Music players Essay Example | Topics and Well Written Essays - 500 words - 1

Music players - Essay Example The very first iPod was introduced to the market as a player with a 5GB storage capacity capable of storing one thousand songs. This product got feedback from consumers, though a number of them complained of an exorbitant price of $400. Because the first versions of iPod proved fruitful in penetrating the music player industry, another hardware upgrade came in 2003, catapulting iPod into the third generation. This advanced hardware upgrade did not have mechanical dials. The function buttons were placed under the screen and resembled a scroll wheel. Their storage was enhanced from the previous 10GB to 40 GB. On order to remain competitive in the music player industry, apple introduced iPod mini in 2004. Unlike the original iPod, this version had five different colors: green, gold, silver, pink and blue. The iPod mini had smaller screens and enhanced storage than any other music player then. In February 2005, a new version of iPod was introduced with an improved chipset, longer battery life and even more enhanced storage capacity. The collaboration between Apple and HP in 2004 helped Apple to explore new markets that previously never stocked Apple’s products. In 2005, Apple introduced the iPod photo. This was similar to the iPod but was capable of browsing photo albums and had improved battery life. This made it a hit among the music player enthusiasts, with most music players in the same price range providing half its storage capacity. This made Apple’s profits to quadruple in 2005 as a result of sales of iPod. The iPod was followed by the introduction of the Nano. This version was made available in two variants, the 2GB and 4GB music players. The Nano made used of an improved scroll wheel from apple and was significantly smaller. Not long after the launch of the Nano, Apple released the fifth generation of its music players. These had the ability of playing both video and audio music files, and its launch was instrumental in the creation of the iTunes

Drug Addiction and Time Essay Example for Free

Drug Addiction and Time Essay I believe that I am an addict, I made a lot of bad decisions in my life. But the worst was my decision to start using drugs. From the day that I started using to now I have loved it. And at times I would do just about anything to get it, I have done just about everything except sell my body. I stole from the people I love to get what I needed. Using drugs went from only on the weekends, to a couple times a week, to everyday. The worst part is, is I didn’t see that it was consuming so much of my life. There came a point where just smoking weed wasn’t enough anymore, and that’s when i should have walked away. I was 16 when I did heroin the first time. But it wasn’t until a year later when I started shooting up. My best friend and I did everything together and this was no different. We were hooked, she more than I, our lives revolved around getting high. I remember the days we couldn’t get it, she would shake and cry because her body ached for it so bad. I hated seeing her sick, all I could do nothing to help her. It was the worst thing that I have ever seen. When I could I would get her what she needed. We spent our summer days inside. Most of the time we were so high that we couldn’t move, but to us that was the best part of the day. At that moment we could finally just close our eyes and breathe. Looking back now the worst part for me is that I helped my best friend kill herself. I provided her with the drug that was sucking her dry. At that point in time I thought I was helping her. We have always depended on each other but this time we depended on something else. We both are not using heroin anymore, and have come out on the other side of that addiction. We both know that if it were placed in front of us we could not say no. Addiction has taken a lot from me. I have lost the trust of my Parents and my freedom I ounce had. My best friend and I can not hangout outside of school, were just not good for each other to be around. But most of all I lost respect for myself.

Facilities Management Outsourcing In The UK Information Technology Essay

Facilities Management Outsourcing In The UK Information Technology Essay Chapter One served as an introduction to the dissertation, forming the motivation for the research project on the facility management outsourcing in the UK, together with a brief discussion on factors embodied in the study. Factors such as the problem, literature review; research methodology and limitations of the study are discussed. This is the appropriate theoretical paradigm of the study, the main focus of which is to specify the facility management outsoaring trend in the UK, together with related concepts. In the next paragraphs, As per research literature author discusses the definition of outsourcing, to understand the meaning of outsourcing from different views of various authors, and thus lead to conclusions of what outsourcing means. Outsourcing is the long-term results-orientated relationship with an external service provider for activities traditionally performed within the company. Burn et al., (2002) say Outsourcing usually applies to a complete business process and implies a degree of managerial control and risk on the part of the provider. Aaratunga et al.(2008) is in the favour of FM, according to him FM helps organizations as well as employees as a whole to get the full benefit by the integration of property and user related functions. It provides dynamic facilities policies which help in the generation of corporate values. It reduces the problems of space allocation and charging. In improving the environmental condition it can be a great help. Direct and contract employment can also be improved by the introduction of FM. Facility management  is an  interdisciplinary  field primarily devoted to the maintenance and care of commercial or institutional buildings, such as  hotels,  resorts,  schools,  office complexes,  sports arenas  or  convention centres. Duties may include the care of  air conditioning,  electric,power,  plumbing  and  lighting  systems;  cleaning;  decoration;  grounds keeping  and  security. Some or all of these duties can be assisted by computer programs. These duties can be thought of as non-core or support