Argument in Encounters with the Archdruid Essay Example for Free

Argument in Encounters with the Archdruid Essay In the third section of John McPhees Encounters with the Archdruid, the author observes the discourse between conservationist David Brower and Commissioner of the Bureau of Reclamation, Floyd Dominy, on the merits of dams in the southwestern United States. Brower hates all dams, large and small, while Dominy sees dams as essential to our civilization. The Glen Canyon Dam and Lake Powell, which Dominy created, are the main issue of debate between the two men. Floyd Dominy graduated from the University of Wyoming in 1932 and, after an unsuccessful stint as a teacher, became a county agricultural agent for the federal government in Wyomings Gillette County. This was the time of the Great Depression and also a great drought in the American Midwest, which quickly garnered the name of the dust bowl. Frustrated by the lack of water available to farmers in his county, Dominy orchestrated the building of many dams in Gillette County, providing water to thirsty farmers and their livestock. Rewarded with a job in the Bureau of Reclamation for his efforts, Dominy became the Bureaus director in 1959 and oversaw the construction of Glen Canyon Dam on the Colorado River. Completed in 1962, the 710 foot tall dam built out of 4.9 million cubic yards of concrete has a reservoir (Lake Powell) that has a maximum capacity of 27 million acre-feet and is the one of the largest reservoirs in the world. Lake Powell has become a popular water recreation site and provides homes with about 1 million kilowatts of hydroelectric power and 8.23 million acre-feet of water and irrigation per year. Dominy views the dam as a great asset, both to provide utilities and to provide recreation Now people can fish, swim, water-ski, sun-bathe. Cant you imagine going there with your family for a weekend, getting away from everybody? But Mr. Brower says we destroyed it. (174) David Brower was born in 1912 in Berkeley Hills, California. When he was young his father used to take him to the Sierra, where Brower found his love for nature. After leaving his study of entomology at UC-Berkeley, Brower left for the Sierra, and became a world-class mountaineer, conquering over seventy mountain peaks. John McPhee even mused that if he were to be set  down at night anywhere in the Sierra Nevada, with the coming morning he would know just where he is. After serving as a decorated platoon leader in World War II, Brower started his work with the Sierra Club, becoming the first executive director of the club in 1952. Over this remarkable period until his dismissal in 1969, Brower would become the worlds foremost naturalist and environmental conservationist. The flooding of Glen Canyon was very personal to Brower, and his failure to stop the dams construction haunted him for the rest his life. He referred to it as Americas most regretted environmental mistake, and the greatest failure of his life. (163) In 1952, the Echo Park and Split Mountain Dams were proposed, which threatened the Green and Yampa Rivers and Dinosaur National Monument. Brower led the Sierra Club into action. Successfully, under his leadership, the Sierra Club defeated the Bureau of Reclamation hands down. But the victory at Dinosaur Monument was tempered by the Sierra Clubs offer of support for a dam downstream at Glen Canyon a higher dam, in fact, than one proposed earlier by the Bureau of Reclamation. Brower spoke in favor of a high dam at Glen Canyon, a speech he came to regret until the very end. While his supporters urged him not to blame himself, he repeatedly reminded whoever would listen that he could have done more to stop it. He believed that the fact he da m existed was his fault. He felt that he was not adequately prepared for his own mission, and if he had been, the dam would not have been built. Brower referred to Glen Canyon as the place no one knew. Before the construction of the dam and the creation of Lake Powell, Glen Canyon was one of the remotest places in the United States. Few people ever set foot in the Canyon, and after the construction of the dam, no one else would ever see it. Brower viewed nature as a sacred place, a place that must be earned. He hated the idea of people developing wilderness areas. He felt that cities should have strict boundaries, and people should stay there. Brower and Dominy have conflicting views in this situation. Brower is disgusted by the development around Lake Powell and the destruction of the wilderness that is now beneath it. Lake Powell is a drag strip for power boats. Its for people who wont do things except the easy way. The magic of Glen Canyon is  dead. It has been vulgarized. (240) Dominy, on the other hand, is proud that he has created such a beautiful lake and has made it accessible to the masses. Dominy is tired of trying to satisfy a noisy minority while trying to bring water, power, and recreation to the people. Im a greater conservationist that you are, by far. I do things. I make things available to man. Unregulated, the Colorado River wouldnt be worth a good God damn to anybodyDo you want to keep this country the way it is for a handful of people? (240) Beside these arguments, there is also a more quantitative side to the debate. The ecological detriments of the Glen Canyon Dam have been well-documented. Extensive changes were brought about in the Colorado River ecosystem by the construction of the Glen Canyon Dam. Most of these alterations negatively affected the functioning of the system and the native aquatic species of the river. The reduced supply and transport of sediment is the primary factor responsible for the degradation of the post-dam Glen Canyon ecosystem. When the dam was completed, and the flow of the Colorado River was stifled, sediment traveling along with the river was blocked by the dam and began to build up in the Lake Powell reservoir. Due to the sediment-free water flowing evenly out of the dam and the associated extreme drop in water temperature, many species of fish, amphibians, and insects which use sediments for habitats, spawning ground, and protection, have been put at great risk. Another problem arising from the dam is silt aggradation. Aggradation is the accumulation of sediment where the river flow slows as it approaches Lake Powell. Aggraded sediment deposits accumulate upstream, eventually piling up hundreds of feet above the current reservoir level. Huge sediment deposits have already filled some of the upper sections of the reservoir. Under current hydrological conditions, enough sediment flows into Lake Powell to potentially fill it up to the river outlet valve level within 100 years. When silt reaches these safety valves, the dam will become unsafe and need to be decommissioned. Since the completion of the Glen Canyon Dam in 1963, enormous amounts of sediment have been steadily accumulating behind the dam.  