Wk 5 BA541 Asign Mass Customization Essay Example | Topics and Well Written Essays - 750 words

Wk 5 BA541 Asign Mass Customization - Essay Example A good thing about mass customization is that it gives a company the competitive edge because the company does not just create any product, but those that customers need based on the company’s research. Another advantage of this strategy is that it promotes innovativeness on the part of the manufacturer and results to customer satisfaction for the consumer. (Babiarz, P., Piotrowski, M., et. al., 2008) Another benefit that mass customization brings is cost-reduction since companies, aware of what products or services are needed, are able to streamline processes. (Peppers, D. & Rogers, M, 2011). As mentioned earlier, there are also drawbacks in using mass customization as a strategy to build lasting customer relationships. One of these is that there is no standard per se in mass customization. (Peppers, D. & Rogers, M, 2011) For example, in some methods, customers can choose to change the color or style of a product once they have it. For others, it is different. As a result, some companies may lose their competitive edge because the method they chose may not give them information on what the customers want. For instance, companies who create interactive dress-up games for children may not know what colors or styles are designed by the consumers. Another disadvantage of mass customization is that, unlike in mass production, there is no inventory of finished goods so the customer may have to wait. (Zipkin, P., 2001) Because mass customization is dissimilar to mass production wherein the products are based on customer information, the company can project the quantity to be made. As a result, if there is an unexpected need, the quantity will not be enough. There have been several companies that successfully managed to shift to mass customization and received the loyalty of their customers. One of these that come to mind is Lutron Electronics Company. Specializing in lighting systems, Lutron listened to its customers and came up with a

Is population growth affect on our environment Research Paper

Is population growth affect on our environment - Research Paper Example It is worth noting that between the years 1960 and 1999, the earth’s population increased from three billion to around six billion people. Between the years 1960 and 1999, the earth’s population increased from three billion to around six billion people. The increase reflected an important era in humanity. This is because life expectancy increased, child mortality rates dropped, and individuals were on average healthier and nourished than any period in history. However, several changes in the global environment began to happen. Pollution increased, resource depletion persisted, and the risk of rising sea levels was obvious (Rand 1). Population growth has a number of features, which include urbanization, changing demographics, and persistent international migration. All these features are thought to affect the environment in a negative manner. In the feature urbanization, majority of the people will live in the cities. It is estimated that by 2035, close to 60% of the glo bal population will be living in the urban areas. Most of the cities in the developing nations are already experiencing problems in offering basic services such as waste treatment and transport. It is thought that the new urban residents will largely inhabit regions that defy nature such as the low-lying regions in the coast, and this will be a significant environmental risk (Collodi and M’Cormack 1). In the feature changing demographics, it is estimated that the overall world population is ageing despite the fact that the current population is very young (majority of the people in the world are below the age of 28). Majority of these people (the ageing population) are found in the developed nations, however, by 2050 a third of the population in the developing nations is estimated to be over the age of 60 years, and close to 80 percent of them will be living in the developing nations. On the other hand, some of the developing nations and regions will experience an increasingl y young population. Both trends indicate a decreasing working population, considerably changing the balance between economically inactive and active members (Collodi and M’Cormack 1). In the feature persistent international migration, the number of individuals living outside their nation of origin will likely to grow or increase to 230 million from the present 175 million by the year 2050. Migration will mostly happen between the developing nations and will grow in response to the environmental pressures, natural disasters, and extreme poverty. The aforementioned features will be motivated by the impacts of climate change, uneven distribution of resources, environmental changes, the consequences of disease, the incapability of the authorities to respond, and climate change (Collodi and M’Cormack 1). The accessibility and flow of energy, water, and food will be very important. Resource challenges will increase in regions where population growth has the greatest conseque nce, relative to economic growth and local resources (Collodi and M’Cormack 1). It is expected that by 2035 that the Sub-Saharan Africa population will grow by around 81% and that 15 percent of them will likely to be under-nourished. Competition for all forms of resources will increase and the threat of humanitarian catastrophe will also increase in most of the vulnerable areas because of climate change (C

Face to face presentation on adult learning theory and research Paper

Face to face presentation on adult learning theory and - Research Paper Example Another problem that was evaluated from the response of the audience was relating to the provided handout, which did provide sufficient description of the presentation (Duarte, 2008; Levin, 2006). The main concern of the current presentation is to improve knowledge and understandings is with respect to adult learning theory and research. The main issue that is associated with the presentation includes the structure of the overall presentation. Furthermore, questions are likely to arise due to the communication problem between the audience and the presenter (Abela, 2008). The current presentation has few defects thus, it is essential to make further plans to enhance the outcome of online presentation. The modification of online planning with respect to interest of the audience is considerably decisive. The online presentation should be short and easily understandable. In addition to this, the structure of presentation should be designed in a proper manner in order to gain audiences’ attention (Attrill, 2015; Reynolds,

