Compare Areas of Growth or Decline in the Primary,...

Compare areas of growth or decline in the primary, secondary and tertiary classifications of business activities. M2 – National growth or decline in the primary, secondary and tertiary classification of business activities. UK has a small proportion of people working in the primary industry. The machinery in the UK has taken over many jobs in the primary sector and tertiary sector is still growing in the UK. The increase of the machinery use, increasing use of chemical fertilisers has made a huge decease in employment in the primary sector. UK environment has also suffered since 1945 the UK has lost 95% of its wildflowers, 30% of ancient woodland, 60% of lowland heath land, 140,000 miles of hedgerows and 50% of lowland fens, valleys†¦show more content†¦M2 - Local (Bucks) growth or decline in the primary, secondary and tertiary classification of business activities. Employment in 2001 in the primary sector was only 1.58% people who had jobs in the primary sector. There was also been a drop of 20% in the agriculture labour since 1990. Agriculture is just worth over 0.5% of the country’s gross value added. The biggest changed which has been made is that the majority of bucks farmers are over 45 which are nearly 75%of them with close to one third of them being over the traditional retirement age which is 65 and also 30% of the farmers indicted that they would retire within the 10 next year. Also 33% of the farmer’s suggest that they would sell their farm when they reach near retirement age rather than have a family member continue the farm. Employment in secondary sector has also decreased which means there was no growth in the secondary sector. Secondary sector is similar to the primary sector because these both sectors have declined. Employment in the tertiary sector has been increased. The change which was made to this sector was that this business sector is gone up 0.1% compared in 2011 august which shows that the growth has been made. On the other hand it also shows how primary and secondary sector both have decrease and has made noShow MoreRelatedDescribe the Recruitment and Selection Documentation Used in a Selected Organisation (P1)3497 Words   |  14 PagesUnit 1 Business Purposes BTEC Level 2 First Business Assessment Resource Pack Sample learner work and assessor comments Commentary for tutors Sample learner work and assessor comments follow for the assignment A1 Local businesses and industry sectors (P1, P2, P3, M1, M2). This unit of work introduces learners to the world of business. All of the target assessment and grading criteria for this assignment have been met (P1, P2, P3, M1, M2). This assignment is one of three assignments. 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Six-day War and Israeli Military Leaders - 963 Words

Why was Israel so successful in dealing with threats to its survival in the years 1948-73? Israel’s success in dealing with the treats it came across was due to many factors. These included Israel’s military tactics; which is one of the most important ones. Israeli determination for an independent state, the disunity between the Arab people, territory and the role of the US all played a part in the triumph of Israeli survival in the years 1948 – 73. Israeli military tactics were a long-term factor of why Israel was so extraordinary at dealing with everything that was thrown at them. Israel’s troops were highly motivated and better trained than any Middle Eastern country as the Israelis fought beside Britain in WWII. Additionally†¦show more content†¦This included the recognition of Israeli borders and it’s right to security. Which also played a part in Israel’s survival. Furthermore Israeli determination of independence was yet another factor why Israel successfully dealt with its threats. The Law of return gave any Jew in the world the right to become a citizen of Israel. The UN passed a solution calling for the partition of Palestine. It recognized the right of the Palestinian people to self-determination, as the partition plan allowed for the establishment of an Arab state. It let the Palestinians to be considered as refugees and war victims as some of the Palestinian people had just been affected by the holocaust. This then lead to world opinion of the survivors to be very sympathetic which assisted them as soon after they were granted the right to secure themselves and return to their homeland and gain independence. Besides Israeli determination of Independence, the lack of Arab unity also made an appearance into how Israel survived so successfully. 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Comparative Analysis on Erp Vendors Free Essays

