Advances in Strategic Management Essay Example | Topics and Well Written Essays - 3000 words

Advances in Strategic Management - Essay Example The paper focuses on the major strategic issues that the company faces and also focuses on the problems that the company faces due to the strategic issues. Based on the previous history of the company and the current position of the company, a detailed analysis has been drawn out based on the various strategic models and theories. This helps in developing possible resolutions for the issues and also permits developing the possible challenges that the company might face due to the issues. The paper on the whole provides a clear and detailed analysis of Tesco Plc. and a thorough discussion of the strategic issues that the company currently faces. The next section will deal with a brief overview of the company and will discuss a little of the history of Tesco and the current position of the company. Tesco capitalized on this demand through a stock market flotation in 1947. This gave the company access to significant amounts of capital, which it used to rapidly buy up rival stores, removing the competition and also giving itself economies of scale to help dominate its market (Kotler and Keller, 2006). This acquisition based growth continued into the 1970s, when Tesco began strategically constructing new stores in an attempt to completely cover the UK. As part of this, Tesco also began to diversify, opening its first petrol station in 1974 and expanding into various non food operations. Founded in 1924, Tesco has indeed come a long way since its first-opened store in Burnt Oak, Edgware. Today, 79 years after it was founded by Sir Jack Cohen, TESCO is Britain’s leading food retailer. By the 1990s, Tesco started to developed new marketing concepts and strategies that gave focus on customer satisfaction. Among of its innovation was the introduction of the loyalty cards in 199 5. Tesco also now operates in 13 countries around the world, indicating that Tesco is willing to expand both its product and geographic range in order to grow sales

