From War to War, the world in the years 1918-1939 Essay

From War to War, the world in the years 1918-1939 - Essay Example The U.S., being the only Western country with an economy nearly unaffected by the war was in a position to assist the war-torn nations. It supplied loans to Germany and Austria, the losing parties in the Great War. Germany and Austria, on the other hand, were obliged to pay reparations to France and Great Britain. Both Great Britain and France, for their part, had to repay the U.S. which had provided them with loans in the duration of World War I. In such situation, the U.S. financial institutions saw that investments in Europe had become no longer viable and they were prompted to pull out their funds out of the continent, leaving Germany and Austria in serious economic turmoil. The U.S too suffered greatly in the economic sphere. For a time, its agricultural sector grew while there was virtually no competition from Europe, which has yet to recover from the war. However, when Europe’s farmers began to produce the same agricultural products as the Americans came up with, an ove rproduction occurred. The crisis of overproduction eventually led into the downfall of a great number of farms and agricultural enterprises. As the stock market crashed in 1929, industrial and commercial activities came to a slowdown, depriving hundreds of thousands of workers of their jobs. The market contracted further and resulted in more joblessness. This was because â€Å"consumer demand no longer sufficed to purchase all the goods that businesses produced, and when business realized that could not sell their inventories, they responded with cutbacks in production and additional layoffs† (Bentley & Ziegler, 2011, p.986). As America suffered great setbacks in its economy, a chapter in history called the Great Depression, the countries in Europe also began to experience worse economic crisis. Among those that bore the brunt is Germany. As the Great Depression wreaked havoc on the U.S. and other countries of Western Europe, the Soviet Union managed to pursue more seriously its own socialist economic programs. The Great Depression was pointed out as a sign that capitalism is a bankrupt system and that socialism is the only path towards economic development. Both V.I. Lenin and Josef Stalin were able to initiate programs that aimed to industrialize the Soviet Union, less concerned this time with external threats coming from the weakened West. Lenin, however, was pragmatic as he considered certain aspects in the economy that should bear the hallmarks of capitalist system at least for a certain period of time. Through the New Economic Policy or NEP, â€Å"large industries, banks, and transportation and communications facilities remained under state control, but the government returned small-scale industries (those with fewer than twenty workers) to private ownership† (Bentley & Ziegler, 2011, p.992). When Lenin died, however, his successor Stalin, decided to hasten the construction of a purely socialist state. He did so by overturning the NEP and i nitiating the collectivization of agriculture. The objective was apparently to bolster the efforts in national industrialization. However, Stalin’s policy led to the alienation of many peasants, especially the kulaks who benefitted much from the NEP. Discontent grew and many began to oppose the Stalin’s government. In response to this, Stalin used the full force of the state and the Communist Party in running after individuals who are suspected of opposing the policies

