Google+ report Essay Example | Topics and Well Written Essays - 500 words

Google+ report - Essay Example An augmentation of this is co-marking, which is organizing as it were, yet with brands and associations that share the estimations of Pedal Forward, and which can push Pedal Forwards own image mindfulness as well. For example, Pedal Forward can co-brand with a natural food organization that has national footing, or a beautifying agents brand that centers around regular fixings, for example, The Body Shop, to bring issues to light about Pedal Forwards own battle in Google+. The thought here is to adjust the co-marking procedure with what Pedal Forward needs to accomplish, and a big motivator for it (Leap, 2012). Another proposal is for Pedal Forward to use Google+ Hangouts to associate with its fan base continuously, and to then catch that constant connection and post it on the Google+ page of Pedal Forward so a bigger populace of fans can continue seeing that Hangout meeting after the occasion, for their advantage. A Google+ Hangout takes into account Pedal Forward to interface by means of text and through video with a gathering of supporters about a particular theme, say bamboo bicycle trails, and afterward catch that connection for later posting. This is an extraordinary thought to do all the time, as an approach to remain important and interface genuinely with the crowd The thought is for Pedal Forward to attempt to remain new and significant while connecting with different pages and networks to build perceivability and to draw in existing and new fans. Related suggestions along this line of reasoning incorporate setting up snares from Google+ and from Pedal Forwards site to other online life stages, for example, Facebook and Twitter, Instagram Pinterest, and Kickstarter, to expand the web-based social networking reach of the crusade (Leap 2012). Being ready to communicate Google+ Hangout meetings is extraordinary, and something that can separate the stage from different stages, for example, Facebook. One way Google+ can additionally enhance this is to connect these Hangout

Jane Eyre by Charlotte Bronte and David Copperfield by Charles Dickens. Essay Example

