Swot Analysis of Walmart Essay Example For Students

Swot Analysis of Walmart Essay Wal-Mart Company Strategy This section will examine Wal-Marts company strategy in several sections. Three elements of successful strategy formulation and a fourth element, which exemplifies the implementation process of company strategy, will be looked at. Followed by this, an analysis of key factors contributing to this strategy will be detailed. These include looking at Wal-Marts competitive strategy, the CEOs leadership, and company strategy strengths and weakness assessment. The material used to analyze Wal-Mart strategy consists of the companys annual reports, its Fact Sheets and other information found on the company Internet site. Other information is obtained from outside sources such as Fortune Magazine, and from outside groups who are critical of the corporation. The focus of this analysis will be placed on identifying the resources of the firm, its weaknesses and strengths in terms of its competitive environment. The sections examined will highlight the leadership style of Wal-Mart CEO H. Lee Scott, who inherited the corporate legacy of Wal-Mart founder Sam Walton. Other elements such as the culture, the corporate organization and values of the company come to play. 1. We will write a custom essay on Swot Analysis of Walmart specifically for you for only $16.38 $13.9/page Order now Strategic Goals This section looks at three successful elements of strategy formulation and a fourth element, where the strategy is implemented successfully. These are as follows: Dominate the Retail Market wherever Wal-Mart has a presence. Growth by expansion in the US and Internationally. Create widespread name recognition and customer satisfaction with the Wal-Mart brand, and associate the retailer with the reputation of offering the best prices. Branching out into new sectors of retailing such as pharmacies, automotive repair, and grocery sales. a. Dominate the Retail Market Everywhere A key strategy of Wal-Mart is to dominate the retail market. Company founder Sam Walton put in place a retail philosophy the company still follows. Wal-Mart is primarily a discount retailer because they sell their products at the lowest possible prices. By selling at the lowest price. Walton outlines that the essence of successful discount retailing to cut the price on an item as much as possible, lowering the markup, and earn profit on the increased volume of sales. (Wal-Mart pricing philosophy document, www. walmart.com). Another subset of this strategy is the competitiveness of every unit. Each store is encouraged to ferociously compete against all other stores in its customer base until the Wal-Mart store gains dominance over its local competitors (Quinn, 2, 115). Wal-Mart is currently ranked as the worlds number one retailer and the number one company in the world in terms of sales (over $200 billion) on the Fortune 500 list (www.walmart. com) (www.fortune.com) The key strategy is to dominate a market. Using its size and volume buying power, the company effectively implements its strategy. b. Growth by expansion in the US and Internationally. A strategic goal of Wal-Mart is to expand. It has done so successfully. Looking at the facts and figures clearly shows the corporations dominance and power. Currently the corporation employs over 1.3 million employees, one million in the US alone. The company owns over 4000 stores worldwide. Over 1,200 units (stores) are in operation internationally. Domestically, Wal-Mart is the largest US retailer, employing around 1 million people. It has over 3,000 stores and outlets, and 77 distribution centers. The company serves more than 100 million customers weekly in all 50 states, Puerto Rico, and several nations around the world. (www.walmart. com, Fact Sheet Wal-Mart at a Glance, 2002). Internationally, the retailer operates in Mexico, Canada, Argentina, Brazil, China, Korea, Germany, and the United Kingdom. Its expansion strategy internationally has been aggressive and powerful. The latest expansion strategy is for the company to gain entry into a nation by corporate takeover of a national retailer. Once the company is bought, Wal-Mart converts the stores into Wal-Mart stores. Three countries, all with no previous Wal-Mart stores, became part of the corporations international presence when domestic retail chains were overtaken. .ud8312be085df4e16334959c2f552f8e8 , .ud8312be085df4e16334959c2f552f8e8 .postImageUrl , .ud8312be085df4e16334959c2f552f8e8 .centered-text-area { min-height: 80px; position: relative; } .ud8312be085df4e16334959c2f552f8e8 , .ud8312be085df4e16334959c2f552f8e8:hover , .ud8312be085df4e16334959c2f552f8e8:visited , .ud8312be085df4e16334959c2f552f8e8:active { border:0!important; } .ud8312be085df4e16334959c2f552f8e8 .clearfix:after { content: ""; display: table; clear: both; } .ud8312be085df4e16334959c2f552f8e8 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud8312be085df4e16334959c2f552f8e8:active , .ud8312be085df4e16334959c2f552f8e8:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud8312be085df4e16334959c2f552f8e8 .centered-text-area { width: 100%; position: relative ; } .ud8312be085df4e16334959c2f552f8e8 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud8312be085df4e16334959c2f552f8e8 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud8312be085df4e16334959c2f552f8e8 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud8312be085df4e16334959c2f552f8e8:hover .ctaButton { background-color: #34495E!important; } .ud8312be085df4e16334959c2f552f8e8 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud8312be085df4e16334959c2f552f8e8 .ud8312be085df4e16334959c2f552f8e8-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud8312be085df4e16334959c2f552f8e8:after { content: ""; display: block; clear: both; } READ: Upstarts Assault Essay In 1994, Wal-Mart bought 122 Woolco stores in Canada; today there are 196 units in Canada. In 1998 Wal-Mart bought the Wertkauf store with 21 units, now there are 94 Wal-Marts in Germany. In 1999, Wal-Mart acquired the ASDA chain with 229 units in the UK. Today, the UK has 252 Wal-Mart stores. (www.walmart. com, Fact Sheet on International Operations, .

What Is Zema Dosage, Effects, and Safety

What Is Zema Dosage, Effects, and Safety SAT / ACT Prep Online Guides and Tips Have you recently started using a Zema-pak or been told that you’ll be prescribed it to treat a specific illness or symptom? If so, you’ve come to the right place. In this article, I’ll explain what Zema is, what it treats, how to take it, and what you need to know to safely use the drug. Feature image source: NIH.gov What’s Zema Used For? A Zema-pak tablet is an oral corticosteroid hormone that’s used to treat a number of different conditions. Zema’s generic name is dexamethasone. Dexamethasone is used to treat a variety of different conditions, including allergic reactions, arthritis, adrenal gland disorders, bowel disorders, skin conditions and certain cancers. Dexamethasone can also be used to treat symptoms caused by illnesses like Lyme disease. Corticosteroid hormones like dexamethasone are used to decrease your body’s natural defensive response. For instance, someone with ulcerative colitis may take dexamethasone to decrease inflammation in their large intestine. Zema-Pak Dosage and Administration Zema-paks come in three separate doses: the 6-day pack, the 10-day pack, and the 13-day pack. The 6-day pack contains 21 tablets, the 10-day pack contains 35 tablets, and the 13-day pack contains 51 tablets. Each tablet is a Zema-pack is a 1.5mg dexamethasone pill. Corticosteroids like dexamethasone can cause dependency and can be dangerous if you stop taking them without warning. Each Zema-pak is designed to slowly and carefully help you stop using the drug. You should take each of the pills in the Zema-pak by mouth as directed by your doctor. To avoid upsetting your stomach, take the pill with food or milk. You should also drink at least one full glass of water when taking the medicine. Make sure you take your pill at the same time each day, for the entire length of the prescription. If, for instance, you’re on a 10-day Zema-pak and start to feel better around day six, you should still take the rest of the pills until you finish the pack. Stopping the medication suddenly can lead to serious side effects or the return of symptoms that you were initially trying to ease. Zema Drug Name and Manufacturer While there are both brand name and generic versions of dexamethasone, Zema-paks in particular are only available in the 6, 10, or 13 day packs. Zema Side Effects Corticosteroids can have serious long and short-term side effects. If you’re experiencing any side effects from your Zema-pak that cause you distress or discomfort, you should seek help from a medical professional. If you’re taking dexamethasone for a long period of time, you should visit your doctor regularly to monitor you for long-term, unwanted side effects. Minor Side Effects The following side effects are minor and do not require immediate medical care. However, if you experience any of these side effects and they worsen, are bothersome, or if you have any questions about them, you should speak with your doctor. Aggression Agitation Headache Irritability Nausea Noisy breathing Shortness of breath Sweatiness Weight gain Major Side Effects The following side effects are more severe and require medical attention from your doctor. Anxiety Darkening of skin Decrease in height Depression Facial hair growth in females Increased risk of serious infection Menstrual irregularities Nervousness Skin rash Trouble thinking, speaking, or walking Long-term use of corticosteroids like a Zema drug pack can lead to serious personality changes, such as increased aggression and irritability. While these side effects may seem minor at first, they can increase and become more out-of-control as time goes on. Corticosteroids can also put you at greater risk of developing serious infections. If you have any signs of infections, such as prolonged fever or sore throat, make sure you inform your doctor. Precautions for Taking Zema Before starting a new drug, it’s important to keep your doctor informed about your medical history so he or she can plan for any potentially dangerous side effects. In particular, make sure you inform your doctor about allergies, infections, kidney or liver disease, mental or mood conditions, high blood pressure, heart problems, brittle bones, and history of blood clots. Interactions to Avoid While Taking Zema Do not get any new immunizations, vaccinations, or skin tests while taking dexamethasone, as you may be at increased risk for infection. You should also avoid people who’ve recently gotten the oral polio vaccine or have inhaled the flu vaccine. Dexamethasone can make it difficult for people with diabetes to control their blood sugar levels. You may need to adjust your medicine or diabetes treatment plan while taking a Zema-pak.= If you have a history of ulcers, you should avoid drinking alcohol while on dexamethasone, as it may increase your risk of intestinal bleeding. There are many drugs that may interact with dexamethasone. You should check with your doctor or pharmacist before taking any new medication to ensure that it interacts properly. Here are some medications that may interact with Zema-paks: Birth control pills Certain cancer drugs (dasatinib, lapatinib) Estrogen hormone replacements HIV inhibitors Antifungals Seizure medications like Phenytoin You should always inform your doctor or pharmacist that you’re taking a Zema-pak if you need to start another medication. Recap: What Is Zema? Zema is a corticosteroid that’s used to treat a variety of conditions from skin rashes to Lyme disease. Zema-paks are brand name and come in three standard doses: 6-day, 10-day, and 13-day. Your doctor will work with you to determine the dosage that’s right to meet your needs. As with any drug, Zema has potential side effects, ranging from minor, such as headache, to major, such as depression. If you’re experiencing any side effects that cause you discomfort or seem particularly dangerous, you should contact your doctor.