Analysis of Ryanair Essay Example for Free

Analysis of Ryanair Essay Ryanair established in 1985 carrying more than 5,000 passengers between its route Waterford Airport in Ireland to London Gatwick during its first year. The company expanded by 1989 had 350 employees, 14 aircraft and carrying more than 600,000 passengers a year. In 1997 there were dramatic changes in the European airline industry with deregulation of European Union air transportation allowed airlines to open new routes into Europe. The European Low fares association reported that low fares airlines are carrying more passengers than before with an increasing number of destinations in Europe set to increase from 38% to 53% in European travel (elfaa. com, 2011). Ryanair took advantage from the deregulation with routes from London Stansted to Stockholm, Oslo and Paris. By 2001 Ryanair launched its own travel website and within 3 months received 50,000 bookings (Ryanair.com, 2011). The report will focus on the low cost industry environment by identifying the opportunities and threats as well as five forces of the external environment. The report will also identify the strengths and weaknesses of Ryanair. Part 1: Low cost Airline industry The low cost airline industry has become the most profitable with all segments in the market with low prices and high load factors. This strategy has been challenged since the 1990s with the liberalization of services allowing new entrants to compete for business (Economist.com, 2011). The low cost airline industry operates all activities by reducing costs in order to gain strategic success and competitive advantage. This approach has a lot of opportunities as well as threats. Political Governments in the UK have the highest tax compared to Germany with a $1.3bn departure tax and Austria’s similar $119m duty tax (Independent.co.uk, 2011). The threat of passengers paying higher prices as a result of increased tax for their airline tickets can lower profits for airlines. This can affect low cost airlines such as Ryanair and Easyjet as the higher taxes cut profits for the company for example Easyjet stated they had lost  £21m of its  £153m in 2011 (IATA.com, 2011). Acts of terrorism can also be a major threat to the airline industry. Initiating further routes is an opportunity for low cost airlines to other destinations in Europe with its growing economy and additional 15 EU countries that joined in 2004 such as Lithuania, Poland, Slovakia, Latvia can offer new opportunities for new routes to increase the number of passengers(Delfmann, 2005). There has also been a threat with the plans to sell Stansted airport, the main location for low budget airlines after the Competition Commission to reduce its dominance in the market. This will bring greater competition to low cost airlines and benefit passengers with more low fare airlines from regional airports such as Gatwick and Stansted competing more (Telegraph.co.uk/travel, 2011). Economic The threat of rising oil prices caused global airlines to lose $16 billion in profits which did rebound in 2010 with higher traffic. The threat continues with oil prices averaging $110 a barrel and estimated to further increases in the industry’s fuel bill which will rise from $10 billion to $176 billion (Bangkokpost.com, 2011). This threat has also been warned by Willie Walsh, the chief executive of British Airways and Iberia who cautioned that European carriers have to bear the impact of the high fuel costs with some operators having to go out of business (Guardian.co.uk, 2011). The recession in 2008 resulted in travelers seeking cheaper fares and led to growth in sales for budget airlines. This opportunity during recession allows budget airlines to take advantage and of more travelers seeking low fares with budget airlines rather than more expensive airline tickets. With the higher oil prices, natural disasters in Japan, discontent in the Middle East, North Africa and can force competitors in the airline industry to increase prices and fuel surcharges which pose major threats to airlines profits and survival of airlines. Social The growth in demand for passengers seeking low cost airlines for cheaper fares is an opportunity for budget airlines. People are living a better standard of life with declining inequality of incomes made up mostly of middle class income people. People are also more well-travelled, experienced and seek new destinations with the growth of vacation property (Goeldner and Ritchie, 2009). This is an opportunity as budget airlines frequently service short haul destinations for short trips or weekend trips for leisure or business purposes offering more destinations and new experiences to people with low fares. Migration has also made commuting a factor with people seeking employment opportunities and education as a motive for travelling as well as the rising quality standards has shown to expect growth for low cost airlines (Gross and Schrà ¶der, 2007). There are significant opportunities for low cost airlines that can benefit from the demand of increasing passenger from various destinations and purposes. Many people also seeking new destinations is a good opportunity for budget airlines to increase passenger numbers and revenue by providing different destinations of regional airports. Technological The increasing popularity of information technology is an opportunity for low budget airlines as they don’t use travel agents to sell tickets and allows consumers to be informed about schedules, compare prices and itineraries as well as flights with other airlines (Pease etl al., 2007). The new ‘saddle seat’ which is designed to allow 23 inches of legroom compared to 30 inches on a normal seat space and shaped to sit at an angle increase the number of seat for an airline (Telegraph.co.uk/travel, 2011). The seats offer an opportunity for low budget airlines such as Ryanair and Easyjet to allow more storage space and more passengers in a plane which can increase revenues. The opportunities in technology allows airlines to take advantage of potential revenues with the internet offering direct marketing for customers and value added service by bringing offers to the customers directly. The opportunities for of the new seats can offer planes to fit more passengers and is a further potential a growth in revenue for budget airlines. Legal The airline industry has considerable regulations with issues concerning legislation and guidelines. For example low cost airlines have aggressive advertising campaigns to emphasize low fares which have become an issue with consumer protection legislation. Separate details of surcharges such as government tax, airport tax and fuel surcharge have to be included so that it does not consumers are not misinterpreted and misunderstood when buying a ticket. This is a threat to low cost airlines as it disregards the concept of low fares with all the taxes passed on by governments and aviation authorities. Low cost airlines can be substantially threatened with EU regulations and laws which can lower profits and damage the reputation of an airline with a negative image. Environmental Natural disasters such as the 2010 Iceland Volcano which caused 14,000 Ryanair flights cancelled. Costs of the 2010 Iceland disruption to the global airline industry soared to  £1.1bn according to estimates from the International Air Transport Association (Iata) (Guardian.co.uk, 2010). This threat to the airline industry faced by natural disasters such as the Iceland volcano can occur at any time and stop people from travelling costing airlines major disruptions with delays or cancellations. Emissions used by the airline industry have been increasingly growing rapidly over recent years, increasing 98% between 1990 and 2006 with predications of further increases to another 88% by 2050. This threat to the aviation industry enforcing airlines to pay for carbon dioxide and lower profits (Ftadviser.com, 2011). Porter’s five forces Porter points out the five forces which consist of bargaining power of suppliers, buyers, threat of potential new entrants and threat of substitutes to the industry. A company can adapt to the forces in order to increase chances of gaining sustainable competitive advantage and profitability. In understanding the strategic decisions a company has to make, it can be useful to look at the five forces of rivalry amongst the firm, substitution, new entry, the power of customers and the power of suppliers. Figure 1.1: Porters five forces Source: (Fouris and Oswald, 2006) Barriers of entry: to obtain aircrafts is extremely expensive and acquiring a basis at airports is also difficult (Gross and Schrà ¶der, 2007). With the success of Southwest airlines and deregulation and liberalization of the airline industry has allowed 40 budget airlines in the airline such as Easy Jet. This level is high as a result of these factors. Substitution- for the short haul flights, the substitute products include car, train and boat services. Travelling by train is clearly a substitute choice for travellers as it is high speed or travelling by car with the many motorway links available can have an impact. Technology can also be a substitute, for example business travellers may choose to conference skype calls over the internet. This level is moderate as flying is the main method of travelling long distances at a shorter time. Bargaining power of buyers: consumers can now purchase their own tickets from low cost airlines and can choose airlines with for higher level of quality, better service and lower price. Customers have the power to easily switch to another product that have lower prices with the ease of the internet (Hitt, et al, 2008). This popularity of comparison internet sites allows passengers to compare flight prices and choose the lowest cost airline of their choice. Therefore to survive with these intense factors airlines have to provide lowest fares to attract customers which is important for budget airlines and as a result the power of buyers is high as they consumers choose lowest fares causing risk of survival to an airline. Bargaining power of suppliers: Airlines rely heavily on the inputs for the company to survive which would be fuel, materials for the planes, services and manpower. Airlines either use Boeing or Airbus together with high maintenance fees, training staff. Additionally with the increase of cost for fuel to $50bn in 2011 resulted in travelers paying higher prices for tickets (Reuters.com, 2011). Therefore these inputs have high bargaining power over airlines as it can affect profits of an airline substantially. Competitor rivalry: may occur from price competition, product differentiation, advertising against other competitors is likely to affect the business (Bowhill, 2008). The intense rivalry occurs between low fares carriers are Ryanair, Easyjet and the carriers that provide ‘frills’ service with lower fares are British Midland Airways. Rivals also have to invest high capital investment and have a unique selling point to attract a large majority of customers and offer significant discounts and special offers. According the annual reports of Ryanair and Easy Jet, in 2010 Ryanair carried over 66 million passengers in comparison to Easy Jet carrying just 34 million. Therefore the airline’s low cost model delivers increased revenue and passenger growth as customers seek cheaper flights and benefit from price wars between airline fares. However budget airlines are still affected by rivalry with Ryanair and Easy Jet competing for customers flying with no frills airlines and the level of competitor rivalry is moderate. Conclusion Finally the analysis has demonstrated the attractiveness for the budget airline based on the ease of entry regulations and with the low expenditure costs lower than charter airlines that provide more service. The unstable environment has led to an increase in fuel costs with airlines paying heavily for their supply and in contrast the unpredictable economic environment has caused consumers to spend less and look for cheaper travel and prefer budget airlines such as Ryanair. Even though there is intense rivalry between airlines, budget airlines have an attractive strategy with more airlines using the low cost model to compete for passengers. Part 2: Internal analysis The internal factors of Ryanair’s concerns strengths and weaknesses to assess the extent to which the strategies for the airline in order to be successful, these summarizes the internal business environment and the capabilities (Johnson et al., 2002). The strengths of Ryanair are: The company has a successful low cost model benefitting from low expenses by using staff to clean the plane, passengers have to pay to print boarding pass reducing the need for staff at check in desks and take advantage of the internet to sell tickets. Ryanair’s low fares are aimed at encouraging demand especially with price sensitive leisure and business travellers that might choose alternative forms of transport method. Ryanair have set fares on the basis of demand on particular flights with higher fares on flights that have the highest demand for bookings booked nearer to the date of departure. Ryanairs competitors also do not operate on comparison sites and save commission or fees to other comparison websites. The company loses fewer bags and with 88% punctual flights compared to competitor’s ant explains why the company is a favorite airline for customers with over 73 million passengers in 2010 (Ryanair.com, Annual report 2010). Flights to secondary airports: the company offers point to point service on short haul flights to secondary and regional airports around the major hub centers and cities. The point to point routes rather than hub airports allow the company to provide direct nonstop flights and avoid the costs of providing services through connecting passengers, baggage transfers and transit passenger assistant costs. By choosing secondary locations allows convenience for a large majority of the population and is generally less crowded than in major airports. This has also resulted in on time flights, faster turnaround times, less terminal delays as well as more competitive airport access and handling costs or operating restrictions that can reduce expenses (Ryanair Annual Report, 2010). Low operating costs: Ryanair maintain low operating costs as a low budget airline company and aims to reduce costs in main areas which include: aircraft equipment, personnel productivity, customer service costs and airport access and handling costs. Weaknesses Ryanair have been negatively perceived as arrogant as the company does not take into consideration the competition by putting other low fares airlines out of business creating a bad image with negative media. Ryanair is viewed as not caring too much about customer needs or problems which reflect O’Leary’s opinion that customers pay low prices and get a good deal therefore should expect low standards. There have also been complaints for the extra payments for fees and taxes as well as paying higher prices for stowing luggage and onboard food and beverage. The company has also come across as having a negative reputation by having underpaid staff that are disciplined for any mistakes, work long hours and unhappy staff with staff (itfglobal.org, 2011). The company also charges  £5 for every purchase using bank card,  £40 for printing a boarding pass at the airport and  £100 for changing the name on the booking. Therefore customers often have to pay a lot more than they expected which makes Ryanair’s image appear dishonest (Ryanair.com, 2011). Porters value chain The generic strategies are concerned with the strategies of the company and at the micro level by exploring Porters model of the value chain. The value chain classifies the activities of the company and divided into primary and support activities used to identify the cost leadership strategy as illustrated in appendices b. The core competencies of Ryanair consist of maximizing revenues whilst providing a no frills low cost strategy and keeping logistics simple. This is maintained by Ryanair’s capability to lower operating costs such as aggressive online booking reducing the cost of staff and operate in secondary airports using Boeing 737-800. Through simple services and investing less on employees, Ryanair core competencies provide effective and efficient resource management. The primary activities involved in the inbound logistics of Ryanair consist of its 272 Boeing 737-800 planes that can carry 189 people and agreements to secondary airports. Ryanair have contract agreements with these large aircrafts with the ability to fly long hours and do not charge fuel surcharge (Ryanair.co.uk, 2010). Operations: Ryanair have lower unit costs as part of its operation and save costs through lower handling fees, landing fees in secondary airports and fast turnaround times with the capacity to utilize the aircraft at a shorter time. Ryanair operate in 1,110 routes and 1,400 flights a day from 44 bases. The efficiency of its operation supports the low cost strategy position with fast turnaround times, no meals on board and improved employee productivity (Ryanair.com, 2010). Financial analysis The strengths of Ryanair are quite clear. The company has been profitable with an increase in profits of 26% to â‚ ¬401m and operating profit increase by 28% to â‚ ¬516.2m in 2011. The figure below illustrates how the company increased passengers by 8% and revenue 16% by 2010. Figure 2.1: Summary Table of results (IFRS) in Euro Source: (Ryanair.com, 2011) Figure 2.2: Summary table for EasyJet Source: (Easyjet.com, 2011) As seen from the tables above it can be clear to differentiate the profit revenues. Profit after tax for Ryanair in 2010 was â‚ ¬138 million and for Easyjet was just  £121 million. Revenue for Easyjet in 2010 was  £2, 973 million in 2010 and  £2, 66 million in 2009 compared to Ryanair’s revenue in 2010  £18 million and  £16 million in 2009. According to Ryanair’s annual reports, revenues rose by 16% to â‚ ¬896.8m due to an 8% rise in traffic and a 5% increase in average fares in 2010. Ryanair has been able to gain a growth in revenue even during the financial recession which had a significant effect on other major airlines resulting in bankruptcy and closure. Due to its cost efficient methods through increased passenger traffic with its new routes and low prices Ryanair has been able to uphold its place as the number one low cost carrier. This difference also shows in Ryanair’s current ratio at 1.79 in 2010 compared to Easy jet only gaining 1.33. Conclusion From the internal analysis it is clear to see Ryanair’s low costs strategy means it is less affected than its competitors with its cost leadership. This has required the company to gain a large market share whereby it has purchased large quantities of planes and low cost operations has made shown that cost leadership is the only way to work for the future and globally. Ryanair has built a low cost culture however still needs to pay close attention to the external environmental factors including governmental policies and increased cost of fuel. The core cost savings mentioned has made the company highly successful with its short haul routes with standardized no frills services, higher seating density and its ticketless reservation system. Ryanair have succeeded by becoming a successful airline in Europe with the Southwest airline model and managed to grow its market segment of price sensitive customers through its no frills service. Bibliography Afuah, A. (2009) Strategic Innovation: New Game Strategies for Competitive Advantage. New York: Routledge. Beech, J. and Chadwick, S. (2006) The business of tourism management. 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(2007) Handbook of low cost airlines: strategies, business processes and market environment. Berlin: Hurbert and Co. Hitt, M.A., Ireland, R.D. and Hoskisson, R.E. (2009) Strategic management: competitiveness and globalization: concepts cases. 8th Ed. Mason: Southwestern Cengage Learning. IATA.com (2011) Airline Industry 2011 Profit Outlook Slashed to $4 Billion. [Online]. Available at: http://www.iata.org/pressroom/pr/pages/2011-06-06-01.aspx. [Accessed on: 12 June 2011]. Independent.co.uk (2011) Chief of airline industry attacks tax bandit UK. [Online]. Available at http://www.independent.co.uk/news/business/news/chief -of-airline-industry-attacks-tax-bandit-uk-2293964.html. [Accessed on: 20 June 2011]. Independent.co.uk (2009) Ryanair it’s cheap not cheerful. [Online]. Available at:http://www.independent.co.uk/money/spend-save/consuming-issues-ryanair-its-cheap-not-cheerful-1781973.html. [Accessed on: 25 June 2011]. Itfglobal.org (2011) Campaigns. [Online]. 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Shape Memory Alloys Research

