learn this in a different way. Rita becomes educated , and learns that it is not up to what it is made out to be and Frank learns this by meeting Rita, the lower class girl. If you base your life around literature completely you will end up being a very dull person with an empty life. Therefore I believe that Frank was simply the key that unlocked Rita's mind.

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Information Systems as a Supportive Role in Total Quality Management and Business Process Re-engineering

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Introduction

Management fads have come and gone at an increasingly rapid rate throughout the decade of the 10s. Two that became popular in the late 180s, Total Quality Management and Business Process Re-engineering, often have been labeled as failures by organizations that did not fully implement their principles. Another reason was that the organization did not take enough care in their planning so that it would be possible to fully implement the principles of the underlying philosophies of each. Information systems often have been blamed for the failures; in other cases, efforts to implement the philosophies in information systems have themselves been unsuccessful. However, regardless of managements ability to bring about the change initiatives, information systems are charged with becoming and remaining true forces within their organizations that can enhance the companys competitive advantage.

TQM and BPR Comparing the Initiatives

Total Quality Management (TQM) has become a revered state and an unloved process. Business publications are prevalent with tales of millions spent on efforts to implement TQM in specific organizations, which all too often say that they have found it not to be advantageous. Despite those stories the most successful of todays organizations have indeed taken on quality initiatives, even though they may not label their efforts as being true TQM. The fact is that Deming himself never used the term TQM in reference to his 14 Points; there has been in many instances confusion over just what TQM is.

Aside from the participatory management necessary for full and successful implementation of TQM in any organization, perhaps the greatest component of the philosophy is that of continuous change. Its not to say that organizations should change just for changes sake, but that processes continually should be improved. Without improvement, simple change is only counterproductive. Early on in the recognition of the necessity of quality initiatives, it was found that the most difficult aspect of implementation was that of negotiating change in process. In some cases, it was necessary to re-engineer the entire organization to align business activities with the processes necessary for gaining maximum benefit from available resources.

While TQM and business process Re-engineering (BPR) are separate entities and address different aspects of operations, they both are directed to improvements in the organizations bottom line. Increasingly, information systems (IS) departments are charged with becoming proactive and contributing to the organizations growth in competitive advantage within its industry-IS needs to be both involved in the TQM and BPR efforts of the entire company while also incorporating the philosophies and methods into their own operations.

While TQM and BPR remain distinct entities, each does have integral connection with the other in their reasons for being. The quality that most differentiates the two is that BPR is generally run from the top down, with most work done by outsiders, while TQM is usually run close to the business using input from line workers (Moad, 14).

If system requirements are overlooked in business process re-engineering, projects are destined for failure (Gaughan, 16). The MIS department is often organized in a manner that inhibits TQM, rather than supporting it. For example, TQM demands flexibility, continuous improvement, and a customer orientation. Many information systems are inflexible, static, and do not reflect customers needs (Mathieson and Wharton, 1).

In addition to often being blamed for an organizations failure either to implement TQM successfully or achieve maximum benefit from any BPR effort, historically IS has shared with Human Resources the distinction of being viewed as little more than a necessary evil (Cummings and MaCaluso, 15). This evil is one of detracting from the bottom line rather than contributing to it. Human Resources managed to realign much of its outlook so that those departments are, in many organizations, now full partners both in setting long-term strategy and in working in productive ways to assist in achieving those goals.

Information Systems not only have the same opportunities as Human Resources, but also have infinite applications in which they can be essential in establishing and maintaining the organizations competitive advantage. Rather than hinder TQM and BPR efforts of the organization, IS can aid in achieving stated goals. As with every other department within the company, IS can apply the principles of TQM and BPR to its own daily operation.

IS Supporting TQM

IS professionals are often seen by others in the organization as somewhat odd, and the processes by which they work even more eccentric. TQM stresses zero defects, but that condition is nearly a given in IS. It is possible in some cases for faulty logic to survive and even be operational in the form of code, but it is unlikely that any application of real importance to the organization can be defective and operational simultaneously. The TQM requirement of continuous improvement presents obstacles for IS professionals who rightly tend to believe that nothing operational needs to be fixed. Even when better ways of manipulating or reporting information are identified, they often involve an enormity of effort that is unworkable within the confines of available work hours or without hindering the operation of other systems.