services, because they are not the primary business (taken in the broadest sense of the word) of the owner organization (Alexander, Keith, 1996). According to Barrett (1995) there are three approaches for opting the whole of FM services or part of it namely; out-sourced, in-house or a hybrid of both. The firm can choose any of the approach in order to get the FM services. The approach taken by the firm depends on the concerns or priorities already decided by the firm. In case of support providers some organizations goes for the totally in-house option, while some are in the favour of certain main services which are possible, the third type of organization is the one who uses the combination of both. Many companies have realized that in order to add value to its customers, they must single-mindedly concentrate on their core competencies and leave the running of vital, but yet time consuming and labor intensive peripheral activities to other more qualified operators confirms Sherratt (2000). 2.2. What is outsourcing Outsourcing means to have a contract with another company or person to do a particular function. Now a day almost every organization outsources some of its departments in some way. Usually, that function is being outsourced which is considered non-core to the business. Outsourcing takes many forms. Organizations still hire service providers to handle distinct business processes (Sourcingmag, 2009). Source: MacroTechs business process outsourcing model A term often used in the context of outsourcing is vertical integration. Vertical integration refers to the level of ownership of activities either backward into the supply chain or forward towards the customers or end-user of the product and service. Vertical integration is similar to the outsourcing concept in that it is concerned with the decision on whether to perform an activity internally or source it from an external supplier. Another term that is often used in manufacturing context is make-or-buy. It is arguable at make or buy is most appropriate term in context of outsourcing as it implies that there should be an evaluation of the suitability of either internal or external supply whereas the term outsourcing implies that the decision to use an external supplier has already been made without any consideration whether is it appropriate for the organization. Its necessary for the successful application of outsourcing to analyze whether it is necessary for the organization and h ow the outsourcing process should be managed (McIvor, Ronan, 2005). 2.2.1 Reasons behind outsourcing In todays business evolution, companies seek to remain strong or gain strength in an ecommerce-enabled marketplace. Likewise the factors driving outsourcing have evolved from a focus on solving financial problems to IT or certain business processes which contribute to the competitive success of an organization through enhanced capability, improved flexibility, increased efficiency or enhanced speed to market. Outsourcing has evolved from a survival tactic to a strategic competitive tool touted by even the most respected management consultants says Van Bon (2002:249). The areas which have not run on traditional lines can be introduced by the new ideas, technologies and new findings with the help of outsourcing which has a great positional in bringing the businesslike approach. It can help in upgrading the system or skills of the workers. It has a potential in bringing the reduced cost technologies by specializations and large scale economies. Outsourcing can help in upgrading the assets (Beitz,1998). Accoring to Heath (2010) outsourcing facilities management enables an organization to focus on its core business functions. Organization can gain many value-driven and many less visible benefits including:- Flexibility Increase and decrease staffing levels as needed, without having to interview, hire, or train a new employee or be forced to lay off employees when business slows. Productivity Because you are tapping into a pool of well-trained professionals who have access to the best processes, you immediately increase your productivity. Expert Assistance Rely on experts in facilities management to ensure that your company is operating efficiently and cost effectively. Better Service By having the right personnel available to handle your facility management issues, your customers will benefit as well. The cost-savings alone can make outsourcing management an attractive idea; instead of paying salary, bonuses, benefits, and taxes, as well as the administrative costs associated with those items, organization willl simply pay a flat rate that makes it easy to budget and plan. 2.2.2 Outsourcing relationship management process (the modern outsourcing model) In the new era of outsourcing, the customer regards the vendor as a long-term asset that is a source of ongoing value to the company. An asset, time and resources are dedicated to the management of a relationship, thereby maximizing its value. The customers resources are held accountable for extracting value from the outsourcing relationship. This is a more strategic approach. Good relationship management requires thought, planning, coordination and dedication of resources to be successful. Management cannot overlook the importance of this structure and its supporting processes. Good relationship management can be used to fix many ills inherent in a sourcing transaction. While this area of expertise is relatively immature, it is nonetheless important if the promise of outsourcing is to be realized concludes Van Bon (2002). Often a person called the client contract manager of an outsourcing deal is left to determine what was just negotiated after the outsourcing contract is signed. Van Bon (2002: 258) has shown that in a lot of situations this is a recipe for disaster, when it comes to realizing the benefits of outsourcing. Fortunately in todays world, organizations realize the importance of processes and a sound governance model by the time the deal is finalized. The big questions to be asked is how does one go about building into the process and how does one operate the process after an outsourcing deal is done? When an outsourcing deal has taken place, interdependency exists between the two companies. Both the vendor and the customer therefore change, as the one affects the other. Therefore both parties must understand the cost drivers of the two infrastructures and coordinate changes so as not to introduce additional costs into the process. Both the customer and the vendor must behave as an integrated supply chain rather than as win or lose adversaries. MTW (2010) found in this research that the FM market has become increasingly characterized by closer relationships between suppliers and contractors, as greater efficiencies and lower procurement costs are sought. During 2009, several FM companies established programs specifically designed to improve supplier relationships to ensure that material and equipment suppliers were aligned with customer relationship principles and accountable for their own supply chains. 