Shape Memory Alloys Research 1.1 General considerations When a regular metallic alloy is subjected to an external force greater than its elastic limit, it deforms plastically, i.e. the deformation persists after returning to the unloaded state. The Shape Memory Alloys (SMAs) do not follow this behavior. At low temperatures, an SMA specimen may undergo a plastic deformation of about few percent, and then fully recover its initial shape that had at higher temperature by simple heating above a threshold temperature. Their ability to recover their form when the temperature is raised, makes this class of materials unique. This phenomenon has been discovered in 1938 by researchers working on the gold-cadmium alloys [Gilbertson (1994)]. The shape memory effect remained a laboratory curiosity until 1963, when the first industrial and medical applications appeared. 1.2 Martensitic Transformation The shape memory effect is based on the existence of a reversible phase transformation of thermoelastic martensitic type [Kurdjumov, Khandros (1949), Kumar, Lagoudas (2008)], between a microstructural state at high temperature (austenite phase) and a microstructural state at low temperature (martensite phase) [Patoor et al. (2006), Lagoudas et al. (2006)]. Austenite has in general a cubic crystal lattice, while martensite is of tetragonal, monoclinic, or orthorhombic crystal lattice. The transformation from one crystal lattice to the other occurs by distortion of the shear lattice does and not by atoms diffusion. This type of transformation is called martensitic transformation [Perkins (1975), Funakubo (1987), Otsuka, Wayman (1999)]. In reality, the matrenitic transformation in SMAs is a phase transformation of the first order, where there is co-existence of several phases, and there is presence of interfaces between the phases [Guà ©nin (1986)]. Historically, the term martensitic transformation describes the transformation of the austenite of steels (iron-carbon alloys) to martensite during a quenching. By extension, this term has been generalized to a large number of alloys whose phase transformations have certain characteristics typical of the transformation of steels [Rosa (2013)]. During martensitic transformation of a SMA, the crystal lattice of the material changes its shape. The microstructure of martensite is characterized by a change in shape and by the difference in volume, which exists between matrensitic and austenitic phase [Duerig et al. (1990)]. Therefore, internal strains arise during the emergence of martensitic areas within the austenite. The internal strains can be partially relaxed by the formation of several areas of self-accommodated martensite crystals that minimize the overall deformation induced. These areas called variants and are oriented in different crystallographic directions [Kumar (2008)]. In the absence of external strains, these variants are equally possible and the distribution of self-accommodated groups allows the material to be transformed in order to retain its original shape. Therefore, the formation of the martensite results in elastic (reversible) deformations [Funakubo (1987)]. At constant temperature, the martensite-austenite interfaces are in steady state. A change in temperature in one direction or the other results in moving these interfaces to the benefit of one or the other phase structure. The interfaces can also move under the action of an imposed strain. A specimen can therefore be distorted not by sliding, which is the usual mechanism of plastic deformation, but by the appearance and disappearance of martensite variants [Kumar (2008)]. Therefore, during martensitic transformation atoms in the structure move on very small distances leading to deformation of the crystal lattice. This causes a small variation in volume with shearing of the structure in a specific direction. During the transformation process, the growth of martensite crystals occur in form of platelets to minimize the energy at the interface. The martensitic variants can occur in two different types: twinned martensite (formed by combination of self-accommodated martensite variants) and detwinned martensite (reoriented martensite) where a particular variant dominates [Liu, Xie (2007)]. The characteristic behavior of SMAs is based upon the reversible phase transformation from austenitic phase to martensitic phase and the opposite. By cooling under zero loading, the crystal sructure changes from austenitic to martensitic phase (forward transformation to twinned martensitic phase). This transformation is resulting in the development of a number of martensitic variants, which are arranged in a way that the average change in macroscopic shape is insignificant, causing a twinned martensite [Leclercq, Lexcellent (1996)]. When the material is heated at the martensite phase, the crystal structure is transforming to austenite (reverse transformation from detwinned martensitic to austenitic phase), leading to recovery of shape [Sabu ri, Nenno (1981), Shimizu, Otsuka, Perkins (1975)]. The above process is called Shape Memory Effect (SME) [Schetky (1979), Wayman, Harrison (1989)]. The martensitic transformation is characterized by four temperatures (Figure 2) [Gotthard, Lehnert (2001)]: MS: Temperature below which the martensite appears (martensite start) MF: Temperature below which the entire sample is transformed into martensite (martensite finish) AS: Temperature above which the austenite appears (austenite start) AF: Temperature above which the entire sample is transformed into austenite (austenite finish) The transformation begins at the cooling to the temperature MS. This transformation is completed to the temperature MF. Between these two temperatures, there is coexistence of two phases, which is a characteristic of transformation of the first order. If the cooling is interrupted, the material will not change. To go back to the initial shape, the temperature is increases so that the inverse transformation begins at the temperature AS and finishes to temperature AF, which is higher than MS [Massalski et al. (1990)]. If the trace on a diagram (Figure 1) the volume fraction of material processed as a function of temperature, there is a hysteresis loop, due to the presence of an irreversible energy corresponding to dissipation of mechanical energy transformed into heat [Ortin, Planes, Delaey (2006), Wei,Yang (1988)]. Figure 1 Martensitic transformation temperatures [Gotthard, Lehnert (2001)] The thermoelastic reversibility of the crystal lattice is certain in the case of an ordered alloy [Otsuka, Shimizu (1977)]. The correlation between the manifestation of martensitic transformation and atomic order was shown experimentally in Fe-Pt SMAs [Dunne, Wayman (1973)]. Nevertheless, in disordered alloys, such as Fe-Pd, Mn-Cu and In-TI, can occur thermoelastic transformation too. The atomic order is, therefore, a sufficient condition for manifestation of thermoelastic transformation, but not necessary [Otsuka, Shimizu (1977)]. 1.3 Thermomechanical properties of SMAs Several effects specific to the SMAs appear through the transformations of the crystal lattice as a function of temperature and of the field of stresses applied on the material [Duerig, Melton, Stà ¶ckel (2013)]. 1.3.1 Pseudoelastic Effect In general, by pseudoelasticity we describe both the materials superelastic behavior, as well as rubble-like behavior. Superelastic behavior is called the reversible phase transformation produced by thermo-mechanical loading. Rubber-like effect refers to the reversible martensitic re-orientation. The stress-strain curve during this process resamples to the superelastic behavior, which is similar to rubbers nonlinear elastic behavior [Otsuka, Wayman (1999)]. Therefore, a part from inducing phase transformation thermally, martensitic transformation can also be prompt by applying on the material appropriately high mechanical loading, resulting in creating a martensitic phase from austenite. When the temperature of the SMA goes above AF, shape recovery is resulted while unloading. Such behavior of the material is termed pseudoelastic effect [Kumar (2008)]. Stress-induced martensite, is generally forming from austenite when external stress is present. The process of forming stress-induced martensite can occur through different thermomechanical loading routes [Miyazaki, Otsuka (1986)]. One form of stress-induced martensite is the detwinned martensitic phase formed from austenitic after application of external stress. The material, during the stress-induced martensitic transformation and the reversed process, shows nonlinear elastic behavior described by closed à Ã†â€™-ÃŽÂ µ curves. This nonlinear elastic behavior is called pseudoelastic transformation [Otsuka, K. and K. Shimizu (1981)]. The shape recovery is due to crystallographic reversibility of transformation, like in the shape memory effect. Hence, the two phenomena, transformation pseudoelasticity and shape memory effect are practically the same except the fact that reverse transformation is produced by warming the specimen to temperature above AF. In reality, an alloy that un dergoes thermoelastic martensitic transformation exhibits both transformation pseudoelasticity and shape memory effect [Otsuka, K. and K. Shimizu (1981)]. Nevertheless, for occurring transformation pseudoelasticity, the necessary stress for slip should be greater than that for stress-induced martensite transformation. As an example, we can refer to equiatomic Ti-Ni alloys which are exposed to slip and do not exhibit any transformation pseudoelasticity, regardless of their Ni content. It was shown, however, that Ni-rich Ti-Ni alloys subjected to annealing after cold working, causing refining of their grain size, leads in raising critical slip stress, which results in any transformation pseudoelasticity [Miyazaki et al. (1982), Saburi, Tatsumi, Nenno (1982), Saburi, Yoshida, Nenno (1984)]. The existence of transformation pseudoelasticity is affected by crystalline orientation, composition of the alloy, and direction of applied stresses [Miyazaki, Otsuka (1986)]. 1.3.2 One-Way Shape Memory Effect Another property of SMAs is the one-way shape memory effect. It takes place in four steps: (1) The material is cooled to a temperature lower than MF (the parent austenitic phase) to obtain self-accommodated martensite. (2) Re-orientation of variants of the martensite is obtained via application of stress. (3) The stress is released at constant temperature T F. The material remains to a shape depending on the stress field. (4) The sample is heated at a temperature T > AF making re-appear the austenitic phase and the material gets its original shape, as shown in Figure 2. Figure 2 One-way shape memory effect [Miyazaki, Otsuka (1986)] Two conditions are necessary for occurring shape recovery by shape memory effect. Firstly, the transformation should be reversible, and second, slip should not occur during the entire deformation process. Martensitic transformations in ordered alloys are reversible in nature [Miyazaki, Otsuka (1986), Arbuzova, Khandros (1964)], so the entire shape memory effect mainly occurs in this type of alloys. The second condition is necessary because in the case of high stress and every type of deformation mode (stress-induced martensitic transformation in parent phase, twinning in the martensitic phase) slip can be induced, resulting in plastic strain and, not completed recovery of shape. In the one-way shape memory effect, the shape in memory by the SMA is the one of the parent phase. 