End of Poverty Guide Essay Example for Free

End of Poverty Guide Essay Sachs throws out the normal ways of thinking about the causes of poverty in countries, for instance that people are lazy or stupid, or the countries are not democratic, and that corruption is wide-spread. Fifty percent of the world’s population exists on less than one dollar per day. He believes that much of the problem is structural, which can only be dealt with through the help of the rich countries. Sachs believes, first of all, that all current debt owed by the poor countries should be cancelled. Secondly, if the rich countries would increase their development aid from .2% to .7% there would be enough money available to increase the economic growth so that all countries would no longer be extremely poor. If MAI is to become known as an agency which teaches a new way of dealing with poverty, then we need to become aware of this book and Sachs understanding and approach to poverty. Chapter Twelve really speaks to CHE. I have tried to review what has appeared to me to be the most salient points, chapter by chapter. All chapters are not treated equally. I primarily do this exercise for myself to help me understand the key points from the book. If they are of any help to others, then that is a plus. I have gone into more detail in the other synopsis I have done because of the possible guidance this book can give us for a new paradigm for dealing with poverty individually, locally, nationally and globally (which in reality we are already on the road in doing). Some things are both structural and governmental issues and I am not suggesting that we get involved in these, but change must begin at the village level and then we can scale up our strengths from there. Chapter OneA Global Family Portrait Sachs sets the stage for his thesis and book using examples of Malawi, Bangladesh, India, and China to show different levels of poverty. He talks abut the ascending ladder of economic development for countries. †¢ Lowest are those who are too ill, hungry, or destitute to get even a foot on the bottom rung of the development ladder. They make up the bottom 1/6 of the world’s population, or one billion people. They are the poorest of the poor and live on less than $1 a day. †¢ A few rungs up the ladder at the upper end of the low-income countries are another 1.5 billion people. They live just above the subsistence level. These two groups make up 40% of the world’s population. CHE targets both of these groups, and especially with the first group. †¢ Another 2.5 billion include the IT workers of India. Most of them live in the cities and are moderately poor. †¢ One billion or one-sixth of the world come from the rich developed countries. Sachs says the greatest tragedy of our time is that one-sixth of the world’s population is not even on the first rung of the ladder. A large number of the extremely poor in level one are caught in the poverty trap and cannot escape it. They are trapped by disease, physical isolation, climate stress, environmental degradation, and extreme poverty itself. He breaks poverty into three levels: †¢ Extreme poverty means households cannot meet basic needs for survival. This only occurs in developing countries. World Bank says their income is less than $1 a day. †¢ Moderate poverty is where needs are generally just barely met. World Bank says this represents countries where their income falls between $1 and $2 per day. †¢ Relative poverty generally describes household income level at being below a given percentage of the average national income. You find this in developed countries. He then presents the Challenge of our Generation which includes: †¢ Helping the poorest of the poor escape the misery of extreme poverty and help them begin their climb up the ladder of economic development. †¢ Ensuring all who are the world’s poor, including moderately poor, have a chance to climb higher in economic development. He believes that the following can be done: †¢ Meet the Millennium Development Goals by 2015. †¢ End extreme poverty by 2025. †¢ To ensure well before 2025, that all of the world’s poor countries can make reliable progress up the ladder of economic development. †¢ To accomplish this with modest financial help from the riches countries, which will be more than is now provided per capita. Chapter TwoThe Spread of Economic Prosperity Sachs uses several graphs in this chapter. I will not go into detail on these, but I will point out some salient points: †¢ All regions of the world were poor in 1820. †¢ All regions experienced economic progress, though some much more than others. †¢ Today’s richest regions experienced by far the greatest economic progress. As an example, Africa has only grown at .7% a year while the USA at 1.7%. This may not seem much, but when compounded year-by-year, it results in the great differences between the two. †¢ The key fact today is not the transfer of income from one region to another, but rather that the overall increase in the world’s income is happening at different rates in different regions. Until the 1700’s, the world was remarkably poor by today’s standards. A major change was the industrial revolution coming to certain regions and not to others. The steam engine was a decisive turning point because it mobilized the vast store of primary energy which unlocked the mass production of goods and services. Modern energy fueled every aspect of the economic takeoff. As coal fueled industry, industry fueled political power. Britain’s industrial breakthrough created a huge military and financial advantage. But Britain also had existing individual initiative and social mobility than most other countries of the world. They also had a strengthening of institution and liberty. Britain also had a major geographical advantageone of isolation and protection of the sea, in addition to access to the oceans for worldwide transportation for their goods and importation of other countries’ goods. Sachs then goes on to outline what has fostered major economic growth: †¢ Modern economic growth is accompanied by people moving to the cities, or urbanization. This means fewer and fewer people produce the food that is required for the country. Hopefully, food price per farmer decreases as larger plots are farmed more productively. This also means sparsely populated land makes good sense when many farms are needed to grow the crops, but sparse land makes little sense when more and more people are engaged in manufacturing in the cities. †¢ Modern economic growth fostered a revolution in social mobility which affected social ranking of people. A fixed social order depends on status quo and agrarian population. †¢ There is a change in gender roles with economic development. This affects living conditions as well as family structure. The desired number of children decreases. †¢ The division of labor increases. By specializing in one activity instead of many, producti vity increases. The diffusion of economic growth occurred in three main forms: †¢ From Britain to its colonies in North America, Australia and New Zealand. (It was therefore relatively straight-forth to transfer British technologies, food crops and even legal institutions.) †¢ A second diffusion took place within Europe that ran from Western Europe to Eastern Europe, and from Northern Europe to Southern Europe. †¢ The third wave of diffusion was from Europe to Latin America, Africa, and Asia. Sachs believes that the single most important reason for prosperity spread is the transmission of technology and the ideas underlying it. The technological advances came at different times. †¢ The first wave revolved around the invention of the steam engine which led to factory-producing goods. †¢ The second wave in the 19th century was led by the introduction of the rail and telegraph. It also included the introduction of steam ships instead of sailing ones, and the construction of the Suez Canal. †¢ The third wave was initiated by electrification of industry and urban society. Along with this came the development of the internal combustion engine. †¢ The fourth wave came in the 20th century with the globalization of the world due to new methods of communication starting in Europe. †¢ There came a time of a great rupture which took place with the start of World War I, and sidetracked economic development for awhile. This led to the Great Depression which led to World War II. †¢ A fifth wave took place right after World War II, and in 1991. It began with the massive efforts of reconstruction of Europe and Japan right after World War II. Trade barriers began to come down. There were three worlds: the first was the developed West, the second was comprised of Socialist countries, and the third was made up of undeveloped countries (which were made up of the old colony countries). The world therefore progressed on three tracks. The problem was that the second and third worlds did not share in economic growth and actually went backward. By closing their economies, they closed themselves off from economic development. So what did this mean to the poorest of the poor countries? †¢ They did not begin their economic growth until decades later. †¢ They faced geographical barriers of being land-locked †¢ They faced the brutal exploitation of the colonial powers. †¢ They made disastrously bad choices in their national policies. Chapter ThreeWhy Some Countries Fail In this chapter, Sachs looks at the cause of poverty and possible solutions. He first deals with, how a family’s per-capita income might increase: †¢ The first way is through savings either in cash or similar assets like animals, etc. †¢ The second way is shifting to crops that bring a higher yield per hectare, and then adding value to the crop (which is what we teach in our PAD training). †¢ The third way is adopting new technology, which improves their productivity. †¢ The fourth way is resource boom, which means to move to a much larger and more fertile farm. The flip side of increasing their economic growth is by decreasing their per capita income which is more than just the opposite of the above factors: †¢ Lack of savings is of course one way to reduce per capita income. †¢ Lack of trade, meaning that a household hears of the new crop but cannot take advantage of it and stays with what they have. †¢ Technological reversal is when something like HIV hits an area and children lose their parents etc. †¢ Natural resource decline is where the land becomes less and less fertile producing less and less crops. †¢ Adverse Productivity Shock is where a natural disaster hits like a drought, tsunami, earthquake, typhoon, etc. †¢ Population growth lessens per capita income where the father has two hectares of land and it is divided among his five sons at his death. Now Sachs begins to get into the true heart of poverty on a country level: †¢ The poverty trap itself is where poverty is so extreme that the poor do not have the ability by themselves to get out of the mess. †¢ Physical geography plays a major role where countries are land-locked with poor or no roads, a lack of navigable rivers, or situated in mountain ranges or deserts with an extremely high transportation cost. The low productivity of the land is another factor in the geography. †¢ The fiscal trap is where the government lacks the resources to pay for the necessary infrastructure on which economic growth depends. †¢ Government failure happens when the government is not concentrating on high priority infrastructure and social service projects. †¢ Cultural or religious barriers especially as it relates to gender inequality play a significant role in dampening economic growth. †¢ Geopolitics such as trade barriers can impede economic growth. †¢ Lac k of innovation and technology plays a role if people cannot try new things because they cannot risk failure, or because they do not have funds to do so. Sachs believes that over the span of two centuries, the lack of using new technology is why the richest and poorest countries have diverged. †¢ He shows a scatter-gram graph showing there is a demographic trap as well. The higher the fertility rate, the lower rate of economic growth there is in a country. When they have too many children, they cannot invest in education, nutrition, or health, except maybe for the oldest male. One of the best ways to lower the number of children per family is through the education of the girls. Sachs then goes into detail in putting countries into different classes. He points out that none of the rich countries in North American, Western Europe or East Asia have failed to grow economically. All the problems lie in the developing world where 45 of these countries had a fall in GDP. Not all of these countries are in sub-Saharan Africa. He also points out that the oil-exporting and ex-Soviet countries, all high income countries, did not increase their economic growth evenly, primarily because of their authoritarian political structure. He also points out that the most important factor is agriculture. Those countries that used high yield cereals per hectare and that used high levels of fertilizers are the poor countries that tended to experience economic growth. In Africa, the land is much less densely populated but they use neither high yield cereals nor fertilizers and they had falling food production per capita. But they also have far less roads for transporting extra crops to markets and they depend on rainfall which is generally more erratic than high-producing agricultural countries. He also goes on to point out the following: †¢ Economic growth is rarely uniformly distributed across a country. †¢ Governments also fail in their role in allowing growth that might enrich the rich households, while the poorest living in the same area seldom seem to benefit. †¢ Another detriment to growth can be culture especially as it relates to women inequality. Chapter FourClinical Economics (CE) Sachs compares clinical economics to clinical medicine. He lays out five parameters for Clinical Economics: †¢ CE is made up of complex systems. The failure in one system can lead to cascades of failures in other parts of the economy. You therefore need to deal with very broad and multiple issues. †¢ CE practitioners need to learn the art of clinical diagnosis. The CE practitioner must hone-in on the key underlying causes of economic distress and prescribe appropriate remedies that are tailor-made to each country’s condition. †¢ Treatment needs to be viewed in family terms, not individual terms. The entire world is part of each country’s family. If countries work together they can have far more impact than working in isolation. †¢ Good CE practice requires monitoring and evaluation. More than just asking if the goals are being achieved, but also asking â€Å"why?† and â€Å"why not?