Development a brain controlled prosthetic hand Research Paper

Development a brain controlled prosthetic hand - Research Paper Example The recorded brain signals are then used to control a physical or virtual device that carries out a task according to the user's intent. The first step we took when designing the prosthetic hand was to decide on the best control mechanism for finger movement. The goal for our design was to minimize the number of actuators necessary to control the movement of the finger and simplify the equations needed to describe the motion of the finger. The first proposal, which was the tension controlled model, consisted of the three joints of the finger, with a cable attached to a fixed point on each link of the finger which was run back through the finger to an actuator mechanism at the hand or behind the wrist. For this model, each joint would have a compliant mechanism which forced the resting state of the links to be in the bent position. The second approach for this design has the complaint mechanisms such that the resting state for the links is in the straightened positions. A second design proposal included the use of pneumatic systems to drive the bending or unbending of the fingers. In this proposal small tubes could be used to fill with either air or liquid to actuate the finger. The noise would create the same discomfort for the user as non life-like prosthetics. The third proposal for the finger design wa... In this proposal small tubes could be used to fill with either air or liquid to actuate the finger. The noise would create the same discomfort for the user as non life-like prosthetics. The third proposal for the finger design was a pulley system to control each joint independently. Pulley's would be placed at each joint in the finger, and would be independently controlled by its own wire. Therefore, when the actuator is active, the fingers will bend and hold their positions. When the actuator becomes inactive, the compliant mechanism would return the fingers to their straightened positions. In the designs described above, a pulley at each joint in the finger would have a cable wrapped around it just enough for it to actuate the exact number of degrees of rotation required at that joint. It may be possible to use flexinol in place of the motors, but testing would need to be completed to confirm that overheating does not occur and that temperatures of the prosthesis do not rise above the melting point of the prosthetic skin covering. One aspect of this design that we later incorporated into our final design was the knuckle joint. This piece had to be designed so that it could provide space for the pulley to rotate as well as allow the finger to rotate side to side. This piece also had to allow for the actuating cables to pass through it on its path to the motors. The third, and final, approach to the design of the finger uses a four bar mechanism to control the movement of the finger, and compliant mechanisms to move the finger back to its resting state at the straight position. In this design, the four bar linkage is placed between the two upper joints on the finger. From our preliminary research, we had determined the

Medical Information Confidentiality Research Paper

Medical Information Confidentiality - Research Paper Example The questionnaires were distributed in five primary care clinics. The receptionists in these clinics were requested to issue questionnaires to all the patents who visited the clinics. The survey was intended to run for three weeks and it was aimed at collecting 100 questionnaires (Whiddett et al. 532). Patients were requested to answer all the questions and put them in a collective box in the respective clinics. Alternatively, they could return them using pre-paid envelopes. The research team did not monitor the issuance of the questionnaires or make attempts to identify repeat respondents and non respondents (Whiddett et al. 532). This was the major limitation facing the exercise however; it did not impact on the findings as the sample size was adequate. The survey was representative enough as the clinics were chosen to represent a wide range of demographics. The questionnaire covered three key areas. These are basic demographics, attitudes towards sharing different kinds of informa tion and patients’ knowledge towards information sharing practices. Secondly, secondary data was used to complement the findings that were obtained from the survey. The information will be collected from a peer reviewed sources, credible internet sources and medical journals that have conducted similar studies. A comprehensive study of past case studies reveals that medical confidentiality in the health sector is at a risk of getting eroded due to the use of the current technology. The respondents are wary about sharing their personal information to various parties and the study reveals that most of them are not aware of the increasing information sharing practice in the medical field (Levenson 20). Data Collection Instrument: Questionnaire Tick the appropriate answer 1. My age is: 18 to 30 years 30 to 60 years Above 60 years 2. I am Male Female 3. My ethnicity or race? (Tick one) White Americans Black Americans Asian Americans Hispanic and Latino Americans Other 4. How much information do you have concerning those who can access your medical records? Nothing Something A lot 5. Are you aware of the NHI number? Nothing Something A lot 6. I am comfortable with confidential health information being shared between the following groups. Health administrators Yes Maybe, if consulted first No Don’t know Health professionals Yes Maybe, if consulted first No Don’t know Researchers Yes Maybe, if consulted first No Don’t know Other bodies (Insurers) Yes Maybe, if consulted first No Don’t know 7. I am comfortable with confidential health information being shared to the following groups as long as it does not contain my personal information. Health administrators Yes Maybe, if consulted first No Don’t know Health professionals Yes Maybe, if consulted first No Don’t know Researchers Yes Maybe, if consulted first No Don’t know Other bodies (Insurers) Yes Maybe, if consulted first No Don’t know Question Specificat ions The first question is important since it helps to establish the link between the age of the respondents and their level of awareness concerning confidentiality of medical information. In addition to, it helps to establish the age bracket that attends the clinics often. The second question concerning gender helps to determine the relationship between gender and attitudes towards medical information confidentiality. The third question is aimed at finding out the level of awareness about medical confidentiality (Whiddett et al. 534). It also gives information on varying attitudes across ethnic groups. In a nutshell, the first three questions are interested in determining the primary demographics which

Atlantic Conveyor Belt System Essay Example | Topics and Well Written Essays - 500 words

Atlantic Conveyor Belt System - Essay Example In detailed, ocean waters circulate around the world in patterns due to factors including the differences in solar energy received by the equator and the poles, topography of the ocean floor and coastal land masses, changes in seawater density, rotation of Earth around its axis, and atmospheric winds. The pattern of the Atlantic conveyor belt is the northward flow of warm surface waters from the Caribbean along the Atlantic coast of the United States, known as the Gulf Stream. As the warm waters reach the North Atlantic, it becomes denser due to the lowering of temperature, and becomes more saline from the evaporation of surface water and formation of ice. Denser water sinks forming a cold bottom current in the Atlantic. The current then circulates to the south towards Antarctica and turn eastward. By passing across the equator, the water becomes warm, rises to the surface and veers westward towards the Atlantic Ocean (Bloom 2011). Moreover, the Scientists of the National Aeronotics Space Administration once suspected that the speed of the Atlantic conveyor belt has slowed down. However, using recent measurements of the Atlantic Meridional Overturning Circulation show no significant slowing of overturning over the past 15 years NASA/Jet Propulsion Laboratory, 2010). On the contrary, it was found out that water circulation had sped up about 20 percent from 1993 to 2009 (NASA/Jet Propulsion Laboratory 2010). The circulation of the Atlantic Ocean is very important in the climate system. The warm currents contribute to the higher average temperatures of about 5Â °C in the East Coast of the United States, Europe, and Scandinavia compared to other land masses along the same latitude (Bloom 2011). In general, warm currents transport energy from the tropics to the sub polar North Atlantic. It also influences weather and climate patterns. Cold currents facilitate the transfer of carbon from