In physical systems such as manufacturing or non-technical applications such as Human Resources, continuous improvement can be physically accomplished. The effort is physical in IS operations as well, but it generally involves rewriting of code followed by testing, all of which may interfere with ongoing current IS needs or the needs of the customer.

A 14 article suggests several ways in which IS can fully participate in planning and sustaining competitive advantage for the organization. The traditional TQM focus of increasing quality while reducing costs and still meeting customers needs does not help management control the companys operations. Purchasing, inventory, and accounting systems have many quality indicators, but it requires someone in the organization to find them, and the best group for the job are managers of IS (Beckley, 14). Performance measurement tools in TQM include such soft indicators as customer and employee satisfaction, market share, on-time shipments, delivery performance of vendors, accuracy of transactions, and service levels. Much of the data required to implement TQM already exists in established and necessary areas of the organizations records. In identifying and highlighting those quality indicators, IS can directly and positively affect the organizations bottom line (Beckley, 14).

By its very nature, TQM is information-rich. The original focus of the quality efforts of Deming and his mentor Walter Shewhart was to bring manufacturing under statistical control. The Japanese added to Shewharts SPC charts, tracking of the progress toward that state of statistical control. Often there is so much information regarding performance gains that the overall effort fails when the organization gives inordinate attention to their own records and not enough to the needs of the customer. IS can help manage that information generated by TQM record keeping, and highlight for immediate use only those items of greatest use to the organization.

Some organizations recognize that there is a drastic void when they implement only the practices and not the full principles of TQM, though they frequently are unable to determine where their attempts have gone wrong. Instead, they blame TQM as being a failure. TQM focuses peoples attention on internal processes rather than on external results (Harari, 17).

It is difficult to sell TQM to non-manufacturing, non-operations groups like sales, marketing, design, and engineering. These are people, who could and should be influenced by strategies to add value to end users, which is the ultimate goal of real quality anyway. Since TQM activities dont explicitly address this issue, they often are perceived by these in-house professionals as only marginally relevant to their concerns (Harari, 17). The primary difference between TQM and BPR is that successful TQM is driven from the bottom up, rather than from the top down (Moad, 14).

Reacting to damage instead of identifying trends in todays business climate can set any organization back far behind the competition. Using IS to identify possible trends from data already existing is a noble application of TQM with which IS can contribute to either building or maintaining the firms competitive advantage (Beckley, 14).

BPR Combined with IS

A primary component of TQM or continuous process improvement, is the essence of business process re-engineering. If processes cannot be changed without great affect on other systems, then change is not likely to occur. Such is often the case in IS. Information systems are complex, consisting of many interdependent components. There are often so many interactions that a change to one component requires changes to many. A firm might be reluctant to improve one part of a system because other components might be threatened. However, complexity is not the sole domain of the management of information systems. Manufacturing can be just as complex with flexibility still being achievable. The general approach is to use a set of modules that can be connected in many different ways with each module being assigned a variety of tasks. Though they are interactive with other modules, they still can be altered individually in the quest for continuous process improvement (Mathieson and Wharton, 1).

Information Systems have been blamed for much of BPR failure with respect to efforts within industry. Rather than being a valid complaint however, there are many other reasons that BPR efforts fail. Some of the reasons cited for poor results with BPR include lack of management commitment, barriers encountered as a result of a companys culture, and a general reluctance to change. These issues have been heightened by poor management of the implementation phases of projects. Another failing is that the BPR methodology is often viewed as the silver bullet that will address all of the firms critical business issues (Gaughan, 16).

Business Process Re-engineering normally is a management-induced operation that is run from the top down, rather than the bottom up as with successful TQM implementations. The standard pattern is to call in consultants who will plan the new vision based on current conditions and anticipated future business needs. Nearly all these consultants operate from a rather consistent methodology pattern that is predictable in its steps, but often with less than ideal results (Gaughan, 16).

Many BPR projects are based on the premise that if the methodology is followed, all the business goals of the project will be attained. Process cost issues, industry best practices, and the role that information systems play in supporting current business operations are subjects that are not effectively addressed when this myopic view is taken. In addition, the impact that information systems and technology have as enablers of any newly designed process is often minimized. If you accept the premise that the 0s is the information age, any BPR project that does not address information systems requirements can only be destined for failure or limited success in attaining the business objectives that were the basis for the project (Gaughan, 16).