Jane Eyre by Charlotte Bronte and David Copperfield by Charles Dickens. Article In this article I will examine the subject of schooldays and training as a rule. I will do this according to my investigation of the pre twentieth century writings Jane Eyre by Charlotte Bronte and David Copperfield by Charles Dickens. I will likewise show how much the framework has changed. During the eighteenth and nineteenth century for the most part upper and white collar class guardians sent their kids to Pe-ping (tuition based schools. The poor who couldn't bear the cost of instruction, which cost one pence every week, sent their youngsters to chapel schools. The study halls were frequently uncovered with the exception of a weaved content; this content was strict and was intended to inspire. Numerous young ladies didnt go to class. They were instructed at home about pragmatic things, for example, sewing and cooking however others did, as in Jane Eyres case, she was sent to Lowood for discipline. More unfortunate youngsters were just at school for 2-3 years before they needed to work professionally. Just 20% of kids really went to class by any stretch of the imagination. The young lady understudies at Lowood were matured from 9 to20 years old. The more established understudies frequently showed the more youthful ones. We will compose a custom paper test on Jane Eyre by Charlotte Bronte and David Copperfield by Charles Dickens. explicitly for you for just $16.38 $13.9/page Request now We will compose a custom article test on Jane Eyre by Charlotte Bronte and David Copperfield by Charles Dickens. explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom article test on Jane Eyre by Charlotte Bronte and David Copperfield by Charles Dickens. explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer At Lowood the students could associate with different understudies, yet couldn't talk except if addressed in class. Anyway David couldn't as he was instructed at home, he had no youngsters to play with As to any amusement with other kids my age, I had almost no of this was on the grounds that Mr Murdstone accepted that all kids were terrible impacts towards David The Murdstones described all kids as a multitude of little snakes and held that they polluted each other. There are numerous contrasts between pre twentieth century and today. From my examination it appears that understudies were instructed and nearly controlled by dread. During classes at Lowood understudies were given a few undertakings and needed to learn by heart. David additionally needed to learn by heart yet experienced issues recollecting what he had realized before I started to feel the words I have been in vast torments to get into my head all sliding endlessly this was a direct result of the Murdstones The very sight of these two has such an impact over me this might be a direct result of weight and dread of what will befall him on the off chance that he couldnt recall what he had realized. The conditions at Lowood were inadmissible by todays measures. The understudies walked the entire day from dinners to supplications to classes to the sound of clanking ringers and instructors voices providing orders. Mr Brockelhurst, who possessed the school, didnt have faith in pampering poor people. As he would like to think the more the young ladies figured out how to endure hardship, the more confident they would be in later life. The structure was beaten up pretty bad with splits and cleft in the dividers, wind, whistling through fissure of our window had made us shudder in our beds, and turned the substance of the ewers to ice and downplayed food of porridge at breakfast which was just barely eatable, if not consumed. Though David made some better memories learning as he was educated at home in the second best parlor, I come into the second best parlor however the environment was scaring with the Murdstones looking out for David and his mom. Educator student connections happen constantly in todays schools with each understudy having a most loved instructor or one they can talk straightforwardly to. David didn't generally have somebody like that except if you incorporate his mom who was his instructor. Jane anyway missed, Temple. Miss Temple ran the school and attempted to do what she could to improve things for the young ladies. For instance after the porridge was singed, she attempted to make it up to them by requesting an extraordinary treat of bread and cheddar. Likewise when she discovers reality with regards to Jane, she welcomes Jane and Burns to share her tea and buttered toast. She additionally drew out her very own cake and imparted it to them. This shows Miss Temple felt frustrated about both Jane and Burns, and couldn't help contradicting the manner in which they were dealt with. The stick was utilized as beating around the nation. This discipline was utilized on David who responded firmly and inwardly. Through resentment he bit the agent, Mr Murdstone who later sends a sign saying, cautious he chomps to the school that David joined in. A similar discipline was utilized in Jane and Burns case as they had indications of Rebellious and Vain swung from their necks and were made to stroll around and around in the downpour. This was on the grounds that Burns had normally wavy hair; that was disliked in school and was viewed as vanity. Simultaneously Jane was rebuffed for being insubordinate in light of the fact that she offered for her hair to be trimmed rather than Burns. Both were rebuffed in different cases, Jane when Mr Brockelhurst went to the school and singled out Jane, reporting to the school Mrs Reeds charge of her being a liar. He tells different young ladies that they ought not converse with her throughout the day. Jane needed to remain solitary for thirty minutes in the lobby on a stool. She felt embarrassed at being singled out as a liar. Consumes gets rebuffed for having messy nails (in spite of the fact that she didnt clarify that the ewers were solidified) and is sent to a space to bring a heap of twigs. She does this as though she is doing a drill. She gets the twigs and fixes her neckline however shows no feeling as she is being struck, she does however when she is separated from everyone else as Jane sees her taking care of her tissue. I looked barely as she rose up out of the book-wardrobe she was simply returning her hanky into her pocket, and the hint of a tear shimmered on her slight cheek. This was on the grounds that she didnt need to give Miss Scatchard the fulfillment of seeing her cry. All in all I accept that the framework has changed significantly and to extraordinary impact, each youngster gets the opportunity to go to class, with no segregation whether they are female or an alternate race. There is no physical discipline in schools; the main discipline given out is detainments, which guardians are advised before their youngster remains behind. The structures are in incredible condition and the educators are exacting without being out of line to students. Guardians have a state about the manner in which their kids are dealt with educators can not make emotional move at the off the cuff, however instructors can prevent a youngster from learning by sending the offender out of the homerooms. Offices have changed with innovation, with about each school having ICT offices. With exercises getting fun by utilizing PCs, the web, recordings and different apparatuses of instruction and amusement.

Friday Forum Reader-Funded Publishing

Friday Forum Reader-Funded Publishing In a post yesterday about why theres never been a better time to be a reader, Jeff mentioned that technology and social media have made authors more approachable than ever before. What he didnt say, but is equally true, is that for authors, readers have never been so approachable, either. Many writers take to Twitter and Facebook well before their work is published or even sold in hopes of building a platform from which to publicize, socialize, and persuade. By the time publication day rolls aroundif it rolls aroundthey have a community with which to celebrate, made up of readers they fervently hope will transfer their online enthusiasm into purchases. Recently, though, authors have been going for the sale much earlier in the relationship. On Twitter this week alone, Ive watched four authors solicit donations from their fans and followers to help fund their latest self-published projects through Kickstarter. A quick search of Kickstarters listings yields more than 2,700 book-related campaigns, ranging from an attempt to bring old comics back into print to an effort to print a photo essay collection by a former porn producer to a  reference book about the U.S. filming locations for the Star Wars films. And thats just on the first page of results! So, what do you make of this latest development in publishing? Would you donate money to help fund a writers publication? What would it take to get you do so?