string(63) " model for human resources, finances, and other key processes\." School of Business and Economics Indiana University South Bend K507–Enterprise Resource Planning – 2008 Fall – ERP Project Comparative analysis of ERP vendors: SAP, Oracle, and Microsoft Koenraad Adams, Eric Piazzoni, and In-Saeng Suh koenraadadams@hotmail. com, ericpz@gmail. com, isuh@iusb. We will write a custom essay sample on Comparative Analysis on Erp Vendors or any similar topic only for you Order Now edu Abstract This is a study of the comparative analysis on the enterprise resources planning (ERP) vendors, SAP, Oracle, and Microsoft. We research on functionalities, cost, features, and target market for each vendor. Keywords: ERP, SAP, Oracle, Microsoft, SME 1 School of Business and Economics Indiana University South Bend . Introduction ERP system is an integrated information system to support the business within different organizational parts of an enterprise. The leading global providers are SAP, Oracle, and Microsoft. ERP packages are designed to be customizable to concrete needs of an organization and to its legacy systems. The customization of ERP modules for a concrete user is performed with special tools and using specific or standard programming languages. Due to already mentioned general ERP characteristics, customization and implementation usually require specialized knowledge and significant resources. SAP was founded on April 1, 1972, by five IBM employees. It developed its first product (financial accounting software) in close cooperation with its first customer. The company grew initially around ERP and solidified its market leadership by being a pioneer in the move from mainframe to client-server computing with its R/3 ERP solution introduced in the 1990s. From there, SAP expanded into a much broader set of applications for other functions in the enterprise: customer relationship management (CRM), supply chain management (SCM), product life-cycle management (PLM), and supplier relationship management (SRM). By bundling and integrating these applications, SAP became known for high-quality, comprehensive enterprise solutions, which SAP or SAP-trained SI consultants would then customize. Oracle was founded in 1977 as Software Development Laboratories. The first Oracle program was written in assembly language, ran on PDP-11 and with 128k of memory. The software was never â€Å"officially† released though. Version 2 which was released in 1979 was the first to be released. The company had changed its name by then to Relational Software Inc. Business grew and by 1982 they had changed their name again, this time to Oracle and in 1987 the company went public. Today, Oracle remains one of the leaders in the ERP industry. A few of the firsts Oracle brought us are: ? The first commercially-available SQL-based database (1979) 2 School of Business and Economics ? ? ? ? ? ? ? Indiana University South Bend The first database to support symmetric multiprocessing (SMP) (1983) The first distributed database (1986) The first database product tested to comply with the ANSI SQL standard (1993) The first 64-bit database (1995) The first web database (1997) The first proprietary RDBMS to become available on Linux (1998) The first database to support XML (1999) Microsoft Dynamics AX is a line of business management solutions that provides financial management, business intelligence, human resource management, project management, customer relationship management (CRM), manufacturing, supply chain management solutions, collaborative workspace, and configuration and development. The Information Technology views quadrants Gartner Consulting produces each year as a type of benchmark to see where each provider stacks up against their competition. In 2007, Gartner released the quadrant on the left. While many will argue that Gartner‘s methods are too simplistic and don‘t give a truly accurate view of what the decision makers face, it is still a good place to start when comparing products. Gartner ranks venders in two areas, Completeness of Vision and Ability to Execute. Using various qualifiers based on the rankings, the solutions are places in one of four quadrants: ? Leaders score higher on both criteria; the ability to execute and completeness of vision. Typically larger industry developed businesses with vision and potential for expansion 3 School of Business and Economics ? Indiana University South Bend Challengers score higher the ability to execute and lower on the completeness of vision. Typically larger, settled businesses with minimal future plans for that industry ? ? Visionaries score lower on the ability to execute and higher on the completeness of vision. Typically smaller companies that are unloading their planned potential Niche players score lower on both criteria: the ability to execute and completeness of vision. Typically market fledglings In 2007, both Oracle and SAP were placed towards the bottom of the Challengers Quadrant. This would indicate they have the ability to execute, though maybe not that well as they are towards the bottom of the quadrant, and they don‘t seem to have a great deal of vision. But is that all there is to look at? In this study, we focus on functionalities and features, the total cost of ownership, and target market of the ERP vendors: SAP, Oracle, and Microsoft Dynamics. 2. Functionalities and Features 2. 1 SAP R/3 SAP R/3 is a client-server based application, utilizing a 3-tiered model, the presentation layer, the application layer, and the database layer. SAP R/3 is structured using its own proprietary language called ABAP (Advanced Business Application Programming). ABAP, or ABAP/4 is a fourth generation language (4GL), geared towards the creation of simple, yet powerful programs. SAP R/3 also offers a complete development environment where developers can either modify existing SAP code to modify existing functionality or develop their own functions, whether reports or complete transactional systems within the SAP framework. ABAP’s main interaction with the database system is via Open SQL statements. These statements allow a developer to query, update, or delete information from the database. Advanced topics include GUI development and advanced integration with other systems. With the introduction of ABAP Objects, ABAP provides the opportunity to develop applications with object-oriented programming. SAP ERP redefines enterprise resource planning – delivering role-based access to crucial data, 4 School of Business and Economics Indiana University South Bend applications, and analytical tools. With SAP ERP, we can efficiently deal with business challenges in the following areas: ? End-user service delivery – Ensure that employees can readily access the critical data, applications, and analytical tools they need to perform all their job functions efficiently and effectively while also supporting a shared-services organizational model for human resources, finances, and other key processes. You read "Comparative Analysis on Erp Vendors" in category "Papers" SAP ERP offers role-based access, self-services, and employee interaction center support through SAP Manager Self-Service, SAP Employee Self-Service, Duet and employee interaction center support. Plus, SAP Mobile Time and Travel enables employees in the field to report time and expenses offline. SAP ERP Financials – Ensure compliance and predictability of business performance – so the organization can gain a deeper financial insight across the enterprise and tighten control of finances. SAP ERP Financials automates financial and management accounting and financial supply chain management. The solution also provides rigorous support for corporate-governance mandates such as Basel II and Sarbanes-Oxley. ? SAP ERP Human Capital Management – Optimize the HR processes with a complete, integrated, and global human capital management (HCM) solution. SAP ERP provides this HCM solution for organizations of all sizes and in all industries. You can maximize the potential of your workforce, while supporting innovation, growth, and flexibility. The SAP ERP HCM solution automates talent management, core HR processes, and workforce deployment – enabling increased efficiency and better compliance with changing global and local regulations. ? SAP ERP Operations – Manage end-to-end procurement and logistics business processes for complete business cycles – from self-service requisitioning to lexible invoicing and payment – optimizing the flow of materials. SAP ERP Operations also helps discrete and process manufacturers manage the entire life cycle of product development and manufacturing. The solution automates the entire manufacturing process and reduces costs by controlling and adapting the 5 School of Business and Economics Indiana University South Bend manufacturing process in real time – and increas es customer satisfaction by delivering higher-quality products. ? SAP ERP Corporate Services – Helps organizations manage their most costintensive corporate functions by supporting and streamlining administrative processes in the areas of real estate; enterprise assets; project portfolios; corporate travel; environment, health, and safety compliance; quality; and global trade services. SAP ERP Corporate Services is a complete and integrated solution that maximizes transparency and control, while reducing financial and environmental risks and enhancing safety of employees. ? Performance management – Support the entire life cycle of performance management, delivering real-time, personalized measurements and metrics to improve business insight and decision making. SAP ERP supports financial analytics, operations analytics, and workforce analytics, as well as consolidated financial and statutory reporting; planning, budgeting, and forecasting, strategy management and scorecards, and risk management. 2. 2 Oracle An Oracle database system is a platform with at least one application running n it to access and process the data. Data is stored logically in the form of table spaces and physically in the form of data files. The recommended structure for an Oracle database is the institute RAC–Real Application Clusters. Multiple instances, usually on different servers, attach to a central storage array. This offers better performance, scalability and redundancy for the users. There are various versions of the Oracle database management software. In ad dition, Oracle divides it‘s product into various editions to track marketing and sales. Enterprise Edition – The full suite of performance, scalability, security and reliability stored on either a clustered or single server. Runs on all standards and available with a large number of applications. ? ? Standard Edition – Provides Enterprise level functions for mid-sized organizations. Sold through Oracles 400 Value Added Resellers. Standard Edition One – low end—minimum five users—entry level package. 6 School of Business and Economics ? ? ? Indiana University South Bend Express Edition – primarily intended for students to learn how to code applications for Oracle. It is small, free and his limited capacity. Oracle Personal Edition – ? High end? functionality but sold to single-use developers. Oracle Database Lite – designed to run on mobile devises. Though this looks like a large number of options, there are really only three true choices and they are based on the size (number of seats) of the organization. Of the other three, 2 are for developers and the other just provides access to database information from a mobile devise. Oracle does, however, offer some other ? flavors? to offer as well. Oracle has grown dramatically mostly through acquisitions. Their product lines include. ? ? ? ? ? ? ? PeopleSoft Enterprise Siebel JD Edwards Hyperion Agile AutoVue Fusion Not counting the other products (PeopleSoft, JD Edwards etc. ) Oracle Business Suites alone have over 140 different applications which can be installed on their platform. These include: ? Enterprise Performance Management – A tool which aides in the executive decision making process by supporting a broad range of strategic, financial and operational management processes. Business Process Outsourcing – an application which seems to work as an extranet and allows organizations track the non-core business processes which have been outsourced. ? Customer Relationship Management—tracks what is going on in the sales department. Allows other departments (finance, production) know what they can expect. It will also allow the marketing groups know how effective campaigns have been. 7 School of Business and Economics ? Indiana University South Bend Customer Self-Service Solutions—allow customer place orders themselves without the supplier having to have someone enter the order. This reduces the risk of order entry errors. Production or warehouse groups receive the order right away and can act on it much quicker so turn around takes less time. ? ? Financial Management Solutions—provides and tracks data for finance operations, governance, risk, compliance, and performance management. Human Capital Management – ? tracks all aspects of the Human Capital needs, from core human resource (HR) transactional functionality through service automation and delivery to complete enterprise talent management solutions.? 1 It provides the needed resources and has proven to reduce the costs. ? Procurement – Insures that the supply chain stays on top of productions needs and maintains the most cost effective method of doing so. Project Management—maintains record of current projects statuses and communicates with those needing the information in order to insure projects are proceeding as they should. ? Transportation Suite—insures shipments reach their destination as well as, ? lowers transportation costs, improves customer service and asset utilization, and provides flexible, global fulfillment options.? 