A common IS approach in the decade of the 10s has been to design information systems to support processes rather than functions (Gaughan, 16). This inherently means that any drastic change in the process in which information systems are involved will entail a similar change in IS focus. Too often, this is an overlooked factor that can significantly affect the organizations overall BPR effort and result in slipped schedules and substantial cost overruns.

One approach to BPR has been to redesign processes based on the capabilities of the IS system and the application software the organization has chosen to use (Gaughan, 16). While the approach could be useful to some organizations and indeed has worked for some, the ultimate effect of such an approach too often is an initiative that results in change simply for the sake of change. The ultimate contribution of an Information System is changed, but not always in the manner that would be most advantageous to the company.

As could be expected from the most superficial examinations of such an approach, business process re-engineering has declined much in popularity since its introduction in the late 180s. It has been observed that the majority of companies instituting BPR were not able to achieve the expected improvements on profitability and efficiency. This outcome has spurred managers to seek out the strengths and weaknesses of this approach and to incorporate BPR lessons to sounder management practices (Bryant, 18).

A positive aspect of even the failed attempts at BPR is that it requires, at the very outset, something that all organizations should regularly be doing anyway, that is to make a clear enunciation of the organizations goals and in-depth assessment of whether business activities are aligned towards the achievement of those goals (Bryant, 18). Its flaws have been too difficult for many to overcome. The primary flaw of BPR is that it forces IS to be the main shaft by which all organizational changes are to revolve and that IS should just be a tool for re-engineering (Bryant, 18).

In spite of admonitions that IS should largely be left alone in its own structure and process in any BPR effort, there are those that have attempted to apply the principles of BPR to IS and share their efforts with the rest of the industry. National Semiconductor tells its story of failed efforts to re-engineer its IS function (Garner, 17). The company adopted the TQM evolution of self-directed work teams as its new personnel structure, but further realigned job responsibilities to match business processes, and implemented client/server technology (Garner, 17).

As a first step in re-engineering its IS function, the company required all 50 of its IS workers to reapply for the jobs they currently held. Rather than causing any morale problems, the employees welcomed the exercise as a vehicle by which they could list the growth and development experienced while employed at National Semiconductor. Initially they were pleased with the changes that had been instituted. After five months, however, there were two rounds of layoffs. A study was launched to determine whether the companys infrastructure operations should be outsourced and the company learned that careful planning can be undone by tactical errors in implementing a re-engineering effort. They also found that people are often unwilling to part with the familiar (Garner, 17). The greatest factor in National Semiconductors IS/BPR effort, was in trying to do too much at one time. The company had listed 8 organizational redesign objectives, but it failed to prioritize them and it also failed to phase in changes that actually were made.

This is not a company that is likely to operate under the control of monolithic information systems that are either exceedingly difficult to alter or possess no IS infrastructure other than its underlying programming. Another company not as in tune with the information industry as National Semiconductor could be forgiven for persisting with such an outdated structure that could nearly guarantee failure. National Semiconductor abandoned that sort of IS structure years ago, if indeed it ever truly operated under such a format (Mathieson and Wharton, 1).

Still, the company found itself perplexed by poor planning and unanticipated obstacles in its BPR initiative within its IS function. The IS section was not singled out for individual re-engineering; the entire company was undergoing varying degrees of re-engineering within several departments. The Information Systems appear to have been that only of change for changes sake. National Semiconductor Vice President of Information Services, Connie Deletis, makes no implication that there were any considerations in enhancing the IS role, either by enhancing or sustaining the companys competitive advantage in the failed BPR attempt. In todays business environment, every major decision must be prefaced with an examination of how proposed changes can improve the organizations competitive advantage within its industry.

Combining IS with TQM and BPR for Competitive Advantage

The medical information industry is one that is taking great advantage of available IS technology and talent in the pursuit of competitive advantage. This industry has also enhanced service to customers while refining business processes to provide the most advantageous position possible through the use of IS. With all the focus of TQM being that of quality and improvement of process along with the other aspects of TQM, it is often overlooked in those discussions that the customer is the endpoint of any assembly line. Without addressing the needs of the customer first and then refining processes in order to best serve that customers needs, the quality exercise is just that-exercise (Harari, 17).