Lactose Intolerance and Lactase Persistence Can You Drink Milk

A total of 65% of the human population today has lactose intolerance (LI): drinking animal milk makes them ill, with symptoms including cramps and bloating. That is the typical pattern for most mammals: they stop being able to digest animal milk once they have moved on to solid foods. The other 35% of the human population can safely consume animal milk after weaning, that is to say they have lactase persistence (LP), and archaeologists believe that is a genetic trait that developed between 7,000–9,000 years ago among several dairying communities in places like northern Europe, eastern Africa, and northern India. Evidence and Background Lactase persistence, the ability to drink milk as an adult and the opposite of lactose intolerance, is a trait that arose in humans as a direct result of our domestication of other mammals. Lactose is the main carbohydrate (disaccharide sugar) in animal milk, including humans, cows, sheep, camels, horses, and dogs. In fact, if a being is a mammal, the mothers give milk, and mothers milk is the major energy source for human infants and all very young mammals. Mammals cannot normally process lactose in its ordinary state, and so a natural enzyme called lactase (or lactase-phlorizin-hydrolase, LPH) is present in all mammals at birth. Lactase breaks down the lactose carbohydrate into usable parts (glucose and galactose). As the mammal matures and moves beyond mothers milk to other food types (is weaned), the production of lactase decreases: eventually, most adult mammals become lactose intolerant. However, in about 35% of the human population, that enzyme continues to work past the point of weaning: people who have that working enzyme as adults can consume animal milk safely: the lactase persistence (LP) trait. The other 65% of the human population is lactose intolerant and cannot drink milk without ill effects: the undigested lactose sits in the small intestine and causes the differing severity of diarrhea, cramps, bloating, and chronic flatulence. Frequency of LP Trait in Human Populations While it is true that 35% of the worlds population has the lactase persistence trait, the likelihood that you have it  depends largely on geography, on where you and your ancestors lived. These are estimates, based on fairly small sample sizes. Eastern and Southern Europe: 15–54% have LP enzymeCentral and Western Europe: 62–86%British Isles and Scandinavia: 89–96%Northern India: 63%Southern India: 23%East Asia, Native Americans: rareAfrica: patchy, with highest percentages associated with cattle pastoralistsMiddle East: patchy, with highest percentages associated with camel pastoralists The reason for the geographic variation in lactase persistence has to do with its origins. LP is believed to have arisen because of the domestication of mammals, and the subsequent introduction of dairying. Dairying and Lactase Persistence Dairying--raising cattle, sheep, goats, and camels for their milk and milk products--began with goats, about 10,000 years ago in what is today Turkey. Cheese, a reduced lactose dairy product, was first invented about 8,000 years ago, in that same neighborhood in western Asia--making cheese removes the lactose-rich whey from the curds. The table above shows that the highest percentage of people who can consume milk safely are from the British Isles and Scandinavia, not in western Asia where dairying was invented. Scholars believe that is because the ability to safely consume milk was a genetically selected advantage in response to milk consumption, developed over 2,000–3,000 years. Genetic studies conducted by Yuval Itan and colleagues suggest that the European lactase persistence gene (named -13,910*T for its location on the lactase gene in Europeans) appears to have arisen about 9,000 years ago, consequent with the spread of dairying into Europe. -13.910:T is found in populations all over Europe and Asia, but not every lactase persistent person has the -13,910*T gene--in African pastoralists the lactase persistence gene is called -14,010*C. Other recently identified LP genes include -22.018:GA in Finland; and -13.907:G and -14.009 in East Africa and so on: there are no doubt other as-yet unidentified gene variants. They all, however, likely arose as a result of a reliance on milk consumption by adults. Calcium Assimilation Hypothesis The calcium assimilation hypothesis suggests that lactase persistence might have gotten a boost in Scandinavia because in high-latitude regions reduced sunlight doesnt allow sufficient synthesis of vitamin D through the skin, and getting it from animal milk would have been a useful substitute for recent immigrants to the region. On the other hand, studies of DNA sequences of African cattle pastoralists indicate that the mutation of -14,010*C occurred about 7,000 years ago, in a place where a lack of vitamin D was certainly not a problem. TRB and PWC The lactase/lactose set of theories test the larger debate over the arrival of agriculture in Scandinavia, a debate over two groups of people named by their ceramic styles, the Funnel Beaker culture (abbreviated TRB from its German name, Tricherrandbecher) and the Pitted Ware culture (PWC). By and large, scholars believe the PWC were hunter-gatherers who lived in Scandinavia about 5,500 years ago when the TRB agriculturalists from the Mediterranean region migrated into the