Macro1 Essay Example | Topics and Well Written Essays - 1250 words

Macro1 - Essay Example pected benefits provided to other individuals who are not directly involved in the decision making process regarding production or the consumption of a good. The consumption of different goods by the consumers sometimes benefits them in terms of providing them spillover benefits. This applies to a situation in which people are given free education but they do not pay taxes in return, or there is not taxation system applied on them. This can sometimes be called subsidizing the people. The resulting misallocation or the reduction in Federal Reserve can only be corrected by stopping providing subsidy to the consumers who are using that good or service, or taxing the people if they were not taxed before, or even taxing them higher than the amount that was applied before. This will mean to raise the tax brackets, i.e. upgrading the tax percentages each of the individuals have to pay. Providing benefits to the consumers who do not pay in return is termed as giving unexpected benefit and th e real solution behind the correction of the misallocated resources would be to increase the amount of taxes in a certain region or whole country for some period of time so that the allocated money invested in that good or service is taken back. Then the taxes might be reduced as they were before. 3: There are various goods and services in which people enjoy spillover benefits. Let’s just call government as a production unit, education as a good, and public as consumers who will be benefitted through that good. The government will provide that good, i.e. education free to all the consumers in the public, and no direct tuition fees are collected. In return the government or that production company is not getting back anything in return. This will mean the public enjoying the spillover benefits over the services provided to them. The education is free in most of the countries in the world at school level where no hidden charges are taken. However, there are hidden charges, as the