2 These are just a handful of the applications available. Essentially, whatever the need, Oracle has a way to meet it. 2. 3 Microsoft Dynamics Financial Management Microsoft Dynamics AX accounting and finance solutions help you track and analyze business information. You can easily manage your general ledger, payables, receivables, inventory, sales process, purchasing, analytical accounting, cash flow, bank reconciliations, fixed assets, and collections. 1 â€Å"Human Capital Management Solutions. † Oracle, The World’s Largest Enterprise Software Company. 19 Nov. 2008 . 2 â€Å"Transportation Management. † Oracle, The World’s Largest Enterprise Software Company. 9 Nov. 2008 . 8 School of Business and Economics Business Intelligence and Reporting Indiana University South Bend Microsoft Dynamics allows you to manage budgets, create and consolidate reports and look for trends and relationships in any part of the business. Human Resource Management Microsoft Dynamics allows the management of applicant and employee in formation: payroll and benefits, skills mapping, recruitment and employee registration, and skills development. In addition the system helps you ensure your organization is meeting government reporting requirements accurately and on time. Project Management Project management and accounting applications allow project managers, accountants and executives to improve their project profitability and adapt to changing conditions. In addition manage resources, forecast costs and budgets, track time, and expenses. Lastly, manage contracts and billing. Customer Relationship Management Customer relationship management solutions enable management of customer groups, create and launch marketing campaigns, track customer activity, manage sales and after sales. It also enables automation of many day to day tasks for sales, customer service, field service, call center, and marketing professionals. Manufacturing It provides an integrated suite of manufacturing applications that give you the tools to plan, manage, and execute a top of the line manufacturing operation. The manufacturing process consists of product configuration, scheduling and shop floor, and supply and capacity requirements planning. Supply Chain Management This improves inventory management, management of single or multi-site warehouses, demand planning, order processing, and online collaboration with suppliers. Collaborative Workspace This extends the reach of business applications, information and process to employees, customers, and partners with role based delivery through a single web-based portal. Configuration and Development 9 School of Business and Economics Indiana University South Bend Customization capabilities enable programmers and system administrators to add new functionality and modify existing functionality quickly and with limited coding. 3. The total cost of ERP ownership Total cost of ownership (TCO) is a significant factor in ERP strategies and decisions. Yet while both end-users and ERP vendors tend to talk about lower TCO and many vendors claim it as a point of differentiation. Three different elements of total cost associated with ERP implementations are actually important: ? ? ? Amount spent on software Amount spent of external services Internal costs Since as the company grows, the number of users goes up, along with the total cost of software and services, one can naturally expect a correlation between size of the ERP deployment and costs. As shown in Table 1, as the number of users goes up, the total cost of software and services also rises. Table 1: Average Software and Services Costs by Company Size Company Size Under $50M $50M – $100M $100M – $250M $250M – $500M $500M – $1B $1B – $5B Over $5B Average # of Users 38 92 195 344 475 2187 3365 Average Software $176,597 $482,941 $695,395 $985,714 $1,364,286 $2,360,577 $2,652,500 Average Service $126,022 $351,374 $581,090 $655,263 $1,110,000 $2,081,000 $2,102,778 Average 3 years Maintenance $81,676 $247,554 $443,066 $346,639 $617,735 $1,479,208 $1,163,531 Average total cost $384,295 $1,081,869 $1,719,551 $1,987,616 $3,092,021 $5,920,785 $5,918,809 Source: Aberdeen Group, July 2007 Table 2 displays software and service costs by vendor, since the ratio of services to software costs is indicative of both ease of use and ease of implementation. We just adopted a few major vendors, Infor, Lawson, QAD, SAP and Oracle. Table 2: Software and Service Costs by Vendor 10 School of Business and Economics ERP vendor Infor Lawson QAD SAP Oracle Average Software $703,261 $482,500 $633,871 $1,276,667 $1,929,167 Average Service $494,444 $455,556 $463,158 $1,115,323 $1,694,231 Indiana University South Bend Average # of ERP modules 11. 0 10. 8 10. 2 11. 9 11. 5 Average Software + Service per user $9,843 $10,521 $9,741 $11,381 $16,882 Average total costs per user $12,773 $11,826 $12,161 $15,067 $20,983 Source: Aberdeen Group, July 2007 Functionality and TCO remain significant factors on ERP strategies and decisions. The depth and breadth of functionality deployed, along with the cost of software, services, and on-going maintenance combine to provide a price performance of ERP. Table 3 shows the ERP usage and total cost per user per percentage Point of functionality used by three vendors, SAP, Oracle, and Microsoft Dynamics. Table 3: ERP Usage and Costs per User per Percentage of Functionality Used ERP Vendor SAP Oracle Microsoft Dynamics Average # of Modules Used 12. 4 11. 3 10. 6 Average % of Functionality Used 69. 1% 72. 4% 73. 2% Average # of Users 834 1365 116 Software + Service + 3 Yrs Maint. $702 $513 $607 Source: Aberdeen Group, July 2007 Cost Areas of Microsoft Dynamics AX The initial average license price per user for Microsoft Dynamics AX is $3,000. According to Nucleus Research, Inc the average initial license price for a Microsoft Dynamics AX customer was $571,234 with a low of $50,000 and a high of $2. 55 million. The consulting average expenditure for Microsoft Dynamics AX deployment was $1,169,745 with a low of $50,000 and a high of $6. 8million. The median expenditure for consulting was $600,000. Pertaining to those customers that made hardware investment, the average hardware costs were $180,188 while the median cost was $84,750 (Nucleus Research, 7). Those companies that invested in the internal personnel for deployment and 11 School of Business and Economics Indiana University South Bend ongoing support for the ERP solution the average personnel costs were $346,667 and the average annual ongoing cost was $192,000. Lastly, training costs on average were $141,375 with one hundred and ninety-five users, twenty-nine hours of training time at a cost of $25 per hour. Table 1. The Average 3-Year Cost of an Microsoft Dynamics AX Deployment Average $571,234 $1,169,745 $180,188 Data Components Average initial license price Average standalone consulting expenditure of customers interviewed Average hardware expenditure of customers interviewed Average number of personnel needed to deploy:4 Average time of deployment:13 months Assumed fully loaded cost of an employee:$80,000 Average number of users: 195 Average training time: 29 hours Assumed fully loaded hourly cost of an end user: $25 Average initial cost of deployment Average maintenance rate: 16% Average initial license price. Average number of FTEs required to support Microsoft Dynamics AX: 2. 4 Assumed fully loaded cost of a support FTE:$80,000 Average 3-year costs of software, consulting, hardware, personnel, training and maintenance. Software Consulting Hardware Personnel $346,667 Training Total Ongoing Costs Software maintenance Personnel $141,375 $2,409,207 $274,192 $576,000 Total 3-Year Cost $3,259,399 Table 2. The Median 3-Year Cost of an Microsoft Dynamics AX Deployment Initial Costs Average Data Components Software $168,000 Median initial license price Median standalone consulting Consulting $600,000 expenditure of customers interviewed Median hardware expenditure of Hardware $84,750 customers interviewed Median number of personnel needed Personnel $220,000 to deploy:3 Average time of deployment:11 12 School of Business and Economics Indiana University South Bend months Assumed fully loaded cost of an employee:$80,000 Median number of users: 120 Median training time: 24 hours Assumed fully loaded hourly cost of an end user: $25 Median initial cost of deployment Median annual cost of license: 15% Median initial license price: $168,000 Median number of FTEs required to support Microsoft Dynamics AX: 1. 25 Assumed fully loaded cost of a support FTE:$80,000 Median 3-year costs of software, consulting, hardware, personnel, training and maintenance. Training Total Ongoing Costs Software maintenance 72,000 $1,144,750 $75,600 Personnel $300,000 Total 3-Year Cost $1,269,950 3. Target market SAP serves 75% of the Fortune Global 1000, but less than 1% of Fortune Global million. The small and medium enterprise (SME) market is a huge opportunity. SAP views SMEs as its main potential source of growth. As of summer 2006, SAP led the midmarket segment, but to reach its goal of having 45% – 50% of order entry from SME cust omers by 2010, SAP has to address the two most important elements of an SME solution: Total Cost of Ownership (TCO) and ease-of-use. SAP‘s offering has higher up-front outlays but lower maintenance rates. SAP aggressively expands SME market via the SAP NetWeaver platform strategy toward the goal of doubling SAP‘s market cap by 2010. It would probably be safe to say Oracle targets anyone interested in purchasing an ERP solution. That wouldn‘t be entirely accurate. It‘s obvious that Oracle has achieved it‘s success by building for the large Enterprise organizations but they‘ve also been successful due to their focus on their platform. Enterprise solutions will probably remain a staple target for them. However, if you look at the products they are now producing making it easier for smaller organizations to get introduced to their product, it‘s an obvious sign they are seeking more small to medium businesses in their portfolio. The 13 School of Business and Economics Indiana University South Bend Standard Edition One with a price of $180 per user is a sign of that. They also have a suite of ? out of the box‘ applications ready to bolt on once the server is in place. Get the business used to the Oracle environment when they are small at a competitive price, then sell more licenses as your software helps them grow seems to be their motto. I can‘t say that‘s a bad one. At the end of the day, selecting the best solution comes down to preference. Obviously, each solution has strengths and weaknesses. But how do you select a solution when one provider is strong in one area you need while another is strong in another? Additionally, there are more solutions coming on the scene. Smaller companies who may be able to provide a different type of service than what the biggest players offer. Another solution many will consider in the future, especially with the current economic situation, is the growing Software as a Service trend. 3 SAP has already got a jump on the market with their ByDesign solution. At the end of the day, it will have to come down to what solution works best for the business making the choice. 3 Maxcer, Chris. â€Å"Is SaaS ERP a viable model for manufacturing? † Manufacturing ERP software and management – SearchManufacturingERP. om. 9 Sep. 2008. 23 Nov. 2008 14 School of Business and Economics Indiana University South Bend References â€Å"Bit on Gartner‘s Magic Quadrants and 2007 report for ERP Vendors† OracleApps Epicenter. 11 Nov. 2008 . â€Å"Compare ERP System/ERP Software Solutions. † Technology Evaluation Centers. 12 Nov. 2008 . Farber, Dan. â€Å"Disruptions in the software fabric. † Builder A U – By developers for developers. 25 Nov. 2008 . â€Å"Gartner Consulting Web Site.. † Gartner Consulting. 20 Nov. 2008 . Greenbaum, Joshua. â€Å"SAP beats Oracle? Oracle surrounding SAP? Microsoft raking in new customers?. † ZDNet Blogs. 20 July 2007. 25 Nov. 2008 . Hagiu, Andrei, Pai-Ling Yin, Daniela Beyersdorfer, and Vincent Dessain. â€Å"SAP: Industry Transformation . † Harvard Business Journal N/A (2006): 28p. â€Å"Human Capital Management Solutions. † Oracle, The World’s Largest Enterprise Software Company. 19 Nov. 2008 . Jutras, Cindy. ?The Total Cost of ERP Ownership. † Aberdeen Group. 17 Oct. 2006. 10 Nov. 2008 . Jutras, Cindy. â€Å"Aberdeen Group: The Cost of ERP Functionality. † Aberdeen Group. 12 July 2007. 10 Nov. 2008 . Jutras, Cindy. The Total Cost of ERP Ownership in Mid-Size Companies. † Aberdeen Group. 12 July 2007. 10 Nov. 2008 . â€Å"Magic Quadrant for ERP Service Providers, North America, 2007. † Gartner Custom Newsletter Programs. 11 Nov. 2008 . 15 School of Business and Economics Indiana University South Bend Maxcer, Chris. â€Å"Is SaaS ERP a viable model for manufacturing? † Manu facturing ERP software and management – SearchManufacturingERP. com. 9 Sep. 2008. 23 Nov. 2008 â€Å"Microsoft Dynamics: Business management, financial and accounting software solutions (ERP, enterprise resource management). Microsoft Corporation. 25 Nov. 2008 . â€Å"Oracle ERP Benefits and Disadvantages. † ITtoolbox Oracle Knowledge Base. 13 Nov. 2008 . Samuals, Mark. â€Å"Making best use of Gartner’s reports – 17 Apr 2008 – Computing. † Insight for IT leaders – business technology news, analysis, reviews and jobs Computing. 12 Nov. 2008 . â€Å"The Real ROI from Microsoft Dynamics AX | Nucleus Research. † ROI Reports, ROI Case Studies, ROI Tools | Nucleus Research. 25 Nov. 2008 . â€Å"Transportation Management. † Oracle, The World’s Largest Enterprise Software Company. 19 Nov. 2008 . 16 How to cite Comparative Analysis on Erp Vendors, Papers