2.3. Types of outsourcing For the purpose of this study and based on the area of study on which the author is focusing, there are two types of outsourcing models identified by Greaver, F. Maurice (1999):- Total outsourcing: In this type of outsourcing, organizations outsource all of their activities. It is easiest way to in the easiest way to get good results with less effort. Service provide so same things but they produce better results, mostly organization choose it as it saves money. Selective outsourcing: Some times organization does not want to outsource all the activities of an individual, function or process. In Facility Management industry if an organization wants to outsource its whole building control but keeps automated entry exit control in their own system to make sure who come in and leaves the building and when. Most successful experiences were associated with a reasoned, incremental and selective approach to outsourcing which is increasingly reflected in the structure of the market confirms Willcocks and Fitzgerald (1994). Table 2.1 Types of Outsourcing and the risks associated with them. In-house Commitment Selective Outsourcing Total Outsourcing Total Attitude Core Strategic Asset Mixed Portfolio Non-Core Necessary Cost World Class Provision Providers IT Employees Loyal to Business the Horses for Courses Vendor Strategic Partner Emphasis Value focus Value for Money Money Added Value? Dangers High Cost Insular Unresponsive Management Overhead Exploitation by Suppliers Unbalanced Risk/Reward Innovation Source: Alexander (1996) This table 2.1 shows that all arrangements have inherent risks associated with them, in addition to the above types of outsourcing, Other types of outsourcing services as defined by Glomark-Governan (2006) include Business Process Outsourcing (BPO) which involves the transfer of management and execution of one or more complete business processes or entire business functions to an external service provider. Research done by Currie and Willcocks (1997:180) concludes that most companies chose selective outsourcing. In the United States only 8% has gone total outsourcing and in the United Kingdom only 2%. This figure as low since total outsourcing is very risky. Data collected on total outsourcing indicates a 35% failure rate. With total outsourcing, vendors build in a high switching cost. Total outsourcing should be done on a joint risk-reward basis and never on a fee-for service (time and material) contract. It is recommended that re-negotiation stages be included in the original contract of big deals. 2.4 Advantages of outsourcing Turban et al. (2002) describes following advantages of outsourcing FINANCIAL Avoid heavy capital investment, thereby releasing funds for other uses Improve cash flow and cost accountability Realize cost benefits from economies of scale, and from sharing computer housing, hardware, software and personnel Release extensive office space TECHNICAL Be free to chose software due to a wider range of hardware Achieve technological improvements more easily Have greater access to technical skills MANAGEMENT Concentrate on developing and running core business activity Eliminate need to recruit and retain competent FM staff HUMAN RESOURCES Draw on specialist skills, available from a pool of expertise, when needed Enrich career development opportunities for staff QUALITY Clearly define service levels Improve performance accountability Earn quality accreditation FLEXIBILITY Respond quickly to business demands 2.5 Disadvantages of outsourcing In spite of the numerous advantages mentioned above, there can also be less desirable consequences. Most concerns are explored further (Bucki, James. 2010). Availability: The external provider is not always available full time and may be committed to other clients. Confidentiality: The vendor will probably need to keep some of the customers records off-site while simultaneously working with competitors. Cost: The customer may perceive that unit costs for the external provider are high. Termination costs of an agreement can also be very high. Perceived lack of accountability and commitment: There is a possibility that a customer can end up with a provider that does not share the risks of the client and is committed to the agreement. 2.6 Outsourcing decision making Research done by Caruso (1996) found that the decision to outsource non-core competencies takes place at corporate level in 50% of the cases. A third takes place at the divisional level and 15% at operational level. Normally other departments such as finance, Marketing and Human Resources are also involved in the decision. These departments play a significant role in the selection process. The final decision on which vendor to use is done at corporate level. Glomark-Governans (2006) also found that the finance department is involved with the cost calculations and the Human Resources department concentrates on the smooth transition of employees. The Human Resources department is also responsible for monitoring employee moral throughout the company before, during and after the outsourcing transition has taken place. The Marketing department would then explain the new strategic relationship of the company with the vendor customer and concentrate on the benefits the customer will reap from the outsourcing arrangement. Vendors should be selected based on their total capabilities, not just price or a single aspect of what they can do. References and reputation are only two of the criteria that should be used when making the final decision on which vendor to contract. A reasonable price should be negotiated and performance measures put in