The medical community in all its varied functions, including health insurers, appears to be leading all others in data mining and data warehousing, putting the newly-discovered data into useable form, and then acting on the information provided by that data. The focus on data warehousing is such that The Ninth Annual Healthcare Information and Management Systems Society (HIMSS)/IBM Leadership Survey Trends in Health Care Information Technology finds that the top priority for healthcare organizations in 18 will be recruiting and retaining IT talent. The survey of more than 1,700 CIOs, CEOs, senior managers, medical records professionals, vendors and consultants found upgrading IT infrastructure, integrating systems in multivendor environments and re-engineering to a patient-centered computing environment as the top three priorities. Thirty-nine percent of survey respondents cited the need to derive more value from existing data, or data mining as the top business driver for IT (Dendinger, 18). The need for that added value from existing data is not only to keep in close contact with former patients, but also to encourage them to stay current on all recommended tests and procedures. The health organization with the best in-place system capable of providing this function is the organization that will be able to claim the greatest competitive advantage within the industry.

Conclusion

Only in the realm of theory do labels account carry much weight. In business and in reality, the bottom line is nearly all-important in the business environment of today that is approaching a hyper-competitive state. The lessons to the organizations efforts to enhance and then maintain its competitive advantage, and that there are varied organizational, management and technological factors associated the IS as an agent of business strategy that cannot be ignored. Change is integral to both TQM and BPR, and change is one of the most difficult accommodations that IS can make for the organization. Nonetheless, meaningful and useful change must be managed and allowed to occur.

References

Babcock, Charles (16, December 16). Taking the long view on IS expertise. (obtaining legacy mainframe skills). Computerworld, vol. 0, p. 17.

Beckley, Glen B. (14, September 1). TQM find the red flags hiding in existing systems. Datamation, vol. 40, p. 6.

Bryant, Antony (18, January-February). Beyond BPR - confronting the organizational legacy. (business process re-engineering). Management Decision, vol. 6, p. 5.

Callaway, Erin (18, March ). Help Desk Slam Dunk; Duke, others are scoring points by revamping IT support.(Duke University Network Knowledgebase is a finalist for the Help Desk Institutes 18 Team Excellence award). PC Week, vol. 15, p. 7.

Cummings, Dorothy and Gregg Macaluso (15, December). The 7th annual quality conference. (Annual National Business Quality Foundation Conference). Colorado Business Magazine, vol. , p. S1.

Dendinger, Martha Jo (18, April). HIMSS/IBM survey staffing top priority. (the Ninth Healthcare Information and Management Systems Society/IBM Leadership Survey Trends in Health Care Information Technology). Health Management Technology, vol. 1, p. 6.

Garner, Rochelle (17, March ). Too much, too fast. (National Semiconductors re-engineering of its IS organization). Computerworld, vol. 1, p. 75.

Gaughan, Thomas R. (16, November). The systems dimension of process re-engineering. CMA - the Management Accounting Magazine, vol. 70, p. 1.

Harari, Oren (17, January). Ten Reasons TQM Doesnt Work. Management Review, vol. 86.

Keen, Peter G. W. (16, November 18). Putting the payoff before process. (reengineering processes). Computerworld, vol. 0, p. 108.

Keith, Richard B. Jr. (14, April). MIS + TQM = QIS. (management information services in process engineering). Quality Progress, vol. 7, p. .

King, William R. (18, Winter). IT-enhanced productivity and profitability. Information Systems Management, vol. 15, p. 64.

Laberis, Bill (17, December 1). The big fixes that arent. Computerworld, vol. 1, p. 110.

Mathieson, Kieran and T.J. Wharton (1, September). Are information systems a barrier to total quality management? Journal of Systems Management, vol. 44, p. 4.

Moad, Jeff (14, October 15). After reengineering taking care of business. Datamation, vol. 40, p. 40.

Spencer, Michael S. and Leslie K. Duclos (18, Spring). TQM stresses MIS the ache of continuous change. Mid-American Journal of Business, vol. 1, p. 5.

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Zahedi, Fatemeh (18, November-December). Quality information systems a unifying framework. International Journal of Technology Management, vol. 16, p. 446.

Please note that this sample paper on Information Systems as a Supportive Role in Total Quality Management and Business Process Re-engineering is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Information Systems as a Supportive Role in Total Quality Management and Business Process Re-engineering, we are here to assist you. Your cheap custom college paper on Information Systems as a Supportive Role in Total Quality Management and Business Process Re-engineering will be written from scratch, so you do not have to worry about its originality.

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