Televisions Positive Effects on Society Essay Example For Students

Televisions Positive Effects on Society Essay Televisions Positive Effects on SocietyNichole VanSickleRichard ZlogarFr. Eng. Comp. 101-1831 October 1996According to Marie Winn and her essay The Plug-In Drug, television hasvarious negative effects on our society today. In her essay Winn explores theways in which television has harmfully caused disruptions with the quality offamily life, rituals, and values. She recognizes there is a problem with oursociety and the way in which it is consistently influenced by television. I amable to agree with Winn on this point, but I do not feel that the totality ofthe influence is negative. Television today has a lot of positive effects andinfluences on our society and our American culture. Television gives us helpfulinformation, various forms of education, and entertainment which are all a partof the positive effects that television has on our society. On a day to day basis, the television keeps us informed with plenty ofhelpful information. We are informed through the television of the latest news,weather, and information which are important in our daily lives. The televisionoften acts as an almanac, dictionary, and an eye into the world around us. Itinforms us of the most recent happenings around the world within seconds. Suchas the O.J. Simpson trial, the Oklahoma City bombing, and the wars taking placein the Middle East. Through TV we can be warned about almost anything from ahurricane approaching to the fact that the stock market is falling. Thetelevision in todays society has become one of our most basic resources forinformation. We use the TV as a convenient way to find out some of the simplestinformation such as the date, time, and what is going to be on channel 11 at9:30. Our American society has designed its lifestyle around the convenience ofthe TV and the fact that it is so easily accessible. The television has other purposes besides convenience. It is a great wayof educating the people throughout society with the important issues that affectour everyday lives. Be it social, political, economical, or medical, there isalways something new to be told, and the television is the quickest way to getit out to the people. Not only is the television fast, but it is also veryaccurate and in depth as well. The television takes the time to do the researchthat most Americans are too lazy to do themselves. Through various newsprograms and documentaries, the television keeps us educated, and on the righttrack so that we as Americans are not left out in the dark when it comes to thecurrent events around the nation. For example, being that it is an electionyear, we are constantly being informed about the candidates, their whereabouts,and the debates. The reason for this is because, this is an important piece ofeducation when it comes to the American people. We need to know these things,o r we along with our government will suffer. Along with informational and educational purposes, television serves asan entertainer as well. When television was first developed, entertainment wasnot one of its main purposes. As time went on people began to sit and watch thetelevision for that reason. Soon after came the development of sitcoms, andspecial programs which served as entertainment purposes.Throughout the years,entertainment on TV has become much more popular among Americans. Thetelevision has become an important part of our entertainment today. Not only isit more convenient than going to movies, plays, concerts, or sporting events butit is also a lot cheaper. With modern day television people do not have toleave their houses, and get dressed up to drive to see what they could bewatching on their own TV sets at home. This is why the television companieshave adapted to meet the needs of the American people by supplying access tomovies, plays, concerts, and the most popular sporting events. This past summerthe TV proved its convenience for entertainment. Many Americans were able tosit back and watch the Olympics in their own homes, and still be able to get thefeel of being there in Atlanta. .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c , .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .postImageUrl , .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .centered-text-area { min-height: 80px; position: relative; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c , .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c:hover , .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c:visited , .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c:active { border:0!important; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .clearfix:after { content: ""; display: table; clear: both; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c:active , .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .centered-text-area { width: 100%; position: relative ; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c:hover .ctaButton { background-color: #34495E!important; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ub68471b3a49ff7ed3fc7ba7dfbdd0b8c:after { content: ""; display: block; clear: both; } READ: Music In Education EssayThroughout the years, the American people have come to rely on thetelevision and all it has to offer. The television with its multi-purposes haspositively effected our society through its means of information, education, andentertainment. We as Americans have become a part of a society which is greatlyinfluenced by the television. Although, this influence has been proven toaffect the quality of family life, as Winn mentions in The Plug-In Drug. Thepositive effects of television on our society as a whole, and the knowledge itprovides is far greater than this quality of life that she mentions. I mustadmit that there are both positive and negative aspe cts that come out of ourtelevisions today, but I feel that the positive effects definitely out weigh thenegatives when it comes to the importance of information, education, andentertainment for our society.

Why international students find it hard to make friendship

Harry Potter

Harry Potter Harry Potter And the Philosopher's Stone (Short summary) Harry had lived with his uncle Vernon and his aunt Petunia since he was a baby and they always told him that his parents were killed in a car accident. He didn't have a very comfortable life because he had to sleep in a cupboard under the staircase and wasn't very well treated either. Dudley, his spoiled cousin, hit him whenever he wanted to and the Dudleys didn't care about him at all. Harry had a strange scar on his forehead in the shape of a lightning and he never knew were it came from.One morning in July Harry got a letter and before he could read it his uncle took it away. The next morning a whole bunch of letters arrived and his uncle took them. For the next seven days an increasing flood of letters were sent to Harry and the family even had to pack their things and go on a trip to get away from the letters.The Weasley family as shown in Harry Potter and th...

Nietzsche and Mill Research Paper Example | Topics and Well Written Essays - 2500 words

Nietzsche and Mill - Research Paper Example On one hand, the position adopted by Nietzsche through the famous dichotomies defining the genesis of good, bad and evil formulate the essence of morality from the basics. Apparently, it would be difficult to discuss that whose origin or genesis cannot support its existence. On the other hand, the opinion of John Stuart Mill concerning morality raises the higher bar of morality through definition of virtue and its importance in life, for instance in religion (Smith 27). Despite the fact that the approaches taken by the two philosophers distinguish their philosophical orientation through different concepts on the central theme, two concepts remain throughout their debate as demonstrated in this discourse. Both philosophers independently made astounding interpretations to morality, almost certainly taking a similar opinion on several elements than conflicting opinion. The centrality of morality in the work by Nietzsche and Mill illustrates the diversity of definition of the underlying interpretations such as through genealogy of morals, utilitarianism, egoism, righteousness and consequentialism. Tracing the origin of the general meaning of good and bad from class differentiation between the powerful and the weak eventually leading to a systemic unquestionable belief of correct and wrong judgments presents Nietzsche’s opinion in a sharp reflection on morality. The First Essay depicts Nietzsche as a simplistic morality thinker in the way he relates the topic with the human society. Perhaps getting the basics rights in the definition of what morality entails gives Nietzsche the edge in laying the foundations of the debate. Morality interpretation of good through attaching benefit to the recipient of actions of others illustrates the perspective taken by Nietzsche, though he makes the observation to the effect that the terminology ‘good’ came later. Such an

Jacobs and Douglass' Narratives Regarding the True Escape from Slavery Research Paper

Jacobs and Douglass' Narratives Regarding the True Escape from Slavery - Research Paper Example \Writers such as Harriet Jacobs and Frederick Douglass provide examples of the dehumanizing elements of slavery, hinted when Jacobs comments â€Å"Slavery is terrible for men, but is more terrible for women†, while also providing clues as to how slavery might be escaped through education as in Douglass’ statement, â€Å"You have seen how a man was made a slave; you shall now see how a slave was made a man.† These examples and clues can be found in Douglass’ Narrative of the Life of Frederick Douglass and Jacobs’ Incidents in the Life of a Slave Girl. Both books bring into sharp relief the miserable conditions of a slave’s life and the ways in which it dehumanized the black people. Douglass sadly informs the reader that he is uncertain of his age or the day he was born and, although his mother died when he was seven years old, he was relatively unaffected by the news as he had been separated from her since infancy. â€Å"Never having enjoyed, to any considerable extent, her soothing presence, her tender and watchful care, I received the tidings of [my mother’s] death with much the same emotions I should have probably felt at the death of a stranger† (Douglass Ch. 1). By the time Douglass was seven, he had learned of the death of his mother, watched his aunt brutally whipped and had taken his own place at work in the fields. He describes the life of the slave, illustrating its bestial level of survival existence and the types of behaviors they were expected to exhibit when they were in the presence of their mas ters. Jacobs also focuses on the brutality of slavery in her description of early life as a slave girl actively pursued by a lascivious slave owner. The only way she can avoid becoming her master’s black mistress at the age of 15 is to give herself up to another white man of her own choosing. â€Å"I shed bitter tears that I was no longer worthy of being respected by the good and pure