Enterprise Resource Planning Systems For Smes

Enterprise Resource Planning Systems For Smes Several researches have revealed that Enterprise Resource Planning (ERP) systems bring greater benefits to organisations, small or large. These reports asserted that successful implementation of the right ERP solution will empower the financial success of the organisation while its failure can spell doom and gloom. SMEs in contrast to their larger counterpart have peculiar challenges that further make the choice of ERP solution difficult. These challenges have defined the expectations and requirements of SMEs from ERP solutions. Various ERP software are available in the market for their use, with the software leader being SAP, but it is essential for an SME to select the appropriate software solution that appropriately address their needs putting in consideration their peculiar predicament. This is easily achieved through an adequate software selection and evaluation process. This research looks into past works on ERP implementations for SMEs to come up with ERP requirements for SMEs ; available software (and hardware) solutions available to them and a detailed software evaluation and selection process in line with industry best practice which they can use. It also addresses current ERP market and market trends. Methodology This paper is largely based on review of previous academic documents in form of journals, conference documents and books. These were reviewed extensively in line with the topic of discussion. Another helpful source of information used in the report is the internet. Through the internet, we were able to get more current information and data to support previous academic works. While we have done extensive research on this topic, it should be noted that the academic documents used in this research represent just a subset of the numerous documents that have been written concerning this topic. They are by no means a perfect representation of all the possible views. Table of Contents 1 Abstract 1 Methodology 1 Table of Contents 2 Introduction 3 Enterprise Resource Planning (ERP) Systems 4 Small and Medium Size Enterprises (SMEs) 4 ERP Market and Market Trend 6 ERP Requirements for SMEs 9 Analysis of ERP Solution (Software and hardware) 11 SAP 11 Oracle ERP Software 14 International Financial Services (IFS) 15 SAGE Accpac 15 Microsoft Dynamics 16 Open Source Software (OSS) 16 ERP Evaluation and Selection process 17 Stage 1 Plan Requirement 18 Stage 2 Request for Proposals (RFP) 19 Stage 3 Solution Evaluation 19 Stage 4 Contract Negotiation 19 Stage 5 Selection and Agreement 20 Introduction Enterprise resource planning (ERP) systems, according to Joseph et al 2003, is now being promoted as a desirable and critical link for enhancing integration between all functional areas within an enterprise and between the enterprise and its upstream downstream trading partners. Despite all benefits potentially offered by ERP systems (Banker, 1998; Hicks, 1995; Minahan, 1998) however, the issue of organisational changes needed by ERP implementation as well as predicting return on investment assumes particular importance within small and medium-sized enterprises (SMEs) because of their peculiar challenges. In SMEs, the implementation and the evaluation of the potential benefits is still a difficult task. (Ravarini, 2000). (Chan, 1999), asserted that many SMEs either lack enough resources or are not enthusiastic about committing a huge fraction of their resources to ERP implementation due to long implementation period and high fees associated with ERP, (Chau, 1995). These amongst other factors have resulted in slow ERP adoption by SME (Tagliavini et al, 2002). Nowadays, some SMEs are not only seeking ways of integrating their various island-of-information within the organisation, but have also moved to extend the whole scope beyond their organisation to include their suppliers, trading partners and customers (Charlesworth et al., 2002). Therefore, implementation of a right and cost effective ERP solution is essential. This however must be preceded by an accurate ERP software evaluation and selection process. This paper explores ERP for SMEs and is formatted as follows; Introduction, Methodology, Background on ERP, ERP Market and Trends, ERP and SMEs, ERP requirement for SMEs, Different Software (and Hardware) Solutions Analysis a Detailed Software Evaluation and Selection Process, Discussion, Conclusion and Future Research work. Enterprise Resource Planning (ERP) Systems ERP systems can be defined as the most predominant computing systems for business in a lot of organisations, both in the public and private sectors (Gable, 1998) The ERP software can be customised to support critical existing processes which organisations follow (Stefanou, CJ., 2001) Included in an ERP system are: Storage, orders, assets, vendor contacts, purchasing, financials and human resources (Dahlen C. and Elfsson J., 1999) (OLeary, 2000) stated that An ERP system integrates the majority of business processes and allows access to the data in real time. However, (Gardiner et al., 2002) also stated that an ERP system improves the performance level of a supply chain by helping to reduce cycle times. Other benefits which enterprises enjoy by implementing an ERP system include: better customer satisfaction, reduced quality cost, increased flexibility, improved resource utility, improved decision-making capability, improved information accuracy and improved vendor performance (Siriginidi, 2000). The flip-side to this is that, most ERP software tend to be complicated, large and expensive (Mabert et al., 2001). The implementation of an ERP system is time consuming and puts pressure on an organisations information technology (IT) department or outside professionals (Khaled Al-Fawaz et al., 2008) Putting ERP in place requires new procedures, employee training, and both managerial and technical support. (Shang and Seddon, 2002) Small and Medium Size Enterprises (SMEs) SMEs, in most countries are businesses that employ fewer than 250 people. For some other countries, SMEs are those which employ fewer than 500 people. Countries like these include: USA, Italy and Australia. 99.9% of the businesses in Albania come under SMEs. (Nito E., 2005) ERP customers are usually split into three market divisions by annual income. These include: large, midà ¢Ã¢â€š ¬Ã‚ market and small. The borderline of these divisions tend to be different, depending on which ERP vendor is using them. For small enterprises, Sage, SAP, Microsoft, Infor and to a slight extent Lawson, compete with a number of smaller vendors for ERP systems. Figure 1: Source: bla bla bla As shown in the diagram above, only SAP and Sage have set ERP products designed for the small enterprise market. The other vendors compete in this division with products that they also use for the midà ¢Ã¢â€š ¬Ã‚ market. The top six vendors compete in the mid-market. A lot of these products are industry specific e.g. pharmaceutical distribution, projectà ¢Ã¢â€š ¬Ã‚ oriented services, process manufacturing, etc. Successful competition has been attained by the leading ERP vendors adding sector specific focus to their products. This has been approached by: Industryà ¢Ã¢â€š ¬Ã‚ specific preà ¢Ã¢â€š ¬Ã‚ configured templates using a standard ERP product being developed by the ERP vendor (e.g. Oracles Business Accelerators or SAPs Best Practice Templates). ERP Market and Market Trend Trend, as defined by (Kotler, 1997) is: A direction or sequence of events that have some momentum and durability. Over the last decade, the ERP market has grown very quickly. The three main reasons for this growth are: globalisation, year 2000, and the need for better information integration. (Dahlen C. and Elfsson J., 1999) As at 1998, Merrill Lynch estimated that 40% of companies with revenues over $1billion had already implemented base ERP systems in the USA (Caldwell Stein, 1998) and had started implementing additional applications, a market that was estimated at $8billion by 2002. An American-based research firm, AMR Research, also predicted the enterprise applications market could hit $78billion by 2004 compared to $27million in 1999 (Stefanou, CJ., 2001). However, according to Gartner group, a high percentage (88%) of the ERP market is concentrated in the western countries. SAP, the German flagship company, holds a global market share of 32%, while Oracle has a global market share of 14.5%. Both vendors have the lion share of the Global ERP market. However, this is not the case in the Chinese market where SAP and Oracle hold a combined market share of 24.4% and the domestic companies holding a combined market share of 51.6%. (Huigang Liang et al., 2004) Total ERP market revenue grew to over $28B in 2006. This was driven by a combination of strong customer demand and leading vendors expanding their product portfolios through acquisition. (Jacobson S., 2007) As at 2000, the AMR Research, Inc. predicted that the ERP market would grow at a compound annual growth rate of 37% over the following five years. Currently, SAP and Oracle have dominated the market. Their competition, however, lies in the SMEs market With rivals like: Sage group, Microsoft, Epicor and Lawson (Jacobson S. et al 2007) Below is an ERP application revenue estimate for 2006 2011 This was estimated as at 2007 by the AMR, Research GroupFigure 2: (Jacobson, S. et al 2007 The ERP Market sizing Report, 2006-2011, AMR Research., ERP 2007 Market sizing series). In recent times, the ERP Vendor Outlook has changed a lot. Six vendors are responsible for almost two thirds of global ERP sales. Oracle and SAP control 50% of the World market by income. At the start of the last decade, Infor and Microsoft did not have a market presence. Below is a pie chart showing Global ERP Revenue by Vendor (2008) Figure 3: Source: BSM, ERP. May 2010 ERP Requirements for SMEs According to Huin 2004, SMEs have an enormous difference in needs, operating requirements, logistics fulfilment and financial capabilities compared to their large counterparts. First among these requirements is a cost effective ERP solution. Costs associated with ERP solution include not only the software, but also to items such as training, hardware and consulting (Willis et al 2001). Besides, most ERP software available in the market, according to Bounanno G. et al 2005, are just too expensive for SMEs. Chan R. 1999, supported that many small-medium enterprises either do not have sufficient resources or are not willing to commit a huge fraction of their resources due to long implementation times and high fees associated with ERP implementation. This emphasises the fact that cost is a major factor for SMEs when attempting to undergo a capital intensive venture like ERP implementation. A research of 50 Italian SMEs carried out by Federici 2009 suggested that small and medium enterprises mostly chose systems provided by small national software houses obviously for cost reasons. Contrast to larger establishments, SMEs have limited experiences, human resources and skills that are necessary for some kind of ERP implementations according to Adam and ODoherty 2003 cited in Winkelmann and Klose 2008. It is a well known fact that most SMEs have a scaled down number of employees who handles more than one function. This position is further supported by Huin 2004, which confirmed that most SMEs experience a high turnover rate compared to large companies. That work further stated that high turnover rate adversely impacts how SMEs manage their labour resource-a key resource input in any ERP project. This is in line with the research work of Winkelmann A et al 2008 which emphasised that a dedicated IT department addressing the selection and implementation of an ERP system dont actually exist in most SMEs. As such most SMEs have requirements for ERP solutions (software and hardware) that leverage on their lean human resources, especially in the IT department and provide a user friendly platform not riddled with so many complications. Achanga et al 2006 confirmed in his work that most SMEs do not have a good management structure on which innovations such as ERP thrives. It is customary to have the Managing Director or the CEO involved in daily administration of the companies in addition to making strategic decisions. They further explained that most SMEs were established by owner managers who may not have the tactful management know-how. As such, strategic progress is usually hampered by lack of good leadership traits which bring about informal working processes. This was supported by (Mintzberg H. et al 2003 p.217). Processes here according to Beretta 2004 is the medium that coverts activities efficiently and effectively in order to generate value for a specific customer. It is important to note that these processes are what ERP serves to integrate. As such ERP solution for SMEs must be simple and flexible to accommodate these peculiarities of most SMEs. Such flexibility involves things like allowing only specific modules or even sub-modules to be implemented. The type and focus of the SMEs should begat the requirement for consideration in the choice of ERP solution. Most SMEs have very specific operations and as such have very specific processes. These processes differ according to the specialisation of the company. Example is the case of a construction company in Taiwan that wanted to implement ERP but could not get software fit because of its unique operations (Yang J et al, 2007). Another example: Made-To-Stock (MTS) manufacturing companies have different ERP requirements from Made-To-Oder (MTO) companies (Deep A. et al 2007). The implication is that MTO and MTS have different production processes and thus will need a system that aligns with their peculiar requirement. We can therefore conclude according to Deep A. et al, 2007 that issues relating to the specificity of an organisation will need to be determined before proceeding to make a choice on the ERP solution for implementation. Analysis of ERP Solution (Software and hardware) ERP software belongs to a suit of software called Enterprise system software. According to Shanks G. et al 2003, it is; a set of packaged application software modules, with an integrated architecture, that can be used by organizations as their primary engine for integrating data, processes, and information technology, in real time, across internal and external value chains impound deep knowledge of business practices that vendors have accumulated from implementations in a wide range of client organizations, that can exert considerable influence on the design of processes within new client organizations is a generic semi-finished product with tables and parameters that client organizations and their implementation partners must configure, customize and integrate with other computer-based information systems to meet their business needs. Thus, ERP software are sold to organisations on the platform that its a way for them to implement best practices in an organisation (Wagner and Newell 2004), but there is a vast gap between this theory, the actual implementation and use of the software. The