Vietnamese Immigration to America Essay Example for Free

Vietnamese Immigration to America Essay Vietnam is located in the Southeastern Asia, bordering the Gulf of Thailand, Gulf of Tonkin, and South China Sea, alongside China, Laos, and Cambodia; 6 00 N, 106 00 E. Its Total Land Area is 329,560 sq km, with a land area of 325,360 sq km and water area of 4,200 sq km. It is slightly larger than New Mexico. Its total land boundary is 4,639 km with border countries like Cambodia, China and Laos. It has3, 444 km coastline which excludes the islands. Its maritime claims include the territorial sea: 12 nm, contiguous zone: 12 nm, exclusive economic zone: 200 nm, continental shelf: 200 nm or to the edge of the continental margin. Its climate tropical in south, monsoon in north with hot, rainy season and warm, dry season in mid-October to mid-March. Its terrain includes low, flat delta in south and north; central highlands; hilly, mountainous in far north and northwest. (See â€Å"Vietnam†. About: Geography). The history of Vietnamese Americans began with the end of the Viet Nam War in 1975. On 28 January 1973, after having spent years and millions of dollars financing the Viet Nam War, the United States government reluctantly agreed to withdraw its financial and military assistance after signing the Agreement on Ending the War and Restoring Peace in Viet Nam. The peace agreement was signed by representatives of the United States, the Republic of Viet Nam (South Viet Nam), and the Democratic Republic of Viet Nam (North Viet Nam) in Paris. The agreement committed the United States and other signatories to respect the independence, sovereignty, unity, and territorial integrity of Viet Nam, called for prisoners of war to be exchanged, and declared an in-place cease fire. Soon after the withdrawal of the United States military and economic support, the military situation deteriorated rapidly for the government of South Viet Nam. The flight of the Vietnamese refugees really began within the country, with the North Vietnamese military offensive of mid-March 1975 resulting in the defeats at Pleiku, Kontum, and Ban Me Thuot. As a result of this military offensive about one million refugees poured out of these areas and headed for Saigon and the coast. Most traveled by foot, few were fortunate enough to travel by car, truck, or motor bike. On 30 April 1975, the capital of South Viet Nam, and thus South Viet Nam, came under the control of the Provisional Revolutionary Government. This resulted in the flight of the Vietnamese refugees to the United States. Vietnamese refugees were not immigrants who chose to come to the U. S. for better political, social, and economic opportunities. Their migration was for the most part unplanned and out of desperation. Vietnamese emigration is generally divided into two periods, each with several â€Å"waves. † The first period began in April 1975 and continued through 1977. This period included the first three waves of Vietnamese refugees in the United States. The first wave of refugees, involving some ten to fifteen thousand people, began at least a week to ten days before the collapse of the government. The second wave, and probably the largest in numbers, involved some eighty thousand, who were evacuated by aircraft during the last days of April. The evacuation of American personnel, their dependents, and Vietnamese affiliated with them was achieved through giant helicopters under â€Å"Operation Frequent Wind. † These individuals were relatively well-educated, spoke some English, had some skills that were marketable, came from urban areas, and were westernized. Members of these two waves were primarily Vietnamese who worked for the U. S. government, American firms, or the Vietnamese government. All were thought to be prepared for life in the United States on the basis of their contact with the American government and association with Americans. The final wave during this period involved forty to sixty thousand people who left on their own in small boats, ships, and commandeered aircraft during the first two weeks of May 1975. They were later transferred to Subic Bay, Philippines and Guam Island after having been picked up, in many cases, by U. S. Navy and cargo ships standing off the coast. A second period of the Vietnamese refugee migration began in 1978. Since the fall of South Viet Nam in 1975, many Vietnamese have tried to escape the political oppression, the major social, and political and economic reforms instituted by the authoritarian government of North Viet Nam. Although the influx continues steadily, the numbers are no longer as massive as they once were. A significant