While the impacts of sedimentation werent understood prior to the construction of the dam, significant problems have emerged with the relentless buildup of sediment behind Glen Canyon Dam. Economically, on the other hand, the Glen Canyon Dam has provided many benefits since its 1963 completion. It has provided water supply and power for much of the southwestern United States, and parts of Mexico. The Glen Canyon Dam is part of the Colorado River Storage Project, implemented mainly to supply power to Native American reservations, Rural Electric Co-ops, government facilities, and municipalities. The Glen Canyon Dam supplies 75-85% of the power generation for this project. 85% of the dams water goes to irrigation projects. With the input of irrigation, the arid regions of these states have become fertile agricultural lands. Because of the high productivity of these areas, many customers in the United States are provided with fruits and vegetables year-round. Lake Powell has also provided many economic benefits. It is one of the most popular tourist sites in the southwest, bringing in about 4 million tourists and $2.5 million each year. The Glen Canyon Dam issue is a complicated one. Do the benefits of electricity and water outweigh the ecological detriments? Is there any other option besides building a dam to provide these utilities? It is difficult to find unbiased information weighing these issues fairly. In addition there are the more metaphysical, moral issues surrounding dams. Is it right to impose ourselves upon nature is such a way? Are we really harming our future with short-sighted projects like the Glen Canyon Dam? The question is one of the true nature of progress and the advancement of civilization. Is the Earth meant to be subdued by man or to be preserved in a constant search for paradise? The ultimate goal, I suppose, is to find a way to make advance and enrich our lives without detriment to our environment.

Tesco Plc

Tesco Plc Strategic analysis: a case study of Tesco Plc with reference to Chinese market  · Introduction: This assignment is relating to strategic analysis of Tesco Plc. Main focus is given on global expansion of Tesco in Europe, Asia and U.S. it is difficult to sum up all strategies that has been adopted by Tesco PLC in different parts of the world therefore to be more effective emphasis will be given on strategic analysis of Tesco in China. Furthermore this assignment is focused on the reasons why Tesco has opted to go international. I will analyse certain aspects such as location advantage, to analyse that what was the reason that Tesco has chosen Asian market for it business operation and will include pull factors such as cheap labour, low production cost and increased population, ownership advantage i.e. Toscos reputation, name recognition and goodwill etc and Internalization that how Tesco handles it markets secrets (not to be copied by its competitors) by securing ownership control, as in Chinese market Tesco successfully entered with 51%-49% joint venture with a local company but to secure absolute ownership Tesco increased its shares to 91%. The assignment will also concentrate upon push factors that what were the reason in the UK market that compelled or instigated Tesco to expand its operation to overseas markets. These reasons include UK market saturation, overseas market size, increased economic growth in the home market that enables the company to invest in foreign market and less opportunities of financial growth in the local market because of high competition, exploiting resources etc I will also link different theories with Tesco global strategy i.e. (1) Strategic international expansion (2) Porters five forces (3) Porter diamond model (will be exhibited in appendix) (4) Swot analysis (will be exhibited in appendix) (5) Dunnings electric theory etc It will also analyse the role of Tesco club card loyalty scheme in gathering information from its customers in order to know customers behaviour and need. Furthermore the study also concentrates upon Toscos strategic initiatives i.e. customers focus, act local, maintain focus, use multi formats, developing capacity and build brand etc which is used by the company in its domestic market and overseas. The assignment also contains a COMPARISON OF Tesco with its market rivals i.e. Wal-Mart and Carrefour and their strategic approaches in overseas markets. Similarly the study will also look at Tescos strategy of sourcing to low cost producers and Tescos own brand i.e. Tescos value products etc.  · Company background: Tesco was founded by Jack Cohen in 1919. Since its inception the company has gone through different development stages and Tesco is now one of the UKs largest retailers and is one of the top three retailers in the world. Tesco is operating business activities in three main regions in the world i.e. Europe ( Republic of Ireland, Hungary, Czech Republic, Slovakia, Turkey and Poland) Asia ( China, Japan, Malaysia, South Korea, Thailand and India) and U.S . The company has 3,799 stores located in Europe, Asia and U.S and has employed over 440,000 people around the world.[1] Tesco has adopted different strategies for gaining entry into foreign markets i.e. Acquisition of The Three Guys chain in Ireland in 1979, Acquisition of Catteau in France in 1992, Acquisition of 51 per cent of Global in Hungary in 1994, Acquisition of K-Mart business in Czech Republic/Slovakia in 1994, acquisition of Savia in Poland in 1995, acquisition of ABFs Irish food retailing business in 1997 Acquisition of 75 per cent share of Lotus in Thailand in 1998, Partnership with Samsung (81 per cent) and the acquisition of Homeplus in South Korea in 1999, Acquisition of one Makro store in Taiwan in 2000, Joint venture with Sime Darby Bhd (Tesco share 70 per cent) in Malaysia in 2001, Acquisition of HIT hypermarket from Dohle Gruppe in Poland in 2002, Acquisition of the C Two (C2) in Japan in 2003,[2] Joint Venture in China and wholly owned subsidiary in India. Strategic analysis of Tesco: The main driver of Tescos successful business is because of overseas expansion, moving to higher margin non-food merchandise and maintaining a strong UK core business. Its UK success has been built on low prices, cultivating customer loyalty, offering a range of different store concepts and expanding into retailing services, such as banking and insurance. Tescos focus on non-food items has led some to wonder whether it is fair to compare Tesco with the other grocery retailers at all as it seems to have become a consumer goods company.