idea behind the software use is that a blend of best practice within a particular industry is built into the design so that this can be used by a similar company irrespective of where it is to automate its working process. According to Holland and Light 1999, most organizations now opt for off the shelf software instead of developing one in-house for its function. While there are over one hundred ERP software available, we will be reviewing a list of some well known ERP solutions available to an SME below; SAP A company that started in Germany, the application has captured the integrated market of most large and medium market throughout the world (Martin and Cheung 2000). With high functionality and a great deal of integration, the solution covers requirements such as financial accounting and control, sales and distribution, materials management, production planning and human resource management. Bancroft et al 1998 revealed that SAP design consists of the following layers of software; The SAP graphical user interface (GUI) representing the presentation layer; The SAP application layer; and The SAP database layer SAP supports critical business functions and processes and can actually be tailored to meet the business needs of any enterprise (SAP Global, 2010). It delivers the following solutions SAP ERP Financials: helps addressing changing financial reporting standards, improve cash flows and manage risks SAP ERP Human Capital Management: helps in automating key processes like End-user service delivery, workforce analytics, talent management, workforce process management and workforce deployment SAP ERP Operations: helps with process like procurement and logistics execution, product development and manufacturing and sales and services SAP Corporate Services: covers real estate management, Enterprise asset management, project and portfolio management, travel management, environment and safety management, quality management and global trade services SAP Global claimed that the product helps in increasing oversight of business operations and providing adequate information for strategic business decisions. It also claimed high flexibility and innovation and that modules can be implemented as needed and upgraded as the need arises. The SAP for SMEs has been implemented by over 80000 SMEs. Figure 4 below shows the SAP Solution roadmap showing the multiple level of blueprint of processes supported by SAP. SAPs benefits were echoed by the research work of Mandal and Gunasekaran 2003. This was implemented at PMB Water Corporation. They discovered greater benefit of implementing SAP. However, Al-Mashari and Zairi 2000 confirmed that SAP is a very complex solution that is too prone to failure. This position is supported by the research work of Martin I. et al, 2000 in an organization in Australia where he discovered that the training was complex, expensive and enormous. It is also not a user friendly application. For a small and medium sized company this enormous complexity and capital investment among other things is not one that can be readily and easily accommodated as previously stated in the requirements section. Figure 4 SAP Solution Roadmap (available at http://www. sap.com/businessmaps However, it should also be noted that quite a number of medium establishments have been able to implement SAP successfully and are reaping the benefits (Martin I. et al 2000). Oracle ERP Software The Oracle ERP software is part of the Oracle e-Business suite. It consists of the following modules (Oracle 2010); Channel Revenue Management: enables information driven channel management. Includes modules like Accounts receivable deductions settlement, channel rebates and point-of-sale, partner management, price protection and supplier ship and debit Financial Management: covers things like Asset lifecycle management, cash and treasury management, credit-to-cash, financial control and reporting, financial analytics, governance, risk and compliance, lease and finance management, procure-to-pay and travel and expense management Human Capital Management: includes Global Core HCM , Workforce Management, Workforce Service delivery, Integrated talent management, and HR analytics Project Portfolio Management: Involves things like project analytics, project billing, project contracts, project collaboration, project costing, project management, project portfolio analysis, project resource management and time and labour. According to Oracle, Oracle E-Business suite is the most adaptable global business platform and the most customer-focused application strategy. This opinion seems to be supported by Panorama Consulting group 2010, that the software has the highest level of predictability of all ERP software that was studied, and that the average initial cost to implement is 25% less than that of SAP. It also claimed that Oracles total cost of ownership is nearly 50% less than that of SAP. The fact remains though that its usage does not as yet compare to that of SAP. This is true considering the fact that there has not been much academic research into the use of the software as an ERP solution. International Financial Services (IFS) IFS is a single, integrated product supporting the management of 4 core processes (IFSWorld 2010); Service and Asset, Manufacturing, Project, Supply chain. It can be added to other suites of software e.g. Financials, Human Resources, Sales and services, Engineering, Project, Manufacturing and Distribution. According to IFSWorld 2010, its easy to use software that provides an attractive, intuitive and efficient user experience. It is also quite flexible, allowing an organisation to choose the required module and upgrade at a future date if so desired. The benefits of IFS was supported by the work of Lahikainen T. et al 2000 comparatively saying that ERP software like SAP is rather clumsy and large, and because of this cannot easily be reworked to suit a business process. Rather, the business will have to readjust its process for the software. SAGE Accpac This product offers middle sized organisation an adjustable enterprise resource for finance, SRM and operations (Sage, 2010). It supports global aspirations for mid-market and upper-mid-market companies with its robust financial management capabilities and flexible open architecture. Modules of the software include; Financials: General Ledger, G/L Consolidations, Reporting, Multi-Currency, Intercompany Transactions, Transaction Analysis and Optional Field Creator Purchasing: Purchase Orders, Accounts Payable, Electronic Funds Transfer (ETF), Direct payables, Document Management, Fixed Asset Management, Check and Form printing Sales and Receivables: Order Entry, Accounts Receivable, EFT Direct Receivables, Electronic Data Interchange (EDI), National Accounts Management, Unit Sales Analysis, Return Material Authorization (RMA) Customer Management: Contact Management, Sales Force Automation, Marketing Automation, Customer Service Automation Inventory/Warehouse Management: Inventory Control, Lot Tracking, Serialized Inventory, Warehouse Management, Manufacturing Management Project Management: Project and Job Costing, Service and Maintenance management, Payroll: In-house Payroll, Electronic Funds Transfer (EFT), Direct Payroll, Sage Accpac HRMS System Administration: System Manager, Alerts and Alerts Manager Sage manages the processes that are common to all businesses, such as finance, HR, or CRM; the vertical modules give customers a greater ability to match technology to specific industry needs (Sage, 2010). Microsoft Dynamics According to Microsoft 2010, Microsoft Dynamics offer solution that can help fastrack performance, measure financial effectiveness and enhance decision making. It helps drive businesses by providing a backbone of an elastic system. It is easy to implement and adapt. Apart from on-premise installation, the solution can also be deployed to work with cloud computing, a solution some organisations are already considering. The capabilities delivered by this solution includes Financial management, Supply chain management, business intelligence, performance management, Collaboration, Project Management, Human resource management, IT management and Software-plus-Services. Open Source Software (OSS) There are also a number of open source ERP software that seems to be of an increasing interest at the moment according to the research work of Johansson and Sudzina 2008. The list includes Compiere, OpenBravo, Opentaps, Facturalux, TinyERP. It may be that most SMEs will find OSS ERP implementations able to cater for their needs since according to Raymond 2005, SMEs are highly flexible and adaptable to change. Implementation may also work out cheaper as costs associated with licensing fees are usually not incurred (Johansson and Sudzina, 2008). It should however be noted that support for implementations for OSS ERP software is quite hard, as there can be several versions of a given software and finding an expert can be daunting. ERP Evaluation and Selection process A successful ERP project requires selecting an ERP solution, implementing the solution, managing changes and examining the practicality of the system (Wei and Wang, 2004). Wrong ERP solution choice would either cause implementation to fail or weaken the system to a greater impact on the enterprise (Hicks,1995; Wilson,1994). Most enterprises often jump into looking at ERP functions and features rather than examining the strategy and business processes. According to Donovan, 2001, it is important for management to know the current strategy, processes and supporting systems compared to what they could be with the new systems. For most enterprises, the decision to implement ERP functionalities will require buying a software package from one of the more popular vendors on ERP market. But the selection process is not a straightforward task, hence thorough understanding of what ERP packages are to offer, differences in each of them and what might be at stake in selecting one package over the other should be well examined or evaluated, (Sammon and Adam, 2000). Evaluating and selecting an ERP system, even though can be a very complex process (Donovan 2001). It should be a fact-based process that will bring an enterprise to the point where comfortable well-informed decisions can be made. Figure 5 below shows an online poll conducted by ESI International survey of 2,000 business professionals in 2005. This clearly indicated that most software projects, ERP inclusive, failed due to lack of adequate requirements definition. Fig. 5: Source: ESI International survey of 2,000 business professionals, (2005). In addition to the above figure 5, Donovan pointed out that typical ERP project implementation can also fail because of a wrong choice of ERP solution. Therefore, Management Agility Inc in 2005 revealed that it is imperative to adopt a thorough evaluation and evaluation process before adopting any ERP solution in SMEs. Their report detailed eight steps necessary for a careful and reasonable level of successful ERP implementation in SMEs. This is represented in Figure 6. We have further categorised this into the following five stages for our discussion; Planning, RFP, Solution Evaluation, Negotiation, Selection Agreement These five stages are explained below based on the research carried out by Management Agility Inc in 2005. Stage 1 Plan Requirement Define business along with areas of business that require technical approach. Develop a specific business case with business value for a solution. Ensure that the project sponsor is willing to articulate the business case for change, identify vendors and get familiar with the available solutions. Get general view of investment needed, considering software, hardware, other related infrastructure and ongoing support. Evaluate the organisation readiness for the investment and decide whether to continue or not. Define priorities under must-have and nice-to-have accordingly. Stage 2 Request for Proposals (RFP) Shortlist interesting vendors based on the outcome of market survey for solutions and then for demonstration. Collects facts in line with the business need from product demonstrations for the development of unbiased RFP for vendors. Set-up a neutral body to develop RFP, using facts gathered from products demonstration aligned to the business requirements. Distribute out RFP to selected vendors. Generate basic expectations from ideal proposal in line with the business need for onward selection of the ideal software vendor. Stage 3 Solution Evaluation Identify and prioritise remaining gaps between software capabilities as demonstrated and business requirements. Identify how the gaps will be bridged in terms of configuration, process change or a combination of all these. If the gaps cannot be bridge, then discontinue the evaluation exercise immediately, otherwise consider reengineering of those affected business processes and continue with the evaluation. Stage 4 Contract Negotiation Negotiate with each vendor; establish software, hardware and other infrastructure agreement requirements, which include version, components, maintenance and support. Also negotiate participation in user groups, license costs, maintenance fees and many others. Establish service provider agreement which also include deliverables, timelines, resources, costs, payment schedules and other legal requirements. Stage 5 Selection and Agreement Upon successful negotiation with the right vendor; Review all legal terms on privacy protection, operation guidance and data manipulation etc. Approve agreements with the selected vendors. Agree on implementation plan. Fig. 6: Detailed flowchart for ERP Software, Hardware Evaluation and Selection Processes Management Agility Inc, 2005 ERP Software Hardware (Solution) Evaluation and Selection Steps Yes No Stage 4 Stage 3 Stage 2 Stage 1 Define Requirements Shop Round for Product Clarify Requirements Evaluation Vendor Inquiry Interact with Vendors Negotiate Agreement Action Agreement Define business case/need and spell-out required values. Be specific. Ensure the business sponsor is willing to push through business case for change. Look round the market for what product is available. Identify vendors that operates and their general approaches to technologies the take. Discuss with others in the same industry as you are etc. Clarify your requirements and be sure of what you are looking for in line with you business case. Refine requirements if possible and be specific too. Find out what product is looking promising in line with the business need and from which vendor. Identify which vendor and their products and invite interesting ones for demo etc. Request for proposal (RFP). Invite each shortlisted vendor over for a chat and find out more about the product. List out expectations based heavily on business requirements. At this point evaluate this approach. Can you afford to change your current process? Can you afford the change the new product will bring and many more? Initiate Negotiation for the selected product with the selected vendor. Agree on who does what, when are they to be done. Negotiate deliverables, timelines, co