1.3.3 Two-Way Shape Memory Effect The two-way shape memory effect is the reversible passage of a shape at a high temperature to another shape at low temperature under stress. The two-way shape memory effect should precede the SMA training [Nagasawa, et al. (1974]. Training of SMAs consists of temperature cycling at constant stress or stress cycling at constant temperature. During training, microstructural defects (i.e. dislocations) lead to internal stresses and therefore promote oriented martensite. A SMA subjected to training can then move from austenitic phase to oriented martensite under zero load by simple change of temperature [Schroeder, Wayman (1977)]. It has then a shape in memory for each of the two phases. Various methods that cause two-way shape memory effect have been suggested, such as, large deformation in stress-induced martensite transformation at temperatures > MS [Delaey et al. (1974)], shape memory effect training [Schroeder, Wayman (1977)], stress-induced martensite training [Schroeder, Wayman (1977)], training involving both of shape memory effect as well as stress-induced martensite [Perkins, Sponholz (1984)] remaining in martensite state while heating at a temperature > AF [Takezawa, Shindo, Sato (1976)], as well as using precipitates [Tadaki, Otsuka, Shimizu (1988)]. 1.4 Transformation Induced Plasticity (TRIP) Several experimental studies have shown the development of nonlinear plastic (irreversible) strain when phase transformations occur [Greenwood, Johnson (1965), Abrassart (1972), Magee (1966), Desalos (1981), Olson, Cohen (1986), Denis et al. (1982)]. This mechanism of deformation is termed Transformation Induced Plasticity (TRIP), resulting from internal stress rising from the change in volume related to the transformation, as well as from the associated change in shape [Marketz, Fischer (1994)]. TRIP differs from classical plasticity. Although plasticity is caused from the applied stress or variation in temperature, TRIP is triggered by phase variations, and occurs even at low and constant stress levels [Gautier et al. (1989), Leblond et al. (1989), Gautier (1998), Tanaka, Sato (1985), Fischer et al. (2000, 1996)]. TRIP takes place because of two separate mechanisms. The first, refers to a process of accommodation of micro-plasticity related to volume change [Greenwood, Johnson (196 5)]. The other, refers to an orientation caused by shear internal stresses, favoring the direction of preferred orientation for the formation of martensite when and external stress is present, which involves change in shape [Magee (1966)]. TRIP is caused by the difference in compactness of the lattice structure between the austenite (parent) and the martensite (product) phase [Greenwood, Johnson (1965)]. During martensitic transformation, this difference has produces a change in volume as well as internal stresses causing plasticity in the phase with less yield stress, which is weaker   [Paiva, Savi, Pacheco (2005)]. REFERENCES Abrassart, F., Influence des Transformations Martensitiques sur les Proprià ©tà ©s Mà ©caniques des Alliages du Systà ¨me Fe-Ni-Cr-C, Thà ¨se dÉtat, Università © de Nancy I (Trance), 1972. Arbuzova, I. and L. Khandros, Abnormal elongation and reduced resistance to plastic deformation due to martensitic transformation in the alloy CU-AL-NI. Phys. Metals Metallogr., 17(3), pp. 68-74, 1964. Delaey, L., et al., Thermoelasticity, pseudoelasticity and the memory effects associated with martensitic transformations. Journal of Materials Science, 9(9), pp. 1521-1535, 1974. Denis, S., Simon, A. and Beck, G., Estimation of the Effect of Stress/Phase Transformation Interaction when Calculating Internal Stress during Martensitic Quenching of Steel, Trans. Iron Steel Inst. Jap., Vol. 22, pp. 505, 1982. Desalos, Y., Comportement dilatomà ©trique et mà ©canique de lAustà ©nite Mà ©tastabledun Acier A 533, IRSID Report n. 95.34.94.01 MET 44, 1981. Duerig, T., K. Melton, D. Stockel, C. Wayman (Eds.), Engineering Aspects of Shape Memory Alloys, Butterworth-Heinemann, London, 1990. Duerig, T.W., K. Melton, and D. Stà ¶ckel, Engineering aspects of shape memory alloys,   Butterworth-Heinemann, 2013. Dunne, D. and C. Wayman, The effect of austenite ordering on the martensite transformation in Fe-Pt alloys near the composition Fe3Pt: I. Morphology and transformation characteristics. Metallurgical Transactions, 4(1), pp. 137-145, 1973. Fischer, F.D., Reisner, G., Werner, E., Tanaka, K., Cailletaud, G. and Antretter, T., A New View on Transformation Induced Plasticity, International Journal of Plasticity, vol. 16, pp. 723-748, 2000. Fischer, F.D., Sun, Q.P. and Tanaka, K., Transformation induced plasticity (TRIP), Applied Mechanics Review, Vol. 49, pp. 317-364, 1996. Funakubo, H. (Ed.), Shape Memory Alloys, Gordon and Breach Science Publishers, 1987. Funakubo, H., Shape Memory Alloys, Gordon and Breach Sci. Publ, New York, p. 275, 1987. Gautier, E., Dà ©formation de transformation et plasticità © de transformation, École dà ©tà © MH2M, Mà ©thodes dHomogà ©nà ©isation en Mà ©canique des Matà ©riaux, La Londe Les Maures (Var, France), 1998. Gautier, E., Zhang, X.M. and Simon, A., Role of Internal Stress State on Transformation Induced Plasticity and Transformation Mechanisms during the Progress of Stress Induced Phase Transformation, International Conference on Residual Stresses- ICRS2, (Ed: G. Beck, S. Denis and A. Simon), Elsevier Applied Science, London, pp. 777-783, 1989. Gilbertson, R. G. , Muscle Wires Project Book, Mondotronics, p. 2-1/2-8, 1994. Gotthard R. and T. Lehnert, Alliages à   mà ©moire de forme, Traità © des matà ©riaux n °19: Matà ©riaux à ©mergents, p. 81-105, 2001. Greenwood, G.W. Johnson, R.H., The Deformation of Metals under Small Stresses during Phase Transformation, Proceedings of the Royal Society A 283, pp. 403-422, 1965. Greenwood, G.W. and Johnson, R.H., The Deformation of Metals under Small Stresses during Phase Transformation, Proceedings of the Royal Society A 283, pp. 403-422, 1965. Guà ©nin, G., Alliages à   mà ©moire de forme, Techniques de lIngà ©nieur, vol. 10, p. 1-11, 1986. Kumar P., Introduction to Shape Memory Alloys, Shape Memory Alloys, 2008 Kumar, P. and D. Lagoudas, Shape Memory Alloys Modeling and Engineering Applications. 2008, Springer Science, New York, NY. Kurdjumov, G. V., L. G. Khandros, First reports of the thermoelastic behaviour of the martensitic phase of Au-Cd alloys, Doklady Akademii Nauk SSSR 66 (1949) 211-213. Lagoudas, D. C., P. B. Entchev, P. Popov, et al., Shape memory alloys, Part II: Modeling of polycrystals, Mechanics of Materials, vol. 38, p. 430-462, 2006. Leblond, J., Devaux, J. and Devaux, J.C., Mathematical Modeling of Transformation Plasticity in Steels I: Case of Ideal-plastic Phases, International Journal of Plasticity, Vol. 5, pp. 551-572, 1989. Leblond, J., Mathematical Modeling of Transformation Plasticity in Steels II: Coupling with Strain Hardening Phenomena, International Journal of Plasticity, Vol. 5, pp. 573-591, 1989. Leclercq S., and C. Lexcellent, A general macroscopic description of the thermomechanical behavior of shape memory alloys, Journal of the Mechanics and Physics of solids, 44, 953-980, 1996. Liu Y., and Z. Xie, Detwinning in shape memory alloy, In: Progress in Smart Materials and Structures, Ed. Peter L. Reece, pp. 29-65, 2007. Magee, C.L., Transformation Kinetics, Microplasticity and Aging of Martensite in Fe-31 Ni, Ph.D. thesis, Carnegie Institute of Technology, Pittsburg, PA, 1966. Marketz, F.   and   Fischer,   F.D.,   A   Micromechanical   Study   on   the   Coupling   Effect   Between   Microplastic Deformation and Martensitic Transformation, Computational Materials Science, Vol. 3, pp. 307-325, 1994. Massalski, T.B., et al., Binary alloy phase diagrams. vol. 3. ASM International, pp. 1485, 1990. Miyazaki S, Ohmi Y, Otsuka K, Suzuki Y. Characteristics of deformation and transformation pseudoelasticity in Ti-Ni alloys. Le Journal de Physique Colloques, 43, 1982. Miyazaki, S. and K. Otsuka, Deformation and transition behavior associated with theR-phase in Ti-Ni alloys. Metallurgical Transactions A, 17(1), pp. 53-63, 1986. Nagasawa, A., et al., Reversible shape memory effect. Scripta Metallurgica, 8(9), pp. 1055-1060, 1974. Olson, G.B. and Cohen, M., Mechanical Properties and Phase Transformation in Engineering Materials, TMS-AIME, Warrendale, Pa (Ed: S. D. Antolovich, R. O. Ritchie and W. W. Gerberich), pp.367, 1986. Ortin, J., A. Planes and L. Delaey , Hysteresis in Shape-Memory Materials in The Science of Hysteresis, (2006), pp. 467-553. Otsuka and K, Shimizu, K., Ser. Metall. 1, pp. 757-60, 1977. Otsuka, K. and K. Shimizu, Pseudoelasticity, In: Metals Forum, 1981. Otsuka, K., C. M.Wayman (Eds.), Shape Memory Materials, Cambridge University Press, Cambridge, 1999. Paiva, A., M.A. Savi, P.M. Pacheco, Modeling transformation induced plasticity in shape memory alloys, Proceedings of COBEM, 18th International Congress of Mechanical Engineering, Nov. 6-11, 2005, Ouro Preto, MG, 2005. Patoor, E., D. C. Lagoudas, P. B. Entchev, et al., Shape memory alloys, Part I: General properties and modeling of single crystals, Mechanics of Materials, vol. 38, p. 391-429, 2006. Perkins, J. and R. Sponholz, Stress-induced martensitic transformation cycling and two-way shape memory training in Cu-Zn-Al alloys. Metallurgical transactions A, 15(2), pp. 313-321, 1984. Perkins, J., Shape Memory Effects in Alloys, Plenum Press, New York, 1975. Rosa M., Phase Transformations in Steels, Volume 1: Fundamentals and Diffusion-Controlled Transformations, International Journal of Environmental Studies, vol. 70(2), pp. 337-338, 2013. Saburi, T. and S. Nenno, The shape memory effect and related phenomena. Solid to Solid Phase Transformations, pp. 1455-1479, 1981. Saburi, T., M. Yoshida, and S. Nenno, Deformation behavior of shape memory TiNi alloy crystals. Scripta metallurgica, 18(4), pp. 363-366, 1984. Saburi, T., T. Tatsumi, and S. Nenno, Effects of heat treatment on mechanical behavior of Ti-Ni alloys. Le Journal de Physique Colloques, 43(C4), pp. C4-261-C4-266, 1982. Schetky, L., Shape-memory alloys, Scientific American 241 (74-82), 1979. Schroeder, T. and C. Wayman, The two-way shape memory effect and other training phenomena in Cu Zn single crystals. Scripta Metallurgica, 11(3), pp. 225-230, 1977. Shimizu, K., K. Otsuka, and J. Perkins, Shape Memory Effects in Alloys. Perkins, J., Ed.(New York: Plenum), pp. 60-87, 1975. Tadaki, T., K. Otsuka, and K. Shimizu, Shape memory alloys. Annual Review of Materials Science, 18(1), pp. 25-45, 1988. Takezawa, K., T. Shindo, and S.I. Sato, Shape memory effect in 1-CuZnAl alloys. Scripta Metallurgica, 10(1), pp. 13-18, 1976. Tanaka, K. and Sato, Y., A Mechanical View of Transformation-Induced Plasticity, Ingenieur Archiv 55, pp. 147-155, 1985. Wayman, M., J. Harrison, The origins of the shape memory effect, Journal of Minerals, Metals, and Materials 41 (99) pp. 26-28, 1989. Wei, Z., D. Yang, On the hysteresis loops and characteristic temperatures of thermoelastic martensitic transformations, Scripta Metallurgica, Volume 22, Issue 8, 1988, pp. 1245-1249.