north. The debate centers around whether the two cultures merged or the TRB replaced the PWC. DNA studies (including the presence of the LP gene) on PWC burials in Sweden indicate that the PWC culture had a different genetic background from those of modern Scandinavian populations: modern Scandinavians have far higher percentages of the T allele (74 percent) compared to PWC (5 percent), supporting the TRB replacement hypothesis. Khoisan Herders and Hunter-Gatherers Two 2014 studies (Breton et al. and Macholdt et al.) investigated lactase persistence alleles among southern African Khoisan hunter-gatherer and pastoralist groups, part of a recent reassessment of the traditional concepts of the Khoisan and the broadening of applications for the appearance of LP. Khoisan is a collective term for people who speak non-Bantu languages with click consonants and includes both Khoe, known to have been cattle herders from about 2,000 years ago, and San often described as the prototypical (maybe even stereotypical) hunter-gatherers. Both groups are often assumed to have remained largely isolated throughout prehistory. But the presence of LP alleles, along with other recently identified evidence such as shared elements of Bantu languages among Khoisan people and recent archaeological discoveries of sheep pastoralism at Leopard Cave in Namibia, has suggested to scholars that African Khoisan were not isolated, but instead were descended from multiple migrations of people from other parts of Africa. The work included a comprehensive study of LP alleles in modern southern African populations, descendants of hunter-gatherers, cattle and sheep  pastoralists and agropastoralists; they found that Khoe (herding groups) carried the East African version of the LP allele (-14010*C ) in medium frequencies, indicating they are likely partly descended from pastoralists from Kenya and Tanzania. The LP allele is absent, or in very low frequencies, among Bantu-speakers in Angola and South Africa and among San hunter-gatherers. The studies conclude that at least 2000 years ago, pastoralism was brought by a small group of eastern African migrants to southern Africa, where they were assimilated and their practices adopted by local Khoe groups. Why Lactase Persistence? The genetic variants that allow (some) people to consume mammal milk safely arose about 10,000 years ago as the domestic process was being undertaken. Those variations allowed populations with the gene to broaden their dietary repertoire, and incorporate more milk into their diet. That selection is among the strongest in the human genome, with a strong influence on human reproduction and survival. However, under that hypothesis, it would seem logical that populations with higher levels of milk dependence (such as nomadic herders) should have higher LP frequencies: but that is not always true. Long-term herders in Asia have quite low frequencies (Mongols 12 percent; Kazakhs 14–30 percent). Sami reindeer hunters have a lower LP frequency than the rest of the Swedish population (40-75 percent versus 91 percent). That might be because different mammals have different concentrations of lactose, or there may be some as-yet-undetected health adaptation to milk. In addition, some researchers have suggested that the gene arose only in times of ecological stress, when milk had to be a larger part of the diet, and it might have been more difficult for individuals to survive milks ill effects under those circumstances. Sources: Breton, Gwenna, et al. Lactase Persistence Alleles Reveal Partial East African Ancestry of Southern African Khoe Pastoralists. Current Biology 24.8 (2014): 852-8. Print.Burger, J., et al. Absence of the Lactase-Persistence-Associated Allele in Early Neolithic Europeans. Proceedings of the National Academy of Sciences 104.10 (2007): 3736-41. Print.Dunne, Julie, et al. First Dairying in Green Saharan Africa in the Fifth Millennium BC. Nature 486.7403 (2012): 390-94. Print.Gerbault, Pascale, et al. Evolution of Lactase Persistence: An Example of Human Niche Construction. Philosophical Transactions of the Royal Society B: Biological Sciences 366.1566 (2011): 863-77. Print.Itan, Yuval, et al. The Origins of Lactase Persistence in Europe. PLOS Computational Biology 5.8 (2009): e1000491. Print.Jones, Bryony Leigh, et al. Diversity of Lactase Persistence in African Milk Drinkers. Human Genetics 134.8 (2015): 917-25. Print.Leonardi, Michela, et al. The Evolution of Lactase Persistence in Euro pe. A Synthesis of Archaeological and Genetic Evidence. International Dairy Journal 22.2 (2012): 88-97. Print.Liebert, Anke, et al. World-Wide Distributions of Lactase Persistence Alleles and the Complex Effects of Recombination and Selection. Human Genetics 136.11 (2017): 1445-53. Print.Malmstrà ¶m, Helena, et al. High Frequency of Lactose Intolerance in a Prehistoric Hunter–Gatherer Population in Northern Europe. BMC Evolutionary Biology 10.89 (2010). Print.Ranciaro, Alessia, et al. Genetic Origins of Lactase Persistence and the Spread of Pastoralism in Africa. The American Journal of Human Genetics 94.4 (2014): 496–510. Print.Salque, Mà ©lanie, et al. Earliest Evidence for Cheese Making in the Sixth Millennium BC in Northern Europe. Nature 493.7433 (2013): 522–25. Print.Sà ©gurel, Laure, and Cà ©line Bon. On the Evolution of Lactase Persistence in Humans. Annual Review of Genomics and Human Genetics 18.1 (2017): 297–319. Print.