Smoking Ban - Smoking In Public Places :: Argumentative Essays Research Papers

Smoking Ban Argument Have you ever been in your favorite restaurant and just as you are about to take a bite of your favorite dish, your lungs are filled with a cloud of smoke which has drifted to your table from the smoking section just a few feet away? This is a common complaint of many patrons who enjoy dining at restaurants. While it is true that the smoke from cigarettes causes many health problems, is it fair to take away the freedom of Americans who wish to smoke? Even as compromises can be made on this subject, the majority of people stand by their strong opinions on whether smoking should be allowed in restaurants. Smoking is a simple process of inhaling and exhaling the fumes of burning tobacco, but it has deadly consequences. According to the American Cancer Society, smoking is the most preventable cause of death in America today (Encarta, 2002). Until the 1940?s, smoking was considered harmless. It was at this time that epidemiologists noticed a dramatic increase in the cases of lung cancer. A study was then conducted between smokers and nonsmokers to determine if cigarettes were the cause of this increase. This study, conducted by the American Cancer Society, found increased mortality among smokers. Yet it was not until 1964 that the Surgeon General put out a report acknowledging the danger of cigarettes. The first action to curb smoking was the mandate of a warning on cigarette packages by the Federal Trade Commission (Encarta, 2002). In 1971, all cigarette advertising was banned from radio and television, and cities and states passed laws requiring nonsmoking sections in public pla ces and workplaces (Encarta, 2002). Now in some cities smoking is being completely banned from public places and workplaces and various people are striving for more of these laws against smoking. Most people are aware of the risks associated with smoking and many people who do not smoke are concerned about the risks of secondhand smoke. Even employees in restaurants have a 50 percent higher risk of lung cancer than the general public (Buckley, 2002, p. 63). Also, Harvard researchers found that women who were regularly exposed to other people?s smoke at home or at work were 91 percent more likely to have a heart attack than those who weren?t exposed (Will You Pay, 1998, p.

Travelling Essay

As for me I prefer to learn about the world travelling.Millions people all over the world spend their holidays travelling. They travel to see other countries and continents, modern cities and the ruins of ancient towns, they travel to enjoy picturesque places or just for a change of scene. It's always interesting to discover new things and different ways of life, to meet different people, to try different food, to listen to different music.Those who live in the country like to go to a big city and spend their time visiting museums and art galleries, looking at shop windows and dining at exotic restaurants. City residents usually like a quiet holiday by the sea and in the mountains with nothing to do but walk and bathe and lay in the sun.Most travelers and holiday-makers take a camera with them and take pictures of everything that interest them – the sights of a city, old churches and castles, views of mountains, lakes, valleys, plains, waterfalls, forests, different kinds of t rees, flowers and plants, animals and birds. Later, perhaps years later, they will be reminded by the photos of the happy time they had.People travel by train, by plane, by ship or boat and by car. All means of travel have their advantages and disadvantages. And people choose one according to their plans and preferences. The fasters way of travelling – is travelling by plane, but in my opinion the most comfortable is travelling by ship and the cheapest is travelling on foot.If we are fond of travelling, we see and learn a lot of things that we can never see or learn at home, though we may read about them in books and newspapers and see pictures of them on TV. The best way to study geography is to travel and the best way to get to know and understand the people is to meet them in their own homes.Nowadays people mostly travel by air, as it's the fastest means of  travelling. Passengers are requested to arrive at the airport 2 hours before departure time on international fligh ts and an hour on domestic flights, as there must be enough time to complete the necessary airport formalities. Before passengers get on board the plane, they have to register their luggage. Each passenger is given a boarding pass to be shown at the departure gate and again to the stewardess when boarding the plane.Landing formalities and custom regulations are more or less the same in all countries: while still on board the plane the passengers are given arrival cards to fill in. After the passengers have disembarked, officials will check his passport and visa. Then the passengers go to the custom for an examination of their luggage. As a rule personal belongings may be brought in duty-free. In some cases the custom inspector may ask you to open your bag for inspection.As for me, I prefer to travel by plane. And now I would like to tell you about my first travelling by plane. It was in 1998 when I travelled to Italy. I travelled without parents, but with guide and other children. I don't remember exactly how much time it took to fly from Minsk to Venice, but I think it must be about 2 or 3 hours.During the flight I communicated with my neighbours, I admired the view from my window and slept a bit. When we are were landing in Venice I looked out of my window and saw the entire city at my hand. It isn't true, that there is no one road in Venice, but only water channels. I can say that only the third part of the city is covered with water. Then the plain landed. So, it was my first travelling by plane.And in the end I'll say that traveling is a nice hobby and a great thing if you want to know more about the world and certainly if you are studying a foreign language.