† †¢ The development community lacks the requisite ethical and professional standards. Economic development does not take its work with the sense of responsibility that the task requires. It demands that honest advice be given. He points out where economic development practice has gone wrong: †¢ The rich countries say, â€Å"Poverty is your own fault. Be like us, have a free market, be entrepreneurial, fiscally responsible and your problems will be gone†. †¢ The IMF period of structural adjustment which supposedly dealt with the four maladies of poor governance, excessive government intervention in the markets, excessive government spending, and too much state ownership were not solved by the IMF prescription of belt tightening, privatization, liberalization, and good governance. †¢ The responsibility for poverty reduction was assumed to lie entirely with poor countries themselves. He then lays out his differential diagnosis for poverty reduction. He believes the Millennium Development Goal (MDG) goes a long way in reducing poverty. Once the diagnosis is completed, a proper treatment regime must be carried out. In doing differential diagnosis, questions must be asked in each one of the following areas: †¢ Identify and map the extent of extreme poverty from the household level all the way up through the community to the country to the state in all areas of life. †¢ The second set of questions deals with the economic policy framework. †¢ The third set deals with the fiscal framework. †¢ Fourth deals with physical geography and human ecology. †¢ Fifth, the questions deal with the patterns of governance. History has shown that democracy is not a prerequisite for economic development. †¢ Sixth are questions which deal with cultural barriers that hinder economic development. †¢ The last are questions that are related to geopolitics which involves a country’s security and relationship with the rest of the world. The next six chapters, five through ten, deal with specific countries that have gone through this process, and their results. His results are quite impressive. I will not deal much with each country, but an individual chapter might be of interest to the RC involved if he is interested in such things. Chapter FiveBolivia’s High Rate of Inflation Problem: A hyperinflation rate of 3000% (30 times) between July 1984 and July 1985 with a longer term hyperinflation rate of 24,000%. Lessons Learned: †¢ Stabilization is a complex process. Ending a large budget deficit may be the first step but controlling the underlying forces that cause the budget deficit is much more complex. †¢ Macroeconomics tools are limited in their power. †¢ Successful change requires a combination of technocratic knowledge, bold political leadership, and broad social participation. †¢ Success requires not only bold reforms at home, but also financial help from abroad. †¢ Poor countries must demand their due. Chapter SixPoland’s Return to Europe Problem: By the end of 1989, Poland had partially suspended its international debt payments. The economy was suffering from high rate of rising inflation and there was a deepening political crisis. Sachs’ approach in Poland, as in other countries, was built on five pillars: †¢ Stabilizationending the high rate of inflation, establishing stability and convertible currency. †¢ Liberalizationallowing markets to function by legalizing private economic activity (ending price controls and establishing necessary laws). †¢ Privatization identifying private owners for assets currently held by the state. †¢ Social netpensions and other benefits for the elderly and poor were established. †¢ Institutional Harmonizationadopting, step-by-step, the economic laws, procedures, and institutions. Lessons Learned: †¢ He learned how a country’s fate is crucially determined by its specific linkages to the rest of the world. †¢ Again the importance of the basic guidance concept for broad-based economic transformation, not to stand alone with separate solutions. †¢ Saw again the practical possibilities of large-scale thinking †¢ He learned not to take â€Å"no† for an answer, press on with your guidance. †¢ By the time a country has fallen into deep crisis, it requires some external help to get back on track. †¢ This help may be in the form of getting the basics right which includes debt cancellation and help to bolster confidence in the reforms. Chapter SevenRussia’s Struggle for Normalcy Problem: The Soviet Union relied almost entirely on its oil and gas exports to earn foreign exchange, and on its use of oil and gas to run its industrial economy. In the mid- 1980’s, the price of oil and gas plummeted and the Soviet Union’s oil production began to fall. Sachs suggested three actions of the West (but generally they were ignored by the West): †¢ A stabilization fund for the ruble. †¢ Immediate suspension of debt repayment followed by cancellation of their debts. †¢ A new aid program for transformation focusing on the most vulnerable sectors of the Russian economy. Lesson Learned: †¢ Despite much turmoil and rejection much went right so that eventually Russia became a lopsided market economy, still focused on oil and gas. †¢ Russia has a gigantic land mass which causes it to have few linkages with other nations of the world. †¢ Their population densities are low and agrarian and food production per hectare remains low. Over history, 90% of the population has been rural, with cities few and far between. This hinders economic growth. †¢ Without adequate aid, the political consensus around the reforms was deeply undermined, thereby compromising the reform process. Chapter EightChina Catching Up after a Half Millennium Being Isolated Problem: China lost its economic and cultural lead that it had in its early history. Sachs points out five dates which caused this: †¢ 1434 China had been the technological superpower. This year Emperor Ming closed China to the rest of the world and stopped their advanced ship fleets from going out to the world. †¢ 1839 China finally ended its economic isolation. †¢ 1898 Several young reformers tried to gain power and were stopped. †¢ 1911 Ching Dynasty collapsed and by 1916 China was falling into civil unrest. Their military took control of the empire. †¢ 1949 the rise of the Maoist Movement. He then compares China to Russia: †¢ The Soviet Union and Eastern Europe had massive foreign debt while China did not. †¢ China has a large coastline that supported its export growth, while Russia and Eastern Europe do not. †¢ China had the benefit of large off-shore Chinese business communities which acted as foreign investors, while Russia and Eastern Europe did not. †¢ The Soviet was experiencing a drastic decline on their main export product, oil and gas. †¢ The Soviet Union had gone further down the industrialization road than China. Chapter NineIndia Market Reform Which Was the Triumph of Hope Over Fear Problem: India was controlled by a business, British East India Company, which was driven by greed, and it did everything to maximize profit for the company at the expense of the country. Though India’s population throughout history has been Hindu, vast numbers of Muslims and Christians lived in and sometimes dominated the land. India had poor political and social structures because the land was broken into many small kingdoms governed by many different leaders. In addition, India has the caste-system of stratification of peoples. With independence from the British in 1947, Nehru looked for a path to self- sufficiency and democratic socialism. The Green Revolution had a major impact on the country as high yield crops were introduced. By 1994, India now faced four major challenges: †¢ Reforms needed to be extended especially in liberalization and the development of new and better systems. †¢ India needed to invest heavily in infrastructure †¢ India needed to invest more in health and education of its people, especially the lower castes. †¢ India needed to figure out how to pay for the needed infrastructure. Lessons Learned: †¢ The 21st century is likely to be the era when this poor country’s economic development is substantially reversed. †¢ The country has announced electricity for all as well as essential health services and drinking water for everyone. These are achievable goals and the basis for much-needed investment. †¢ The Hindus did not stifle growth. The Green Revolution and then market reforms overrode the rigidness of the caste-system and the slow growth of the 1950’s and 1960’s. †¢ India has become increasingly urbanized, thereby further weakening the caste-system. †¢ Democracy is wearing away age-old social hierarchies. †¢ India has grabbed the potential of the internet and IT and is leading the way for developing nations in this regard. †¢ India’s varied geography and its miles and miles of shoreline fosters its market position for the manufacture of products. Chapter TenAfrica and the Dying Problem: Three centuries of slave trade were followed by a century of colonial rule which left Africa bereft of educated citizens and leaders, basic infrastructure, and public health facilities. The borders followed arbitrary lines, not historic tribal lines which now divided former empires, ethnic groups, ecosystems, watersheds, and resource deposits. The West was not willing to invest in African economic development. Corruption was not the central cause for their economic failure as he showed. In the 1980’s, HIV became the worse killer of mankind. In 2001, life expectancy stood at 47 years, while East Asia stood at 69 years, and developed countries at 78 years. Sachs spends time looking at the major diseases of malaria, TB, diarrhea, and HIV. He says poverty causes disease and disease causes poverty. Lessons Learned: †¢ Good governance and market reform alone are not sufficient to generate growth if a country is in a poverty trap. †¢ Geography has conspired with economics to give Africa a particularly weak hand. Africa lacks navigable rivers with access to the ocean for easy transport and trade. †¢ Africa lacks irrigation and depends on rainfall for their crops. †¢ Farmers lack access roads, markets, and fertilizers, while soils have been long depleted of their nutrients. Chapter ElevenThe Millennium, 9/11, and the United Nations. The beginning part of this chapter deals with the Millennium Development Goals. Sachs says that the goals and commitment to reach them by 2015 convey the hope that extreme poverty, disease, and environmental degradation could be alleviated with the wealth, the new technologies, and global awareness with which we entered the 21st century. He says the first seven goals call for sharp cuts in poverty, disease, and environmental degradation, while the eighth goal is essentially a commitment to global partnership. Because you have all seen them, I am not including them here. Regarding 9/11, he says we need to keep it in perspective. On 9/11, 3000 people died for once and for all, but 10,000 people die each day from diseases that are preventable. He believes we need to address the deeper roots of terrorism of which extreme poverty is an important element. The rich world needs to turn its efforts to a much greater extent from military strategies to economic development. President Franklin Delano Roosevelt spoke of freedoms we were fighting for in WWII and for which we still should be attempting to accomplish: †¢ Freedom of speech and expression everywhere in the world. †¢ Freedom for every person to worship God in his own way everywhere in the world. †¢ Freedom from want which translates into economic development. †¢ Freedom from fear which translates into a worldwide reduction in armament, a reduction to such a point that no nation will be in a position to commit an act of physical aggression against any neighbor. One major thing he is suggesting is that the rich countries elevate their giving to .7% of their GNP from the average of .2% it is today. The rest of the chapter is about President Bush and the USA policies and actions. Chapter TwelveOn-The-Ground Solutions for Ending Poverty This chapter is really talking about CHE, but Sachs does not realize it. He says that the world’s challenge is not to overcome laziness and corruption but rather to take on geographic isolation, disease, vulnerability to climate shocks, etc. with new systems of political responsibility that can get the job done. He talks about a village of less than 1,000 in western Kenya, in a Sauri sub-location (in Siaya district in Nyanza province) that he visited, which opened his eyes. He found what we find place after place that they are impoverished, but they are capable and resourceful. Though struggling to survive, presently they are not dispirited but determined to improve their situation. He then goes on to describe the needs of a rural African community, the same type of community that we deal with every day, as shown in the abundance of applications we receive for CHE. A major problem, he feels, is that the farmers do not have the money to buy fertilizer that would impact their crop productivity drastically. Also they have no school or clinic. He then begins to calculate what it would cost per person to bring a school and teachers, simple clinic and staff, medicines, agriculture inputs such as seed and fertilizer, safe drinking water and simple sanitation, and power transport and communication services. The total cost for Sauri is about $350,000 a year, which converts to $70 a person per year, which could revolutionize the community. If he did CHE, the total cost and per person cost would be greatly reduced. He then goes ahead and extrapolates this up for the country of Kenya to $1.5 billion. At the same time he points out that Kenya’s debt service is $600 million a year and that it needs to be cancelled. But one problem that donors talk about is corruption needing to be eliminated. If countries do not eliminate corruption, they would not be eligible for relief. Also, a budget and management system need to be designed that will reach the villages and be monitorable, governable, and scalablea set of interventions to ensure good governance on such a historic project. The key to this is to empower village-based community organizations to oversee village services. Most of what he says in this chapter sounds like CHE to me, but we can do it at even a lower cost and we have the experience to implement it. That is why I said earlier that we need to talk to Sachs about CHE. He then goes on with this theme but changes the venue from rural to urban in Mumbai, India in a slum community built smack up against the railroad tracks, one-house deep. He points out the outstanding needs are not latrines, running water, nor safety from trains, but empowerment so they can negotiate with the government. He then mentions that several groups have been found and empowered to do this in this community. Again sounds like CHE for urban poor. Sachs says what this community needs is investments in the individual and basic infra-structure that can empower people to be healthier, better educated, and more productive in the work force. CHE deals with the individual side of the equation. He ends this chapter by discussing the problem of scale. He says everything must start with the basic village. The key is connecting these basic units together into a global network that reaches from impoverished communities to the very centers of power and back again. This, too, is what we are talking about when we describe scaling-up and creating a movement and then forming it into councils and collaborative groups. He believes the rich world would readily provide the missing finances but they will wonder how to ensure that the money made available would really reach the poor and that there would be results. He says we need a strategy for scaling up the investments that will end poverty, including governance that empowers the poor while holding them accountable. I believe CHE fits his prescription. Chapter ThirteenMaking the Investments Needed to End Poverty Sachs says the extreme poor lack six kinds of capital: †¢ Human Capital: health, nutrition, and skills needed for each person to be productive. †¢ Business Capital: the machinery, facilities, and motorized transport used in agriculture, industry and services. †¢ Infrastructure Capital: water and sanitation, airports and sea ports, and telecommunications systems that are critical inputs for business productivity. †¢ Natural Capital: arable land, healthy soils, biodiversity, and well- functioning ecosystems that provide the environmental services need by human society. †¢ Public Institutional Capital: commercial law, judicial systems, government services, and policing, that underpin the peaceful and prosperous division of labor. †¢ Knowledge Capital: the scientific and technological know-how that raises productivity in business output and the promotion of physical and natural capital. He spends several pages on charts showing income flow. He also uses the example of child survival and how it applies to the six kinds of capital. He makes the point that even in the poorest societies, primary education alone is no longer sufficient. He says all youth should have a minimum of 9 years of education. He says technical capacity must be in the whole of society from the bottom up. He talks about trained community health workers and the role they can play. Villages around the world should be helped in adult education involving life and death issues such as HIV. The main challenges now is NOT to show what works in small villages or districts but rather to scale up what works to encompass a whole country, even the world. Again sounds like CHE and where we are going. He goes through several examples where major diseases are being dealt with such as malaria, river blindness, and polio, as well as spread of family planning. He also briefly talks about the cell phone revolution by the poor in Bangladesh and how East Asia has established Export Processing Zones, all of which are improving the life of the poorest of poor nations. Chapter FourteenA Global Compact to End Poverty He says the poorest countries themselves must take seriously the problem of ending poverty and need to devote a greater share of their national resources to accomplish this. Many poor countries pretend to reform while rich countries pretend to help them. The chronic lack of donor financing robs the poor countries of their poverty-fighting zeal. We are stuck in a show play that is not real. There are two sides in a compact. In this compact, there should be the commitment in the rich countries to help all poor countries where the collective will to be responsible partners in the endeavor is present. For the other poor countries where authoritarian or corrupt regimes hold sway, the consequences for the population are likely to be tragic but the rich countries have their limits also. He spends time looking at several countries that have Poverty Reduction Strategies where some are working and some not. Ghana is a star in his book. He says a true MDG-based poverty reduction strategy would have five parts: †¢ A Differential Diagnosis which includes identifying policies and investments that the country needs to achieve the MDGs. †¢ An Investment Plan which shows the size, timing and costs of the required investments. †¢ A Financial Plan to