Arch of Constantine Essay Example | Topics and Well Written Essays - 1000 words

Arch of Constantine - Essay Example ch of Constantine is a beautiful example of a monument which has a tremendous history as well as a magnificent art in terms of sculptures and styles which decorate it. The Arch was created to commemorate the victory of Constantine over Maxentius at the battle of Milvian. The era when it was created places it in the Ancient Roman Corinthian style of art and as per the characteristics of the art of the era, the imagery used and the characters shown on the building are quite detailed (Strong, 1963). Strong (1963) also suggests that the detail level in such works of art is quite high and even though many centuries have taken their toll on the Arch, it is not difficult to imagine how it would look when it was first completed and shown to the public. Of particular interest are the sculptures and the messages which are placed on the arch itself. Dimensionally, the arch is about 20 meters in height and is roughly 25 meters in width. The distance covered by the arch is seven meters. There are three archways of which the middle one is the main archway with a height of 12 meters. The side arches are seven meters and are relatively smaller in width as well as height (Storage and Maish, 2007). It must be noted that as a work of art, the arch has certainly changed over time as things have been added, removed and renovated through history. For example, while there were eight yellow colored fluted Corinthian columns of Numidean marble originally, only seven of those remain today. The eighth original column was taken by Pope Clement VIII in 1597 and that is now in present day Laterano. This is certainly an irony in art since all the original columns are supposed to have been taken from a building of the Flavian era when the arch was first build (Storage and Maish, 2007). This can be seen as a case of vandalism conducted on a monument which was the result of vandalism conducted on other buildings. Therefore, instead of being a pure reflection of the building arts of the era,