Inclusive Leadership in Education for the Attainment of the Millennium Development Goal One: Poverty Eradication and Hunger Reduction

INCLUSIVE LEADERSHIP IN EDUCATION FOR THE ATTAINMENT OF THE MILLENNIUM DEVELOPMENT GOAL ONE: POVERTY ERADICATION AND HUNGER REDUCTION Dr. Virgy Onyene ([email  protected] com) Dr. Pat Mbah ([email  protected] com) Al–Mahroof Ashiru ([email  protected] ca) Shola Johnson ([email  protected] com) Abstract Sub Sahara Africa has the highest proportion of people living in poverty with nearly half of its population below the international poverty level of $1 a day. This means that, some 300 million people face the daily struggle of surviving on less than that income †¦ Between 1990 – 1999.The number of poverty in the region increased by ? and over 6 million per year. If current trend continues, Africa will be the only region where a number of poor people in 2015 will be higher than in 1990. It will account for nearly ? of the poor in developing world, up from less than a fifth in 1990†¦ (United Nations MDG report 2006). Although this United Nations account of poverty is for the entire Africa countries, Nigeria happened to be one of the countries that the UN Millennium Declaration 2000 rated as having income poverty and hunger affecting more than half of our population.This study took its framework from inclusive leadership as the art of influencing people in terms of income and resource distribution through a subsumed democratization process. This process will not be complete without education as a tool for human capital development. The purpose of this study therefore is to assess the extent to which people oriented Transformative Leadership and Education would be used to address poverty issues as a Millennium Development Goal (MDG) one and its expressed dynamics.An unstructured questionnaire was used to address eight identified dynamics of poverty in Nigeria which include extreme poverty and hunger; household income and standard of living; access to basic education and quality of participation; child right to education; basic health a wareness and protection of ecological values. A 25 – item questionnaire titled Inclusive Leadership in Education for Poverty Alleviation Questionnaire (ILEPAQ) was used to generate non – parametric data around the around the identifiable poverty variables.Both descriptive and inferential statistics were used with graphical illustrations of relevant data. Based on the findings of the study, projections and recommendations were made for relevant authorities, institutions, agencies and persons concerned. The research findings will help to identify critical actors and change agents for down streaming programme and innovations of government and private agencies to the grassroot for actual action based poverty alleviation. IntroductionThe picture painted by the United Nations Development Report in 2002 about a compassionate society goes a long way to illustrate factors responsible for people’s inability to achieve goals for human emancipation. He posited that the glob al society is not a very compassionate society, though we are quite fond of describing ourselves as one world, one planet, one humanity, and one global society. The blunt reality is that we are at least two worlds, two planets, two humanities, two global societies – one embarrassingly rich and the other desperately poor, and the distance between these two worlds are widening, not narrowing.We cannot really call it a compassionate society when the richest one – fifth of the world consumes 80 per cent of the natural resources of this planet and commands an income 78 times higher than the poorest one – fifth of the world. Also, it cannot be really called a compassionate society when there is so much wasted food on the table of the world’s rich at a time when 800 million people go hungry every night and 160 million children are severely malnourished and when billion adults grope around in the darkness of illiteracy, and when 1. billion people survive in absol ute poverty on less than one dollar a day. (Mahbub ul-Haq in Mhanaz Afkhami 2002). It is certainly not a compassionate society when 134 million children in South Asia alone work for over 16 hours a day in inhuman conditions for a wage of only eight cents a day and when they lose their very childhoods to feed the greed for higher profits by their indifferent employers, several of them the most powerful multinationals of our world.It is certainly not a compassionate society when over one half of humanity – the women of this world – are economically marginalized and politically ignored, when $11 trillion contribution to household activities is simply forgotten in national income accounts and when they command 50 per cent of the vote but are less than 15 per cent of the parliaments of the world. (Mahbu ul Haq 2002).A global compact was reached in March 1995 in the World Social Summit in Copenhagen that the developing nations will devote 20 per cent of their existing nation al budgets and the donors will earmark 20 per cent of their existing aid budgets to five human priority concerns, namely, universal basic education, primary health care for all, safe drinking water for all, adequate nutrition for severely malnourished children, and family planning services for all willing couples. This was the famous 20:20 compact which requires no new resources but a shift in priorities of existing budgets.Such a compact will remove the worst human deprivation within a decade. The increasing challenges in the area of information explosion, economic reforms, micro – economic development, ICT renovation, unemployment, moral laxity, religious bigotry, the Nigerian nation is consistently confronted with the realities of accountability through self/peer/community periodic reviews. There is also the need to generate data about her ever – growing population income levels, lifestyle and quality of life skills available to her populace.The Federal Government i s constitutionally permitted to design, review and entrench programmes on basic needs (food, shelter and amenities), health, finance, education, demographic data base/plan implementation, oil, federal character, youth, women and children. NEEDS is a laudable economic development programme. However at state and local council levels, key actors had been government (state and council) through political leaders who were not completely attuned to the strategic goals of NEEDS.Thus NGOs, CBO and CSO were completely not in control, so the common man and woman at the grassroots or domestic sphere was inadvertently neglected. This is so replicated along the levels and tiers of government and counter socio – economic development. Through her institutions, parastatals and agencies, MDG – driven policies ought to be implemented to achieve national needs and at the same time meet global challenges. No society succeeds without a larger percentage of her citizenry who form the basic f abric called communities.Nigeria has 774 local council areas with replicate offices to drive down national programmes. (Onyene and Ashiru 2008). The Millennium Development Goals (MDGs) embody the aspiration for human betterment, expressed in a limited set of numerical and time – bound targets. They include halving income poverty and hunger; achieving universal basic education and gender equality; reducing under – 5 mortality by two – thirds and maternal mortality by three – quarters; reversing the spread of HIV/AIDS; and halving the proportion of people without access to safe water.These targets are to be achieved by 2015, from their level in 1990. In Nigeria, the situation is disheartening as the nation is ranked as one of the 25 poorest nations on earth. This situation where about 38 million of Nigerians are extremely poor becomes pathetic and embarrassing considering the abundant supply of human and material resources that Nigerian is endowed with. Pov erty continues to manifest itself in different forms depending on nature and extent of human deprivation. Adeyemi (2001) contended that poverty in Nigeria permeates all socio – economic indicators of progress.In abid to eradicate poverty, a lot of laudable programmes such Youth Empowerment Scheme, Rural Infrastructure Development Scheme, Social and Welfare Service Scheme and Natural Resource Development and Conservation Scheme were launched. These programmes need to be backed with education and inclusive leadership in order to sustain poverty eradication. Promoting respect for democracy, the rule of law, diversity and solidarity can contribute to the elimination of institutionalized inequalities and is therefore critical to successful social integration.Countries that provide opportunities for all people to voice their grievances peacefully and allow them to participate in the political process and influence policy formulation, implementation and monitoring are less likely to experience internal conflict. Some contend that the true meaning of democracy is the ability of a person to stand in the middle of a town square and express his or her opinions without fear of punishment or reprisal. This takes democracy beyond the institutional definition to include tolerance and acceptance at individual and group level.It also underscores that democracy cannot be imposed by an outside source. Where democratic institutions are not permitted to flourish, and where there are no outlets for peaceful dissent, specific groups become marginalized, social disintegration is rife, and there is a greater chance for political upheaval. Democratic, transparent and accountable governance is indispensable in achieving social development. There are now more democratic countries and a greater degree of political participation than ever before.The 1980s witnessed what has been called the â€Å"third wave† of democratization. In 1980, 54 countries with a total of 46 per cent of the global population had some or all of the elements of representative democracy. By 2000, these figures had risen to 68 per cent of the world’s population in 121 countries. However, there is some skepticism about the consolidation of newly planted roots of democracy in some regions; the momentum gained during the 199os appears to be slowing and in some places may be receding (United Nations Development Programme, 2002).Democratic political participation consists of more than voting in elections. The idea of â€Å"one person one vote† is often undermined by unequal access to resources and political power. Thus, there is a danger of decreased motivation to participate, demonstrated by low voter turnouts, unequal capacities to influence policy outcomes. Formal political equality does not necessarily create increased capacities to participate in political processes or influence their outcomes, and the transition to democracy does not in itself guarantee the protectio n or promotion of human rights.Civil, cultural, social economic and political rights as well as inclusive leadership are essential for maintaining a democratic society. These human rights are mutually reinforcing and must include freedom of association, assembly, expression and participation for all citizens, including women, minorities, indigenous peoples and other disadvantaged groups. Respecting and upholding human rights is crucial not only for the wellbeing of individuals, but also for the active engagement of citizens and the wellbeing of society.If democracy is to flourish, it is not enough to enshrine these freedoms in legislation; they must be backed up and protected by policies, political will and inclusive leadership to ensure that all people have the opportunity to participate actively in the processes that affect their everyday lives. Inclusive Leadership Inclusive leaders are invested in building alliances across cultures, and they use their â€Å"toolkits†Ã¢â‚¬ “the behaviors, customs, and values associated with the multiple identities including class, race, national origin, gender, age, sexual orientation, geography, etc. –to do so.Inclusive leaders who understand their own areas of privilege and marginalization are best able to ensure that others from different backgrounds are treated equitably. Their awareness of self and others can foster work environments that provide opportunities for diverse interpretations and opinions to receive visibility. Inclusive leadership is particularly important in relationships between faculty members, both within and across disciplines. The first step toward becoming an inclusive leader is developing awareness of these biases, understanding their origin, and learning to correct them.Inclusive leaders are aware of, and take steps to minimize, their own and other's biases when making decisions related to faculty recruitment, particularly when that recruitment has potential to diversify the faculty . Inclusive leaders can use the same skills to enhance departmental policies and faculty development opportunities that benefit all faculty members. By fostering visible alliances across the broader faculty, these leaders may also assist faculty recruitment by demonstrating evidence of an institutional commitment to creating an inclusive environment.Multicultural Work in the Classroom. Inclusive leadership has particular significance in the classroom, where the seeds for inclusiveness as well as recruitment and retention of future scientists are planted. By demonstrating inclusive leadership to undergraduate students who are just entering the educational pipeline, faculty can enhance the learning experience for all students and stimulate those who have been historically underrepresented in the disciplines to consider advancing in the sciences.Instructors can exercise inclusive leadership in the classroom by intentionally including multiculturalism in the curriculum. The curriculum s hould include evidence of how people from a range of cultures have contributed to scientific fields (such as how indigenous African cultures applied mathematics, a history of discovery often ignored or attributed to others). This practice benefits students with race and gender privilege, who will have more comprehensive educational experiences when their coursework includes these examples.It is also beneficial to marginalized students in the same classroom, who see that their culture matters and that faculty recognize its importance. Statement of the Problem Participation is central to the development process and is essential for sustainability. Although often overlooked in the past, marginalization has emerged as a critical element in the re–evaluation of poverty reduction strategies. Nonetheless, many policy prescriptions are still designed without adequate analysis of how they might affect the poor.The most vulnerable groups in society, including the poor, remain outside t he sphere of political activity and influence, excluded from the formulation, implementation and monitoring of the very policies developed to address their plight. As a result, poverty reduction programmes may suffer from an urban bias, despite the fact that three quarters of the world’s poor live in rural areas (International Fund for Agricultural Development, 2004). In some countries, stakeholders have successfully advocated for an increase in the share of public resources allocated to social development.However, even in countries in which poverty programmes have been developed through widespread consultations, the priorities identified are not necessarily linked to budget mechanisms, and the final programmes may fail to target the poorest. The present situation requires inclusive leadership in education if the MDG one is to be achieved. There is need to know the extent to which political participation can be used as a means of achieving social empowerment.Thus, the analysi s of trends in transformative leadership in poverty eradication and hunger reduction would provide a basis for making conscious effort to reach the grassroot. Purpose of the Study The purpose of this study is to assess the extent to which people oriented Transformative Leadership and Education would be used to address poverty issues as a Millennium Development Goal (MDG) one and its expressed dynamics. Research Questions 1. Would inclusive leadership as offered by education programme facilitate poverty reduction through improved standard of living? 