characteristic of this period, especially between the years 1978 to 1980, is the large number of ethnic Chinese migrating out of Viet Nam and Cambodia. In addition to the ethnic Chinese, there were many Vietnamese who left during this period. These individuals have been called â€Å"boat people† because the majority of them escaped in homemade, poorly constructed boats and wooden vessels. Due to flimsy vessels, scant knowledge of navigational skills, limited amount of provisions, and numerous attacks by Thai sea pirates, the death rate of the â€Å"boat people† was and is very high. Many of the boat people are awaiting their fate in refugee camps throughout Southeast Asia. In addition, since 1979 many former receiving countries are turning away refugees because of the economic, political, and social strains that they are allegedly precipitating. (See â€Å"Vietnam War†. Wikipedia, the Free Encyclopedia). The areas where they settled after their migration were in the states of California, Texas, Louisiana, Washington, Virginia, Pennsylvania, and Florida. As a result of the original resettlement, the secondary migration process, and the length of time since their first arrival in 1975, Vietnamese refugees have been able to establish communities throughout the United States, but are generally located in metropolitan and urban areas. Since the Vietnamese were forced to leave their country as a result of the war, personal adjustments such as becoming proficient in English, separating from families, and dealing with war memories are pressing issues. Because many Vietnamese did not know English, learning a new and different language became an important criterion for adjusting to new living conditions in the United States. In addition, the Dispersal Policy forced many extended families to separate, and some Vietnamese have found themselves in new and unfamiliar communities without family or the community support networks which were of great importance in Viet Nam. Finally, because of the traumatic experiences incurred while leaving their homeland, many experience depression, anxiety, alienation, a sense of helplessness, and recurring war nightmares. To assimilate into the United States economically as quickly as possible, many Vietnamese were forced to obtain low paying jobs. Even for those who were professionals in their country, their credentials failed to transferor simply were not accepted in the United States. The large number of people who were members of the military had skills which were no longer marketable. And, because many did not have the necessary skills to find high paying jobs, both men and women have had to find employment. It is easier for women to find employment, especially in the service and low-skill sectors, and women began to occupy positions traditionally held by men. That is, women have succeeded in achieving a degree of economic independence through their employment outside the home. In some cases, women support the entire family while the men receive technical or educational training for occupations with specific skills. Family conflicts between husbands and wives resulted as an unfortunate side effect. Since women were more likely to find jobs than men and in some instances became the only income earner, traditional family roles and authority were changing. Men were no longer the sole provider for the family and their authority was no longer as clear as it was in Viet Nam. There were a number of substantial of Vietnamese who are attending prestigious colleges and universities throughout America. Upon graduation, these individuals have also become members of the professional group or skilled workers in America. However, while there has been some success in the field of education, Vietnamese Americans are not a â€Å"model minority. † After the fall of Viet Nam in 1975, only a small group of children continued their education. Many younger Vietnamese had problems adjusting to American school. Those who seemed to be having the most problems adjusting are those who came either as unaccompanied minors or the recent arrivals. These individuals primarily immigrated after 1975 and most likely came at an age when it was difficult to learn a new language and adjust to a new society; some have turned to gangs, drugs, gambling, and other illegal activities. The formation of youth gangs might have resulted from their inability to catch up with their peers in schools, their unfamiliarity with a strange land, and perhaps their alienation from their families due to cultural gaps. ( See â€Å"The New Migrants from Asia: Vietnamese in the United States†. Organization of American Historians).