place. When selecting a vendor, close attention should be paid to how candidates measure up in the areas of financial strength, business experience, business development, support services and business arrangements. Willcocks et al., (1997) also found that assessing outsourcing intangible benefits also requires a careful investigation of links between the technical, the operational, and the economic effects of the benefit. The result provides a sound framework for identifying the measurable variable needed for the economic quantification. As a simple example: Technical benefit an on-line sales force Web service enables sales professionals in a company to produce reports with key content designed for executives in their accounts. Operational benefit with the new reports available, the sales representatives can increase the number of meetings with senior managers in their accounts Economic benefit an increase in meetings with senior managers will increase the close rate. The close rate (number of orders closed as a percent of proposals presented) is the measured variable that can be used to define the benefit formula (means of economic quantification). 2.7 Facilities management outsourcing Since cresting as a trend in the mid-to-late 80s, the outsourcing of facilities management has now simply become a way of doing business. In the last decade, many facilities managers have exchanged the traditional carts and hard hats for seats in boardrooms with titles like VP of capital assets or VP of real estate. At meetings, they build strong cases for maintaining existing facilities; persuading their brethren that buildings which hold their value are as important to the core mission of their organization as developing a new product or pouring millions into new research (Helene, McEntee, 2000). Facilities management has changed significantly since the early 1990s. In the early days, such tasks were decentralized. Store or district managers made service vendor selections and managed repair decisions. Often, those providing services were relatives or friends. The corporate headquarters usually had no view into facilities issues at the store level (Barrett, P.,  Baldry, D., 2003). By the mid 1990s, centralization became the norm. Major tasks, such as procurement and new construction, became centralized at the home office to achieve buying power. Centralization also found its way to facilities management. Facility maintenance departments began to grow, adding headcount to manage the needs of multiple locations while offloading tasks from onsite managers (Barrett, P. Baldry, D., 2003). By the late 1990s, web-based management solutions emerged, known as computerized maintenance management systems (CMMSs). The promise of a CMMS was the connection of all interested parties, including the store manager, facilities manager and service vendors. Unfortunately, service providers often did not have computers and the malls were not connected to the Internet, leading to system inefficiencies (Nakayama, M. Sutcliffe, N. 2005). By about 2002, affordable Internet access and the proliferation of broadband connections led to the emergence of powerful new facility management solutions. Leveraging portals and email, facilities management was embracing modern technology to improve communications and accountability (Nakayama, M. Sutcliffe, N. 2005). Blumberg (1998) presents new viewpoint to explain the FM outsourcing in terms of its positional benefits. FM outsourcing provides the organization many benefits. It helps in reducing the cost of the organization that opt it as the service provider company provides high quality services with the comparatively low cost. It is useful in improving the operating efficiency as the workload is shared. The net effect will be on the returns, they will increase and In contrast to Bloomberg (1998) and Kotabe (1992), if organization outsource its FM sector it will lead to the loss of overall market performance. He says that innovation will be neglected in case of reliance on outsourcing. When outsourcer does not want to be innovative he outsources its FM as it is much easier in contrast to indulge in innovations. The end result is the decline in the technological advancements which is the base in the innovations in the product and process. According to Nutt (1999) FM is improving the overall efficiency of the organization. It is a huge deportment in establishing values for all the facilities seekers. Corporations, individual employees, clients, operating units are the chief facilities seekers. FM is growing day by day and because of its increasing demand this market has created a much more competitive marketplace. Different types of FM companies has been established to fulfil its increasing demand such as FM contractors, professional FM institutions, FM suppliers, FM consultants and in-house FM teams. 2.8 Developing a facilities management structure Atkin, B. Brooks, A (2009) states that for the efficient and effectively management of facilities, stout strategies must be developed in the framework of organizations strategic business plan and accommodation strategy. These strategy should include development of strategic objectives and a business plan for the FM function. The process of developing a Fm strategy is demonstrated in Figure 2.2, which shows three main stages with their elements. These three stages are:- Strategic analysis Developing solutions Strategy implementation Figure 2.2 Source: Atkin, B. Brooks, A (2009) There is no single formulation of facilities management that will fit all situations. Nonetheless, the concept of the informed client function is common to all situations. Most buildings represent substantial investments for organisations and usually have to accommodate and support a range of activities in the organisations core business, for which an appropriate environment must be created in buildings that may not have been designed for the purposes for which they are now used. Yet, no matter how well focused on organisation might be on its core business, it cannot lose sight of the supporting services the non-core business. The relationship between two is shown in the figure 2.3. Organisations may have already considered the distinction between their core business and non-core business (such as security, payroll or cleaning) as part of the drive to deliver customer satisfaction and achieve best value (Atkins, Brian Brooks, Adrian, 2009). Figure 2.3Source: Atkins, Brian Brooks, Adrian (2009). 