The Future Of Life In Organisations Business Essay

The Future Of Life In Organisations Business Essay When the future life and well being of a business organisation is pre-planned at the present time using proper projections, strategic planning comes into play. Hence, strategic planning entails some of the steps and procedures which can be put in place in an organisation so that it can experience face lifting in the near or distant future (Samson Daft, 2009). Each division within a company ought to craft its own strategic plan which will focus on growth and performance. This is necessary because the impressive growth of a business organisation is entirely dependent on laid out plans. Nevertheless, whether in a small or big company, a strategic plan should be in a simplified version which is easy to understand, interpret and implement. Complicated elements in a strategic plan document may not be helpful at all especially when the same is to be implemented. As already mentioned, strategic plan should be in form of a document which implies that it has to be written for the sake of futu re reference. The written plan should be clear as much as possible and equally based on the actual state of the business organisation at the present time. Although strategic planning is generally considered to be the way forward for organisations which desire growth, it has its own demerits and pitfalls. However, the inevitable pitfalls should not hinder an organisation from projecting into the future by planning in the present (Goodstein, Nolan Pfeiffer, 1993). To begin with, a strategic plan may not materialise as expected bearing in mind that the operational environment of the plan can be very dynamic while the set objectives are static. Such changes which can sometimes be unavoidable may negatively affect the attainability the original plan leading to significant failures. Challenges facing an organisation at the present time cannot be sorted out or addressed by a piece of strategic plan. Therefore, this plan is only useful at a later date and only if the strategies are achieved. If the process of planning has loopholes, the outcome of the plan itself may also go below par and then lead to further failures. When an organisation jumps from formulating a mission to developing the strategic plan within a very short and inadequate period of time, it can lead to a major pitfall of the plan. When developing the strategic plan, a business management is supposed to bear in mind all the critical details of the mission statement of the organisation so that no single development proposal is crafted void of the companyà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s mission. In addition, sufficient time should be allocated in the creation, formulation and implementation of the strategic plan (Fogg, 1994). There are some instances when the top organisational leadership may fail to incorporate the subordinate employees in the creation of the strategic plan. Involving workers from all levels of the organisation in the process of strategic plan and decision making is necessary and cannot be ignored at all. It should be recalled that all the employees in an organisation are part and parcel in the implementation of the strategic plan (Samson Daft, 2009). Another likely pitfall to strategic planning arises when the top management resort to adopt intuitive decisions which are not in agreement with the formal planning of the organisation. This can also confuse employees within a company. They will not be in a position to point out which strategies to follow in the course of delivering their services (Mintzberg Waters, 1982). Unless the strategic plan is used as a basic unit for quantifying performance, the plan may not be worthy. Assessing the performance index of an organisation is necessary in the process of tracking down the initially proposed strategies. A planning consultant plays an important role in making sure that the laid down strategies are well formulated and also attainable within the given period of time. The consultant also counterchecks resource availability and allocation for each plan and then gives the necessary counsel. In spite of these invaluable roles played by the planning consultant, the management should still take control of the entire strategic framework. Delegating the planning duties fully to the consultant is a serious pitfall. The management must still possess the plan and oversee its implementation to the latter. A strategic plan usually passes through different phases before it can finally be articulated and its outcomes realised. For example, it begins by the process of preparing the plan itself. Key development issues are identified at this stage. Secondly, the strategies identified are developed, evaluated and re-evaluated to ensure that they fit within the mission and vision of the company. Finally, the plan is put on the implementation phase (Mintzberg Waters, 1982). These are complex procedures which requires the all the key employees to be partakers of the process. Failure to do so may as well as lead to the pitfall of the strategic plan. Furthermore, if the management does not create an operating environment which is conducive for cooperation and also resistant to market dynamics, the strategic plan may not record significant success. Small businesses too need to formulate strategic planning in their operations much more than the big firms which are well established and running. In fact, in order for a business organisation to grow, a business plan alone is not sufficient, it is just a replica of ideas which the management has in mind but not strategically devised to improve performance. It is imperative to underscore that small firms have a higher demand for growth than big businesses which have already taken root. Besides, small businesses often faces a myriad of market risks compared to elaborate organisations and in case of any eventuality, they are bound to lose greatly. It is against this backdrop that small companies need o prepare, develop and formulate very strong strategic plans for the sake of sustainability in the dynamic and hostile business environment. As mentioned earlier, the success story of strategic planning in a business is largely dependent on quite a number of factors. Regardless of the size of the business, the outcome of a strategic plan will be influenced by the procedures and modalities used in the preparation and implementation of the plan. Therefore, strategic planning can lead to improved performance in small companies if the following cardinal principles are adhered to by both the management and employees of a company. Although most small companies rarely transit into elaborate corporations, the concept of strategic planning is one way out of transforming small firms into large companies. There are several case studies which have noted down that small companies can only experience growth if they are merged or acquired by market leaders. This may not be universally true because if small firms purse and implement strategic planning to the latter, they can always grow by leaps and bound into giant companies (Steiner, 1979). This begins with grass root planning on the development of the young company. Strategic planning will provide the right path for the company to take. In addition, it will lay the foundation for contingency planning which is much needed in the heart of the small organisations. Small scale enterprises may sometimes fail to enforce the process of implementation of the strategic plan developed. If the devised models are put into action, improved performance of these small scale enterprises will definitely be achieved (Goodstein, Nolan Pfeiffer, 1993). This is also the clear cut difference between small and big enterprises. The latter will rarely ignore to implement a strategic plan toolkit mainly because it has been heavily invested on. If small enterprises communicate to workers on the formulation and implementation process of the strategic plan, positive growth will be on the way due to support received from employees. Workers in any business organisation form the backbone for growth. A company cannot succeed when it ignores or does not uplift the performance of employees. A small company which is unanimously run by a director and collaborating employees will often achieve the contents of a well crafted strategic plan. This process also entails involving e mployees in the day-to-day decision making and goal setting procedures. Commitment is an essential ingredient in strategic planning of a small firm. If both the executive arm of the organisation and the subordinate staff are committed in ensuring that the plan works, then the size of the firm does not matter at all; the objectives will still be achieved. It is also worth noting that commitment stems from goal setting theory. Employees will be committed if the goals which are set in the strategic plan are well understood. Moreover, the plan is bound to succeed if the management instils commitment to the employees in two ways. Firstly, workers should be made to understand the importance of the entire strategic plan and the goals set in it (Steiner, 1979). Without a sense of importance in the written document, there will be lack of commitment and irrespective of the size of the organisation; the strategic plan will not be functional. Another way of enhancing commitment is by ensuring t hat employees can actualise the benefit of the strategic plan on their part and not just on the general well being of the organisation. For instance, they can be promised additional fringe benefits in addition to such motivating factors like higher salaries and promotions. Small firms which adhere to such measures will often succeed in their quest for growth into market leaders (Fogg, 1994). Similar to any other aspect of planning, strategic planning also requires significant inputs. This includes elaborate intrinsic and extrinsic research to ascertain the ability of the small company against the trends in the current and future market. In this regard, the competitive analysis of the firm should be brought into consideration in addition to the ability of the organisation to undertake certain planning measures based on resource availability (Steiner, 1979). Strategic planning developed by small firms can often sail through if the two mentioned elements are critically analysed. Hence, whether a business enterprise is small or expanse in size, conscientious strategic planning followed by meticulous implementation can improve performance.