fund the Investment Plan, including the calculation of the MDG financing gap, the portion of the financial needs that donors will have to fill. †¢ A Donor Plan which gives multi-year commitments from donors for meeting the MDGs. †¢ A Public Management Plan that outlines the mechanisms of governance and public administration that will help implement the expanded public investment plan. During the 1980’s and 1990’s, the IMF forced Structural Readjustment on the poor countries which did not work. The poor were asked to pay all the expenses for new services. They then moved to a compromise called Social Marketing where the poor were asked to pay a portion of the expense. But neither plan worked because the poor did not have enough even to eat, much less pay for electricity. He says a sound management plan should include the following: †¢ Decentralize. Investments are needed in all the villages and the details for what is needed needs to be established at the village level through local committees, not the national capitol or Washington DC. †¢ Training. The public sector lacks the talent to oversee the scaling up process. Training programs for capacity building should be part of the strategy. †¢ Information Technology. The use of information technologycomputers, e-mail and mobile phones needs to increase drastically because of the dramatic increase of knowledge that needs to be transmitted. †¢ Measurable Benchmarks. Every MDG based poverty reduction strategy should be supported by quantitative benchmarks tailored to national conditions, needs, and data availability. †¢ Audits. No country should receive greater funding unless the money can be audited. †¢ Monitoring and Evaluation. Each country must prepare to have investments monitored and evaluated. He then goes through the following Global Policies for Poverty Reduction: †¢ The Debt Crisis. The poorest countries are unable to repay their debt, let alone carry the interest. Therefore, for each country that agrees to the guidelines noted previously, their debt must be cancelled if there is to be true poverty reduction. †¢ Global trade Policy. Poor countries need to increase their exports to the rich countries and thereby earn foreign exchange in order to import capital goods from the rich countries. Yet trade is not enough. The policy must include both aid and trade. The end of agriculture subsidies is not enough for this to happen. †¢ Science for Development. The poor are likely to be ignored by the international scientific community unless special effort is made to include things that help the poor. It is more critical to identify the priority needs for scientific research in relation to the poor than to mobilize the donor community to spur that research forward. That would include research in tropical agriculture, energy systems, climate forecasting, water management, and sustainable management of ecosystems. †¢ Environmental stewardship. The poorest of poor nations are generally innocent victims of major long-term ecosystem degradation. The rich countries must live up to the ecology agreements they have signed. The rich countries will have to give added financial assistance to the poor countries to enable them to deal with the ecosystem problems. The rich countries will have to invest more in climate research. Chapter FifteenCan The Rich Afford to Help the Poor? He asks the question â€Å"Can the rich countries help the poor?†, and his answer is â€Å"Can they afford not to do so?† He gives five reasons that show that the current effort is so modest. †¢ The numbers of extremely poor have declined close to 50% two generations ago to 33% a generation ago to 20% today. †¢ The goal is to end extreme poverty, not all poverty, and to close the gap between the rich and the poor. †¢ Success in ending the poverty trap will be much easier than it appears. Too little has been done to identify specific, proven, low-cost interventions that can make a difference in living standards and economic growth (CHE does this). †¢ The rich world is vastly rich. What seemed out of reach a generation or two ago is now such a small fraction of the vastly expanded income of the rich world. †¢ Our tools are more powerful than ever, including computers, internet, mobile phones, etc. He then spends time in doing calculations to show how this can be accomplished. First he starts with the World Bank. They estimate that meeting basic needs requires $1.08 per person per day. Currently, the average income of the extremely poor is 77 cents per day, creating a shortfall of 31 cents per day or $113 per person per year. He then shows that this represents only .6% of a nation’s GNP. The MDG target which many countries have agreed to is .7% of their GNP. Later on, he shows that the USA is only spending .15% for aid to the world. Sachs then spends time on a six-step process to do a needs assessment to come up with the real number needed: †¢ Identify the package of basic needs. †¢ Identify for each country the current unmet needs of the population. †¢ Calculate the costs of meeting the unmet needs through investments, taking into account future population growth. †¢ Calculate the part of the investments that can’t be financed by the country itself. †¢ Calculate the MDG financing gap that must be covered by donors. †¢ Assess the size of the donor contribution relative to donor income. He proposes that interventions are required to meet the following basic needs: †¢ Primary education for all children with a designated target ratio of pupils to teachers. †¢ Nutrition program for all vulnerable populations. †¢ Universal access to anti-malarial bed nets for all households in regions of malaria transmission. †¢ Access to safe drinking water and sanitation. †¢ One-half kilometer of paved roads for every thousand population. †¢ Access to modern cooking fuels and improved cooking stoves to decrease indoor air pollution. He states extreme poverty (a lack of access to basic needs) is very different from relative poverty (occupying a place at the bottom of the ladder of income distribution) within rich countries, and goes through a more detailed approach of implementing the six steps. He points out that not all donor assistance is for development. Much is used for emergency relief, care for resettlement of refugees, geopolitical support of particular governments, and help for middle-income countries that have largely ended extreme poverty in their country. Also, only a small portion of development aid actually helps to finance the intervention package. Much of it goes for technical assistance which is not part of the MDG numbers. He spends time on the question, â€Å"Can the USA afford the .7% of their GNP?† He responds with a deafening â€Å"Yes!† He does this in multiple ways, one of which is to show that the increase is only .55%, which would be hardly noticed in the US’s average 1.9% increase year-by-year of its GNP. Chapter SixteenMyths and Magic Bullets This is an interesting chapter because Sachs shoots down commonly held beliefs concerning the causes and solutions for poverty. He uses Africa as his case to do so:. †¢ Contrary to popular conception, Africa has not received great amounts of aid. They receive $30 per person per year but only $12 of that actually went to be used in development in Africa. $5 went to consultants of donor countries, $3 went to food and emergency relief, $4 for servicing Africa’s debt and $5 for debt relief. In reality, in 2002, only six cents per person went to development. †¢ Corruption is the problem which leads to poor governance. By any standard of measure Africa’s governance is low, but not due to corruption. African countries’ governance is no different than other poor countries in the rest of the world. Governance improves as the people become more literate and more affluent. Secondly, a more affluent country can afford to invest more in governance. †¢ There is a democracy deficit. This is also not true. In 2003, 11 countries in Africa were considered free, with 20 more partially free, and 16 not free. This is the same as is found in other regions of the world. Democracy does not translate into faster economic growth. †¢ Lack of modern values. Again, this is also false. Virtually every society that was once poor has been castigated for being unworthy until its citizens became rich and then their new wealth was explained by their industriousness. He traces this trend in multiple countries. One major factor that does cause change is the change in women’s position in society as their economic situation improves, which accelerates the growth. †¢ The need for economic freedom is not fully true. Generally market societies out perform centrally planned economies. This leads to the thought that all is needed is that the people must have the will to liberalize and privatize which is too simplistic. He shows that there is no correlation between the Economic Freedom Index and annual growth rate of GDP. †¢ The single idea of Mystery of Capital put forth by Hernando de Soto which relates to the security of private property including the ability to borrow against it is also incorrect. Most poor hold their assets such as housing and land. †¢ There is a shortfall of morals which is thought to be the main cause of HIV in Africa. A study shows that Africa men are no different in the average number of sexual partners they have than any other part of the world. †¢ Saving children only to become hungry adults leads to population explosion. Actually it has been shown that the best way to reduce the fertility rate is to increase the economic status. In all parts of the world (except the Middle East) where the fertility rate is over 5 children, those countries are the poorest ones. As children survive, the parents feel less of a need to have more children which is a result of improved economic conditions. †¢ A rising tide lifts all boats. This means extreme poverty will take care of itself because economic development will pull all countries along to improvement. A rising improvement does not reach the hinder lands or mountain tops. †¢ Nature red in tooth and claw means that economic improvement is based on survival of the fittest and those who cannot compete fall behind. This is a Darwin thought which seems to still prevail throughout the world. Competition and struggle are but one side o f the coin which has the other side of trust, cooperation, and collective action. He rejects the doomsayers who saying that ending poverty is impossible. He believes he has identified specific interventions that are needed as well as found ways to plan and implement them at an affordable rate. Chapter SeventeenWhy We Should Do It There are several fallacies which affect the USA’s giving: †¢ The American public greatly overestimates the amount of federal funds spent on foreign aid. The US public believes that the government is providing massive amounts of aid. A 2001 survey by the University of Maryland showed that people felt that US aid accounted for 20% of the federal budget versus the actual of .15%. That is 24 times smaller than the actual figure. †¢ The American public believes that the US military can achieve security for Americans in the absence of a stable world. This has been proven untrue especially with 9/11. †¢ There is a fallacy in belief that there is a war of cultures. For many, this relates to Biblical prophesy of Armageddon and end times. The problem in the US is not opposition to increased foreign aid but a lack of political leadership to inform the public how little the US does supply, and then asking the US public to supply more. Hard evidence has established a strong linkage between extreme poverty abroad and threats to national security. As a general proposition, economic failure (an economy stuck in a poverty trap, banking crisis, debt default or hyper-inflation) often leads to a state failure. A CIA Task force looked at state failures between 1954 and 1994 and found that the following three factors were most significant in state failure: †¢ Very high infant mortality rate suggested that overall low levels of material well-being are a significant factor in state failure. †¢ Openness of the economy showed the more economic linkages a country had with the rest of the world, the lower chance of state failure. †¢ Democratic countries showed fewer propensities to state failure than authoritarian regimes. He then reviews what the US government has committed to since 9/11: †¢ Provide resources to aid countries that have met national reform. †¢ Improve effectiveness of the World Bank and other development banks in raising living standards. †¢ Insist on measurable results to ensure that development assistance is actually making a difference in the lives of the world’s poor. †¢ Increase the amount of development assistance that is provided in the form of grants, not loans. †¢ Since trade and investment are the real engines of economic growth, open societies to commerce and investment. †¢ Secure public health. †¢ Emphasize education. †¢ Continue to aid agricultural development. In reality, little progress has been done by the US to the accomplishment of these goals. But he does spend time discussing where plans were established and that funds were flowing where massive amounts of aid were provided by the USA: †¢ End of World War II with the Marshall Plan which revitalized Europe and Japan. †¢ Jubilee 2000 Drop the Debt Campaign started slow but ended up with large amount of national debt being cancelled in the poorest of countries. †¢ The Emergency Plan for HIV is providing $15 billion to fight this pandemic. The bottom line of this chapter is, â€Å"OK, USA and other rich countries, you are saying good things, now step-up to the plate and do what you have agreed to do.† Chapter EighteenOur Generation’s Challenge Our generation is heir to two and a half centuries of economic progress. We can realistically envision a world without extreme poverty by the year 2025 because of technological progress which enables us to meet basic needs on a global scale. We can also achieve a margin above basic needs unprecedented in history. Until the Industrial Revolution, humanity had known only unending struggles against famine, pandemic disease, and extreme povertyall compounded by cycles of war, and political despotism. At the same time, Enlightenment thinkers began to envision the possibility of sustained social progress in which science and technology could be harnessed to achieve sustained improvements in the organization of social, political, and economic life. He proposes four thinkers which led this movement: †¢ Thomas Jefferson and other founders of the American Republic led the thought that political institutions could be fashioned consciously to meet the needs of society through a human-made political system. †¢ Adam Smith believed that the economic system could similarly be shaped to meet human need and his economic design runs parallel to Jefferson’s political designs. †¢ Immanuel Kant called for an appropriate global system of governance to end the age-old scourge of war. †¢ Science and technology, fueled by human reason can be a sustained force for social improvement and human betterment led by Francis Bacon and Marie-Jean-Antoine Condorcet. Condorcet put much emphasis on public education to accomplish the goals. One of the most abiding commitments of the Enlightenment was the idea that social progress should be universal and not restricted to a corner of Western Europe. He said now it is our generation’s turn to help foster the following: †¢ Political systems that promote human well-being †¢ Economic systems that spread the benefits of science, technology, and division of labor to all parts of the world. †¢ International cooperation in order to secure a perpetual peace. †¢ Science and technology, grounded in human rationality, to fuel the continued prospects for improving the human condition. He then spends three or four pages discussing the good and bad points of the Anti-globalization Movement which is taking place. He also spends time discussing three movements which made these kind of changes in the world in their time: †¢ The end of Slavery †¢ The end of Colonization †¢ The Civil Rights and Anti-Apartheid Movement He closes with discussing the next steps which are: †¢ Commit to ending poverty †¢ Adopt a plan of action built around the Millennium Development Goals †¢ Raise the voice of the poor †¢ Redeem the role of the United States in the world †¢ Rescue the IMF and World Bank †¢ Strengthen the United Nations †¢ Harness global science †¢ Promote sustainable development †¢ Make a personal commitment to become involved Summary This is an interesting book with new perspectives for me, and which is beginning to be taken seriously by the world. I believe, as stated earlier, that MAI’s role is on-the-ground solutions for ending poverty through CHE which is spelled out in Chapter 12. But, as also noted, we can do it at a far lower cost than he estimates because of our commitment to empowering people to do things on their own and primarily with their own funds.