[3]  · Tesco long-term strategy: Tesco is growing with enormous speed. The company is following its long-term strategy based on five main initiatives, i.e. core UK business, international growth, Non-food, retailing services and community plan are the main objectives of achieving its long term success. Tesco has adopted an effective and constant growth strategy which has enabled the company to strengthen its core UK business and expand into new developed and developing markets around the world. The rationale for the strategy is to develop the scope of the business to enable the company to deliver strong, sustainable long-term growth and competitiveness by following the customer into large expanding markets at home and overseas by serving their needs through selling a wide range of products and services such as food products, financial services, non-food products and telecoms etc.[4] The strategy of diversification and global expansion of Tescos business operation was laid down in 1997 and has been the foundation of Tescos success in recent years. The new businesses which have been established and developed over the last decade are competitive and profitable and have enabled the company to lead largest market outside the UK.  § Core UK business: UK is the biggest market for Tesco and the company aims to provide all its customers with excellent value and choice. The company has developed a range of formats such as Tesco Express convenience stores, Tesco Metro stores, Tesco Super stores and Tesco Extra Hypermarkets.[5] The UK grocery retail market remains the largest source of revenue for Tesco, representing some 50% of last years (2008)  £59.4 billion of sales.[6]  § International growth: Tesco is expanding its presence across the world with main focus on customers need. For the purpose of better understanding of local customers and providing excellent services Tesco employees local staff which helped the company to achieve market leading position in Asia and across Europe. The company is giving more emphasis upon developing a range of local formats i.e. Express stores and Value stores in order to serve the needs of smaller communities. The companys overall performance of overseas businesses was very strong in 2009, particularly against the background of increasingly challenging trading conditions in international markets as the effects of the economic downturn on consumers have grown and spread around the world. [7]  § Non-food: In the beginning Tesco was popular as a food retailer but with the passage of time non-food remains an important part of Tescos strategy and the company continue to grow both sales and market share. Tesco has adopted the policy of differentiation and has now extended its policy to selling non-food items such as clothing, electrical goods, books etc.[8] Similarly Tescos online non-food business, Tesco Direct, continues to grow rapidly, increasing sales by more than 50% in 2009. The company is also planning to introduce an online clothing offer making fashionable, affordable clothes easier to buy for many more customers.[9]  § Retailing Services: Developing Retailing Services has been part of Tescos strategy for over a decade with the aim of bringing value and simplicity to customers through services such as telecoms and financial products. After ten years of success, we have given it a renewed focus and in July we announced that Andrew Higginson would relinquish his role as Group Finance Director to take on the role of Chief Executive of Retailing Services. He has assembled an experienced team to really drive forward this part of the strategy, which we believe has the potential to deliver  £1 billion of annual profit in the next few years.[10] With the rapid changing life style for satisfying customers needs Tesco provides new products and services like online shopping, personal finance and telecoms etc.  § Community plan: Tesco is also playing an active role to be a good neighbour in the communities where the company operates its business activities. We understand the importance of behaving responsibly in all our operations. Over the past year, we have worked even harder to be a good neighbour and have strengthened our contribution to the wider communities we serve.[11] All communities have their own individual concerns and priorities and so each of our countries has its own Community Plan. Whilst the goals and targets are tailored specifically to each country, each plan is underpinned by five core promises: actively supporting local communities; buying and selling our products responsibly; caring for the environment; giving customers healthy choices; and creating good jobs and careers.[12] Tesco believes that its success depends on listening to the customers, and responding to their feedback by giving them what they want. Often the most significant contributions the company can make to communities are at the truly local level and so over the past year the company have appointed over 250 Community Champions in stores and depots across six countries. These members of staff are dedicated to working with local schools, charities and services to support the causes that matter most of its customers.[13]  · Tesco in Europe:  · Tesco in Asia:  · Tesco in U.S:  · Tesco FDI: Foreign Direct Investment plays an important role in global economic growth and development. Due to global economic system competition increased and different governments are making strategies to reduce or remove trade barriers and encourage foreign companies for investment. Multinational companies are trying to enter new emerging economies to gain competitive advantage over their competitors.  · Tesco JV:  · sourcing: To ensure that we offer the best possible prices for customers we buy many products globally so that we benefit from our scale. We have an international sourcing office based in Hong Kong which is responsible for buying 100,000 non-food products for the Group. The international sourcing operation has seen rapid growth in the last few years and now sources 60% of our clothing in the UK and 40% of hardlines, including electricals, homewares, entertainment, toys and books. In Europe it provides over 25% of our hardlines and 85% of our clothing and we have recently started to source products for Asia. In the last year our international sourcing team shipped 72,000 containers from 54 ports.[14] We also have sourcing centres in China, India, Sri Lanka, Bangladesh and Turkey, with smaller offices in Thailand, Czech Republic and Italy. [15] We have invested in buying hubs where we have a critical mass of suppliers and shipment volumes. It helps to be close to our suppliers so that we can ensure great quality products, delivered from ethical sources, on time and at the best price.