What You Must Know About Global Essay Topics

What You Must Know About Global Essay Topics The author of an essay identifies with the topic and has to take total responsibility for her or his statements. It's also advisable to constantly work to enhance your writing style and create your essay attractive to read and simple to navigate. Don't forget, if you cannot finish the essay, be sure to contact Paper per Hour for assistance. At any time you catch yourself feeling captivated by somebody's essay or article, take a good look at it. Since there's a word limit for the essay answers it's important to make sure the content isn't repeated. A properly structured essay is quite appealing. A prudent student doesn't have to cover a sample paper. To compose an outstanding essay, it's critical to use specific academic language. Ok, I Think I Understand Global Essay Topics, Now Tell Me About Global Essay Topics! If you have just a few activities you'd like to describe, don't hesitate to go into more detail and compose a compelling story so the admission officer can understand your passion for said activities. You may want to include an extra essay if you think the college application forms do not offer sufficient chance to convey important information regarding yourself or your accomplishments. Students that are too lazy or uninterested in doing any true learning are likely to lose out in the international economy. It's desirable to discover a native-speaker teacher specializing in IELTS. Today, people are beginning to turn into active participants in the struggle against global issues and as a consequence, progress is being made. Everyone says they can handle change but the truth isn't many folks do well with change. The world is waiting to hear what you need to say. The area of work is changing, and if we want to keep up, we have to concentrate on learning new skills. Last, search the internet for educational and present event resources, stay interest in news since it will help you remain updated and allow you to explore several aspects of a situation or topic. The aim of the project is to harness the ability of a worldwide community of interest to go over and debate a succession of issues concerning the museum sector's responses to digital technologies, and the possible implications. Communication technology essay topics may include a variety of ideas. It is very important to remember, that technology is a wide subject, and therefore, it is necessary to narr ow down the particular technology area or invention you want to go over. The 30-Second Trick for Global Essay Topics When you've gathered all the info you can about your subject, you should pick your side and produce a valid opinion. Most issues can have essays on all the aforementioned questions. Attempt to locate a deeper issue in the subject you would like to do. Make changes wherever it's possible. Structural Elements An introduction should specify a context and offer a concise summary of why the topic was chosen. It covers the main problem or question that an essay addresses. For instance, the introduction and the conclusion is going to be offered to you. Think beyond the box as you answer the subsequent questions. The collection of the topic may also relate to the historical questions so that it is crucial to read history books as a way to find out the type of project you should work on. The list might seem lengthy but it can help save you a good deal of time. Nevertheless, stay away from grammatical mistakes and go for a Grammarly check once you are finished with your answers. Make sure that the whole worldwide warming essay you write must stick to a particular pattern and structure. The term terrorism has come to be the the heart of fear and loss over the previous several decades. Disasters like floods and hurricanes will become increasingly more frequent. The origin of the crime isn't the human being born into hyper-segregation, it's the hyper-segregation, which is that which we should be focused on for preventive measures.