Analysis of Global Automobile Market

Analysis of Global Automobile Market EXECUTIVE SUMMARY The purpose of the report is to assess the recent strategies employed by global automobile organisations between 2007 and 2010 based on secondary data and published press. Organisations thereafter refer to global automobile organisations. This report explores the process of reconciling dichotomies at Honda Motors Corporations (HMC) in terms of its strategies and core competences. Several theoretical frameworks were derived from related literature as a guide to analyse and integrate relevant elements from business level and corporate level strategies application. The roles on mergers and acquisitions (MA) applied in the global automobile industry are then discussed. This section is structured as follows: part 1 reveals MA in relation to too much debts and risk of bankruptcy; part 2 describes MA as a strategy to explore potential for product synergy and part 3 illustrates MA as means to access to new technologies and emerging markets. This report examines the corporate social responsibility (CSR) practices initiated by the organisations and its impact on the financial and non-financial performance. The report ends at discussion the Western and Japanese leadership used by the global automobile organisations and their suitability. INTRODUCTION OVERVIEW OF GLOBAL AUTOMOBILE INDUSTRY The automobile industry can be divided into three categories: auto parts vendors, automobile manufacturers and dealers. The global automobile market has been long dominated by Western manufacturers such as General Motors, Chrysler and Volkswagen in 1955 followed by eastern automobiles manufacturers Toyota, Honda and Nissan since 2005. In 2009, Toyota was the worlds leading car manufacturer with approximately 15.3 percent market share, Volkswagen 13.1 percent and Ford approximately 6.9 percent market share (Datamonitor 2009). Recently automobile manufacturers in developing countries such as Hyundai, Tata and Geely have increasingly become vital players in the automobile market, Hyundai is now one of the significant players in the United States market (Fetscherin and Toncar 2010) whereby Tata and Geely have begun to take aim at developed country automobile markets and intend to compete in the global automobile market (Fetscherin and Toncar 2010). The 2008 global financial downturn had negatively impacted the automobile industry into crisis thus many organisations were encountered losses and bankruptcy. Nevertheless, there were four outstanding organisations recorded remarkable profit during this turbulent period: Volkswagen, Honda, Hyundai and BMW (Appendix 1). Forecasts predict that the global car industry will be worth $1,611 billion by 2014 with the volume of 66.2 million units (Datamonitor, 2009). HONDA STRATEGY AND MANAGERIAL DICHOTOMIES HMC established in 1948. Honda develops, manufactures and markets small general purpose engines and scooters to specialty sports cars, had earn an outstanding reputation from customers worldwide. Honda has grown to become the worlds largest motorcycle manufacturer and one of the leading automobile manufacturers. There are seven business units in HMC (Figure 1). Figure 1 Honda SBU.jpg Honda business level strategy versus corporate level strategy in global context Business level strategy refers to the way HMC competes in an industry which it is located. Porter generic strategies framework had been employed to examine each Honda strategic business units (SBU) (Figure 2). Figure 2 Porter generic.jpg Honda sets out cost leadership strategy to produce an urban car with fuel efficient feature, Honda City, a successful model had reflected Hondas innovative and quick response to market demand on inexpensive and fuel efficient (Nonaka 2007). Honda enjoys the cost advantage to produce and market its Hero Honda motorcycle in India by preference to access to raw materials and efficiency of production capability (Ramarao 2009). Honda continuous seeks for cost reductions to competitive position. Differentiation involves offering a unique product with special characteristic however the selling price may not be low (Fitzroy and Hulbert 2005) Honda created Acura series to isolated its common automobile ranges. Acura is a higher range to compete with luxury category, i.e. Toyota Lexus. Honda Acura differentiates itself from product features and engine performance. Honda produces a series of scooter range from 50cc to 125cc to meets different demands for different markets (HMC 2009). Honda launched specialty engines GX160, GX200 and GX390 for better handling and durability suitable for long tail boats which are common water transportation in Asia (HMC 2009). Honda Insight, a hybrid vehicle that incorporated a compact and lightweight hybrid system to offer fuel economy while maintain the pleasure of driving (HMC 2009). Besides differentiation strategies, Honda performs well in its private jets, ATVs, watercrafts, outboard motors and jets. Honda differentiates focus on dual clutch transmission and water cooled engines in its FourTrax Rancher ATVs (HMC 2009). Honda started Hondajet since 2006, the private jet featured by HF120 compact turbofan engine for low emission where the first delivery is expected in 2011 (HMC 2009). Corporate strategy is the future organisations directions against resources possessed by the organisation (Lynch 2000). Corporate strategy links organisations internal resources and the social economic environment that it operates (Lynch 2000). HMCs sense of purpose is to striving to be a company society wants to exist (HMC 2009). In view of intense competition (threats) and strong demand (opportunities) from HMC operating environment (Figure 3), HMC had implemented some value added corporate strategies. Figure 3 Corporate strategy.jpg Product diversification concerns an expansion of product range that Honda supplies. Honda extended its product range from light truck to compact sedan cars. In North America, HMC introduces Pilot, Acura TSX and Acura TL to meet the different market requirements (HMC 2009). HMC broaden its range to launched Honda City in Asia outside Japan as the trend towards driving smaller cars accelerated along with the increase in fuel prices (HMC 2009). Vertical integration is an expansion of range of business related activities that HMC encompasses (Fitzroy and Hulbert 2005). Honda opens up financial services division to lease their automobiles and services centres for pre and after sales services to strengthen its branding position as one stop vehicle provider. Geographical diversification is an expansion to wider geographical areas mainly to create additional market share or obtaining competitive advantages. HMC has a global network of 396 subsidiaries and 105 affiliates in more than five regions and 160 countries recorded 3.5 million units automobiles sales in 2009 (HMC 2009). HMC established its manufacturing plants in various countries to support domestic demand rather than manufacture in Japan and export, this will help in shorten the delivery lead time and incentive in domestic assembly. Successful organisations must outgrow their initial scope of products and geographical areas (Fitzroy and Hulbert 2005). Horizontal integration refers a diversification into different industries. Besides automobile, HMC broadens its business into different industries i.e. aviation business, solar cell business and household cogeneration units (HMC 2009). Honda product-related core competencies versus process-related core capabilities In practice, HMCs capability is as the main drivers for its shareholder values. Honda started with motorcycle business had move on to engine business and the most successful automobiles consists of 77 percent of its revenue. HMCs success underlying its core competence in engines design allows HMC to develop more products i.e. lawn mowers, motorcycles, automobiles and private jets (McGee and Thomas 2007). Substantial increase in fuel price, new customer preferences and spending patterns are a significant momentum to the pricing model and value proposition changes whereby consumers emphasize on good price for reasonable quality (Giesen et. al. 2010). As part of corporate strategy, Honda enhances its Research and Development (RD) particularly in safety technologies to help reduction on the risk of injuries to passengers and pedestrians from car accidents and fuel efficient cars, i.e. Honda Freed and Honda City. Honda recognises the rational to develop non-pollutions product in the first place than to clean up later. The electric car demonstrates a technological solution for the air pollution caused by automobile emission (Bernabo et. al. 2009). However, due to the charging centre constraints and maturity of the power supply capacity for longer journey, HMC focuses on its hybrid car Insight to meet the demand. Lean management focuses on eliminating waste (non-value adding activities) throughout HMC production systems (Chen et. al. 2010). By selective sharing of design development, HMC can focus resources and competencies on a limited set of innovative ideas and reduce their direct costs for innovating many of the components in their products (Chen et. al. 2010). A safety-induced crisis causes obvious problems for a brand like Honda which pride itself on reliability and the promise to deliver the power of dream(Banks 2010). HMC need both vendors and dealers to complete the complicated fabrication processes and reaches end consumers. In contrast to many competitors, HMC realises the importance of turning vendors into partners, loop the vendors into product design and development to shorten both new product lead time and reduce overall cost concerning the inventory holding (Nguyen and Slater 2010). The vendor development programmes include joint improvement, information sharing an updates, offer assistance to lift up vendors technical capabilities (Nguyen and Slater 2010). i.e. HMC make use of its vendor network to expand low price components accessibility in Vietnam had considerable reduce HMC production cost thus selling price (Oh and Rhee 2010). HMC factory networks operate the same way so each is able to make any vehicle in the product range according to market demand. This gives the company tremendous flexibility, efficient logistics to enhanced its manufacturing (Economist 2003). HMC installed special data systems in each of its factories to monitor weather forecasts to allows manager to predict bad weather which may affect deliveries so they can decide the stock up level to prevent material shortage (Economist 2003). To enhance the dealers ability, HMC trains and develops its dealer networks with operating procedures and policies in setting up the showroom, merchandising and service management (Oh and Rhee 2010). Honda Vietnam strict controls over vendors to ensure stable and good quality supply (Oh and Rhee 2010). Conclusion The analysis shows the density of HMC in managing its global organisation. Business strategies and corporate strategies are in different dimension but intimately link to each other, HMC needs to understand the external context of business when develop business and corporate strategies. HMC strengthen its production efficiency, flexibility and sales capabilities in various business units to meet the demand for cost effective products at the same time improve its corporate structure towards more flexible and dynamic to meet customers demand, business environment a society as a whole. There is no single best strategy applied for all products, Honda had demonstrated adequate thinking in developing suitable strategies for its products in different geographical areas. THE ROLE OF MERGERS AND ACQUISITIONS Mergers and acquisitions act as a strategic tool to obtain wider market share and create synergies-improvements in competitiveness, customer value or product innovation that can be achieved by integrating two entities (Gadiesh et. al. 2001, Thompson et. al. 2005). The global automobile business faces severe challenges with reduction in sales and intense competition and opportunities in emerging markets, such as China and India. Network-level strategies is useful in turbulent and growth markets yet an organisation had limitations access or unable to pursue that competition by on its own (Cools and Roos 2005). Boston Consulting Group (BCG) matrix was used to analyse global automobile organisations positions (Figure 4). Figure 4 BCG.jpg MA in relation to too much debts and risk of bankruptcy One of the most important factors in mergers and acquisitions is debt and bankruptcy during recession (Cappell 2010). Organisation fall in BCG Dog category (Figure 4), i.e. Volvo, General Motors and Ssangyong are forced look for suitable partner to sustain its limited market share. A research carried out by Ostermann and Neal (2009) reveals that there were 25 automobile vendors are in the high debt and bankruptcy risk (Figure 5). Figure 5 25 Bankruptcy.jpg If a business unit no longer generate positive returns on investment for the organisation without massive investment, some organisation opt trade off the business unit and exit the industry (Lynch 2000). Ford Motor sold Volvo to China Geely at US$1.8 billion as part of Fords strategy of exiting European luxury lines to focus on Fords brand (Starbiz 2010). In the scramble to swap gas guzzlers for smaller vehicles thus reduction in use vehicle residual value forcing General Motors finance arm into huge losses on cars returned after leased (The Economist 2009). Ssangyong, formerly controlled by Chinas SAIC Motor Corporations was under bankruptcy protection in early 2009 due to cash shortage crisis to be acquired by Indian largest sport utility vehicles manufacturer, Mahindra (Bloomberg 2010). Mahindra gives Ssangyong financial supports, engineering and sourcing synergies (Bloomberg 2010). MA as a strategy to explore potential for product synergy To response to the zero COÂÂ ² emission, BMW, Daimler and General Motors formed an alliance in 2005 to develop hybrid vehicle technology. The ultimate solution to zero carbon dioxide emission is electric cars (Bernabo et. al. 2009). Nissan sees future trends towards electric car however electric cars design is highly challenging thus Nissan joint venture with NEC Tokin for synergy where NEC Tokin focuses on cell technology and electrode manufacturing so Nissan can concentrate in mass production (Taylor III 2010). Automobile organisations are focused on potential partners technological ability than cost savings achievement (Cappell 2010). PSA Peugeot produces diesel engines with Ford Motor (Financial Times n.d.). Ford Motor and Fiat share a manufacturing plant in Tychy, Poland to produce Ford smaller car, Ka and Fiat 500 (Financial Time n.d.). Daimler announced strategic partnership with Renault and Nissan to build small cars, engines and van together (Financial Times n.d.). In addition, as pressure on developed country manufacturers increases to reduce costs, they might look to China as sources of inexpensive manufacturing and might increasingly manufacture their cars in China and export them to developed countries (Fetscherin and Toncar 2010). General Motors, Ford and Chrysler are currently producing cars in China in joint ventures with Chinese manufacturers (Fetscherin and Toncar 2010). Many family-owned organisations i.e. PSA, BMW and Fiat are reviewing their portfolio and seeking restructuring alliances to lower cost in part purchase and spreading research and development cost however subject to Europe Union competition ruling (Czinkota and Ronkainen 2001). MA as means to access to new technologies and emerging markets Many organisations have responded to globalisation by looking at joint ventures with international partners when they needed to bridge a technology gap (Czinkota and Ronkainen 2001). A survey carried by KPMG in 2009 shows 85 percent of the automotive senior executives presumed new technologies is an influencing issue in global automotive industry (Chappell 2010). PSA Peugeot Citroen joint ventures with Toyota to produce small cars in the Czech Republic for achieve economies of scale (Financial Times n.d.). Chrysler builds minivans for Volkswagen in Winsor, Ontario since 2008 (Financial Times n.d.). Traditional automobile markets are still expanding but more importantly the emerging markets in China, India and Korea are expanding rapidly likely to enter the US automobile market (Fetscherin and Toncar 2010). Network level strategy plays an important role to uplift the competitive advantage to compete in automobile industry, especially Chinese automotive manufacturers who follow the footsteps of the Western, Japanese and South Korean car manufacturers. China automobile manufacturers will aggressively enter the US market by either exporting or by building their own production sites in the USA (Fetscherin and Toncar 2010). The implication of MA is to reduce threat while simultaneously capitalising on emerging market growth (Gill 2008). Acquisition of Ssangyong by Mahindra gives Mahindra an access to distribution networks of 1,300 dealers outside South Korea and Russia automotive market where previously Ssangyong exports vehicles (Bloomberg 2010). Conclusion Mergers and acquisitions had been widely practised in automotive industry due to the automotive manufacturing investment for new entry is huge and need years of experiences and expertise. Many joint ventures were found among automobile organisations aim to lower their production costs to make the selling price more competition; some merger strategy had achieved synergy in product design and development. In the turbulent economic environment, mergers and acquisitions give automobile organisations a quick fix and direct access to a growing market for more market share. Mergers and acquisitions are mainly creating value for mutual benefits to both parties. 