[16] Where possible we try to source products direct from factories rather than through agents or middlemen. This way we can ensure the lowest possible cost price as well as making sure that our products are sourced safely and fairly. We also manage to strip out more costs by consolidating freight volumes. This gives us the best shipping and transportation rates, which can be passed on to the customer in the form of lower prices.[17] Strategic analysis of Tescos expansion to china: to look at Tescos expansion strategy into Chinese market there are many factors involved. Reasons of Tesco global expansion: Tescos expansion was spatially characterised as being largely regional in nature and less global oriented. Cautiously, Tesco had decided to dominate the smaller central European markets that were unlikely to attract much attention from the large retail multinational peers such as Carrefour and Wal-Mart who preferred to focus on the larger markets. The company incrementally entered markets rather than entering several markets at the same time.[18] Tescos huge growth in this country is a hard act to follow. With the domestic market increasingly saturated, some UK supermarket chains, namely Tesco, Sainsbury (who have now sold their interests in the USA) and MS have looked to overseas markets to maintain their positions. This is a whole new ball game, bringing into play competition with large firms from other countries, such as US retailing giant Wal-Mart and French multinational Carrefour.[19] Main reasons for an organization to expand their business operation to overseas markets include saturated markets, growing economies and improving transportation systems and in some countries business environment seems more attractive than others. Most recently, Tesco has moved into China and the USA, and its rivals i.e. Carrefour has started pulling out of some eastern European countries while focusing on its Chinese strategy and Wal-Mart is also expanding business operation aggressively worldwide.[20] Determinants of foreign market entry modes: The choice of entry mode into a foreign market has a great impact on the success of a firms international operations, so consequently, related theories and critical determinants will be represented in the following section as to understand the relationships between MNEs and different factors. Mode of entry into foreign market: Tesco used a combination of multinational entry mode strategies within one country. As previously discussed, Tesco entered the central and eastern Europe by acquiring a relatively small chain of convenience stores in Hungary, a supermarket business in Poland and a department store chain in the Czech Republic and Slovakia (see Table II). It was certainly unusual for such a large public company to become involved in these operations, and even competitors at the time questioned the logic of their approach. However, the use of â€Å"seed acquisitions† with a view to develop knowledge of the market before expanding organically through store-by-store development allowed Tesco to minimise their own human and financial capital in the face of potential economic and political uncertainty.[21] There are a number of strategies that can be adopted by an organization as a mode of entering into foreign market i.e. foreign direct investment, wholly owned subsidiary, joint venture, franchising, licensing and contract manufacturing. Some of these strategies are associated with high risk such and needs high investment and management skills i.e. wholly owned subsidiary and direct acquisition and some of them are exposed to minimal risks from overseas markets i.e. licensing, franchising, contract manufacturing and joint venture. Joint venture is a lowest risk strategy that accompanies greater benefits for the organization such as gaining overseas market knowledge and knowing consumers behaviour from overseas partner, risk sharing and gaining quality management capability.[22] Tesco has opted joint venture in order to gain entry into Chinese market. The company has gained a substantial presence in China in 2004 by signing an agreement of 51%-49% joint venture with a host company Shanghai Hymall Commercial Retail Group which was subsequently increased to 90%-10% in 2007.[23] Market attractiveness: Reasons of global expansion: There are a number of push factors and pull factors that plays an important role in an organizations decision of expanding business operation to foreign markets. The following are the main factors that motivated Tesco to invest in China. Push Factors: Home market saturation: When a business organization decides to enter into a foreign market there are a number of push factors that instigates such organization to invest in foreign market. In the case of Tesco the main factor of its global expansion is home market saturation as there is no room for further expansion because of large number of retailers and high competition. Increased capital gain from home market: Another reason of business expansion to Chinese market could be increased capital and better performance of Tescos business in the UK market which has enabled the company to expand its business to more profitable regions i.e. china. Pull factors: Foreign market attraction: The existence of potentials and financial gains in overseas markets are important pull factors that attract foreign companies to invest in such markets. Chinese market is expanding with enormous speed and it has been predicted that the market will worth $596bn by 2010 which gives an insight to foreign companies i.e. Tesco and its rivals, to exploit the existing potentials in Chinese market.[24] High quality production at low cost: Similarly high quality production at lower cost and the availability of cheap labour is another pull factor that attracts foreign investment. To look at China labour is very cheap and the country is capable of producing high quality products at competitive cost, there for it is very advantageous for Tesco to invest in Chinese market. China is the prime location of sourcing for Tesco products within china and for its business in the rest of the world. Tesco club card loyalty scheme: Tesco is using club card loyalty scheme as a marketing tactics in order to know customers behaviour in purchasing products from Tesco[25] and in return this scheme leads to customers commitment to do business with the organisation, to purchase their goods and services repeatedly, and recommend the services and products to others.