Egypt : The People :: essays research papers

Egypt : The People Approximately 32,500,000 people live in Egypt. Peasant farmers called fellahin make up over 60 percent of the population. But less than 4 percent of Egypt's land is suitable for farming. Before the leaders of the 1952 revolution introduced land reform, less than 2 percent of the landowners owned half of the land available for farming. Most of the fellahin were tenants or owned very tiny farms. A man who owned 3 to 5 acres was considered well-off. Now no one is permitted to own more than 50 acres, and the average Egyptian farm is generally much smaller than that.   Ã‚  Ã‚  Ã‚  Ã‚  An Egyptian farmer's main tools are the hoe, a simple plow, and the sakia, or waterwheel. The fellah, his wife, and their children all work together in the fields. The dreary routine of their lives is relieved only on a few occasions-the group prayer in the mosques on Fridays, religious feasts, and family events such as weddings or the circumcisions of young boys.   Ã‚  Ã‚  Ã‚  Ã‚  A farmer's most valuable possession is the water buffalo, cow, or ox that helps him with the heavy farm work. The water buffalo or ox draws the plow, turns the waterwheel, and pulls the nowraj. The nowraj is a wooden platform mounted on four or five iron disks. The sharpened edges of the disks crush the stalks of wheat so that the grain can be separated from the chaff. The water buffalo or cow also supplies the fellah's family with milk and with calves that can be sold. Very often the fellah shares his house with his animals. This is unsanitary, but it is the farmer's preferred way of protecting them. The theft of an animal could mean economic catastrophe for the poor fellah.   Ã‚  Ã‚  Ã‚  Ã‚  The fellah wears a loose, long cotton robe called a gallabiyea, loose cotton pants, and a wool cap, which he makes himself. For special events he makes a turban by folding a white sash around the cap. Flat, yellow slippers complete the fellah's outfit.   Ã‚  Ã‚  Ã‚  Ã‚  The fellah, the wife of the fellah, wears dresses with long sleeves and trailing flounces and a black veil, which she sometimes uses to cover her face. On market days and other special occasions the women wear earrings, necklaces, bracelets, and anklets. These ornaments are usually made of beads, silver, glass, copper, or gold. They make a pleasant musical sound as the fellah walks along the dusty lanes of the village.   Ã‚  Ã‚  Ã‚  Ã‚  Most of Egypt's fellahin live in the villages along the Nile. The villages invariably look gray because the houses are whitewashed only for important events suck as weddings.

Tuckman Group

Storming Stage: Every individual in the group will come up with different ideas to solve the problems of the reject; Also members will share their experiences and bring in what they have learnt from different projects form the past which will be great benefit to this one (what worked and what didn't work). At this stage every idea is valuable to make the project perfect -All ideas or contributions must be noted and treated as important. Morning Stage: At this stage, they work out strengths and weaknesses Of all the members to know who can do what based on individuals background, experience and area of expertise.The task is now assigned to everyone from the processes listed in the forming stage. They also prepare a timely schedule for the completion of the tasks as well as meeting dates in which each stage of task is fed back to the group ( as they are all from different countries, their meeting could be done using ‘Conference call' or online). They will have to prepare their sc hedule in line with the tight deadline they have been given. Performing Stage: This is the stage in which the project is actually completed, tested and executed. The improvement process is completed and updated unto the company's database.Samaritan oversees the whole process as a team leader. Paul will be in charge of the budget – looking at how much the company is willing to spend on this project; the actual cost of resources needed; cost of contracting out if necessary; and how well they can manage the fund available to complete the project. Michael has a good knowledge of stakeholders, so he is going to be looking at the needs of clients; the benefit and suitability of the improvement process to the company's operation. Michael along with Alice will be working together looking at the cost benefit analysis of the project.They will be considering and weighing the benefits of he project to its cost to the company in long term. Susan and Alice will be given the responsibility of writing the programmed, of needs to improve the process using programming languages, which will be incorporated into the existing process software and updated. Everyone is now aware of what is expected of him or her and from here they move onto the fourth stage which is; Adoring Stage: after the new process is implemented, then the team's objective is completed and thereby dissolved, this is referred to as the adoring stage.The basis for which the group was plopped has been actualities. When there is need for any other improvement then another group/team will be established which may comprise of the same or different set of people. Mourning Stage: This won't really apply to this team as their task has been completed and the team has been automatically dissolved. The mourning stage is when a group loses its member(s) and there happens to be no replacement. It may only apply to this team if doing he period they are working on the project, a member resigns is being sacked from the c ompany and not been replaced by any other person.