2.9 Facilities management Information Technology History of computer-aided facilities management (CAFM) dates back to the early 1960s when space forecasting and inventory applications were first run on expensive mainframe computers by people writing their own programming codes. With the passage of time architectural planning and construction project management were added to the suite of applications running on the systems shown in figure 2.4. The number of people writing their own code based on office automation software increased dramatically with the advent of smaller computers. Islands of automation introduced in the market during 1970s and 1980s, CAFM began to be used for other applications such as furniture inventory, lease management, aqsset management, and building cost accounting CMMS application such as maintenance management, cable management and security began during late 1980s and 1990s during the end of 1980s internet was introduced and it was revolution in the automated system. Many firms created their own softwares t hose fits in their organization (National research council, 2001). Figure 2.4 Space Asset CMMS (Computerized Maintenance Inventory Management Management System) 1960sà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦1970sà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦1980sà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.1990sà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦..2000s Mainframe > PC Islands > CAFM > Internet Source: National research council (2001) Today facilities managers use several software tools. Each of these tools processes and stores only specific information. Only FM specific tools are included in the following list, general tools like email, workflow, word processing belong to underlying IT base support (Redlein, Alexander, 2004). Computer Aided Facility Management Systems (CAFM) Geographic Information Systems (GIS) Enterprise Resource Planning Systems (ERP) Building automated Systems (BA including security systems) Management Information system (MIS) (Business Data Warehouse Systems) As mentioned above, all of the tools are engaged in the day to day objective process. Even in one field one toll alone cannot handle or support all the needed processes. The following table 2.1 shows how the main basic processes of FM can be supported by the software systems (James, R. Watson, R., 2009):- Table 2.1 Main processes and IT support Support of CAFM ERP BA Maintenance Drawing, equipment location Maintenance contracts, cost accounting, billing Technical data, status of equipment Space Management Drawing, current user Cost accounting, transparency Technical data Tenant management Current user Tenancy agreement, rental fee Technical resources Sales / Marketing Visualization, adaptation to customers needs Information systems, calculation Available technical resources Source: National institute of building sciences Computer-aided facilities management system (CAFM) There are many Computer Aided Facility Management (CAFM) tools available today. They have become an essential tool for increasing and maintaining the efficient use of space in your buildings. As a planning tool, CAFM can help by creating trial layouts and comparing space efficiencies. CAFM helps track and control the use of assets like furniture and equipment. CAFM can help allocate asset costs to operating units and track employee movements. Many CAFM applications have options to aid in scheduling the use of shared space or maintenance routines like landscaping or snow removal. CAFM also enhances the effectiveness of facility safety and security. Following benefits could be achieved by implementing CAFM system (Teicholz, Eric, 1995) Increased Efficiency of Asset Utilization Automates space charge-backs based on your billing and reporting requirements Link architectural drawings with facilities and infrastructure data, ensuring information is always accurate Allocates space usage and reports charge-backs with accuracy to avoid external or inter-departmental billing disputes. Enterprise Resource Planning system (ERP) ERP is back office software which focuses on the key business functions of manufacturing, supply chain management,  CRM, financial management and  Project Management. A well implemented ERP solution will improve the efficiency of the enterprise, reduce money tied up in stock/work in progress, and run a Just in Time inventory system (BBC, 2005). Building automated system (BA) Building automation  describes the functionality provided by the control system of a building. A building automation system (BAS) is an example of a  distributed control system. The control system is a computerized, intelligent  network  of electronic devices, designed to monitor and control the mechanical and lighting systems in a building (Redlein, Alexander, 2004). BAS core functionality keeps the building climate within a specified range, provides lighting based on an occupancy schedule, and monitors system performance and device failures and provides email and/or text notifications to building engineering staff. The BAS functionality reduces building energy and maintenance costs when compared to a non-controlled building. A building controlled by a BAS is often referred to as an intelligent building system (Daintree Networks, 2009). As it mentioned in the section 2.7 that in around 2002, affordable Internet access and the proliferation of broadband connections led to the emergence of powerful new facility management solutions. Leveraging portals and email, facilities management was embracing modern technology to improve communications and accountability (Nakayama, M. Sutcliffe, N. 2005). 