Violence In Video Games :: essays research papers

You open your eyes to a narrow hallway with various passages opening to the left and right. The walls seem to be made of some pseudo-stucco material. You ignore the passages as you head forward to the opening at the end of the hallway. A spacious chamber opens up before you, with three passageways that open to the left, forward, and right respectively. After a few steps forward, you turn around and see another floor above the original hallway you came in, about twenty feet up. There are ramps from the left and right heading up towards it. At the foot of one of the ramps is a small white box with a red cross on it. As you walk closer to inspect it, footsteps are heard coming from behind you. You spin around to face a man of generic description toting a sinister looking modified chain gun. Before you can say anything, he opens fire, unloading three or four rounds into you. Time to take evasive action. You backpedal to the right, arriving at the white box. You feel instantly healed. Tu rning, you sprint back into the hallway you came in from, dodging left and right to avoid flying bullets. The second right takes you into a small windowless room with nothing but a low-powered handgun and some loose clips littered about the floor. It will serve its purpose. The gun seems heavier than it should be as you slam a clip home and take an ambush position to the right of the door. The man barges in and misses seeing you. You take careful aim and unload eight rounds into the back of his skull. As he falls to the ground in his final death throes, the words ‘Falco_Lombardi fragged NeoNess101 with a handgun’ appear at the top of your vision. You smile to yourself and pick up his chain-gun, ready now for anything. This is the type of rush most gamers get playing an online multiplayer first-person shooter such as Quake III, Unreal Tournament, Half-Life, or classic DOOM. But can these games be destructive to mental health? Can they actually desensitize people to the point where they cannot tell the difference between reality and virtual reality? The evidence will be presented for it, the evidence against it, and then I’ll show my own personal experience. You can draw your own results. First of all, the evidence that video games promote violence.

Effective Teaching

In the first place, teachers should get students involved in discussion and encourage them to exchange ideas in class because discussing can let the students be more knowledgeable. When discussing with people of different experiences, students can always know a large number of knowledge which they have not touched before because discussion is a reflection of one's knowledge. When discussing, different people hold different types of knowledge which is ready to exchange. Take myself for example, when I discuss with many adults and teachers, I know there are a lot of abilities I have to get, such as study abilities, communication abilities, the abilities to read people and etc. Secondly, teachers should get students involved in discussion and encourage them to exchange ideas in class because exchanging ideas with fellow classmates helps students develop critical thinking, presentation skills and other kind of soft skillsets. When discussing issues with peers, students tend to take a position on a certain issue. In this learning process, students will collect their thoughts, synthesize the concepts learned in textbook or in the lecture to support his or her points. Also, to respond to other's comments, students have to reflect on the rationale of their own arguments and come up with persuasive reasoning. It is obvious that such activities help students to learn more meaningful and extensively. Furthermore, students unconsciously learn how to express themselves affirmatively and make their points clear in front of a large audience. It takes the right amount of eye contacts, body languages and facial expression to convey one's idea in a convincing way. Additionally, teachers should get students involved in discussion and encourage them to exchange ideas in class because actively issues with peers can help students cope with different opinions. When discussing issues with peers, not only do students contribute to the class, but also they get a chance to be exposed to different ideas and perspectives. This is a very conducive experience since we are not living in a vacuum and learning how to appreciate, value and even embrace opinions that are unfamiliar to us can be very important. Further more, such experience can be useful in one's future career when one also has to confront with different business solutions provided by coworkers?