An Unexpected Message from Our Past :: Barker Regeneration Essays

"An Unexpected Message from Our Past" Who decides that being different is a trait to be looked down upon? In the late 19th century, it was the English Parliament with the passage of the Criminal Law Amendment Bill, specifically outlawing all forms of male homosexual expression. This law, combined with the already negative attitude surrounding the gay community before and after World War I, implied that homosexuality was something to be ridiculed and scorned. This trend unfortunately continues yet over a century later. Pat Baker's Regeneration, starting on page 54 and continuing throughout the novel, repeatedly uses a non-fictional character, Siegfried Sassoon, to exhibit the unnecessary hurt that homosexuals experienced throughout history, an angle that was often neglected when homosexuals were discussed one hundred years ago. Regeneration displays the conflict that many homosexuals are tormented by when deciding whether to live for themselves and their personal needs or whether to conform in order to blend in with socie ty. In the late 19th century, the purity movement was well underway in England. Serious efforts made by those involved in legislation were creating "a climate where immorality could be tackled seriously" (Mort 114). With the passage of the Criminal Law Amendment Bill in 1885, the first steps were taken toward an "improved moral climate in the country" (Mort 129). While this new law included some positive improvements such as elevating the age of sexual consent for women from 13 to 16, a surprising addition was made just before the final vote was taken in Parliament. Henry Labouchere, a liberal in the House of Commons, introduced a clause "outlawing all forms of male homosexual contact" (Mort 129). The public embraced the addition and the "general negative attitude toward homosexuality" continued to grow with the law on its biased side as well (Robb 57). Ten years later, circumstances for homosexual males continued to look grim. On May 25, 1895, Oscar Wilde, a renowned playwright, was found guilty of engaging in homosexual activity and sentenced to the maximum punishment allowed: imprisonment for two years with hard labor. The judge, disgusted with Wilde, declared, "People who can do these things must be dead to all sense of shame," and he deemed the sentence inapt for such a vial criminal (Barger). In the years following, little change was made to ease the growing tension. When Edward Carpenter published his book The Intermediate Sex in 1909, he encouraged the acceptance and understanding of people with different sexual preferences and practices than those who found themselves in the majority.

Co Curricular Activities – Boon or Bane

CO-CURRICULAR ACTIVITIES : BOON OR BANE? Seminar, trainings, workshops, cultural and sports activities are some of the many tasks the students get involved in school which we call co-curricular activities. This involves actual learning of real life situations where students involve in the process and learn the process of the different activities. In a sense, co-curricular activities prepare students practically for the future which provide opportunities for students to work in teams, to exercise leadership, and to take the initiative themselves.Most co-curricular activities are physically active, getting the student out from behind their desk and making them try new things which is healthy and ensures that students are exposed to practical tasks, not just what is taught in class. Co-curricular activities are nice, but they have never been shown to actually play a vital role in a student’s life which now became harmful to their studies because students were overwhelmed of the f un they get in the many activities they were involved.Aside from that, student participants are excused from their classes and given the highest possible score. With this, they also exempt themselves from self-studying because of the freebies they enjoyed in the classroom. In addition, students are aware of the DepEd Memorandum which excuses them from classes and should maintain their grades in every subject area if ever they get a lower grade in a particular grading period where they represented the school. Thus, mediocre students take for granted their studies for they are contented of the passing grades they will be receiving.On the other hand, honor roll students find it difficult to focus on two things: studies and activities. The activities divide their attention and focus in their studies even though they are given the highest possible score. Sometimes, they can’t attend lectures and missed their class because of the activity and they find it difficult to cope up their lessons due to absences. It is also unfair to students who can’t afford to join the different co-curricular activities for it is really expensive joining such gig.Some parents struggled most to finance these activities just to make their children join the race and be on top of the class when the school year ends. We should come to realize that we should balance what we can afford and what we can manage. Quality education is what we need in preparation for life. We need to get the most of it by focusing on our studies and value the things we learned in and outside of the school campus by simply minimizing the attendance to school activities and other co-curricular activities.