2.10 The evolution of outsourcing in the FM market Companies have become more efficient at reducing costs, and this is sometimes difficult to do effectively through in-house facilities managers. They are often constrained by internal political pressures and vested interests, and often they lack the expertise to manage change. Change within a company is a major challenge to any chief executive. By outsourcing to professionals, the outsourcing company becomes the change agent and a company is able to re-engineer and reposition itself more quickly and efficiently says Jackson (1997). Figure 2.1 Trend in FM outsourcing Source: Holzhhauzen 1999:9 From traditional in-house facilities management, the trend moved towards contracting certain non-core competencies. It then developed into outsourcing non-core competencies to a number of outsourcing firms. The trend is now developing further to full facilities management, which takes the risk away form the customer and places it on the shoulders of a single vendor (Holzhhauzen 1999). Since the early 1990s FM has shows the tremendous growth, as different sectors and organizations are interested in control of operational efficiencies and cost. Now a day there is a trend in private companies to focus on the core competencies. So these companies are interested in adopting the outsourcing in order to increase the efficiency as well as output of a company (AMA Research, 2009). FM sector has shows tremendous success over the last 25 years. Many professional bodies are supporting the growing number of FM practitioners all over the world to establish this market as a worldwide brand. It has been controlled by the global network of FM educational providers who worked jointly with the professionals related to this field, they also have collaboration with the academic community which provides them with the unique and challenging ideas to develop this market. According to writer there is variety in the practice of FM but the main idea of its establishment remains the same which helps in maintaining its distinctiveness (Grimshaw, 2001). The back casting exercise provided an opportunity of reflecting on the short history of Facilities Management, charting its development and evolution. At the European Facilities Management Conference in Manchester (EFMC08) the vision of a new wave of Facilities Management was proposed in response to the context of post-industrial cities. A leading role for FM in urban sustainability was envisaged, with an emphasis on innovation and creativity, community based planning and open sourcing (EFMC, 2008). 1970s 1G Managed services, outsourcing Operational total facilities management, CAFM 1980s 2G Quality management, management agency Tactical benchmarking, FM processes, FIMS 1990s 3G Partnering, re-engineering processes, Strategic knowledge management, product innovation, sustainable facilities management 2000s 4G Business processes, open innovation, usability, Transformational service excellence, transformational outsourcing, As Facilities Management enters a fifth decade and, perhaps a fifth generation in the development of Facilities Management, what will the next generation be like? (EFMC, 2008). 2.10.1 Facilities management outsourcing trend in the world Europe is now the worlds biggest market for outsourcing. In 2004, Europe accounted for 49%

Oscar Wilde and His Fairy Tales Essay -- Oscar Wilde Fairy Tales Liter

Oscar Wilde and His Fairy Tales I. Introduction Wilde, Oscar (Fingal O’Flahertie Wills) (b. Oct. 16, 1854, Dublin, Ire ?d. Nov. 30, 1900, Paris, Fr.) Irish wit, poet and dramatist whose reputation rests on his comic masterpieces Lady Windermere’s Fan (1893) and The Importance of Being Earnest (1899). He was a spokesman for Aestheticism, the late19th-century movement in England that advocated art for art’s sake. However, Oscar Wilde’s takeoff of his enterprise and, his shaping of his characteristic style of works could be both considered originating from his fairy tales. It was not until his first collection of fairy tales had come out that he was regarded as an influential author. The British magazine Elegance, in which his The Selfish Giant is said to be adequately regarded as â€Å"the perfect works?and, his complete collection of fairy tales are even said to be the quintessence of the pure English language, equates him with the famous Danish writer of fairy tales Hans Christian Anderson. In order to explore and study the fact why Oscar Wilde’s takeoff of his enterprise and, his shaping of his characteristic style of works could be both considered originating from his fairy tales, and the social, religious and aesthetic aspects of Oscar Wilde’s fairy tales, in this essay, I try to analyze from the angles of sociology and religion three of Oscar Wilde’s fairy tales, namely The Happy Prince, The Selfish Giant and The Young King, which personally I regard as the most typical characteristic style of Oscar Wilde’s works. In this essay, the first chapter gives a brief introduction and background of Oscar Wilde and his fairy tales; the second chapter summarizes the three fairy tales which I have chosen to study, namely The Happy Prince, The Selfish Giant and The Young King; the third chapter expounds from the angles of sociology and religion my personal in-depth study and analysis of the three fairy tales of Oscar Wilde; the last chapter gives a personal brief conclusion of the value of Oscar Wilde’s fairy tales. II. A Brief Introduction and Background of Oscar Wilde and His Fairy tales Once upon a time there was a boy named Oscar Wilde. Oscar lived on a far way land called Ireland with his mother and father. His parents loved him very much. They would often tell him folklore of their native land that greatly interested Oscar. One day, Oscar ... ...other aspects of society. However, through the use of rhetorical strategies such as manipulation of genre and persona, tone, and allusion he creates a means of expression that goes beyond overt social commentary to speak these beliefs to many, including those who may otherwise disagree with him. By making his views and creating stories immersed in fairy tales and Christianity, Wilde reveals his hope for the future of society and, more importantly, humankind. VI. Bibliography Drabble, Margaret. The Oxford Companion to English Literature. Britain: Oxford University Press, 1985. Holy Bible. China: China Christian Council, 2001. Oscar Wilde Homepage . (10 Mar, 2004?6 May, 2004) Snider, Clifton. â€Å"On the Loom of Sorrow.?Eros and Logos in Oscar Wilde’s Fairy Tales. . (30 Apr. 2004) The editorial departments of Merriam-Webster and Encyclopedia Britannica. Merriam Webster’s Encyclopedia of Literature. Massachusetts: Merriam-Webster, Incorporated, Publishers Springfield, 1995. Wilde, Oscar. The Complete Works of Oscar Wilde. the U.S.: Harper Perennial, 1989. Wilde, Oscar and Jack Zipes. Complete Fairy Tales of Oscar Wilde. the U.S.: New American Library, 1996.