Research paper on Worker Attitude and Job Satisfaction

Research paper on Worker Attitude and Job Satisfaction Thesis Statements: Attitude and Job Satisfaction: A worker attitude towards work is directly linked to the job satisfaction; a worker who is satisfied with his job performs better and excels at what he does. It is therefore imperative for a company to understand the attitude of its workers and measure the job satisfaction of its employees, as job satisfaction is essential for productivity. Introduction Worker attitude and job satisfaction deals with how an organization behaves. It involves the management directing employees into improving organizational and personal effectiveness. It plays an enormous role in determining the attitudes of employees and their job satisfaction. When an employee is happy, it is usually because they are satisfied with their work. This also improves the quality of their work. Attitude and job satisfaction may not fall completely on the management but also on the employees. If employees enjoy their work, they will not need external motivation from management, but instead the satisfaction they attain from completing their work will motivate them (Robbins, 2004). Job satisfaction is an individual’s contentment with their work. Its effect on productivity is either positive or negative. The relationship between job satisfaction and job productivity is however not consistent. An individual may still obtain high job productivity without having the satisfaction in the work. This happens mostly when money is their motivation. Another motivator is improving in his or her work in order to receive a promotion. Other employees may increase their productivity due to the satisfaction they get from their work. A reason for job satisfaction may also come from an employee getting a good salary. It improves job satisfaction as long as an employee has knowledge of the fact that they get fair payment for their efforts at the end of the day. Job satisfaction has an effect on an individual’s satisfaction with life. If an employee does not get satisfaction in their work, they may seek for satisfaction in other work unrelated areas. This provides fulfillment and balance in their life. He or she may also be content with work as it relates with those work unrelated areas. Job dissatisfaction may also cause an employee to quit (Robbins, 2004). How Workers Attitude and Job Satisfaction Affect Their Work. An employee’s attitude towards authority may affect his or her relationship with management. Negative attitude towards authority will cause clashes in the work place. Psychology is another reason that affects an individual’s attitude. Another reason for a negative attitude towards authority is jealous for their position. This attitude affects job productivity in a negative way. If the workers attitude is a negative one so is their ability to produce positive results. Worker attitude and job satisfaction are two factors that affect a company’s productivity. There are different issues that affect worker attitude and job satisfaction either in a negative or positive way. These issues include the management, employee, sociology, communication, culture, and work environment. Management Role The management’s style of leading plays a huge role in worker attitude and job production. Empowerment is one factor that can motivate better productivity. If the management gives an employee opportunity to work according to their own standards, preferred that these standards measure up to those of the company, job productivity will increase. Human empowerment is satisfactory to every individual. Self-satisfaction leads to job satisfaction. We also have strategic planning by management. This is crucial when dealing with influencing job productivity. An example of a way to motivate employees is the management offering them opportunities for promotions and pay rise negotiations. This will encourage job productivity since employees will want to receive these rewards (Jackson, 2002). Organizational objectives also affect how the management relates with the employees. If the organizational goal is to achieve a certain percentage of profit in a business year, then it will exert pressure on the employees to increase productivity. Positive influence is not the only way to ensure an increase in productivity. Some organizations offer contracts that clear states the amount of productivity needed from employees. This is in the case of sales and marketing where a sales representative needs to achieve a target on a certain deadline. This may mount pressure on the employees and in turn affect their job satisfaction. In some cases, the management is not as strict with the employees. The problem with this is that the employees might eventually relax on the job. An organization may also decide to add more working days depending on their goals. Complying with such a decision is hard and it may leave the employees bitter and resentful towards management. This attitude will affec t job productivity, as the employees will arrive to work with no motivation. Another factor in work attitude is time away from work. Apart from free time on the weekend, which is compulsory according to work ethics, employees need to take time off from work. This normally is the leave period (Jackson, 2002). Employee Role Some individuals choose professions that they like while others end up in their profession due to pressure. Pressure may come from the need to make money or a parent or guardian deciding on what their kids will do. When one chooses something they love doing or has an interest in, then they are content and happy about what they do. Love for a profession encourages a positive attitude. This is all the motivation employees need when it comes to productivity. A happy employee is a productive employee. When an employee loves what they are doing, they attain job satisfaction. This automatically affects productivity in a positive way. Productivity however suffers with negative employees who only work to make money. Their aim is to increase their productivity in order to get more money but this eventually makes them stressful and bitter. Since they have no interest in the work, satisfaction is hard for them to achieve. This is another form of motivation but is not sufficient. The two major w ays for employees to improve, productivity in their professional areas is the choice of profession. Employees need ways to relieve their stress if they want to improve their work attitude and productivity. Work related stress is common among most employees. This is especially by employees that do not experience any job satisfaction from their work. Stress is something that may lead to more serious illnesses. This lowers productivity from the absence of employees in the work place. Stress is relieved by taking breaks from work, exercising, socializing with friends, and having fun. Psychological development is also another factor that affects attitude. Since psychology is what determines human behavior, it affects how we react and relate with others. Every one of us reacts differently to different situations. An example is when management is brutally honest about an employees work, some may take it is a warning to do better others may take it as criticism and give up. This depends on how an individual makes decisions. External factors such as the family, relationships, financial stat us are a few of other things that also affect the employees’ attitude. A healthy employee is a productive employee and a happy one. Social Role Our social behavior affects our work. This is in regard to introverts and extroverts. An introvert will not easily socialize with people. This affects their performance in a situation that needs teamwork. Teamwork requires all individuals to communicate with each other. If employees cannot work well together, it affects productivity. A company that encourages teamwork experiences higher productivity. Extroverts are aggressive people and some people may try to avoid them. Relationships in the work place affects attitudes and in turn productivity. If employees have a close relationship with each other, employees work well together and their attitudes improve as well. An improvement in attitude improves job productivity and satisfaction. In order to improve this relationship, some organizations encourage team building by dedicating a few days for members to socialize. This is through encouraging games in this sessions or providing projects for them to do. Interaction between employees h elps them know each other better and beyond the work place. It improves their relationship and attitude towards each other (Edwards, 2004). Social role also involves the relationship between employees and management. In most organizations, this relationship is usually strictly professional. The only time the two interact is while it involves work. This is a way for the management to ensure that they have an upper hand towards the employees. This may lead to employees withdrawing from the management due to fear. Fear affects productivity, as the employee cannot approach the management if he/she is having trouble. They may imagine that the management will see this as a weakness. A good relationship is one where the management associates with its employees openly. Respect is the only thing that needs establishment between the two. This way, it is easy for employees to approach the management. A good relationship will improve employee productivity by improving their attitude and encouraging job satisfaction. Another social factor is competition. This is due to human nature to prove themselves. Employees may compete amongst e ach other for appraisal or a chance to grab an available higher position. This is a way for productivity to improve. Their attitude will depend on whether the competition is a healthy or an unhealthy one. An unhealthy one will lead to stress (Edwards, 2004). Communication Communication is how information transmits between the management and employees or between the employees themselves. Employees need to be free with the management in order to approach them when they are having trouble. Good communication has a positive effect on the employee’s job satisfaction. When all their needs a met, they can easily perform their duties efficiently. This increases job productivity and in turn improves the workers attitude. Communication is also important between employees. Employees need to maintain a good relationship with each other in order to communicate efficiently. Respect is an important factor in communication. In every organization, respect needs to drive how they communicate. A good way to implement communication between management and employees is by planning meetings. These meetings should allow employees to ask questions and express their opinion. Management should ask employees for their input and suggestions in matters concerning them. This will make the employees feel even more part of the organization. It will improve the relationship of everyone in the organization. Good communication leads to a good relationship that in turn improves employee attitude and job productivity (Mitchell). Culture The differences in culture affects people’s attitude. Different cultures have different practice. Some cultures do not allow their employees to work for certain amounts of hours. This may affect an individual if a transfer occurs and they get to a work situation that encourages more working hours. He/she will develop a negative attitude towards work. In some cultures, individuals are risk takers. They enjoy doing things beyond their capabilities. They attain satisfaction both in life and in work. There is no better motivation to improve their job productivity than this. In others, employees are hardworking. Their attitude towards work is usually a positive one (Jackson, 2002). Work environment A positive work environment improves on employee attitude. This depends on other employees, the management and the available resources. If an organization takes care of their employees by providing all needed resources, then their productivity will improve. Job productivity increases a business performance and profits, which in turn ensures that employees receive their salary frequently. When the business performs well then the employees are happy. A good performance in the organization gives the employees a positive attitude that improves their individual performance. As long as the employees are happy and performing, job productivity will increase. Job satisfaction improves employee’s relationships with customers. A good working relationship such as that one will increase on the sales of goods and services. Some company’s offer their employees bonuses especially during the holidays. This acts as an encouragement to the workers and improves their relationship with mana gement. In departments such as sales and marketing, employee’s performance can improve if given bonuses or commission when they bring in more sales clients. With this knowledge, the employee’s performance is sure to improve drastically (Edwards, 2004). Conclusion The duty of management and the employee in improving workers attitude is debatable. Some may argue that it is up to the employee to ensure that they attain job satisfaction from their work, as they are the only ones in control of their attitude and performance. It is also possible to say that all the responsibility is entirely the managements. They decide on the nature of the environment in which the employee works. The management holds the power to control employee salary, off time and promotion. External factors such as the environment, social situations, and culture also affect worker attitude and job satisfaction. In my opinion, it is up to both the parties to decide on worker attitude and job satisfaction.

Kudler Fine Foods Hris Analysis Essays

Kudler Fine Foods Hris Analysis Essays Kudler Fine Foods Hris Analysis Essay Kudler Fine Foods Hris Analysis Essay Kudler Fine Foods is a specialty food store consisting of a workforce of approximately 17 employees at their administration office, 31 employees at their La Jolla store, 38 employees at their Del Mar store and 38 employees at their Encinitas store, totaling 124 employees (Kudler Fine Foods Intranet). Each location manages their own employees’ information on their own database. This proves to be a problem since all Human Resources and employee information should be managed at the administrative office on one central Human Resources Information System (HRIS). Another drawback to the current Kudler Fine Foods system is that the timekeeper and attendance records are done manually which is not only time consuming, but causes errors and is difficult for the HR department to manage. Kudler Fine Foods requires a timekeeper analysis process for finding a feasible solution for the company. Human Resource Information Systems Analysis Kudler Fine Foods started with one location and a relatively small workforce of employees. At the time, Intuit’s QuickBooks was sufficient to organize the finances and manage employee information. Employees fill out time sheets which are turned into management on a weekly basis. Time tracking is done manually and the information is stored locally at the store location’s database. In the company’s infancy stage, this process was sufficient, but as Kudler Foods began to grow and open new stores, they encountered problems with the management of information. Managers rely on paper to manage employee processes. They struggle to track employee information using a combination of homegrown spreadsheets and office file cabinets. Hiring information, payroll records, benefit plan elections, and training certifications for a single employee is stored locally on a database managed at the store location. This creates errors, as information becomes lost and outdated. The replication of each change to an employee’s data across several files has become tedious to create timely reports and analysis. Now that Kudler Fine Foods has three stores, their HRIS is limited and requires a new software system and administration timekeeper that will allow them to track employee’s time, produce payroll, centralize mployee records, track applicants and offer an employee self service system where employees can print out their paychecks, modify their benefits, change their tax deductions and acquire additional job education to assist them with job promotions. Sage Abra Human Resource Management System (HRMS) Although there are many options that will meet the HRIS needs of Kudler Fine Foods, one in particular is outsta nding. Sage Abra HRMS is a software solution for automating and managing Kudler Fine Foods’ core workforce administration. This solution will not only centralize all of Kudler Foods’ employee and payroll information for all of their locations, it will allow Kudler’s Human Resource (HR) department to manage these records. Sage Abra HRMS offers the centralization of employee job and personal information; government compliance; employee benefits and attendance; payroll; recruitment; planning, analysis and reporting; as well as employee development, compensation, and retention (sageabra. com). Implementing an HRMS eliminates much of the routine paperwork associated with HR. An HRMS automates the most manual and time-consuming human resources functions: Payroll, new-hire processing, benefits and compensation management, employee development, internal analysis, and government reporting. This automation frees up valuable time that can be spent on employee relations, compliance analysis and/or training. Sage Abra HRMS Benefits and Features Sage Abra HRMS would allow Kudler Fine Foods’ HR department to create timely, comprehensive reports for management by using either several predefined standard reports or a custom report writer. Security features, such as audit trails, allows control and monitoring by someone with the proper permissions of sensitive employee data and tracks who made changes in the system. In addition, this HRMS system allows HR to: Track important employee information including employment history, skills, licenses, certifications, and continuing education or training data so that employees can be helped with career development. Record employment status, EEO, FLSA and I-9 data, as well as other information eeded to demonstrate compliance with various hiring and discrimination laws. Manage performance and compensation information such as job definitions, reviews with documentation, employee ratings, salary ranges, pay grades, and incentives such as bonuses or stock plans. Benefits Administration For companies that offer multiple benefits such as health, life, and disability insurance, administration plans with multiple insurance carriers must be set up. This can take up to 30% of HR profess ional’s time just on routine benefits administration. With Sage Abra HRMS, HR will be able to define benefit plans as well as enter employee dependents and beneficiaries. It allows tracking and monitoring of employee elections and calculates employer and employee contributions for benefits. When employees leave the company, this HRMS system tracks COBRA enrollments for improved efficiency and accuracy. Attendance Accurate attendance information is essential to managing workforce costs and processing accurate payroll. With attendance tracking and analysis capabilities of an HRMS, HR can pinpoint trends in absences and identify areas for improvements. Reports from HRMS will demonstrate attendance histories and allow HR to analyze reasons for absence and opportunities to improve attendance levels. Payroll Sage Abra HRMS automates payroll processing and would help to keep Kudler Fine Foods in compliance with the latest government regulations for withholding, filing, and depositing taxes. With payroll and HR data stored in the same database, unnecessary paperwork is greatly reduced. Changes made to the HRMS database reflect in both payroll and HR systems. This eliminates errors and the need for duplicate entry of employee, pay rate, benefits, and deduction information. Employee Self-Service Providing Kudler Fine Food employees with access to their own benefits, personnel, and paycheck information is a good way to reduce routine administration. Employee Self-Service (ESS) solutions allow employees and their managers to view, create, and maintain their information using a web browser. Self-service lets employees find answers to questions about paychecks and benefits, as well as update information such as contact information or dependents. ESS reduces the burden of paperwork, while retaining HR’s ability to control and approve processes. Kudler Fine Foods would be able to use ESS technology to create a communications portal that distributes information about company policies and benefits to the entire workforce. Benefits Enrollment Automation An HRMS with online benefits enrollment enables employees to self-enroll in benefit programs, review their benefits data, and report life event changes over the Internet or a company network. The system prompts employees to choose plans based on eligibility criteria and helps them compare costs and coverage. Kudler Fine Foods would be able to monitor the status of the enrollment in real-time. When open enrollment is over, HRMS produces detailed cost projections and other reports. Taking benefits enrollment online reduces the paper and manual data entry, can shorten the open enrollment period, and reduce the cost of open enrollment. Recruiting Automation With an HRMS, Kudler Foods would be able to standardize processes for recruiting and ensure that every candidate for employment is tracked, responded to, and treated the same. Automated recruiting features enable HR to create and track job requisitions and track applicant data from application through hiring/rejection. For each applicant, HR can track his/her progress, as well as drug screenings and pre-employment tests. For applicants who are hired, HR can create employee records using the information stored in the candidate tracking. Online recruiting can help Kudler Fine Foods fill positions more quickly and reduce the cost per hire. Conclusion With Kudler Fine Food’s success and rapid growth, their current manual HR system is extremely inefficient and is in need of a centralized and more powerful HRIS system that will allow Kudler’s HR department to manage and control employee data. Sage Abra HRMS offers the tools and technology needed to track, manage and report employee data while improving the overall Human Resource function, making it more highly efficient while lowering company costs. References Kudler Fine Foods Intranet. Kudler Fine Foods Human Resources. Apollo Group, 2007. Web. 13 Nov. 2010. . Human Resource Management System. Sage Abra HRMS, 2010. Web. 13 Nov. 2010. .