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Background Sony Corporation is one of the best-known names in consumer electronics andranks second worldwide in electronics behind Matsushita Electric Corporation. Since itwas  established  shortly  after  World  War  II,  Sony  has  introduced  a  stream  of  revolutionary  products,  including  the  transistor  radio,  the  Trinitron  television,  theBetamax  VCR,  the  CD  player,  the  Walkman  portable  cassette  player,  and  thePlayStation game console. The company's electronics segment–which includes audioand video products, televisions, personal computers, monitors, computer peripherals,telecommunications devices, and electronic components (such as semiconductors).When Dr. Toshi T. Doi took charge of the project to develop a new computer in 1984, herecruited  11  top-flight  engineers  to  form  the  team. Doi  established  three  basicguidelines for the development: †¢ (1) the computer should be 32 bit; †¢ (2) it should be multipurpose; and †¢ (3) the project should be completed as soon as possible. The engineers, however, decided that they wanted to design a machine (an engineeringworkstation)  that  would  help  them  in  their  own  engineering  work  rather  than  amultipurpose machine. Doi approved their plan, but  he required that it be  finished in sixmonths.SAPADAPA ANALYSIS:I. Situational  Analysis Dr. Toshi T. Doi was the general manager of Sony's workstation division(WD) and was not keen on changing Sony's product development process,which was efficient and successful. The WD's workstation â€Å"NEWS† launchedin October 1986 at the Tokyo Data Show had generated over 1000 inquiries;they  recovered  investments  in  few  months  and  saw  a  double  in  salesannually. Its new product development (NPD) process for the 1550 series workstationhad three stages: basic architecture sp ecification †¢ product design †¢ first lot productionOne side effect of Sony’s preoccupation with the video business was that itscomputer business. Although Sony had  some success in the  computer gamemarket, its first entrants in the computer market were 8-bit machines. TheSMC-70 and SMC-777 are 8-bit machines were introduced in 1982 and 1984,respectively, which failed quickly in competition with 16-bit MS-DOS systems(e. g. , the IBM  PC). Sony considered developing a  16-bit microcomputer but itsoon abandoned the idea. II. Problem Analysis The development required too much effort from hardware design engineers.Engineers in small teams were required to handle all issues from logic design tomanufacturability, requiring a breadth of knowledge, which many did not have. These engineers had to put-in 60 to 70 hours a week and much more during acrisis, rendering them overworked. With  all these extra  efforts put in,  the designswere still not optimized to be manufactured Man/Engineers ? Too  much  was  required  from  thehardware design engineers. Small teams were more efficient but they requiredthat each engineer be able to handle the completerange of  design  tasks, from  high-level architecturedown to minor details.Thus the engineer's skills andknowledge had to be both broad and  deep. Method ? With the current procedure, the designswere not  optimized for  manufacturability. Because hardware design engineers were unfamiliarwith  all  of  the  manufacturing  concerns,  they  oftenmissed  simple  redesigns  that  could  makemanufacturing far more efficient. Inthe current process, it is very difficult to separatetechnology  into  neat  steps  and  for  this  reason  ittakes time  to  transfer technology. The workstationmarket is so competitive that there is no time to dothis transfer. SpecializationDesign engineering does ot have  enough expertiseto support manufact uring properly, especially as theproduct line and the number of development projectscontinue to growWorking  TimeHardware  engineers  typically  work  60-70  hours  aweek And even more during a  crises. SWOT ANALYSIS A. Strengths †¢ Recovered Investments and doubled the  annual sales since the  launch of  Ã¢â‚¬Å"NEWS† †¢ Project Manager often a Senior Engineer  B. Weaknesses †¢ Small project teams †¢ Very limited design engineers †¢ Lack of traditional management tasks †¢ Marketing power is insufficientC. Opportunities †¢ Reorganization of engineers †¢ Hiring of Highly expertise/skilled design engineersD.Threats †¢ Marketing power of competitors during this time IV. Potential Problem Analysis †¢ Additional cost in hiring highly expertise or skilled design engineers. †¢ Possible loss of market if  other competitors will  win the competition duringthat time when the marketing power is still insuff icient. †¢ Small project teams that may require them to add manpower and its costs. †¢ Engineers will continue to work too much time that could result to burn-out. †¢ Possible decrease in the annual sales of the Sony Company. †¢ Loss of precisions in the product lines if the needed expertise will not