An Investigation into the Portrayal or Truth Within the Documentary Gen

As documentary by its very nature introduces itself as factual, concerns exist as to where the boundary between the truth of subject and the fiction produced by its creator emerges. As anything that has been edited has by definition removed certain aspects and enhanced others, there must be at best an innocent naturally occurring bias formed from individual perception, and at worst purposefully manipulated misinformation. Through researching various sources, I intend to discover the difference (if any) between these two methods making factually based programmes, to determine any variables that lie in the ‘grey area’ between the two extremes, and to ascertain the diverse forms of conduct in which truth (and in turn documentary) can be presented to an audience, and to what effect? This report aims to make light of certain elements of documentary making that are perhaps more susceptible to influence on the director’s part, and once again explore the effect of these decisions on the audience’s reaction to the information presented. Corner, J. ed., 1986. Documentary and the mass media. Suffolk: Richard Clay ltd This book contains, amongst other things, an insightful account into the foundations of documentary, in particular its British base and its early days via the medium of radio. It features quotations and journal extracts, as well as interviews with some of the prominent figures of early documentary programming during the first half of the 20th century, before leading into the mass observation experiments beginning in the late 30’s. The book describes the documentary format’s departure from its BBC London base under the guidance of Hilda Matheson and Charles Siepmann, who relocated their mobile recording units to what was kn... ... a documentary film by definition must include visuals, but Ames aspires to explain how an emphasis on certain imagery can be used to persuade as well as inform. Works Cited Corner, J. ed., 1986. Documentary and the mass media. Suffolk: Richard Clay ltd Davies, N. 2008. Flat Earth News. London: Random House Publishing Control Room, 2004. [Film] Directed by Jehane Noujaim. Iraq: World Cinema ltd. Waltz with Bashir, 2008. [Film] Directed by Ari Folman. Israel: Artificial eye. Tompkins, C., 2009. The paradoxical effect of the documentary in Walter Salles’s â€Å"Central do Brasil†. Studies in 20th & 21st Century Literature 33 no1 p9-27 Zeitgeist, 2007. [Film] Directed by Peter Joseph. USA: Released via Internet. Available at http://www.zeitgeistmovie.com. [accessed 14/03/2010] Ames, E,. 2009 Herzog, Landscape and Documentary. Cinema Journal v. 48 no. 2 p46-69.

A Performance Management Overhaul for Wayne Farms

Case: â€Å"The Hunt for Seasonal Workers Crosses Boarders† Kaplan University AB203: Human Resources Management The Hunt for Seasonal Workers Crosses Borders High Sierra pools and Broadmoor Hotel in Colorado Springs are in demand for seasonal workers when summer arrives. Unfortunately, the demands vs. supply of available workers are slim to none. Students are looking for â€Å"internships or jobs related to their career plan. † (Noe, Hollenbeck, Gerhart, & Wright, 2009). Since these companies are not able to fill all available seasonal positions with H-2B visa workers, what other opportunities are available?Also included are a reflection of additional options, and other recruiting strategies available to these companies. It is unfortunate to see local students wanting to move away because they are not interested in the opportunities around them. If Broadmoor’s and High Sierra Pools are unable to fill all available positions with H-2b workers, they will need t o fill those positions in a timely fashion. Both companies should begin with forecasting; which is â€Å"the attempts to determine the supply of and demand for various types of human resources to predict the areas within the organization where there will be labor shortages or surpluses. (Noe, Hollenbeck, Gerhart, & Wright, 2009). By forecasting as the first step the companies can figure out exactly how many positions need to be filled. Some potential options for these company’s would be outsourcing, allowing overtime, hiring temporary contracted employees, and also improving technological equipment to assist in some positions within the company. Many of the ideas listed above could assist both companies recover from the inability to hire H-2B workers.I personally would start by looking to outsource the company’s seasonal postions. Outsourcing is defined as â€Å"Contracting with another organization to perform a broad set of services† (Noe, Hollenbeck, Gerh art, & Wright, 2009). By having a group of trained professional’s to come in and work as independent contractors (IC) hired on a seasonal contract this would save time and hassle as well as a lot of money. Because these IC’s do not have employee status they do not qualify for benefits such as insurance and 401K plans.Another option would be to allow overtime to all employees who were interested in working or switch them from an hourly position to a salaried position so they could willingly earn more money by working more hours. The companies would not have to spend and waste money on training, interviewing, and more employees. High Sierra pools is in desperate need to hire a staff load of seasonal employees. They could push recruiting by possibly adding incentives such as an employee referral bonus. This way both parties aka employee/trainee would receive a bonus.They could also incorporate there job listing to many major websites such as Monster, Craigslist, and J obs. com. This would help them if they decided to bring on more employees. If High Sierra pools did not want to hire more people but needed to get work done they should allow employee to either A: switch to salary pay or B: allow overtime. This way they could utilize all employees available to the fullest. It is often hard to get accepted as an employer to gain access to H-2B workers. H-2B workers are only available until the cap of 66,000 is met each fiscal year according to the U. S. Citizenship and Immigration Services (USCIS, 2012).Split in half for each half of the year, the hiring abilities is on a first come first serve basis. High Sierra Pools and Broadmoor’s have many different options available to find other ways to fill employee positions. Outsourcing would be one of the most convenient ways to take care of this because they would be doing the same thing if they hired foreign workers. References Noe, R. , Hollenbeck, J. , Gerhart, B. , & Wright, P. (2009). Fund amentals of human resource management, 3rd edition. New York, NY: McGraw-Hill/Irwin. USCIS. (2012, October 01). U. S. citizenship and immigration services. Retrieved from http://www. uscis. gov