3 Cases of Misplaced Modifiers

3 Cases of Misplaced Modifiers 3 Cases of Misplaced Modifiers 3 Cases of Misplaced Modifiers By Mark Nichol Modifying phrases are welcome additions to sentences that provide additional information, but when they are inserted awkwardly, they hinder meaning rather than enhance it. In the following sentences, the modifiers appear at the wrong point in the sentence; see discussions and revisions that clarify the intent of the informative phrases. 1. Smith told the man to close the doors while holding the weapon to his head. This sentence implies that the man was instructed to hold a weapon to his head and close the doors, but the man had a gun to his head when he was told to open the doors, so that key information should precede, not trail, the description of the task he was given (and switching the noun and the pronoun identifying the other person provides further clarity): â€Å"While holding the weapon to the man’s head, Smith told him to close the doors.† 2. She was only with Jones for four months because he was abusive. Technically, this sentence indicates that the woman remained with Jones for the sole reason that he was abusive, and she did so for four months. It could also be misread to imply that because of Jones’s abusive nature, the woman was with him and no one else for four months (though that reading is most likely if only follows Jones.) However, the intended meaning is that her time with him was minimal, so only should immediately precede the reference to the time frame: â€Å"She was with Jones for only four months, because he was abusive.† (Better yet, write, â€Å"Because Jones was abusive, she was with him for only four months.†) 3. As a young man, Jones recalls the 1945 parade that honored Smith as an event he will never forget. Using â€Å"as a young man† to introduce the recollection implies that it occurred when Jones was a young man, although the tense form of recall is wrong. For an unambivalent reading, Place the parenthetical phrase â€Å"as a young man† after â€Å"Jones recalls†: â€Å"Jones recalls, as a young man, being at the 1945 parade that honored Smith as an event he will never forget.† Better yet, recast the sentence entirely: â€Å"Jones says he will never forget when he, as a young man, witnessed the 1945 parade honoring Smith.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:Addressing A Letter to Two PeopleRules for Capitalization in TitlesDealing With A Character's Internal Thoughts

MANAGING COMMUNICATIONS, KNOWLEDGE AND INFORMATION Essay

MANAGING COMMUNICATIONS, KNOWLEDGE AND INFORMATION - Essay Example However, the absence of an integrate intra organisation system will impact the performance of the company in the long-run. Hence, it is crucial for the managers of a corporation to monitor the effectiveness of communication systems so that the desired results can be successfully attained (Parson & Urbanski, 2012). Proper cooperation and coordination should be ensured in the organisation regarding work and communication procedures. Information and knowledge system at Tesco One of the leading corporations in UK is Tesco, and Tesco has been dominating the retail sector for decades. The key drivers of achieving the level of success for the retail giant are based on its excellent operational philosophy that is among the core competencies of the company (API case study, 2009). In order to ensure appropriate coordination among the widespread outlets of Tesco, the store managers have to monitor the operational needs at every outlet so that the customers are provided with an amazing shopping experience. The store managers and customers are the main stakeholders of the organisation who are an important part of its business efficiency. The store manager is the person who has the requirement of having quick access to the latest information about the market trends and the satisfaction level of customers with the store’s products and service offerings. ... The system is updated frequently by IT experts and all the information is collected and stored in the database. The managers can access the data easily and get the market analysis and store performance reports on a daily basis (Cisco, 2009). The managers may constantly need to review the data to make different types of decision for the store and hence this system is very useful for the managers in retrieving immediate information. One drawback that is evident from the analysis of API case study (2009) is that the sales and customer representatives who are in direct contact with the customers are not provided feedback opportunities. Since these members are in close contact with the target market, their input can allow the store to make necessary improvements for enhancing the customer’s shopping experience. The employees dealing with the client end need to be constantly associated with the decisions taken by the organisation as they are in a better position to shed light upon t he demands and requirements of the customer. Personal Networking at ONUS At ONUS, the communication strategy is ineffective as the recent changes in the industry are causing negative impact on its business operations. The direct stakeholders who are affected by the change in the communication framework are the senior managers and staff members. As a result of decline in performance of the key personnel, the students are dissatisfied with the service quality of the organisation. The service standards need to be improvised so that all the stakeholders are pleased with the new system and are willing to make effective contribution in ONUS business activities. If the communication activities are impacted, then there would be unclear goals and objectives in the minds of the

Ask Essay Example | Topics and Well Written Essays - 250 words

Ask - Essay Example She says â€Å"She wasn’t at all serious when she had to be and nice when it requires. Interpreting her conversation wasn’t difficult. She made is clear that I wasn’t professional enough to be promoted† Did the vice president use the leadership styles in addressing the issue of the banker? 3. It is apparent that the banker was not happy because the vice president didn’t seem to pay attention to him/her. He/she says â€Å"When we started discussing the case, she was less interested and no eye contact was made between us (her eyes were always on her Monitor and very minimal on me)† Did the vice president use the correct communication style in addressing the banker’s issue? 4. During the conversation, the manager thought â€Å"I have been working for three years straight learned everything I can and how can I learn to become a fully-fledged manager if neither you nor the other managers have time to teach me anything to further assist me.† Could the banker’s feelings and thoughts have influenced the outcome of their conversation? 5. In terms of managerial skills, the vice president told the banker that he/she wasn’t professional enough to be promoted. What does the banker need to know about leadership before being promoted to a managerial post? The said subordinate is alleged to have gone against the rules of the company by disclosing important financial information. According to what transpired between him/her with the financial manager, the following insight questions can be deemed appropriate. 1. The manager is alleged to have jumped into conclusion even before conducting his own independent investigation on the alleged misconduct of the sub ordinate. Are these assumptions by the manager indicating good managerial skills? 4. The subordinate is seen to engage the manager in some heated conversation. He asked the manager â€Å"Is this always your leadership style?†

Retail Business Analysis and Decision-Making Case Study

Retail Business Analysis and Decision-Making - Case Study Example The general strategy was low price but the price elasticity of the product and other factors were taken into consideration in terms of quantity purchased and price set. Product 1 An assessment of the historical trends along with pre-simulation market information revealed that the average demand for the product was 2,590,000 in year 1 and 2,680,000 in year 2. The growth in demand was expected to continue based on the trend in the graph. This was attributed to the fact that product is widely used by all age and income groups in the population. The demand is relatively price inelastic so the level of promotional expenses on the product was relatively less than on the other products. Our team ordered products for two periods in quarter 1 and three periods in quarter 2. This strategy worked fairly well as all inventories carried forward to quarter 3 were sold. Our team’s market share for this product was considered very low. Product 2 Although there is a general upward demand, the pre-simulation market report indicates that this is a discretionary product and that there is a higher level of brand awareness for the product when compared to Product 1. Therefore, demand for the product is based on promotions. ... There was no sale in quarter 1 and so less was ordered for quarters 3 and 4. The price was drastically reduced in quarter 2 and our team was therefore left with no stock on hand as the price was way below the market and suggests that our team was not aware of what the competition was doing. The other two periods saw minimal stock balances on hand at the end of the period. Our market share for this product in quarter 2 was 24.3% which is good when one considers that the market had eight participants. However, quarters 1, 3 and 4 were way below par. Product 3 An analysis of the demand for Product 3 indicates ups and downs in year 1. Year 2 on the other hand showed increases in quarter 2 over quarter 1 and so on up to the 4th quarter with drastic increases of over 50% on the previous quarter. Information obtained reveals that only a narrow segment the population demands this product and that there is a great brand loyalty. This product is a discretionary product and therefore it may sho w dramatic swings based on the economy. However, strong interest tends to prevent this from happening. Since price has an impact on the volume during gift giving periods such as quarter 4 it is best to keep the price at a low price in order to benefit from increased sales volume. Our team sold off all the inventories on hand in quarters 1 and 2 which indicates that too little goods were on hand to satisfy demand. Our market share was average for this product ranging from 15.6% to 12.5%. Product 4 Based on the trends in historic demand for the product it is clear that demand is cyclical with the lowest demand in quarter 1 of each year. Quarter 2 followed by quarter 3 is the period of highest sales with demand in quarter 2 increasing by between four and five