[26] Dunnings: To make an effective strategic analysis of Tesco in Chinese market it would be better to take into consideration the Dunnings Electric theory. This theory includes location advantage, ownership advantage and internalization. Motives of International Expansion Many companies expand their business internationally, and compete within the globe market. They know their domestic market better than abroad, and they may face the customs, language, tariff regulations, transport systems and volatile foreign currencies for international operation. This means they will have to face many new challenges, if they decide to enter into a new foreign market, but why do they do so? There are several motives for international expansion (Jobber, 2001). Saturated domestic markets: There are few opportunities for the company to expand in the domestic market with sales and profit pressure. This is one of the major drivers of international expansion. Many of the European supermarket chains were fuelled by the desire to take a proven retailing formula out of their saturated domestic market into overseas market. Small domestic markets: For some industries, survival means broadening scope beyond small national markets to the international arena. Companies cannot compete against with other strong global competitors. Therefore, internationalisation is the fundamental condition for them to survival. Low-growth domestic markets: when economy is in recession at home, companies want to seek new marketing opportunities in more buoyant overseas economies. Customer drivers: Customer expectation is also one of the factors, which affect the companys decision to go international. This is increasingly common in advertising, with clients requiring their agencies to coordinate international campaigns. Competitive forces: when the several companies in the same industry go abroad, this cause others to follow in order to keep the market share and growth rates. This is particular in oligopolistic industries. The attack of the foreign competitor entering into the domestic market is also another factor affecting a companys decision to go abroad. Cost factors: High national labour costs, shortages of skilled workers, and rising energy charges can raise domestic operation costs to uneconomic levels. These factors may stimulate the company to choose foreign direct investment in low costs areas, such as Asia, Central and Eastern Europe. Foreign market expansion can also reduce costs by gaining economies of scale through an enlarged customer base. Portfolio balance: Marketing in different regions provides the opportunity of achieving a portfolio balance, and each region may have different growth rates. By marketing in a selection of countries, the problems of recession in some countries can be balanced by the opportunities in more buoyant economies in other countries. First Buy successful companies abroad, not ones that need turning around:There followed a strong expansion overseas in the 1990s, with ever more significant movement into growing markets such as Hungary and the Czech Republic, Thailand and South Korea. Here Tesco was buying into successful companies, but also ensuring neighboring markets were targeted and that its expansion strategy included eventual market domination. Hence the second lesson for internationalization success: Second It is all about market synergies and market share: Internal strategic processes. One of the chief concerns for retail strategists is market selection. Tesco decided to enter into markets where local competition was soft, hence the initial forays into Eastern Europe and South East Asia, away from the harsh gaze of other expanding giants such as Wal-Mart. Tesco also adapted to opportunistic events, and decided on different entry modes in order to develop knowledge. Hence the next lesson: Third You will never learn anything until you open some kind of store somewhere: External strategic processes. Tesco were comparatively weak internationally compared to bigger, more experienced rivals, despite their increasing dominance in the UK, but it nevertheless decided on an aggressive, organic expansion strategy in its target markets that left some analysts wondering about its long-term prospects. However after sticking with the strategy, it has been paying off, with its vulnerable period seen as a necessity for long-term growth internationally. It also had problems over planning procedures in foreign countries, particularly Ireland, but negotiated with central government for mutual benefit. Also key were Tescos dealing with shareholders, who were initially wary of risking their investment abroad, and there were reports that the City held back expansion within European in the 1990s. However as initial forays such as Catteau became successful, however gradually, soon the debate surrounded the pace of expansion. Tesco initiated a ‘‘ What is apparent from the completed study is that despite concerns from analysts and shareholders about its internalization strategy, and despite negative local press and resources issues, Tesco got it right. public relations exercise to get shareholders more on board with their internationalization strategy, although this was seen through by many, and exerted debatable influence. Internal operation functions. Many international ventures founder on the failure to commit enough human capital to a project, and this constituted Tescos next lesson. Fourth Use strength and size at home to secure the best human resources overseas In order to compete with the likes of Carrefour in their own jardin, Tesco had to make sure it had the very best people on hand to drive its expansion. Experience with financial capital and marketing were also imperative, ensuring that the correct strategies and knowledge was on hand in foreign markets. This is particularly the case in the latter category, where expansion can be seen as an invasion by the home press. While Tesco almost inevitably suffered some bad press initially, the adoption of an intensive PR campaign once business success started to develop overseas highlighted the need for an evolutionary marketing strategy. [27] Factors underlying Tescos success An analysis of the UK online grocery market highlights five factors that have been critical to Tescos success profit model focus; smart mover entry; leveraging â€Å"reach†, â€Å"richness† and â€Å"affiliation† (Evans and Wurster, 1997); strategic positioning (Mintzberg and Waters, 1985; Hamel, 1997); and brand power. [28] The first ‘Fresh Easy Neighborhood Market opened in Hemet, 75 miles east of Los Angeles on 1st November 2007. As the Financial Times commented: ‘Tesco†¦has staked its fortunes on an innovative new store that is about a quarter of the size of a traditional US supermarket, building on the success in the UK and Europe of its Tesco Express local stores. Some elements of the Hemet store will be familiar to UK shoppers. But the store also includes a â€Å"kitchen table† where a staff member heats up samples of prepared foods such as pizza and chicken curry. In a further innovation, all the check-out registers require customers to scan their own goods with staff on hand to assist (Financial Times, 4 November 2007).  · Conclusion: [1] Tesco Introduction: cited at http://www.cn.tesco.com/en/aboutus/aboutus_history.htm [2] P. Mark (2005), Retail multinational learning: a case study of Tesco, Aston Business School, Aston University, Birmingham, UK, International Journal of Retail Distribution Management Vol. 33 No.1, 2005 pp. 23-48 Emerald Group Publishing Limited [3] Corporate Watch UK, Tesco: a Corporate Profile: Cited http://www.corporatewatch.org.uk/?lid=252 [4] Tesco p Annual Report and Financial Statements 2009 [5] Tesco Introduction: Cited http://www.cn.tesco.com/en/aboutus/aboutus_enterprise.htm [6] Tesco p Annual Report and Financial Statements 2009 [7] Tesco p Annual Report and Financial Statements 2009 [8] Tesco p Annual Report and Financial Statements 2009 [9] Tesco p Annual Report and Financial Statements 2009 [10] Tesco p Annual Report and Financial Statements 2009 [11] Tesco p Annual Report and Financial Statements 2009 [12] Tesco p Annual Report and Financial Statements 2009 [13] Tesco p Annual Report and Financial Statements 2009 [14] Tesco p Annual Report and Financial Statements 2009 [15] Tesco p Annual Report and Financial Statements 2009 [16] Tesco p Annual Report and Financial Statements 2009 [17] Tesco p Annual Report and Financial Statements 2009 [18]International Journal of Retail Distribution Management Vol. 33 No. 1, 2005 pp. 23-48 Emerald Group Publishing Limited 0959-0552, p 30 [19] Corporate Watch UK, Tesco: a Corporate Profile: Cited http://www.corporatewatch.org.uk/?lid=252#world [20] Wal-Mart, Tesco and Carrefour do battle in the East, VOL. 24 NO. 2 2008, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [21] International Journal of Retail Distribution Management Vol. 33 No. 1, 2005 pp. 23-48 Emerald Group Publishing Limited 0959-0552, p 31 [22] Wal-Mart, Tesco and Carrefour do battle in the East, VOL. 24 NO. 2 2008, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [23] Wal-Mart, Tesco and Carrefour do battle in the East, VOL. 24 NO. 2 2008, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [24] Wal-Mart, Tesco and Carrefour do battle in the East, VOL. 24 NO. 2 2008, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [25] Tesco American Dream, Doing it differently, Emerald insight, VOL. 24 NO. 2 2008, pp. 11-15, Emerald Group Publishing Limited, ISSN 0258-0543, p 13 [26]T. J. Jason. W. Karen (2006), University of Abertay, Dundee, UK, British Food Journal Vol. 108 No. 11, 2006 pp. 958-964 Emerald Group Publishing Limited 0007-070X (originally cited in (McIlroy and Barnett, 2000, p. 348). [27] The secrets of Tescos expansion success, How the UKs largest supermarket is creeping up on Carrefour and Wal-Mart: DOI 10.1108/02580540510630650 VOL. 21 NO. 11 2005, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [28] The UK grocery business: towards a sustainable model for virtual markets Ray Hackney Manchester Metropolitan University, Manchester, UK, and Kevin Grant and Grete Birtwistle Glasgow Caledonian University, Glasgow, UK, International Journal of Retail Distribution Management Vol. 34 No. 4/5, 2006 pp. 354-368, Emerald Group Publishing Limited

The Draft Essay -- essays research papers

The Draft There is pending legislation in the House and Senate (twin bills: S 89 and HR 163) which will time the program's initiation so the draft can begin at early as Spring 2005 — just after the 2004 presidential election. The administration is quietly trying to get these bills passed now, while the public's attention is on the elections, so our action on this is needed immediately. $28 million has been added to the 2004 Selective Service System (SSS) budget to prepare for a military draft that could start as early as June 15, 2005. Selective Service must report to Bush on March 31, 2005 that the system, which has lain dormant for decades, is ready for activation. Please see website: www.sss.gov/perfplan_fy2004.html to view the sss annual performance plan — fiscal year 2004. The pentagon has quietly begun a public campaign to fill all 10,350 draft board positions and 11,070 appeals board slots nationwide.. Though this is an unpopular election year topic, military experts and influential members of congress are suggesting that if Rumsfeld's prediction of a "long, hard slog" in Iraq and Afghanistan [and a permanent state of war on "terrorism"] proves accurate, the U.S. may have no choice but to draft. Congress brought twin bills, S. 89 and HR 163 forward this year, entitled the Universal National Service Act of 2003, "to provide for the common defense by requiring that all young persons [age 18-26] in the United States, including women, perform a period of military service or a period of civilian service in furtherance of the national defense and homeland security, and for other purposes." These active bills currently sit in the committee on armed services. Dodging the draft will be more difficult than those from the Vietnam era. College and Canada will not be options. In December 2001, Canada and the U.S. signed a "smart border declaration," which could be used to keep would-be draft dodgers in. Signed by Canada's minister of foreign affairs, John Manley, and U.S. Homeland Security director, Tom Ridge, the declaration involves a 30-point plan which implements, among other things, a "pre-clearance agreement" of people entering and departing each country. Reforms aimed at making the draft more equitable along gender and class lines also eliminates higher education as a shelter. Underclassmen would... ...rs rather small at this point, and President Bush has stated that there will be no resumption of the draft during his presidency. Still, conditions and attitudes can change very quickly — another event of the magnitude of the September 11 attacks could prompt some rapid shifts in government policy and public opinion. Last updated: 6 October 2004 The URL for this page is http://www.snopes.com/politics/military/draft.asp Urban Legends Reference Pages  © 1995-2005 by Barbara and David P. Mikkelson This material may not be reproduced without permission. -------------------------------------------------------------------------------- Sources: Gross, Karen. "Feel the Draft." Philadelphia City Paper. 20 September 2001. Hulse Carl. "Bill to Restore the Draft Is Defeated in the House." The New York Times. 6 October 2004. Kelly, Jack. "Rumor Aside, Draft's Return Most Unlikely." Pittsburgh Post-Gazette. 24 May 2004. Lindorff, Dave. "Oiling up the Draft Machine?" Salon.com. 3 November 2003. Associated Press. "Selective Service Notice Creates Flurry of Press Reports Suggesting Return of Draft." USA Today. 10 November 2003.