Lean Manufacturing and Supply Chain

1. 0 INTRODUCTION: From humble beginnings, Tesco has grown to become the UK's largest supermarket chain. Over ten years ago, Tesco set its sights on becoming the Toyota of the grocery business. Since then the company has become renowned for its best practices in supply chain management (SCM), which included lean management and the use of RFID technology. The company has got an advantage over its competitors by incorporating innovation in its supply chain like point of the sale data, continued replenishment triggered by customer demand, primary distribution, cross dock distribution centre and use of single vehicle to serve several stores. . 0. Background Tesco was founded in 1910 by Jack Cohen, who invested his serviceman's gratuity of ? 30 in a grocery stall. The first private label product introduced by Cohen was Tesco Tea. The name Tesco was a combination of the initials of the tea supplier – TE Stock well and the first two letters of Cohen's name. Tesco opened its first sto re in 1929. Cohen was influenced by the supermarket culture in America and tried to introduce the concept in the UK. The company's driving force was the idea: ‘Pile it high and sell it cheap. In 1947, Tesco went public and a year later, Tesco self-service stores were started. In 1956, the first Tesco self-service supermarket was opened. In the 1960s, Tesco went on an expansion spree and acquired several store chains. The Retail Price Maintenance (RPM) Act8  in Britain prohibited large retailers from pricing goods below a price agreed upon by the suppliers. To overcome this obstacle to price reduction, Tesco introduced trading stamps which were given to customers when they purchased products; they could be traded for cash or other gifts.RPM was abolished in 1964, and from then on, Tesco was able to offer competitively priced products to its customers. The first Tesco superstore, with an area of 90,000 square feet, was opened in 1967. By the 1970s, Tesco's ‘Pile it high, sell it cheap' philosophy no longer appealed to shoppers. As people got richer, they started demanding expensive and luxury items. The poor performance of Tesco even led to the saying ‘doing a Tesco,' which meant snatching defeat from victory.  Control Key and Word – Text and Graphics.Tesco's image took a further beating when Imperial Tobacco Company which had considered acquiring Tesco as a part of its diversification strategy, did not go ahead with the deal as it felt that Tesco might damage its corporate image. To arrest the downslide in its fortunes, Tesco's management went in for an overhaul of its stores during the decade. Several stores were closed down to concentrate on the superstores. The smaller stores that still remained were refurbished to make them more customer-friendly.Tesco diversified into operating petrol pumps in 1974. In 1975, Tesco offered price discounts through a scheme called ‘Checkout at Tesco. ‘ By 1979, the company's turnover h ad reached ? 1 billion. In 1985, lan MacLaurin become Tesco's first CEO from outside the Cohen family. MacLaurin streamlined Tesco's operations, closing most of the smaller stores and opening large 30,000 square foot stores in the suburbs. Tesco also introduces a centralized distribution system, added fresh food and its own label for food products. These were successful moves.In the 1990s, the UK supermarket industry faced of 16. 7 per cent, behind Sainsbury's at 19 per cent. The other major competitors were Asda and Safeway. Several warehouse stores like Costco and discount stores like Aldi, Lidl and Netto also entered the UK. In 1997, Tesco's marketing director, Terry Leahy, become the new CEO. He had introduced new pricing policy of lowering prices to match those of Asda, which resulted in Tesco's prices begin 4-5 per cent lower than those at Sainsbury's and Safeway. 3. 0 DEFINING ISSUES 3. SUPPLY CHAIN MANAGMENT Supply chain management is a business administration strategy that aims at the improvement in efficiency of cash flow through information sharing and Business Process Reengineering (BPR) in the supply chain as a whole. The emphasis is put on maximizing a consumer’s worth by conflating products, services, information, and the cash flow into one seamless stream. What was formerly a â€Å"push system†, in which the product was sent downstream and sold, has become a â€Å"pull system† that produces only the quantity sold.However, since the order cycle is different, the quantity of orders from retailers to wholesalers becomes the smaller wave compared with the wave of actual sales because of subjectivity. Subjectivity goes also into the wholesaler’s decision; thus, manufacturing quantities fluctuate significantly. Such a phenomenon is called the â€Å"bull whip† effect or Forester effect. The phenomenon may be avoided if retailers, wholesalers, and manufactures share information. A large number of bottlenecks exist on a supply chain. The entire supply chain must be improved in balance.It is important to construct a system that creates unity throughout the supply chain. In order to optimize the system as whole, information sharing is required. It begins by sharing such information as the transition of sales trends showing consumer interests as well as real-time inventory data on a supply chain. Figure 1. Supply chain management In such a situation, RFID attracts attention as a new data career that uses the Internet. Wal-Mart stores will have RFID on pallets or corrugated boxes of products from their top 100 suppliers beginning January 1, 2005.Tesco of Britain, Metro of Germany, and the U. S. Department of Defense also decided to use RFID similarly. Promotion of RFID has been incorporated in E-Japan strategy as well. 3. 2 LEAN SYSTEM The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization unde rstands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems.Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate. 4. 0 PROBLEM STATEMENT Tesco’s supply chain improvements described indicate that supply chain management has the potential to improve a firm's competitiveness. Tesco’s supply chain capability is as important to a company's overall strategy as overall product strategy. Firm’s supply chain management encourage management of processes across departments. . 0. QUESTIONS AND THEIR SOLUTION: 5. 1. QUESTIONS 1: To what extent can Tesco's supply chain practices be said to follow lean principles? Tesco is an extremely successful company and a major part of its success has been due to its distribution network, Tesco has successfully applied lean distribution and just in time strategy into their distribution network. Using just in time within their distribution network gives Tesco a competitive advantage over its competitors by reducing inventory costs and improves scheduling.It also insures proper protective maintenance and stress quality in all phases of production from qua lity by suppliers to quality within Tesco. However, it is not enough. The original seven muda are: * Transport (moving products that are not actually required to perform the processing) * Inventory (all components, work in process and finished product not being processed) * Motion (people or equipment moving or walking more than is required to perform the processing) * Waiting (waiting for the next production step) * Overproduction (production ahead of demand) Over Processing (resulting from poor tool or product design creating activity) * Defects (the effort involved in inspecting for and fixing defects) According to the original seven muda, Tesco can improve its suppliers more by teach them the lean technique. They did it before but they must do it for their new suppliers around the world. 5. 2. QUESTIONS 2: How can lean practices give benefits to Tesco operation? Lean operation is an alternative to traditional operation that an increasing number of organizations are adopting. The ultimate goal of a lean system is to achieve a balanced, smooth flow of operations.Sup- porting goals include eliminating disruptions to the system, making the system flexible, and eliminating waste. The building blocks of a lean production system are product design, process design, personnel and organization, and manufacturing planning and control. Key benefits of lean systems are reduced inventory levels, high quality, and flexibility, reduced lead times, increased productivity and equipment utilization, reduced amounts of scrap and rework, and reduced space requirements. The risks stem from the absence of buffers, such as extra personnel and inventory stockpiles to fall back on if something goes wrong.The possible results of risks include lost sales and lost customers. Lean can make more profit in Tesco’s supply chain management by: †¢ Point-of-sale data in the store directly to a shipping decision in Tesco’s RDC. †¢ â€Å"customers as pacemaker† r egulating the provision stream †¢ increased the frequency of deliveries to the retail stores †¢ shipping dollies directly up to POS. †¢ Contingency plan: buffer stock of full dollies is still held aside †¢ supplier’s distribution center for the items has disappeared. †¢ Converting RDC as cross-docks, reducing costs their also. Increase in loyalty of customer leading to increase in sales and more certainty in demand too. †¢ Reduced costs, operating costs were offset by overall profits in a long run †¢ increasing its share in every format †¢ Better forecasting ability, i. e. better knowledge of consumption of each type of consumables at store. †¢ Reduced inventory case as RDC was converted into Cross-docks. †¢ Reduced Transportation costs due to milk runs. †¢ Reduction in stock points too. †¢ The no. Of logistical activities for a pallet to reach the final storing point reduce to 200%. 5. 3.QUESTIONS 3: What are the ma in differences between operating lean practices in retiling and in manufacturing operations? Lean Manufacturing is a systematic methodology that identifies and eliminates all types of waste or non-value-added activities; not only in production or manufacturing operations, but in the service industry as well. Whether you are manufacturing a product or providing a service, there are components that are considered â€Å"waste†. Lean concepts are purely about creating more value for customers by eliminating activities that are considered waste.Any activity or process that consumes resources, adds cost or time without creating value becomes the target for elimination. Lean focuses on the â€Å"big picture† or improvements in the entire business process as opposed to incremental improvements. It is the business process system that can significantly improve a company's profitability. Lean concepts improve operating performance by focusing on the continuous flow of products, m aterials or services through the value stream. To achieve this, the various forms of waste must be identified and eliminated. Waste can include any activity, step or process that does not add value for the customer.Lean Manufacturing, sometimes also referred to as the Toyota Production System (TPS), is about the systematic elimination of waste. There are a number of waste types which are: 1. Waste from Overproduction — producing more than is required by the customer or marketplace which generates unnecessary inventory. 2. Waste from Transportation — multiple handling or movement of products does not add any value to the product. 3. Waste of Motion — of the workers, machines, and handling. Searching for tools or parts due to the inappropriate location of these items is considered waste of motion. 4.Waiting — a worker waiting for a machine to finish a cycle, waiting for a supervisor to answer a question, or waiting for information or materials reflects an i nterruption to flow and need to be eliminated. 5. Processing — unnecessary processing steps should be eliminated. Combine steps where possible. 6. Inventory — or Work In Process (WIP) is material between operations as a result of large lot production or processes with long cycle times. This reflects system problems. 7. Defects — producing defective products is pure waste. Prevent the occurrence of defects instead of scrapping or repairing.Like lean manufacturing, lean retailing is an approach to re-inventing a long established business practice by using new information technologies to cut out waste and make operations more profitable. Pioneered by Wal-Mart – but subsequently taken up by most large retailers – lean retailing relies on the use of Barcodes to manage every step of the product value chain, from raw material sourcing through manufacturing through final delivery to the shop floor. Major attention is given to â€Å"just in time† del ivery to cut inventory costs, and to investments in IT infrastructures to allow stores to share sales data in Real Time with their suppliers.In many cases, Lean Retailing software systems will automatically place new orders for a given product from the manufacturer as soon as an item is scanned at the checkout counter, and in some cases, even the invoicing for that automatic order is automatized as well. Lean retailing aims to â€Å"cut out the fat† (waste) from the retail sourcing process to maximize profits for the retailer. Lean Manufacturing combines the advantages of craft and mass production systems, whilst avoiding the disadvantages of each.Lean manufacturing is ‘lean' because it produces products using fewer resources than traditional ‘job shop’ and ‘mass production' methods. Lean Manufacturing involves removal of all unnecessary costs (i. e. ‘waste'). Waste elimination is translated into customer satisfaction (i. e. improved performance , quality, cost, delivery etc). In this regard, it is the same as Just-in-Time (JIT) Manufacturing; the difference being that Lean Manufacturing encompasses the whole business rather than just manufacturing. It includes product development, production, supply chains, distribution and customer service. . 4. QUESTIONS 4: What challenges does the increased internationalization of both its suppliers and its markets present for supply chain management in Tesco? Tesco's real strategic store internationalization began in 1994 with entry into Hungary but soon expanded into other central European countries. First steps were then made into the Asian market, both as a reaction to the Asian economic crisis of the 1990s, which meant assets were cheap, but also due to a more positive sense of the scale of the market opportunities in China and Japan, for example.Over time the countries in which Teseo operates have changed slightly. Withdrawals from some markets have been made (Palmer, 2004, 5), re cognizing the lack of scope to become the market leader and/or the desire to invest elsewhere. In some cases, these withdrawals have been made as part of asset-swaps with other leading global retailers, each recognizing their own strengths in particular markets. During this time Teseo also re-entered Ireland through a major acquisition, though it is still not represented in continental western Europe .The strategic approach to store internationalization has seen Teseo develop different solutions for diverse markets, using distinct formats and tailoring the product and service offer to the local market. In many countries it operates as a multi-format and even multi-channel retailer (home shopping is available in Ireland and Korea) and focuses on the core values and brands of the business. Behind the scenes people, processes and systems have been enhanced and rolled out initially as ‘Teseo in a Box' and more recently as the Teseo Operating Model.As can be readily understood, the internationalization of Teseo at store level brings supply chain issues as well. At the same time, Teseo buys products on a global basis and this also has to be ‘fitted in' to the ever changing pattern of supply and demand. With formats and products varying by country and with time, the need is for a supply system that can be adaptable. In some cases, eg Ireland and Hungary, the composite model has been effectively exported to thesecountries, often with the same logistics service partners.Ln other situations there is an attempt to rethink the supply system and the technology needed and use this as the platform moving forward. For example, in 2003/4, based on the UK composite model, Teseo opened the largest distribution centre in Asia at Mokchon, Korea. It also opened major centers in Poland and the Czech Republic, extended a centre in Hungary (and added another fresh food distribution centre) and developed a new composite site in Ireland. As internationalization continues, so the infrastructure and the processes in the supply chain need to keep pace with or even lead the developments.The processes are now embedded in the Teseo Operating Model, but new faculties to meet expansion needs are required. In November 2007, Teseo finally opened its much heralded Fresh and Easy stores in California and Nevada. Years in the planning, this US entry is intended to achieve 200 stores by February 2009 and to eventually develop into a major chain. Based on extensive consumer research with US families and a trial store built secretly, Fresh and Easy stores average about 10,000 sq ft and hold around 3,500 product lines.They focus on providing faster, easier neighborhood retailing with an emphasis on fresh food and fresh prepared meals at affordable prices. Environmental, neighborhood, employment and organic credentials are stressed. Fifty stores had opened by the end of February 2008, with expansion into Arizona, although a ‘pause' in development was announced in April 2008 to reflect on the learning from these early developments. It is too early to judge the success or otherwise of this US venture, but it has attracted considerable attention. The store format is different to Teseo stores elsewhere.Whilst the Teseo name is not used, its operations are based on the Teseo Operating Model, but with reduced complexity. The in-store processes are simplified, including extensive display-ready packaging, self-checkout and automated replenishment. The systems are advanced, linking processes to the service centre in India. This simplification has reduced payroll and other costs. In supply terms, the Fresh and Easy operation is a little different to other Teseo operations, partly because the model of practices and processes has been built up from scratch, though it does rely on core processes from the Teseo Operating Model.For example, there has been a degree of co-location of production with distribution. UK suppliers with particular expertise have c o-located production facilities at the head office and distribution hub (Riverside, CA), so as to react quickly to demand. Whilst this is not unknown in, for example, Japan, the attempt here is to move towards a low-touch, lean operation and to rethink traditional approaches. There is extensive recycling of packaging, use of returnable crates and retail-ready merchandizing and packaging. The emphasis is on fully automated, one-touch replenishment supported by deep shelves.At Riverside, pick-by-line has been introduced and various environmental initiatives, eg solar power, developed (Stites, 2007, 4). Store stock levels and availability were initially poor, however (Uwins, 2007, 55) and the distribution systems performance has had to improve as the store development programme has moved on. The sizes of the stores are 10,000sq ft selling around 3,500 items (Telegraph). The stores are much smaller than supermarkets such as Wal-mart, which shows Tesco are not prepared to go in direct co mpetition with them. Furthermore, Tesco have nvented a new format in America; convenience retailing as we know it in the UK – a small shop selling a wide range of fresh, top-up groceries – does not exist in the US, where a convenience store means a petrol station selling cigarettes, doughnuts and little else (Telegraph). Tesco predicts Americans will prefer the convenience of a smaller store providing it caters for their needs. By Tesco being the first major competitor in the ‘convenience’ market, they can have ‘first picks’ on store locations, suppliers, employees and partners. This concept is known as first mover advantage.However, perhaps the reason no other company has broken into the market before is because it is not profitable or not in demand. A strategic alliance can be defined as cooperative agreements between potential or actual competitors. Tesco announced that they would form an alliance with Safeway, an American supermarket, and share profits. The strategic alliance will facilitate Tesco’s entry into the foreign market by renting stores from Safeway in prime locations. If Tesco purchased the buildings and the project was unsuccessful, losses would be much higher than if they rented them.Therefore, a strategic alliance allows companies to share the fixed costs and reduces the risks involved in entering new markets. Furthermore, the USA has different property laws to the UK and so can be confusing to follow the law-with an American company in alliance their knowledge can be transferred to Tesco and vice-versa. However, strategic alliances can be risky too. If Safeway go bankrupt and have to sell its stores, terminating the contract, it puts Tesco in a vulnerable position of either purchasing the stores it rents or move elsewhere.Either way, it will cost the company money. 6. 0 CONCLUSION Overall, Tesco's Supply Chain Management Strategy is its long-term goal. It is important for Tesco to have an operat ional strategy because it establishes the types of goods and services the company will offer its target market, and how Tesco are going to get advantages over its competitors. Tesco made good planning and control in its capacity, supply chain and quality. Besides, in order to make improvements in operation, Tesco measures quality, speed, dependability, flexibility and cost.Although they have made some improvements, there are still some disadvantages in its operation. The future retains numerous distinct scenarios for Tesco. The business has currently developed into a worldwide business. One of their likely future strategies could be dedicated to gathering a spectacular clientele service, as they have currently developed enough. As cited previous, Tesco is the market foremost in the UK. To sustain this location it is significant to advance its services all the time. Tesco will require advancing its product variety by proposing more non-food items. . 0 REFERENCE Book 1. (2013). In D. A. Rahman, Operation Management. McGraw-Hill Create p. Journals 1. James P. Womack and Daniel T. Jones, â€Å"Teaching the Big Box New Tricks,† Fortune, November 14, 2005. 2. Tsutomu Araki Sophia University â€Å"A SUPPLY CHAIN MANAGEMENT SYSTEM BASED ON RADIO FREQUENCY IDENTIFICATION† (2006) 3. Womack, J. P. and Jones, D. T, Lean Thinking, Simon & Schuster, New York, USA, 1996 (ISBN 0-684-81035-2) The Evolution of Supply Chain Management in Retail Sector of Tesco and Analytical Study for the Period of 2005-2011† 4.Shah, J. (2009). Supply chain management: text and cases. 1st Ed. India: Pearson Education Inc 5. Bicheno, J. , Cause and Effect JIT: The Essentials of Lean Manufacturing, 2nd Edition, PICSIE Books, Buckingham, England, 1994 (ISBN 0 9513829 5 0) 9-The European Handbook of Management Consultancy, Oak Tree Press, Dublin, Ireland, 1995 (ISBN 1-86076-010-4) 6. http://siibblog. blogspot. com/2009/07/case-studylean-supply-chain. html 7. Wang, L. (2010). Ente rprise networks and logistics for agile manufacturing. 1st 8. Humby, C. Hunt, T. nd Phillips, T. (2007). Scoring points: how Tesco continues to win customer loyalty. 2nd 9. Pryke, S. (2009). Construction supply chain management: concepts and case studies. 1st 10. Humby, C. Hunt, T. and Phillips, T. (2007). Scoring points: how Tesco continues to win customer loyalty. 2nd Online: 1. (n. d. ). Retrieved 04 2, 2013, from Industrial time study: http://www. industrialtimestudy. com/lean. html 2. (n. d. ). Retrieved 4 2, 2013, from blogspot: http://siibblog. blogspot. com/2009/07/case-studylean-supply-chain. html