Ethics in Financial Management Essay Example | Topics and Well Written Essays - 500 words

Ethics in Financial Management - Essay Example In today's world, organisations and workplaces have become extremely diversified and have adopted varied stance s in terms of job processes and the general outlook. What is striking in such a scenario, is the prevalence of organizational or work ethics. Ethics has evolved to become an important aspect of organizational functioning, since it deals with the self-esteem and the very importance attached to employees in an organisation. Is it but well known, that an employee is the building block of an organisation and the importance attached to ethics in today's organisations are a reflection of the same. Financial Code of Ethics is important for the smooth functioning of any organisation. One of the important aspects of financial code of ethics, is to maintain integrity in the generation of accounts. One must ensure the hierarchal accountability and must also adhere to strict confidentiality and secrecy. It is also important to make use of the independence given and to maintain high levels of honesty and transparency. The Enron scandal was something that rocked the business world and also inspired books and movies based on it.

The Anti-War Message Essay Example | Topics and Well Written Essays - 1000 words

The Anti-War Message - Essay Example In terms of style, both authors definitely differ and this can be attributed also to the fact that the historical context of the novel and poem are not the same. In terms of substance also these works have differences, which derive from the difference in social, emotional, and historical context in which the characters exist. But more significantly, the differences also stem from the fact the involvement of these authors in the war that they are protesting against also differs. Nevertheless, both these writers have been able to articulate their opposition to the war in a profound manner through the portrayal of appropriate characters and situations in their works. â€Å"In the Lake of the Woods† narrates the story of an individual’s struggle to deal with the memories of the Vietnam War even after it draws to a conclusion. One can consider O’Brien to be an authority on the subject as he has served in Vietnam as an infantryman during the war. He not only has witnes sed the bloodshed but he has been directly involved in it. Thus, O’Brien also shares the trauma that other American servicemen experienced while fighting a war, which they believe is unjustified and futile. The feeling of guilt a soldier suffers, for engaging in a war that he opposes, becomes palpable due to the intensity of his personal experience. The readers are able to connect with the story more actively as the author’s opposition to the war is presented through the perspective of the soldier and not from the vantage point of the anti-war activists, who were more popular during the times when the Vietnam War was at its peak. Thus, his arguments against the war, founded on psychological and emotional manifestations, remain highly credible and convincing. He may have cited J W Appel and G W Beebe when he writes, â€Å"Psychiatric casualties are as inevitable as gunshot and shrapnel wounds in warfare† (O’Brien 27). However, he does not because he believ es that such a conclusion is intellectually accurate. He has seen his comrades suffer psychological problems resulting from the war and he himself may have experienced the anguish of going through such mental agonies. John Wade, the main character in the story, can be construed as a personification of O’Brien’s argument against the war. It must be emphasized though that such argument are best defended and promoted only when psychological issues arise, which obviously occur after the individual returns home from battlefront. This condition, which is often regarded as post-traumatic stress disorder, can be devastating to an individual. On the other hand, the conditions surrounding Julia Alvarez are much different to those of O’Brien. Her poem, â€Å"How I Learned to Sweep,† is greatly influenced by these. Alvarez looks at the war from the perspective of a non-participant. She finds the war disgusting not because it directly affects her personally. She does not suffer psychological or emotional traumas arising from a war but she does perceive the violence and bloodshed that soldiers have to go through while fighting a war. Whereas O’Brien witnesses the horrors that his fellow soldiers go through, Alvarez expresses pity for both the fighters and civilians caught in the war. O’Brien’s work is the result of his empathy while Alvarez displays sympathy in her poem when she writes, â€Å"I swept all the harder when/ I watched a dozen of them die.† Obviously, the poet is illustrating her reaction on the sight of so much death. Alvarez

Market Success and Entry Strategy Research Paper

Market Success and Entry Strategy - Research Paper Example The first and foremost step is the analysis of the market size and demand. The market according to the various segments are divided and categorized. For example, for an automobile market, the division of the market can be as according to the taste, demand and preference of the consumers. The consumers in one group of consumers are different from the other group and each represents a separate entity. The characteristics or the dimensions on which a market size is determined are geographic, cultural, social, economic and psychological factors. The market potential of a new consumer product is tested. The acceptance level of the product would decide the money that product will make in the market. There are various factors, which affect segmentation in a consumer market. Geographic is one such factor, where a country is segmented on basis region, city, urban, rural and climate. Demographically market is segmented on the basis of age, family size, gender, household income, life stage, occ upation, education, religion, race, generation and social class. Further, segmentation can be done on the basis of lifestyle and personality traits. On an individual level market can be segmented on the basis of attitude, belief and perception of products, product awareness and usage pattern. Market success analysis In any country the buying or the purchasing power is depends mostly on the infrastructure, currency, quality of the product and employment level. In mostly all agricultural based society, the production of a commodity, information to other available resources is very less. The resources like the labors, professionals or the working class has a major impact on the success of any foreign company in any country. In India the distribution of labor forces is unequal. Most of the professionals reside in the urban areas. Hangout Plaza is a fast food chain of restaurant. It offers mostly burgers, chicken pizzas, which will not be accepted by the rural population. In India, the c ost of labor is low. In order for the company to be able to market their product smoothly they should employ the local population. The skilled, unskilled labors can be deployed to gain the confidence of the locals and to get the work done at a cheaper rate. The regulations and the duties imposed by the government also play a major part in shaping the business of a company in the international market. The Government's red tape policies are often a hindrance for any foreign company. In India, the government is quite liberal in allowing the foreign companies to enter. India has many U.S. base hotels which are operating since a long time (FAO, 1997).    The political, economic and social factor poses a serious problem risk for any new company in the global market. For Hangout Plaza, there are many competition threats from many other fast food chains of hotels. Since there is no clear-cut strategy to decide and ascertain which strategy can be useful for assessing the competition threat s, the need to understand and calculate the same becomes more tedious and tough.  Ã‚  

Ethics in Financial Management Essay Example | Topics and Well Written Essays - 500 words

Ethics in Financial Management - Essay Example In today's world, organisations and workplaces have become extremely diversified and have adopted varied stance s in terms of job processes and the general outlook. What is striking in such a scenario, is the prevalence of organizational or work ethics. Ethics has evolved to become an important aspect of organizational functioning, since it deals with the self-esteem and the very importance attached to employees in an organisation. Is it but well known, that an employee is the building block of an organisation and the importance attached to ethics in today's organisations are a reflection of the same. Financial Code of Ethics is important for the smooth functioning of any organisation. One of the important aspects of financial code of ethics, is to maintain integrity in the generation of accounts. One must ensure the hierarchal accountability and must also adhere to strict confidentiality and secrecy. It is also important to make use of the independence given and to maintain high levels of honesty and transparency. The Enron scandal was something that rocked the business world and also inspired books and movies based on it.

Market Success and Entry Strategy Research Paper

Market Success and Entry Strategy - Research Paper Example The first and foremost step is the analysis of the market size and demand. The market according to the various segments are divided and categorized. For example, for an automobile market, the division of the market can be as according to the taste, demand and preference of the consumers. The consumers in one group of consumers are different from the other group and each represents a separate entity. The characteristics or the dimensions on which a market size is determined are geographic, cultural, social, economic and psychological factors. The market potential of a new consumer product is tested. The acceptance level of the product would decide the money that product will make in the market. There are various factors, which affect segmentation in a consumer market. Geographic is one such factor, where a country is segmented on basis region, city, urban, rural and climate. Demographically market is segmented on the basis of age, family size, gender, household income, life stage, occ upation, education, religion, race, generation and social class. Further, segmentation can be done on the basis of lifestyle and personality traits. On an individual level market can be segmented on the basis of attitude, belief and perception of products, product awareness and usage pattern. Market success analysis In any country the buying or the purchasing power is depends mostly on the infrastructure, currency, quality of the product and employment level. In mostly all agricultural based society, the production of a commodity, information to other available resources is very less. The resources like the labors, professionals or the working class has a major impact on the success of any foreign company in any country. In India the distribution of labor forces is unequal. Most of the professionals reside in the urban areas. Hangout Plaza is a fast food chain of restaurant. It offers mostly burgers, chicken pizzas, which will not be accepted by the rural population. In India, the c ost of labor is low. In order for the company to be able to market their product smoothly they should employ the local population. The skilled, unskilled labors can be deployed to gain the confidence of the locals and to get the work done at a cheaper rate. The regulations and the duties imposed by the government also play a major part in shaping the business of a company in the international market. The Government's red tape policies are often a hindrance for any foreign company. In India, the government is quite liberal in allowing the foreign companies to enter. India has many U.S. base hotels which are operating since a long time (FAO, 1997).    The political, economic and social factor poses a serious problem risk for any new company in the global market. For Hangout Plaza, there are many competition threats from many other fast food chains of hotels. Since there is no clear-cut strategy to decide and ascertain which strategy can be useful for assessing the competition threat s, the need to understand and calculate the same becomes more tedious and tough.  Ã‚