2.To what extent would inclusive leadership ensure access to basic education? 3. Would inclusive leadership enhance quality participation in governance starting with family, school structure and controls? 4. Would inclusive leadership help in the propagation of child right? 5. Would inclusive leadership enhance health awareness among the citizens? 6. Would inclusive leadership help in the protection of ecological values? Methodology The s tudy employed a descriptive survey research design. The population of the study consisted of youths of Ojo Local Government Area of Lagos State.The sample was made up of 120 youths. Inclusive Leadership in Education for Poverty Alleviation Questionnaire (ILEPAQ) was designed to collect data. Information was also obtained through interview. All the 120 questionnaires administered were returned, thus representing a 100% response rate. The data collected were analyzed using were analyzed using simple percentages. Research Question One: Would inclusive leadership as offered by education programme facilitate poverty reduction through improved standard of living Table 1: Inclusive leadership as offered by education programme and poverty S/N Sub-variables tested Agreed Disagreed Undecided | |Inclusive leadership enhance 73 35 12 | |the Provision of information (60. 8%) (29. 2%) (10%) | |by people in Areas of self | |sustainability. |People’s involvement in 54 60 6 | |leadership creates (45%) (50%) (5%) | |employment opportunities | |for the people | |Inclusive leadership 86 31 3 |Encourages entrepreneurship (71. 7%) (25. 8%) (2. 5%) | |Among youths | |Inclusive leadership 92 22 6 | |in education promotes (76. 7%) (18. %) (5%) | |acquisition of basic | |Survival skills. | From the above table it was observed that 73 (60. 8%) of the responds agreed that inclusive leadership enhance the provision of information by people in areas of self sustainability, 35 (29. 2%) disagreed and only 12(10%) were neutral. 4 (45%) of the respondents believed that people’s involvement in leadership creates employment opportunities for the people, 60 (50%) disagreed and 6 (5%) have no stand pertaining to the issue. 86 (71. 7%) of the respondents were of the opinion that inclusive leadership encourages entrepreneurship among youths, 31 (25. 8%) were not in tune with this opinion, while 3 (2. 5%) were positionless. 92 (76. 7%) agreed that inclusive leadership in edu cation promotes acquisition of basic survival skills, 22 (18. %) and 6 (5%) were neutral. Research Question Two: To what extent would inclusive leadership ensure access to basic education? Table 2: Utilizing inclusive leadership to ensure access to basic education. |S/N Sub-variables tested Agreed Disagreed Undecided | |1. Inclusive leadership 30 83 7 | |encourages enrollment (25%) (69. 2%) (9. %) | |expansion in schools. | |The more the number of people | |included in leadership roles the | |better the opportunities of 101 19 0 | |indentifying education of the (84. %) (15. 8%) (0%) | |people. | |Government provides more | |school only when they are 24 94 2 | |aware of the need for it and (20%) (78. 3%) (1. 7%) | |the areas affected. |Inclusive leadership enables | |the members of the community 39 79 2 | |to contribute to school plant (32. 5%) (65. 8%) (1. 7%) | |planning so that the schools | |are not sited in areas it will | |not be well utilized. | | | | The above table s hows that 30 (25%) were in tune with the fact that inclusive leadership encourages enrollment expansion in schools in response to the yearnings of the people, 83 (69. 2%) disagreed and 7 (9. 8%) had no position. 101 (84. 2%) were in conformity with the position that the more the number of people included in leadership roles the better the opportunities of identifying education needs of the people, and 19 (15. %) were not in agreement with fact. 24 (20%) of the respondents were of the opinion that government provides more school only when they are aware of the need for it and the areas affected, 94 (78. 3%) disagreed, while 2 (1. 7%) neither agreed nor disagreed. 39 (32. 5%) supported the fact that inclusive leadership enables the members of the community to contribute to school plant planning so that the schools are not sited in areas it will not be well utilized.Research Question Three: Would inclusive leadership enhance quality participation in governance starting with family lead ership, school structure and controls? Table 3: Inclusive leadership and participation in governance. |S/N Sub-variables tested Agreed Disagreed Undecided | |Involvement of masses in 54 63 3 | |governance affords them the (45%) (52. %) (2. 5%) | |Opportunity to address areas | |leaders can be of help | |When people are included 99 20 1 | |in decision making their (82. %) (16. 7%) (0. 8%) | |contributions enables the | |leaders to know their problem | |areas | |Leaders can empower the 75 41 4 | |masses to execute projects (62. 5%) (34. 2%) (3. %) | |initiated by them because | |they are more able to | |understand how to solve | |problems | |Involvement of the citizens 14 105 1 | |in governance enables (11. 7%) (87. 5%) (0. %) | |leaders to cover more | |grounds on their electoral | |promises | |Projects on social infrastructure 31 88 1 | |cannot be abandoned if there (25. 9%) (73. 3%) (0. 8%) | |more people involved in | |governance | | | The above table reveals that 54 (45%) of the respondents agreed that involvement of masses in governance affords them the opportunity to address areas leaders cannot be of help, 63 (52. 5%) disagreed, while 3 (2. %) of them did not take any stand. 99 (82. 5%) agreed that when people are included in decision making their contributions enables the leaders to know their problem areas, 20 (16. 7%) disagreed and 1 (0. 8%) were indecisive. 75 (62. 5%) supported the fact that leaders can empower the masses to execute projects initiated by them because they are more able to understand how to solve problems, 41 (34. 2%) disagreed and 4 (3. 3%) did not decide. 14 (11. 7%) agreed that involvement of citizens in governance enables leaders to cover more grounds on their electoral promises, a whooping 105 (87. 5%) disagreed and only 1 (0. 8%) were of no opinion. 31 (25. %) agreed that projects on social infrastructure cannot be abandoned if there are more people involved in governance, 88 (73. 3%) disagreed and only 1(0. 8%) neither agreed nor disagreed. Research Question four: Would inclusive leadership help in the propagation of child right? Table 4: inclusive leadership and propagation of child right. |S/N Sub-variables Agreed Disagreed Undecided | |Government will initiate 68 48 14 | |children immunization (58. 7%) (40. 0%) (3. %) | |if they are well informed | |by the people | |Strong partnership and 67 38 15 | |committed leadership (55. 8%) (31. 7%) (12. 5%) | |are needed to ensure | |children’s right. | |Promoting respect for 52 62 6 | |democracy can enhance (43. 3%) (51. 7%) (5. 0%) | |the right of children to | |be educated. | | |Birth right vouchers 64 47 9 | |should be given every (53. 3%) (39. 2%) (7. 5%) | |new born child that | |guarantees their education. | The table presents that 68(58. 7%) of the respondents agreed that government will initiate children immunization if they are well informed by the people, 48 (40. 0%) disagreed and 14 (3. 3%) Research Question Five: Would inclusive leadership enhance health awareness among the citizens?Table 5: Inclusive leadership and health awareness programmes for poverty reduction. |S/N Sub-variables tested Agreed Disagreed Undecided | |(D) (U) | | | |The leaders do not have monopoly 57 61 2 | |of information on health. (47. 5%) (50. 8%) (1. %) | | | |Inclusive leadership in education 98 22 – | |will entrench proper health (81. 7%) (18. 3%) (0%) | |programmes and facilitates their | |implementation. | | | |Inclusive leadership education 49 69 2 | |ensures that all the people have (40. 8%) (57. 5%) (1. %) | |access to basic health amenities. | | | |Involvement of masses in governance 77 35 8 | |affords the people to contribute their (64. 2%) (29. 2%) (8. 6%) | |ideas on health matters. | | | From the above table it was observed 57 (47. %) of the respondents agreed that the leaders do not have monopoly of information on health, 61 (50. 8%) disagreed and 2 (1. 7%) took no stand. 98 (81. 7%) agreed that in clusive leadership in education will entrench proper health programmes and facilitates their implementation, while 22 (18. 3%) disagreed. 49 (40. 8%) were in tune with the fact inclusive leadership in education ensures that all the people have access to basic health amenities, 69 (57. 5%) disagreed and 2 (1. 7%) were indifferent. 77 (64. 2%) supports the position that involvement of masses in governance affords the people to contribute their ideas on health matters, 35 (29. 2%) disagreed and 8 (8. 8%) had no decision on this matter. |S/N Sub-variables tested Agreed Disagreed Undecided | |(A) (D) (U) | |1. Masses can be destructive if they 58 53 9 | |don’t have the understanding of (48. 3%) (44. 2%) (7. 5%) | |government plans. | |2.There is high level of cooperation 46 71 3 | |with government while executing (38. 3%) (59. 2%) (2. 5%) | |project provided the people are well | |informed. | |3. People protects public properties if 55 64 1 | |they are given sense of belonging at (45. 8%) (53. 3%) (0. 8%) | |the planning stage. | |4.People will voluntarily protect ecological 84 35 1 | |Value if they are given proper orientation (70%) (29. 2%) (0. 8%) | | | Research Question Six: Would inclusive leadership help in the protection of ecological values? Table 6: Inclusive leadership and protection of ecological values Discussion The study shows that inclusive leadership as offered by education programmes facilitate poverty reduction.From table one; the four items are scored high showing that people involvement in leadership would not only promote the acquisition of basic survival skills (76. 7%), it will also create employment opportunities and make people self sustainable. It is therefore necessary that education programmes should include inclusive leadership as a tool – kit for re-orientating the people. These findings can contribute to the important role of inclusive leadership as a dynamic process. Kotter 2001 has argued that because of the impor tant attached to inclusive leadership government should enhance the provision of basic amenities, embark on proper information dissemination and enhancement of basic survival skills.Conclusion The findings of the study also revealed that the youths under study prefer to be given the opportunity to participate in governance and that the absence of sense of belonging will often jeopardize the implementation of most of the programmes embarked on by the government. The level of conformity to participation is seen in their willingness to contribute to decision making. References Adeyemi, A. B (2001). Relevance of Technology To Poverty Alleviation in Nigeria. In T. A. G. Oladimeji, O. T. Ibenene, O. M. Adesope, and M. A. Ogunyemi (Eds) Technology education and Poverty Alleviation in Nigeria (pp. 105 – 107). Lagos: Fembis International.Anna, Kofi (2004). A Fair Globalization: Implementing the Millennium Declaration. International Fund for Agricultural Development (2004). Over one bi llion people lack access to basic financial services. IFAD Press Release. No. 38/04. United Nations Development Fund for Women (2001). Gender Budget Initiatives. New York. Published with the Commonwealth Secretariat, London: and International Development Research Centre, Ottawa. Retrieved March 17, 2008 from http://www. gender-budgets. org/uploads/user-S/1099951666ACF31B2. pdf. Virgy Onyene, Ashiru, A. O. (2008). PROMOTING Inclusive Leadership and Innovation for MDG’s: Positioning CBO/NGO Monitoring Links.Retrieved September 18, 2008 from http//www. practices. undesire/democraticinggovernance/e-discussion//src=121515. Women in Informal Employment Globalizing and Organizing (2004). Fact sheets: Women in the Financial Economy. Retrieved September 2008 from http//www. wiego. org/minifact2. shtml. United Nations Development Programme (2002). Human Development Report, 2002: Deepening Democracy and Fragmented World. New York: Oxford University Press. United Nations (2005). 2005 Sum mit Outcome: United Nations Department of Economic and Social Allied. DESA 2006. UNDP and UNICEF (2002). The Millennium Development Goals in Africa: Promises and Progress. New York: UNDP and UNICEF.