How Globalization Effects The Third World †Economics Essay

How Globalization Effects The Third World – Economics Essay Free Online Research Papers How Globalization Effects The Third World Economics Essay If one sets the analysis of the effects of globalization on the Third World, taking into consideration the economic indicators and figures together with the ones concerning peoples health, education, calories per day, one should easily notice the inequal distribution of wealth, education and expectations of life throughout the world. The relationship between GNP and welfare, however, is not linear (fig), delineating cultural differences and peculiarities of each particular socio-political and economic region (Fig about family distribution ). Once GNP per capita reaches about US$ 4000 increments of basic human welfare tend to be marginal . Whilst very high deviations (over the line with a long gap ) are recorded mainly by socialist countries ( China, Cuba, Vietnam) and the â€Å"Western† countries ( North America, Europe and Australasia) , the most notable negative deviations (below the line with the highest gap)are recorded by two different groups of countries: oil rich Middle Eastern countries (Iraq, Iran, Saudi Arabia,..) and many African countries (including Nigeria, Angola, Namibia and Niger). If we focus our attention on the last group and we look at the figures concerning the inequality index and the real gross domestic product and the food consuption, one could see low levels of real GDP (fig) associated with a highly inequal redistribution of wealth with low levels of nutrition. All the figures above risk, however, to lose meaning, unless we define some key concepts shall be used in the present essay. It is particularly difficult to exactly define the concepts to analyse the effects of globalization on the Third World, as the enormous quantity of data, from GDP (gross domestic product) (Fig ) the level of education and a definition of development (time is relative and a society, as Islam, developed 600 years after Christianity show not only the resemblance to our Middle Ages structural society, which reports to a similar mode of production ). The quality of the territory also plays a role in influencing the geo-political structure of a particular area. In addition to that, the peculiarity of main third world countries depends on the quality and the quantity of exports as well as imports with the will be later defined â€Å"core†, the relationship of exploitation of the main Western Empires (formerly Spain, UK, France, Portugal, lately, USA) and the damages colonisers did to the African soil, which brings now, with the increasing of the population doubling in the Sub-Saharan area with a rate of 25 years fig, a black horizon in front of them. The spread of HIV is increasing in the Sub-Saharan area and this would imply a deeper research in order to define the causes of it. The Third World entered into the Cold War mainly exploited under the dominion of the Western powers. In the last 50 years the World Bank and the United Nations, together with the IMF and GATT have been created, politically, for the allignment of strategic areas of the globe1960s economically for the need of the American companies to expand towards new markets, with the consequent emergence of new industrialised countries in South America, but mostly in Asia. In Africa, the situation is rather different: Soil erosion, HIV, famine and civil wars, direct effect of the inappropriate policies carried by the colonisers, brought now to an alarming future. Is globalisation responsible for it ? Which effects will have on them ? I personally think that globalisation as an economic process is nothing new and this process, in my opinion, can be read as a key through which International actors (Nation States MNEs, ex.) interact with each other. However, maps show how the world is divided into three main areas: a core opposed to a semi-periphery and a periphery (amongst others: Africa) with an high concentration of poverty, inequalities and endemic viruses. The exploitation of Africa has been so dramatic to bring to a territorial damages, decreasing fertility of the ground and specialised on export of raw materials, primary commodities and food but lacking on technological and human resource investments. the World after 1946 witnessed an advance in several fields: modern aircraft industries and thus new forms of airtransport, electronic industries, which produced not only TVs and radio equipments, but also devices for measurement, signals and telecommunications, as well as computers, base of the modern automation and cybernetic techniques. TV and, generally, expanded Medias played a role in influencing the perception of the World, from a relatively small national unity and reality, into a global market and international concerns, thus more institutional participation ( civil society, Labour Unions, Humanitarian non-gov. Org, etc.) Modern plastics, sysntetic resins and composites fibres, based on the petro-chemical emprovements, ( that is the new Hydrocarbon chemistry ), brought a dramatic change in the industrail trend and so did also the growth of the steel industry, the production of titanium and the civilian use of the atomic power, which by the end of the 1950s represent a considerable volume of investement in the U.K and France . However, Africa, according to figures , does not enjoy the economic growth and emprovement of technology, nor has the economical capacity to stand the MNEs, showing, oppositely, the drainage of the wealth from the periphery to the core countries. Popper believes that four broad attributes shape the environment, in which firms compete and promoting or impeding the creation of competitive advantage. Research Papers on How Globalization Effects The Third World - Economics EssayInfluences of Socio-Economic Status of Married MalesDefinition of Export QuotasBringing Democracy to AfricaPETSTEL analysis of IndiaRelationship between Media Coverage and Social andAssess the importance of Nationalism 1815-1850 EuropeIncorporating Risk and Uncertainty Factor in CapitalResearch Process Part OneGenetic EngineeringMarketing of Lifeboy Soap A Unilever Product