Maureen Frye at Quaker Steel and Alloy Corporation Essay

Frye made several mistakes with respect to her initial attempt to implement change, however there are wider company issues beyond Frye’s immediate control that also contributed to the failure of her initiative. Having seen her original memo attract criticism for its arbitrary nature, Frye failed to fully comprehend the reasons for the initial rejection of her proposal, when she proceeded with her January 1995 meeting with the DSMs. This is due to the fact that Frye did not properly understand the way in which the sales department worked. On page 7 it is mentioned that â€Å"Frye had not been able to spend as much time in the field as she had hoped†, while on page 9 Frye says â€Å"we gave them a rough outline of what we wanted done, and we expected the DSMs to follow through as they saw fit†. As a result of this, we speculate that she was unaware of the large degree of autonomy afforded to individual salespeople by the regional DSMs. In a scenario where there is ordinarily a large degree of autonomy, a â€Å"rough outline† presented to people who then have to pass on the concept to their respective subordinates is totally inadequate. Frye showed a complete lack of empathy with the changes involved for the sales force. She has not solicited widespread feedback on her proposals and from her position behind a computer analyzing cold hard numbers, she has entirely underestimated the change involved to the nature of the sales force’s work. Additionally she has made no effort to understand their motivations and frustrations. Frye does not appear to have engaged the General Sales Managers at all. By sidelining them in this way she removes their motivation to ensure correct implementation. She thus effectively discards what could be very effective resources that exert direct line responsibility over the employees who will ultimately need to implement Frye’s proposed changes. Finally, Frye was not properly empowered by her superiors and seems to have made no effort to address this. As evidenced on Page 2 the complicated â€Å"responsibility lines† that cut across departments meant that typically managers who joined Quaker from other companies found Quaker a â€Å"confusing place to work†. These complicated responsibility lines (Exhibit 1 and Exhibit 3) meant that Frye was not given explicit control over the people who would ultimately implement her proposals. â€Å"In the workplace, credibility grows out of two sources: expertise and relationships†[1] Coupled with the fact that Frye did not have established working relationships, this confusing structure meant that in the absence of explicit empowerment, Frye lacked the credibility to effect change. The two overriding themes that we have identified are that: †¢ Frye has demonstrated a clear lack of people skills. She has shown no understanding of the key motivators of the sales force and communication around implementation of her idea has been poor both in terms of content and its direction. †¢ Frye has been unable to exhibit leadership due to both a complicated organizational structure and her personal lack of established credibility due to lack of relationships. What would you do if you were Maureen Frye, at the end of the case? One standalone alternative that Frye could pursue is for Israel to send a direct order to his entire department asking that they comply with Frye’s proposals. This proposal benefits from the fact that Israel has direct line authority over the salespeople and is in a better position to monitor the implementation plan. This alternative however entirely fails to address concerns around soliciting feedback and ignores the â€Å"†¦generally accepted norm of influencing through persuasion and analyses rather than through formal authority†¦Ã¢â‚¬ .[2] Additionally this entirely underestimates the change for the salespeople, which Frye was initially guilty of. What is more, this does not address what appears to be one of the fundamental frustrations that salespeople have when dealing with large accounts, namely that the quality of service from the Technical Service department varies greatly depending on the salesperson involved. Thus, whilst Frye might see a change in behavior she may not necessarily see the desired result of higher sales due to lack of buy-in from the Technical Services Department. Another alternative is to try and implement her proposal while at the same time introducing a change to the compensation policy whereby salespeople would be remunerated based on a fixed salary plus a large variable component determined as a commission on sales revenue. This alternative however requires a radical shift in the corporate culture and its likely outcome of success is severely reduced by the fact that when talking about motivation of salespeople in the Chicago and New York offices, â€Å"All rated monetary rewards and incentives lowest on the scale†[3]. This solution also fails to address the problem of making sure that both the Sales and Technical Services departments are pulling in the same direction. Our favored alternative composes several elements: †¢ Frye needs to get the VP for Technical Services on board. This is probably most easily achieved by a meeting involving Salk, Bethancourt and Israel where all spell out their clear support for the project. †¢ Frye needs to obtain comprehensive feedback on her proposals from the sales force. She should do this by immediately visiting all regional offices and conducting interviews with the General Sales managers, all the DSMs and as many salespeople as possible. o The meetings between Frye and the salespeople should not be of a formal kind, but rather informal and friendly in order to properly develop a collaborative relationship. o If we assume that meeting each and every salesperson is impossible, then she needs to select the people she meets with on a strategic basis by choosing those who exert most influence on their colleagues. o She should clearly explain the rationale for her proposals in person and take account of any feedback provided and include in the implementation where possible. Feedback should not merely be point in time but should be ongoing. o According to the case, there is already one senior salesperson that is convinced about the project and has implemented the project to some extent and believes in its future outcomes. Frye needs to make good use of this senior salesperson because as we know, â€Å"credibility, along other lines can be built or bought.†[4] He can serve as a good liaison between her and the other salespeople, showing evidence that the project works and emphasizing to his colleagues the benefits based on his first-hand experience. o Given that monetary rewards are not a high priority Frye must emphasize that whilst they may have an initially fallow period in sales, the subsequent benefits from their time and effort will result in increased sales of a higher magnitude. Additionally she should emphasize that the interim period will also yield scope for significant satisfaction as they collaborate with clients in order to resolve their problems. †¢ In addition to seeking input from the sales force, Frye needs to further establish credibility with the sales force before asking them to implement her proposal. As a result of our first point, we believe she can do this by ensuring better cooperation from the Technical Services Department for all salespeople. In this way she â€Å"helps them see how they can get from here to there, by establishing some credibility and by giving them some reason and help to get there.