Christopher Columbus Essay -- Christopher Columbus Essays

Christopher Columbus was born in Genoa, Italy in 1451. He was named Christofero Columbo, after the patron saint. His father was Donenico Columbo, a weaver and wool dealer. Columbus had two brothers, Diego and Bartolome. Historians are certain that Columbus was not a noble. Columbus's crew on the first voyage were not a bunch of cutthroats. They were mostly hometown boys' from Andalusia, and nearly all experienced seamen. Of the four voyages of Columbus, only the crew of the first voyage is completely known. Alice Bache Gould spent decades combing various archives in Spain, and eventually came up with the list of the 87 crewmen of the Nià ±a, Pinta, and Santa Maria. In 1465 Columbus started accompanying his father when he went to sea to sell his cloth.   Ã‚  Ã‚  Ã‚  Ã‚  In 1465-1475 Columbus learned how to handle a ship and became aware of the risks of navigation. By 1475, Columbus grew up to be a well-spoken young man. Columbus went on an expedition to the island of Chios in 1475, a Genoese possession in the Aegean Sea. Columbus then stayed there for many months defending from Turkish attack, a business that extracted gum mastic from trees, which was used as a painkiller. French pirates attacked Columbus when he was on a ship carrying a shipment of gum mastic.   Ã‚  Ã‚  Ã‚  Ã‚  In 1476 Columbus moved to Lisbon with his brother, Bartholomew who also was a sailor. Between 1476-1479 Columbus sailed out on various sailing expeditions. In 1479 Columbus ma...

Gender Relations in A Doll’s House and How Did I Miss You? Essay

Gender Relations refers to the power relations between men and women. Under patriarchal society, men and women do not stand on an equal ground, men shows superiority and women have lower status than men. Under patriarchal values, men possess higher status and act a dominant role, women are obliged to live according to their gendered roles, to be submissive. This notion of gender relations is like a culture, it affects how men and women interact and perceive one another, it also propagates though interactions between men and women. The imbalanced power relations between men and women can be found in a lot of Western and Chinese writings. A Doll’s House is a play written by Henrik Ibsen. In A Doll’s House, Henirk Ibsen presents the female protagonist, Nora, as a conventional woman living in a patriarchal society. Nora had to follow the rules and customs. She always had to mask her unconventional traits in front of her husband. Through the interaction between Nora and Torvald, the imbalanced power relations between men and women is shown. Torvald had more rights than Nora, and he just treated Nora as a possession of him. For Nora, she had to mask herself to accommodate to the patriarchal society. Finally she transformed into a New Women, breakthrough the patriarchal values and leave the confinement to search for her self. Through A Doll’s House, Ibsen criticizes the patriarchal values that society accepts. For How Did I Miss You, Zhang Xinxin presents the imbalanced power relations between men and women through the nameless female protagonist and male protagonist. They both symbolize the many men and women who lived in China during the Cultural Revolution. In the story, the female protagonist tried hard to pursue equal status wit... ...ates to men. To become an real individual, a woman has to leave her gendered role and seek her own life. It would be a difficult time for women. Henrik Ibsen thus reminds society of the imbalanced power relations and society should solve the problem. For How Did I Miss You, Zhang Xinxin presents the imbalance of power between female and male sex in China. The female protagonist acts as a mirror of millions of female in China. She suffers due to her unconventional traits and through How Did I Miss You, Zhang Xinxin depicts the difficult process of a woman to pursue an equal status with men. Works Cited Henrik Ibsen. Four Major Plays. Trans. James McFarlane and Jens Arup. Oxford: Oxford UP, 1981. Tam, K.K., Yip, Terry S.H., and Dissanayake, Wmal, eds. A place of one's own : stories of self in China, Taiwan, Hong Kong, and Singapore. New York: Oxford UP, 1999.

Contempory Management Functions Essay

How do the theories proposed in your chosen reading inform your understanding of contemporary management functions and the employer-employee relationship? The Purpose of this essay is to determine how scientific management impacts contemporary management functions and the employer-employee relationship. This essay is based on the journal article [Locke,E (1982)The Ideas of Fredrick W Taylor: An Evaluation, Academy Management review,7(11),pp.14-24] and is regarding scientific management started by Fredrick Winslow Taylor which was a theory developed regarding management which analysed workflows. It was one of the earliest attempts to apply science to management. Scientific management’s main objective was to improve economic efficiency and productivity in the workforce. In most simple terms some of the many concepts were having a standardised method for doing a job, providing increased compensation to the worker as reward for being efficient and hiring the right person for the right job. Many of these theories are very commonly used in management today. Contemporary is a word meaning existing or occurring at the same time (Robbins,2012) . Management functions refer to the way somebody manages a business (Robbins,2012). Therefore contemporary management functions are how we typically manage today. Employer- employee relationship is the relationship in which a manager has with their employee’s and how they complete their work day together and if they are efficient together (Robbins,2012). The four contemporary management functions are Planning, Organising, leading and controlling. Planning is defined as a management function that involves defining goals, establishing strategies for achieving those goals and developing plans to integrate and coordinate activities (Robbins,2012). Organising is a management function that involves arranging and structuring work to accomplish the organisations goals (Robbins,2012). Leading is working with and through people to accomplish organisational goals and controlling involves monitoring, comp aring and correcting work performance (Robbins,2012). Scientific management theories proposed in this reading do apply to  contemporary management functions. Although many of these theories could be argued as common knowledge today, when Fredrick Taylor established them they were prehistoric terms. He wanted to find out ‘one best way’ for everything in the workplace. Taylor’s most well known experiment was the pig-iron experiment (Locke, 1982 ). The experiment involved workers loading ‘pigs’ of iron on to rail cars. He knew their current daily output, but