The Effects Of Music On Advertising And Choice Bef Essays

The Effects Of Music On Advertising And Choice Bef Essays The Effects Of Music On Advertising And Choice Befhavior Jose Gonzalez Mktg. section 8 April 2000 THE EFFECTS OF MUSIC IN ADVERTISING ON CHOICE BEHAVIOR: Introduction Commercials typically contain both product spedific information and background features such as pleasant music, attractive colors, and humor. Of the two experiments that Gerald J. Gorn conducted we will analyze the one experiment, which determined whether background features of a commercial, in this specific case music, affected product preferences in consumers. It is said that the impact of product information in a commercial on beliefs and attitudes would typically be interpreted within an information-processing framework. It is suggested according to Gorn that a classical conditioning framework could account for the potential impact of background features on product attitudes. This approach believes that the subject must be consciously aware of the presence of the unconditioned stimulus when the conditioned stimulus is present in order for the conditioning to take place. One difficulty with the classical Conditioning approach is the lack of awareness. According to Gorn, the consumermay not always be aware that the unconditioned stimuli in a commercial may affect his/her product attitudes, moe general, the consumer may not be aware of the real forces impacting on both attitudes in this case the impact of music. In a typical communication situation, people may not realize or accept the impact of unconditioned stimulus on their responses to the ad. So, possible classical conditioning effects might therefore, be underestimated and underrreported in self-reports. Cognitive bias can result from an atempt to think well of oneself, states Gorn. So it means that a rational analysis in communication behavior might be bias in favor of information. For classical conditioning, product information in the commercial must be kept minimal, otherwiese the unconditioned stimulus in the commercial might vaguely be arousing interest in product information.

The Evolution of the Spinning Wheel

The Evolution of the Spinning Wheel The spinning wheel is an ancient invention used to transform various plant and animal fibers into thread or yarn, which are subsequently woven into cloth on a loom. No one knows for certain when the first spinning wheel was invented. Historians have come up with several theories. In Ancient History of the Spinning Wheel, German author and science historian Franz Maria Feldhaus traces the origins of the spinning wheel back to ancient Egypt, however, other historical documentation suggests that it debuted in India between 500 and 1000 A.D., while other evidence cites China as the point of origin. For those who accept the latter theory, the belief is that the technology migrated from China to Iran, and then from Iran to India, and finally, from India to Europe during the late Middle Ages and early  Renaissance. The Evolution of Spinning Technology A distaff, a stick or spindle upon which wool,  flax or other fibers are spun by hand is held horizontally in a frame and turned by a wheel-driven belt. Generally, the distaff was held in the left hand, while the wheel belt was slowly turned by the right. Evidence of early handheld spindles, from which spinning wheels would eventually evolve, have been found in Middle Eastern excavation sites that date back as far as 5000 BCE. Distaffs were used to create threads for the fabrics in which Egyptian mummies were wrapped, and were also the primary tools for spinning ropes and the material from which ship sails were constructed. Since spinning by hand was time-consuming and best-suited to small-scale production, finding a way to mechanize the process  was a natural progression. Although it would be some time before the technology reached Europe, by the 14th century, the Chinese had come up with water-powered spinning wheels. Around the year 1533, a spinning wheel featuring a stationary vertical rod and bobbin mechanism with the addition of a foot pedal debuted in the Saxony region of Germany. Foot power freed up the hands for spinning, making the process much faster. The flyer, which twisted the yarn as it was spun was another 16th-century advancement that increased the rate of yarn and thread production dramatically. The Industrialization of the Spinning Wheel At the dawn of the 18th century, the technology to produce thread and yarn was falling behind the ever-increasing demands for plentiful, high-quality textiles. Resulting yarn shortages led to an era of innovation that would eventually culminate in the mechanization of the spinning process. With British carpenter/weaver James Hargreaves 1764 invention of the spinning jenny, a hand-powered device featuring multiple spools, spinning became industrialized for the first time. Although a vast improvement over its hand-powered predecessors, the thread spun by Hargreaves invention wasnt of the best quality. Further improvements came via inventors  Richard Arkwright,  inventor of the water frame and Samuel Crompton, whose spinning mule incorporated both water frame and spinning jenny technology. The improved machines produced yarn and thread that was much stronger, finer, and of higher quality than that produced on the spinning jenny. Output was greatly increased as well, ushering in the birth of the  factory system. Spinning Wheel in Myth and Folklore The spinning wheel trope has been a popular plot device in folklore for thousands of years. Spinning is cited in the Bible and also makes its appearance in Greco-Roman mythology, as well as various folktales throughout Europe and Asia. Sleeping Beauty The earliest version of Sleeping Beauty appearance made its appearance in a French work, Perceforest (Le Roman de Perceforest) written sometime between  1330 and 1345. The story was adapted in the collected tales of the Brothers Grimm but is best known as a popular animated film from the studio of Walt Disney. In the story, a king and queen invite seven good fairies to be the godmothers of their infant princess. At the christening, the fairies are fà ªted by the king and queen, but unfortunately, there was one fairy who, through an oversight, never got an invitation but shows up anyway. Six of the other seven fairies have already bestowed gifts of beauty, wit, grace, dance, song, and goodness on the baby girl. Out of spite, the miffed fairy puts an evil spell on the princess: The girl is to die on her 16th birthday by pricking her finger on a poisoned spindle. While the seventh fairy can’t lift the curse, with her gift, she can lighten it. Instead of dying, the girl will sleep for a hundred years- until she’s awakened by the kiss of a prince. In some versions, the king and queen hide their daughter in the forest and change her name, hoping that the curse won’t find her. In others, the king orders every spinning wheel and spindle in the kingdom be destroyed, but on the day of her birthday, the princess happens on an old woman (the evil fairy in disguise), spinning away at her wheel. The princess, who has never seen a spinning wheel, asks to try it, and of course, pricks her finger and falls into an enchanted slumber. As time passes, a great thorny forest grows up around the castle where the girl lies sleeping but eventually, the handsome prince arrives and braves the briars, finally awakening her with his kiss. Arachne and Athena (Minerva) There are several versions of the cautionary tale of Arachne in Greek and Roman mythology. In the one told in Ovid’s Metamorphosis, Arachne was a talented spinner and weaver who boasted that her skills exceeded those of the goddess Athena (Minerva to the Romans). Hearing the boast, the goddess challenged her mortal rival to a weaving contest. Athenas work pictured four tableaux of mortals being punished for daring to think they equaled or surpassed the gods, while Arachnes showed gods abusing their powers. Sadly for Arachne, her work was not only superior to Athena’s, the theme she’d chosen only added insult to injury. Enraged, the goddess tore her competitor’s work to shreds and beat her about the head. In desolation, Arachne hanged herself. But the goddess wasn’t through with her yet. Live on then, and yet hang, condemned one,† Athena said, â€Å"but, lest you are careless in future, this same condition is declared, in punishment, against your descendants, to the last generation! After pronouncing her curse, Athena sprinkled Arachnes body with the juice of Hecates herb, â€Å"and immediately at the touch of this dark poison, Arachnes hair fell out. With it went her nose and ears, her head shrank to the smallest size, and her whole body became tiny. Her slender fingers stuck to her sides as legs, the rest is belly, from which she still spins a thread, and, as a spider, weaves her ancient web. Rumplestiltskin This fairytale of German origin was collected by the  Brothers Grimm  for the 1812 edition of  their Childrens and Household Tales. The story revolves around a social-climbing miller who tries to impress the king by telling him his daughter can spin straw into gold- which of course, she cant. The king locks the girl in a tower with a roomful of straw and orders her to spin it into gold by the next morning- or else face a harsh punishment (either decapitation or lifelong imprisonment in a dungeon, depending on the version). The girl is at her wits end and terrified. Hearing her cries, a tiny demon appears and tells her he will do whats been asked of her in exchange for a trade. She gives him her necklace and by morning, the straw has been spun into gold. But the king still isnt satisfied. He takes the girl to a larger room filled with straw and commands her to spin it into gold by the next morning, again or else. The imp comes back and this time the girl gives him her ring in trade for his work. The following morning, the king is impressed but still not satisfied. He takes the girl to an enormous room filled with straw and tells her if she can spin it into gold before morning, he will marry her- if not, she can rot in the dungeon for the rest of her days. When the demon arrives, she has nothing left to trade but the demon comes up with a plan. Hell spin the straw into gold- in exchange for her first-born child. Reluctantly, the girl consents. A year later, she and the king are happily married and she has given birth to a son. The imp returns to claim the baby. Now a wealthy queen, the girl begs him to leave the baby and take all her worldly goods but he refuses. The queen is so distraught, he makes her a bargain: If she can guess his name he will leave the baby. He gives her three days. Since no one knows his name (other than himself), he figures its a done deal. After failing to learn his name and exhausting as many guesses as she can come up with over the course of two days, the queen flees the castle and runs into the woods in despair. Eventually, she happens on a small cottage where she chances to hear its occupant- none other than the awful imp- singing: Tonight, tonight, my plans I make, tomorrow tomorrow, the baby I take. The queen will never win the game, for Rumpelstiltskin is my name. Armed with the knowledge, the queen returns to the castle. When the imp shows up the next day to take the baby, she calls out the evil tricksters name, Rumpelstiltskin! In a fury, he disappears, never to be seen again (in some versions, he gets so mad he actually explodes; in others, he drives his foot into the ground in a fit of rage and a chasm opens up and swallows him).