Fruits That Ruin Jell-O and Other Gelatin Desserts

Fruits That Ruin Jell-O and Other Gelatin Desserts If you add certain fruits to Jell-O or other gelatin desserts, the gelatin wont set up. Heres a look at which fruits have this effect and what happens that causes them to ruin Jell-O. Key Takeaways: Fruits That Ruin Gelatin Some fresh fruits prevent Jell-O and other types of gelatin from gelling.These are fruits that contain high levels of proteases. Proteases are enzymes that break chemical bonds in proteins, such as collagen in gelatin.Pineapple, kiwi, papaya, mango, and guava are examples of fruits that cause a problem.Heat inactivates proteases, so cooking fruit before adding it to gelatin prevents any issue. Canned fruit has been heated, so it is also acceptable for use in gelatin desserts. Fruits That Ruin Jell-O The fruits that ruin Jell-O contain enyzmes called proteases which break the chemical bonds that try to form between chains of protein as Jell-O or other gelatin tries to gel. pineapple - bromelainkiwi - actinidinfigs - ficainpapaya - papainpawpaw - papainmangoguavaginger root Only Fresh Fruit Causes a Problem You may have had Jell-O that contained pineapple or another of the fruits on the list. This is because the enzymes in the fruit only disrupt the gelling process if the fruits are fresh or frozen. If the fruit is heated (e.g., canning or cooking) then the enzymes are permanently inactivated, making the fruit perfectly fine for making Jell-O. Jell-Os versatility enabled it to be used in a wide variety of  old fashioned recipes you wont believe people actually ate.

Do race and household income impact parental perceptions of homework Thesis

Do race and household income impact parental perceptions of homework - Thesis Example The first category, school choice, refers to parents selecting educational institutions and experiences for their children. While school choice is not yet widespread practice, this movement seems to be gaining momentum (Murphy, 2000). In second type of parent involvement, decision making through formal structures, parents sit on school councils or governance groups where they are expected to take part in collaborative administration of school. This type of involvement is typically the result of school restructuring efforts that devolve decision-making authority from the central office to individual schools. (Coleman 1998) The third category, involvement in teaching and learning, refers to parent involvement in classroom (when parents volunteer), out of classroom (when parents converse with teachers), and at home (when parents help with homework and discuss school-related issues). The fourth category, effect on the physical and material environment, concerns efforts by parents to ensure safe and comfortable school environment for their children. Finally, Dimock, O'Donoghue, and (Robb 1996) discussed parents' responsibility in communicating between home and school. The authors suggested that in this category, parents play significant responsibility when they contact the school and when they obtain communication relating to student progress, school rules, student behavior, and so forth. (Rioux 1996) While those categories give useful framework for analyzing various types of parent involvement, they are not specific enough to measure parent activity in statistically meaningful way. Fortunately, several quantitative measures of parent involvement have been developed. Most of those measures fall into (Dimock et al.'s 1996) teaching and learning or communication categories. Milne, Myers, Rosenthal, and (Ginsburg 1996), such as, focused on issues such as the degree to which parents help with homework, their attendance at parent-teacher conferences, and the association between parent behaviors and student accomplishment. (Merriam 1998) The authors also examined three variables that measure the time children spend on homework, watch television, or read. In another study, (Astone and McLanahan 1998) studied measures related to at-home supervision, discussions within home, observed school progress, and parent aspirations. Findings in both of studies suggested positive association between parent involvement and student accomplishment. Though, after analyzing data from the Longitudinal Study of American Adolescence, (Madigan 1996) developed 10 indicators of parent involvement and found that parent help with homework and the provision of rewards for good grades sometimes had negative effect on student accomplishment. Also, (Sui-Chu and Willms 1996) developed measure of parent involvement for use with the National Education Longitudinal Study (NELS) base-year data. That measure included 12 indicators of parent involvement clustered around four variables: home discussion, home supervision, school communication, and school participation. (O'Brien 1998) According to the variety of

3 works of art Essay Example | Topics and Well Written Essays - 500 words

3 works of art - Essay Example d people are casually having conversations with each other while partying though in a moderate manner not as most young people’s style of current clubbing. The artist to bring out then impressionistic taste, he utilized intensively harmony and balance aspects coupled with rich colors in defining the exact appearance of the entire landscape’s components. This is evident in the way he manages to give clear and well-defined images like people’s skin color, their clothes and varied delicacies including wine on the table. The location depicted in this picture is along Seine River where the impressionist together with his wife and fellow colleague Gustave Caillebotte held a party for their friends. The most striking aspect in this encompasses the setting of the entire party and varied delicacies found on the table besides people’s clothing having a taste of French. Hence, this signifies the changing of French social interaction during late 19Th period due to inf luence from the then Industrial Revolution. Through this artwork, the viewer is capable seeing a barmaid standing behind a serving table and other reflected images of quests in a partying joint seated. This artwork depicts the then French social class especially in partying joints including bars where after liberation of the female gender one was capable of partying freely and without any intimidation with men. However, based on Manet’s mode of painting, besides the woman in this image selling varied types of wines and fruits, she is also selling herself as a prostitute. The depiction of this notion is by the presence of oranges, which Manet through his works associated with prostitution. This particular Manet’s image whose location is a bar, since its painting and introduction to the public for scrutiny has attracted numerous criticisms by scholars. The most intriguing aspect that catches the eye of the viewer encompasses the two images of a man and woman whereby the latter stares in front of her