believed more was possible using scientific management. This was done due to many things. First of all putting the right person on the job with the right tools and equipment. In today’s management people hire the best person they can for the job. Secondly he had the worker follow his instructions exactly. This is also normal in today’s management functions, because people do things the way the employer wants them to. Taylor also motivated successful and productive workers with higher pay (Locke, 1982). This is also very common in today, with higher salary packages for good workers and pay increases for productivity fairly common. This improves employer and employee relationships by making the employee feel valued. Although many people believe in Taylors scientific management functions Lawerence (2010), Green (1986) both argue that that this is not the case and that scientific management is the problem in today’s management. Although there arguments are well presented there seems to be no evidence suggesting that Taylor’s theories do not work. Chung(2013) Agrees with Taylors contemporary management theories but argues the point that people could be to caught up on contemporary management functions and forgetting some key aspects of general managing. Taylor’s scientific management theories help the understanding of the employer-employee relationship by making it easier to understand what the relationship is actually for. This relationship is primarily about productivity .Many things Taylor did such as relaying messages from the employer to the employee to improve productivity) are also widely used in today’s management(locke,1982) . He also discovered that giving feedback to your employees will increase there skills and there productivity ( Locke,1982). This method is also very commonly used today with weekly meetings in many companies between employee and employer. Many large companies today use contemporary management functions in the work place. Companies Such as subway, burger king and McDonald’s are all very structured from top to bottom of the company and people are constantly striving to think of ways to improve productivity thus maximising profits. Yang (2012), Talks about all the hugely complex mathematical equations that now go into various parts decision making in Burger King and McDonald’s. Although the equations are to complex to understand to the average person it is clear that management is a lot more planned and structured in today’s workplace. Williams (2008) statesâ€Å"Consistency is a priority at McDonald’s† (p.15). This is true because anytime you walk into a McDonalds anywhere in the world you know what to expect. This is due to the contemporary management functions of a large scale to plan and organise and regulate what every individual McDonalds can do to ensure people know what they are getting and what to expect every time they walk through that door. Williams (2008) also discusses the change between old management styles and new management styles that have produced positive results for the company. The new management styles are all very similar to what Locke (1982) says about Taylor’s theories. For example Williams (2008) speaks about all the new rewards McDonalds have brought in for successful franchises and employees ranging from bonus’s to promotions to higher positions which like Taylor suggests encourages people to work harder hence greater profits (Locke, 1982 ) . Williams (2008) also talks about the extensive process in training managers and staff and the new expectations of every employee within the company that has increased greatly over the years to insure everythi ng runs according to contemporary management functions. Taylor’s theories of scientific management are helpful in informing you of contemporary management functions and employer-employee relationships. The way the workplace is shaped today seems very relevant to Taylor’s theories. Many of his theories are normal in today’s management functions. Although he has had many critics of his work It is shown in the articles that not many have been able to prove there arguments. Using evidence such as Williams (2008) journal on the change in managing McDonalds makes it clear that Taylor has had a big influence on typical management functions in today’s  workplace. Chung, C. (2013) The Road Not Taken: Putting ‘Management’ Back to Taylor’s Scientific Management, Journal of multidisciplinary research, 5(1), pp. 45-56. Green, M. (1986) A Kantian Evaluation of Taylorism in the Workplace, Journal of Business Ethics, 7 (2), pp. 165-169. Lawrence, P. (2010)The key job design problem is still Taylorism, Journal of Organizational Behaviour, 31 (2), pp. 412-421. Locke, E. (1982) The Ideas of Fredrick W .Taylor: An Evaluation, Academy of Management Review, 7 (1), pp. 14-24. Robbins,S.R., Bergman, Stagg, Coulter. (2012). Management (6th ed.). Pearson Australia Group Pty Ltd. Williams, E. (2008) Accelerated leadership development tops the talent management menu at Mcdonald’s ,27(4),pp. 15-31. Yang,N. (2012) Burger King and McDonald’s: Where’s the Spillover?, 19(2),pp.255-281

Assignments paper

In which development situations would it be unnecessary or even detrimental to define requirements? Some of non-functional requirements are not necessary for some development situation. Sometimes team has to develop some small functionality, for example some update or additional function, etc. In this case follow to all non-functional requirements bring excess price and time spending. Also when the team is building a system which is pre-existing and add on to that system.When user is enhancing or updating the system What are the most frequent types of requirement errors and why are they critical for the final product? ; Usually customers do not know what they exactly want ; Requirements alter during all project lifestyle ; Customers do not understand real timeliness ; Communication problem between customers, engineers and project managers ; Development teams do not understand customer company politics. All of these problems may result of wrong requirements gathering, of course it wil l be a result of serious errors in requirements. The errors are causes of extra costs or even a project failure.What are non-functional requirements and how do they relate to functional requirements? A non-functional requirement is a requirement that specifies criteria that can be used to Judge the operation of a system, rather than specific behaviors. This should be contrasted with functional requirements that define specific behavior or functions. Also Requirements that are not The plan for implementing non-functional requirements is detailed in the system architecture. (can use the table from text book page number 12) Reliability It indicates the quality It measures the number of errors or defects per thousand lines of code Defects /