†[5] †¢ There should be memo sent by the VPs for Technical Support Service, and Sales to their subordinates which: o Details Frye’s proposals and explicitly mentioning that she should be afforded all possible help in implementing her proposals. o Emphasizes that the company practices â€Å"a strong philosophy of providing customers with the best technical service and assistance available†[6] o Insists on each DSM providing a weekly progress report in order to ensure greater accountability. o Gives thanks to staff for their excellent performance thus far. By going through the points above we believe that Frye addresses the issues that we identified when answering the first question, namely: a lack of empowerment, a lack of understanding of the sales department, a lack of empathy and a failure to engage the General Sales Managers. The process however does not stop there. Close monitoring of the implementation is fundamental so that any deviation is identified and corrected appropriately in a timely fashion. Frye should ensure that she uses the need for monitoring as a way to gather continued feedback and comments and thus evaluate the change in sales behavior and its effect not only on sales but also on employee satisfaction. She needs to establish an ongoing and collaborative relationship and make sure that the sales force see her as an approachable colleague working towards the same company goals rather than as a demanding taskmaster. Frye needs to ensure that she has a contingency plan in place. We suggest that should there be complaints from the Sales Department in relation to Technical Services Department cooperation, Frye should escalate immediately to the VP in charge as well as Israel and Bethancourt. Assuming she continues to encounter resistance on the Sales side, this should be escalated to Israel for immediate action. Should the trial of Frye’s proposals be successful i.e. increase overall sales through a greater focus on large accounts, we believe that when rolled out to other products that a more formal relationship should be established between the Technical Services Department and the Sales Department. As part of this process we advocate a process of 360degree evaluation feedback where employees are ranked versus their peers. For Frye’s personal learning she must realize that â€Å"†¦feedback is not an interpersonal process where others tell one how they react to his/her behavior. It is rather a self initiated process where one examines the effects of one’s behavior on others† therefore once the implementation plan has been drawn up and executed, it would be valuable for Frye to request 360 degree feedback from all stakeholders engaged in the reallocation process and initiate a thorough self-assessment to address her areas of weakness.

Digital Photography Essay

Digital Photography Essay Digital Photography Essay My goal is to be a photographer and I selected this career because I like taking pictures. COPS-The skills and abilities that I need in these jobs are apply artistic skills, such as painting, drawing, or modeling in practical ways. Make finger and hand movements correspond with seeing to operate equipment, adjust instruments, and use pens to make sketches or use measuring tools. Select the tools, materials and methods which are best for each purpose. Use your eyes, hands, and fingers skillfully to guide knives, pens, brushes, and modeling tools precisely. Picture the way the finished product should look from computerized drawings. Choose the most appropriate equipment to express an idea or create a particular effect and use fingers skillfully when making drawings. Understand and apply artistic principles and techniques. Perform detailed work with great accuracy. Take pride in turning out work that appears attractive and meets the standards set by a customer or your supervisor. Look a t an object and notice tiny flaws which should be removed or repaired. Understand and use blueprints, sketches, drawings and other kinds of directions. Work to precise measurements, use arithmetic to measure, compute, compute amount of materials to use, and to inspect a product to be sure it meets requirements. Suggested activities to get experience that I need to take to get more experience are Take crafts or ceramics classes, take art classes, draw cartoons, sketch or paint posters. Join an art, media, or photography club. Enter photography or art contests, do etchings with woodburning tools, make models of cars and airplanes. Take photographs or make videos of friends, family, animals or scenery. Use a computer graphics program to design a newsletter or newspaper. Where I will attend is Penn Highlands Community College. The class for photography will cost $69. It will cost $3,830.00 to go to school there and there are no living accommodations because it’s a community college. What degree I will obtain there is an associate in specialized technology degree. During the 10 years of operation the community college had expanded its academic offers in liberal arts and career programs and to include online courses, and advanced technology offers. In addition to that they also provide area residents with credit courses, they have increased noncredit and are continuing education programs to meet to the workforce development needs of the region. President Dr. Anna Weitz vision was to grow enrollment and expand the outreach of the college to the surrounding countries that were underserved or were not served by any Community College. To achieve their goal, the Community College petitioned the Department of Education to change their name from CCACC to reflect a more regional approach. The name was changed to Pennsylvania Highlands Community College on July 1, 2004. Pitt Johnstown was founded in 1927, it is the first and largest regional campus of the University of Pittsburgh. It is a vital knowledge center and a contributor to the region’s educational, social, cultural, and economic development, UPJ provides a high quality educational experience that is designed to get students ready for the real world of the 21st century. UPJ’s record of excellence was reflected in part by the accomplishments of the students, faculty, and staff; more than 20,000 alumni achievements are on record; the gratification of area employers; and accomplishments of many external organizations. University of Pittsburgh at Johnstown brings a high quality educational experience in a supportive living and learning environment that is grounded in the liberal arts and sciences, and is current and responsive to both our students’ persona l and professional needs and also to our communities needs. UPJ’s campus is located on 655 picturesque acres in the Laurel Highlands of Pennsylvania, 70 miles east of