Ge’s Talent Machine: the Making of a CEO

General Electric (GE) is a true global company with attendance in more than 100 countries. Clearly, with a workforce of more than 320’000 employees, GE also has to have proper human resources processes established. Its energetic Business Operation Model and sophisticated and evolved human resources strategy are results of the steady growth over more than 130 years of corporate history. Since its incorporation in 1878, many CEOs have shaped the company’s products, people and processes, few very intensive and a bit less (GE, 2011). GE has been able to create a surplus while most companies have difficulty producing sufficient quality candidates for top management succession. Producing sufficient quality top management is very difficult for most companies, GE was producing managers not only for own, but enough quantity to meet the need of industry. The philosophy that GE had adopted included some techniques, policies, and practices which allow GE to fill vacant top positions. These techniques were continuous improvement, focus strategy, emerging culture, company strategy, and meritocracy (Bartlett, 2003). As for continuous improvement, management development process of GE was very successful in which employees are developed step by step. As a focus strategy and to fill vacant top positions, GE was focusing on internal foundation. For company strategy, the company was trying not only to gain objectives but also to unite the new employees with the existing culture followed at GE. And lastly for meritocracy, GE employee’s performance was measured by quantitative and qualitatively and the basis of this evaluation, the employees were promoted. GE’s policies and practices were so good that it was producing the surplus managers. Values, culture, training programs, and performance assessment measures are factors that help GE in revealing and polishing the talent of every employee (Bartlett, 2003). Overall policies and practices are very good and fulfill the requirement and need of management development. These policies and practices were generalized in every where in the world up to some extent. Their extent depends upon the circumstances, situations, and environment of the geographical areas, laws, and regulations of state because these factors vary from culture (Bartlett, 2003). These policies and practices are implemented in European culture but it is very difficult to implement these policies in the Asian culture due to HR policies have to deal with human behavior and culture. Human behaviors are different in each country in same situations. For transferring these policies it is necessary to change and create the circumstances and situations according to that of GE. HR departments have to deal with factors like value, culture, and behavior and these things are different from each culture to culture, company to company (Bartlett, 2003). GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. Traces the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world, and how he frames and implements his priorities for GE. Immelt's own developments and the strategic changes Immelt adopts in his first year as CEO, when he pulls hard on the sophisticated human resource levers his predecessors left him. Immelt questions whether the changes in place will foster the development of the next generation of GE growth leaders. Jeffrey Immelt was identified as a â€Å"young hot-shot† in one of these programs, and eventually rose up the ranks to become the present Chief Executive Officer (Bartlett, 2003). Under Mr. Immelt (beginning in 2001), GE shifted its business model to a more technological focus, identifying certain growth sectors such as health care IT, water technology (among others) for managers to focus on generating revenues. In addition, they emphasized greater â€Å"customer focus† in their businesses and looked towards growing internationally as well. In this stage, HR decided to include more engineers in the SEB program, and encouraged more transfer of talent into sales/marketing positions in order to emphasize their desire to establish long-term customer relations. The talent machine had to change to be in line with the changing business environment (Bartlett, 2003). Immelt has the opposite managerial approach when compared to Welch even though some similarities are found in both leaders. They both encourage anagers to follow programs that are aimed at improving management skills and get them involved with the company vision and goals. Immelt also requires a two way communication between employees and supervisors, but he prefers a quite exchange of opinion rather than a more confrontational approach that Welch was approving. Both Immelt and Welch knew or know all employees in depth. But it see ms that Welch, even though he was very tough and feared, was loved at all levels and employees felt to be part of a big family. Immelt on the other hand, is considered to be more people oriented and friendly (Bartlett, 2003). The organization under Immelt is growing a strong customer oriented culture rather than a product oriented culture that Welch created. New ideas are brought in by hiring managers from the outside business world and diversity within the employees is seen more favorably by the management. GE employees are now encouraged to come up with new ideas through â€Å"idea jams† meeting sessions, a type of group brainstorming. The best ideas are also awarded with the Excellerator Award (GE, 2011). The word GE evokes the thoughts of people focus, performance oriented growth, leadership and talent development, retention and maximum talent utilization. GE’s HR strategy is completely aligned with the business goals of the organization (Pinto, 2011). This strategic framework of double sided benefit (Employee and Employer) based on the talent or growth potential can be called as a Talent Machine. Given by the fact that the CEO and senior leaders spends valuable time helping devise the HR strategic goals division by division at the beginning of every year. Visions are communicated and shared throughout the business process (Bartlett, 2003). GE spends a huge sum of around 1 billion dollars every year for the employee development. The growth potential of the employees especially the leadership potential is tracked closely and is rewarded appropriately (Business Week, 2005). The performance review at GE is highly effective and evolved. It has a long-term direction and constructive criticism and an in built succession planning. The most important HR strategic policy is that more than 90% of the leadership positions are filled from within the organization (Hitt, 2007). Therefore, success in GE needs not just performance, but also a true present of GE culture and values. On the whole, GE’s maturity in the area of HR is clear when one looks into the sophisticated performance management process and tools and how the organization benefits itself and at the same time promises a good return to the employee (Bartlett, 2003). The quality of employees and their development through training and education are key factors in determining long-term profitability of any business. If you hire and keep good employees, it is a good strategy to invest in the development of their skills, so they can increase their productivity. Employees often develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals (Zero, 2011). Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training design that promise to improve their chances of success (Zero, 2011). GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE's rich system of human resource policies and practices fewer than five CEOs in the post-war era, showing how the development of talent is embedded into the company's ongoing management responsibilities (Bartlett, 2003).