4.0 CORPORATE SOCIAL RESPONSIBILITY INITIATIVES The conventional business goal is maximising shareholders returns (Bonini et. al. 2006, Whittington 2001). However organisations are perceived as being socially responsible may create valuable market opportunities and increase more satisfied customers (Bonini et. al. 2006, Crane and Matten 2007). Davis (1973) stated that corporate social responsibility (CSR) refers to organisations consideration on action that will accomplish environment social benefits and ethical responsibilities along with the financial gains which the organisation seeks (As cited in Hoffman 2007, Polonsky and Jevans 2009). CSR helps to improve employee engagement to strive for better management, declining in employee perceptions will leads to significant threats to engagement (Hall 2010). Organisations always have an implied contract to embraces a diverse range of stakeholders which may have different social interests (Bonini et. al. 2006, Polonsky and Jevons 2010). Organisations can opt to react, defence, accommodate and proactive towards CSR as part of global strategies. Being socially responsible important however organisations must make a conscious decision about the degree to which they then leverage their CSR activities, thus translating doing good into strategic benefit (Polonsky and Jevons 2009). The five global automobile organisations demonstrate adequate CSR initiatives to improve their brand standing in automobile industry (Appendix 2). The CSR actions had contributed both positive profits to Honda, Hyumdai, Toyota and Volkswagen, also a negative loss to Daimler even though Daimler pursing quite adequate CSR actions. Global automobile organisations are aiming to achieve the highest category of the CSR: Philanthropic responsibilities. The most common practices are social projects, donations and sponsorship (Hall 2010). CSR needs resources such as funds and employees participation. Organisations are facing dilemma to satisfy the stakeholders with different social interests (Polonsky and Jevons 2009). Some authors criticised that global automobile manufacturers who produce fuel guzzling SUVs for urban users at the same time promote fuel-efficient vehicles to public (Polonsky and Jevons 2009). CSR may not directly impact the organisations financial performance as revenue may be affected by other factors such as economic. However a significant observation from literature reviews that organisations are difficult to sustain or strengthen its market share standing if they are not socially responsible to the society, this may adversely affect their long term value, the brand, talent and relationship (Bonini et. al. 2006, Hall 2010, Piotrowski and Guyette 2010). WESTERN AND JAPANESE LEADERSHIP APPROACHES When automobile industry was leaded by Western countries, Western leadership by Frederick W. Taylor was widely applied in the automobile manufacturers such as General Motors and Ford (Darmody 2007). His idea of leadership was planning and decision making lies on management level while production workers only participate in predetermined executions to ensure efficiency (Almashaqba and Al-Qeed 2010, Darmody 2007). Western leadership was emphasised on efficiency to maximize profits. In Western leadership, the role and responsibilities, authority and accountability, procedures and practices between management and workers are formalized to avoid the conflict in the relationship (Almashaqba and Al-Qeed 2010). Japanese leadership deliberately stresses decentralized management structure, praises the achievements of individuals and gives rewards to outstanding performance (De Wit and Meyer 2004). Autonomy similar to trust in eastern countries, decentralization and rewards can improve employees morale thus productivity. Japanese leadership introduces lean strategy and just-in-time production techniques to achieve production flexibility without increasing indirect labor costs (Shadur and Bamber 1994). These provide automobile organisation to deliver what is expected by customers in just-in-time (Chen et. al. 2010). A research done by Abbggelen and Stalk (1985) shows that the United States automotive plants required 250 percent human resources compared to the Japanese plant to make similar vehicle (Shadur and Bamber 1994). Just-in-time approach is dependent on the balance between the vendors flexibility and users flexibility (Slack et. al. 2007). Parker and Slaughter (1988) comments that lean production is a intensifies the pace of work as the production is operated in closing to the breaking point without supporting buffers, organisation may face severe difficulty when there is a material shortage (As cited in Shadur and Bamber 1994). Some analysts see lean production techniques as merely a subtle form of management control (Mehri 2006, Shadur and Bamber 1994). Japanese leadership focuses on waste reduction and value-adding activities, these focuses are short-term benefits thus Japanese leadership may ignore long-term competitive advantages (Chen et. al. 2010). A recent qualitative research had lifted Japanese leaderships veil as limited potential for creativity and innovation, narrow professional skills, worker isolation and harassment, dangerous conditions on the production line, accident cover-ups, excessive overtime, and poor quality of life for workers (Mehri 2006). The Japanese and western leadership are different in process. There are pros and cons between Western and Japanese leadership and not single ultimate solution for automobile organisations in different geographical area, the leadership application is subject to the culture of the workforce, labour union and availability of resources i.e. logistic, material and expertise. Shadur and Bamber (1994) points out General Motors plants in Australia faces challenge when they started lean production due to the culture different from the labour union and employees who used to work in a team than individual. Although several criticisms of lean production were discussed, however it is concluded that Japanese leadership can potentially contribute to a substantial improvement in automobile manufacturing competitiveness. CONCLUSION Business strategy is about creating sharper scope focus on a business unit contrast with corporate strategy which concerned an overall portfolio of several business units a whole. HMC had strengthened both product-related core competencies and process-related capability to strive for excellence in HMC establishment as a responsible organisation. Mergers and acquisitions are very important to global automotive organisations for reduce the risk in bankruptcy, achieve cost reduction and production effectiveness and explore potential for new product and gives instant access to new technologies. Cost and stakeholders value is crucial consideration when organisations decide on the investment in CSR action plans since the financial returns are not easily measured. This report concluded that there are more advantages than disadvantages for CSR as strategic tool in global strategies. Both Western and Japanese leadership was develop in the different industrial time therefore some of the leadership element many not be suitable to automobile organisations such as mass production in low turnover season. There is no single definite answer to the best combination of leadership as application is based on culture, geographical and strong commitment from vendors to avoid production breakdown. LIST OF REFERENCES Almashaqba, Z. M. S. and Al-Qeed, M. A. N. (2010). The Classical Theory of Organisation and its Relevance. International Research Journal of Finance and Economics. Vol. 41. EuroJounals Publishing, Incorporated. Banks. T. (2010). Rescue remedies. Design Week. p.9. http://elib.segi.edu.my:2094/ehost/pdfviewer/pdfviewer?vid=1hid=15sid=d7731cd4-b9d9-417c-b0d0-7caa46ceba42%40sessionmgr10 [Accessed on 31st August 2010]. Bernabo, M., Garcia-Bassets, I., Gaines, L., Knauer, C., Lewis, A., Nguyen, L. and Zolfaghari, L. (2009). Technological convergence throughout the eras: Part 1 Cars. Business Strategy Series. Vol. 10, No.1, pp. 3-11. Emerald Group Publishing Limited. Bloomberg (2010). Mahindra Named Preferred Bidder for Ssangyong Stake. Bloomberg. 12th August. Source: http://www.bloomberg.com/news/print/2010-08-11/ [Accessed on 31st August 2010]. Bonini S. M. J. Mendonca, L. T. and Oppenheim, J. M. (2006). When social issues become strategic. The Mckinsey Quarterly. No. 2, pp. 20-31. McKinseyCompany. Cappell, L. (2010). The new key word is technology. Automotive News. http://www.autonews.com/apps/pbcs.dll/article?AID=/20100111/OEM06/301119988 [Accessed on 1st August 2010]. Chen, H., Lindeke, R. R. and Wyrick, D. A. (2010). Lean automated manufacturing: avoiding the pitfalls to embrace the opportunities. Assembly Automation. Vol. 30. No. 2, pp. 117-123. Emerald Group Publishing Limited. Crane, A. Matten, D. (2007). Business Ethics. (2nd edn). United Kingdom: Oxford University Press. Czinkota, M. R. and Ronkainen, I. A. (2001). Best Practices in International Business. United States of America: Harcourt College Publishers. Cools, K. and Roos, A. (2005). The Role of Alliances in Corporate Strategy. The Boston Consulting Group Report. Darmody, P. B. (2007). Henry L. Gantt and Frederick Taylor: The Pioneers of Scientific Management. AACE International Transactions. PS15.1 15.3. http://elib.segi.edu.my:2094/ehost/pdfviewer/pdfviewer?vid=32hid=11sid=26c78f3e-ff19-4a75-8dc0-c41ac6961a2e%40sessionmgr4 [Accessed 27th August 2010]. Datamonitor (2009). New Car Sales Industry Profile: Global. Datamonitor. December De Wit, B. and Meyer, R. (2004). Strategy Process, Content, Context. (3rd edn). China: Thomas Rennie. Fetscherin, M. and Toncar, M. (2010). The effects of the country of brand and the country of manufacturing of automobiles. International Marketing Review. Vol. 27, No. 2, pp. 164-178. Emerald Group Publishing Limited. Financial Times (n.d.). The complex world of carmaking alliances. Source: http://www.ft.com/cms/s/o/b2c02844-5797-11df-855b-00144feab49a.html. [Accessed 27th August 2010]. Fitzroy, P. and Hulbert, J. M. (2005). Strategic Management. United Kingdom: John Wiley Sons, Incorporation. Gadiesh, O., Hass, D. and Cullinan, G. (2001). Getting the price right. Strategy and Leadership. Vol. 29, No. 4, pp. 27-31. MCB University Press. Giesen, E., Riddleberger E., Christner, R. and Bell, R. (2010). When and how to innovate your business model, Strategy and Leadership, Vol. 38, No. 4, pp. 17-26. Emerald Group Publishing Limited. Hall, R. (2010). CSR is well worth the investment. CA Magazine. May Issue, pp. 12. Honda Motors Corporations. (2009) Annual Report. Honda United States. Lynch, R. (2000). Corporate Strategy. Financial Times. (2th edn). Spain: Prentice Hall. McGee, J. and Thomas, H. (2007). Knowledge as a lens on the jigsaw puzzle of strategy. Management Decision. Vol. 45, No. 3, pp. 539-563, Emerald Group Publishing Limited. Mehri, D. (2006). The Dark Side of Lean: An Insiders Perspective on the Realities of the Toyota Production System. Academy of Management Perspective. May Issue. Pp. 21-42. http://elib.segi.edu.my:2094/ehost/pdfviewer/pdfviewer?vid=1hid=13sid=ab47e1cd-5efe-4857-a9e6-8f822d7c0a9d%40sessionmgr14 [Accessed 27th August 2010]. Nguyen, D. K. and Slater, S. F. (2010). Hitting the sustainability sweet spot: having it all. Journal of Business Strategy. Vol. 31, No. 3, pp. 5-11. Emerald Group Publishing Limited. Nonaka, I. (2007). The Knowledge-creating Company. Harvard Business Review. July-August 2007. pp.162-171. Oh, J. and Rhee, S. K. (2010). Influences of vendor capabilities and collaboration in new car development on competitive advantage of carmakers. Management Decision. Vol. 48, No. 5, pp. 756-774. Emerald Group Publishing Limited. Piotrowski, C. and Guyette, R. W. (2010). Toyota Recall Crisis: Public Attitudes on Leadership and Ethics. Vol. 28, No. 2, pp. 89-97. Organisation Development Journal. Polonsky, M and Jevons, C. (2009). Global branding and strategic CSR: an overview of three types of complexity. International Marketing Review. Vol. 26, No.3, pp. 327-347. Emerald Group Publishing Limited. Ramarao, B. S. V. (2009). Factors Influencing the Purchasing Decisions of Motor Bike Consumers: A Comparative Study of Popular Brands. The Icfai University Press. http://elib.segi.edu.my:2094/ehost/pdfviewer/pdfviewer?vid=1hid=17sid=08c9824b-9d7d-4607-ae5c-0b3cebde315d%40sessionmgr11. [Accessed on 31st August 2010]. Sandur, M. A. and Bamber, G. J. (1994). Towards Lean Management? International Transferability of Japanese Management Strategies to Australia. http://elib.segi.edu.my:2094/ehost/pdfviewer/pdfviewer?vid=1hid=13sid=8d9ef09c-7c14-4886-9784-270458e8d5ae%40sessionmgr10 [Accessed on 31st August 2010]. Slack, N., Chambers, S. and Johnston, R. (2007). Operations Management. (4th edn). Italy: Prentice Hall Financial Times. Starbiz. China okays Geelys Volvo Car unit buy. The Star. 30th July, p. B10. Taylor III, A. Here comes the electric Nissan. The Fortune Magazine. 1st March 2010, pp. 64-69. The Economist (2003). Rising above the sludge. The Economist. Source: http://www.economist.com/node/1682292. [Accessed 27th August 2010]. The Economist (2009). A giant falls. The Economist. Pp. 58-60. Thompson Jr. A. A., Strickland III, A. J. and Gamble, J. E. (2005). Crafting and Executing Strategy The Quest for Competitive Advantage Concepts and Cases. (14th edn). United States of America: McGraw-Hill Irwin Companies. Whittington, R. (2001). Wha

Colombia Vs. Morality :: essays research papers

Colombia is a country wrought with poverty, corruption, and violence. It has gained leader for its drug trafficking and scandalous dealing by the military. Five percent of Colombia, which is 1.9million people, 1.1 million that are children, has been disabled due to the fighting in a four decade old civil war. Colombia has endured vicious conflicts throughout its country in the past 36 years. It is considered to be one of the most violent places in the world, with a murder rate 8 times as much as the United States of America. Colombia is considered an undeveloped country in other words it is a poverty stricken place. Because Colombia is prone to earthquakes and volcanic eruptions it is hard for the poverty stricken areas of Colombia to stay in one place. The corruption comes from the exporting to America. While most things exported to the united states from Colombia are oil, coffee, and fresh cut flowers. Illegally al the real money comes from drug trafficking off copious amounts of cocaine and heroin. In my opinion violence is the most shocking to me. Why should one feel the need to comply with treating a person with simple respect, with giving second thoughts to clubbing them in the head or shooting them point blank? And why do they feel the need to commit unnecessary violence? These human rights standards should be natural for people, not something they have to think twice about to obey it. It is a fact that Colombians are beaten, raped and shot to death by there own military everyday. In the past couple years; the human rights cases against violence amongst civilians have been dropped. Making this actually legal. It shocks me to hear of the violence that engulfs Colombia. With such crimes of miracle fishing (slang for kidnapping), 200 bombs in less then 15 years, everyday assaults, robberies, spiking with scorpions and a murder rate of 77.5 per 100,000 people. The fact that hundreds of police officers, judges, investigators, presidential candies and of course thousands of Colom bian citizens murdered with the attitude of â€Å"So it goes† shows that their nation has been badly damaged, psychologically as well as physically.

EAS p-Nitroacetanilide Essay

Pinacol was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet. Pina col was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet.Pinacol was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for  pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet.Pinacol was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet.Pinacol was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet.

Expanding Circle - Definition and Examples

Expanding Circle s The expanding circle is made up of countries in which English has no special administrative status but is recognized as a lingua franca and is widely studied as a foreign language. Countries in the expanding circle include China, Denmark, Indonesia, Iran, Japan, Korea, and Sweden, among many others. According to linguist Diane Davies, recent research suggests that some countries in the Expanding Circle have . . . begun to develop distinctive ways of using English, with the result that the language has an increasingly important functional range in these countries and is also a marker of identity in some contexts (Varieties of Modern English: An Introduction, Routledge, 2013). The expanding circle is one of the three concentric circles of World English described by linguist Braj Kachru in Standards, Codification and Sociolinguistic Realism: The English Language in the Outer Circle (1985). The labels inner, outer, and expanding circles represent the type of spread, the patterns of acquisition, and the functional allocation of the English language in diverse cultural contexts. Although these labels are imprecise and in some ways misleading, many scholars would agree with Paul Bruthiaux that they offer a useful  shorthand  for classifying contexts of English world-wide   (Squaring the Circles in the International Journal of Applied Linguistics,  2003). Examples and Observations The spread of English in the Expanding Circle is largely a result of foreign language learning within the country. As in the Outer Circle, the range of proficiency in the language among the population is broad, with some having native-like fluency and others having only minimal familiarity with English. However, in the Expanding Circle, unlike the Outer Circle, there is no local model of English since the language does not have official status and, in Kachrus (1992) terms, has not become institutionalized with locally developed standards of use.(Sandra Lee McKay, Teaching English as an International Language: Rethinking Goals and Approaches. Oxford University Press, 2002)Expanding Circle English and Lingua Franca English- Despite the all-pervasive use of English throughout what many like to term the international community and despite countless anecdotes about emerging varieties such as Euro-English, professional linguists have so far shown only limited interest in describing lingua franca English as a legitimate language variety. The received wisdom seems to be that only when English is a majority first language or an official additional language does it warrant description. . . . Expanding Circle English is not deemed worthy of such attention: users of English who have learned the language as a foreign language are expected to conform to Inner Circle norms, even if using English constitutes an important part of their lived experience and personal identity. No right to rotten English for them, then. Quite the contrary: for Expanding Circle consumption, the main effort remains, as it has always been, to describe English as it is used among the British and American native speakers and then to distribute (Widdowson 1997: 139) the resulting descriptions to those who speak English in nonnative contexts around the world.(Barbara Seidlhofer and Jennifer Jenkins, English as a Lingua Franca and the Politics of Property. The Politics of English as a World Language, ed. by Christian Mair. Rodopi, 2003)- I argue . . . that a lingua franca model is the most sensible model in those common and varied contexts where the learners major reason for [studying] English is to communicate with other non-native speakers. . . . [U]ntil we are able to provide teachers and learners with adequate descriptions of lingua franca models, teachers and learners will have to continue to rely on either native-speaker or nativized models. We have seen how a native-speaker model, while appropriate for a minority of teachers and learners, is inappropriate for the majority for a range of linguistic, cultural and political reasons. A nativized model may be appropriate in Outer and in certain Expanding Circle countries, but this model also carries the disadvantage of cultural inappropriacy when learners require English as a lingua franca to communicate with other non-native speakers.(Andy Kirkpatrick, Which Model of English: Native-Speaker, Nativized, or Lingua Franca? English i n the World: Global Rules, Global Roles, ed. by Rani Rubdy and Mario Saraceni. Continuum, 2006) Also Known As: extending circle