Sexual Ethics Essay Free Essays

1. There are a number of dilemmas in sexual ethics such as homosexuality, marriage and divorce and pornography. For instance homosexuality is a major problem within sexual ethics because homosexual sex cannot lead to reproduction. We will write a custom essay sample on Sexual Ethics Essay or any similar topic only for you Order Now However sexual ethic it differs between denominations compared to government law. Therefore these issues are a concern to religious belief; different faiths have different view on homosexuality or marriage and divorce. Many religious beliefs do not encourage homosexuality in fact it is severely discouraged for example in the Islamic faith they do not allow this because there is no doubt that in Islam homosexuality is considered ‘sinful’. Homosexuality as far as Islam is concerned is a profound mistake (as are all sins if they are not intending to do wrong). For instance a quote from the Qur’an says â€Å"What! Of all creatures do ye come unto the males, and leave the wives your Lord created for you? Nay, but ye are forward folk. † Qur’an 26:165. The references relate to gay sexual activities; lesbian practices are not mentioned in the Qur’an, neither is it mentioned in the bible. Christians are divided over the issue of homosexuality. Due to natural law homosexual sex cannot lead to reproduction therefore the marriage would be considered invalid, however then a marriage between an older couple or couples who infertile would also be invalid, therefore all homosexual acts and relationships are sinful so many believe homosexuality is contrary to God’s will. However the Roman Catholic Church teaches that homosexual should be treated with respect, compassion and sensitivity and no discrimination, they believe the feeling aren’t wrong but the actions are sinful because they contrary to the will of God. The scriptures of the bible suggest that the only sexual relationship that God approves of is one between married heterosexual partners. The creation narrative describe woman as being created especially for man: â€Å"a helpful suitable for him† (genesis 2:18). The Old Testament said â€Å"If a man lies with a man as one does with a woman, both of them have done what is detestable. They must be put to death† (Leviticus 20:13) however there is still no mention on lesbian practices. Marriage is an important part of the Christian life a the purpose of Christian marriage is faithfulness to one another, many Christians teach than within marriage there is a natural hierarchy that reflects the relationship of Christ and the church. The Roman Catholic Church says â€Å"wives, in the same way be submissive to your husband†¦ Husband, in the same way be considerate as you live with your wives, and treat them with respect† (1 peter 3:1, 7). Whereas the Church of England argues that the relationship is based upon Christ’s headship over the church and is about love and sacrifice, not domination and power. This argument originally started as the bible said â€Å"a man will leave his father and mother and be united to his wife and they will become one flesh† (genesis 2:24). On the other hand, in the Islamic faith marriage is only a way to make sex and having children legal and lawful, the belief also states in the eyes of Allah both members of the relationship are treated equally even though they have separate duties. Whereas the Christian views on divorce are that marriage is for life. People take vows for better or worse so if they meant that then there should be no divorce. For instance the Roman Catholic Church believe there shouldn’t be any divorce unless the marriage has not been consummated or they are willing to get a divorce with the permission from the pope. Whereas the Church of England except divorce but some more traditional vicars don’t allowed divorces to remarry in church, the bible believes divorce is not favoured by God: â€Å"Therefore what God has joined together, let man not separate (Matthew 19:6) which means God joins them so the law cannot separate them. Even Jesus forbids divorce: â€Å"Anyone who divorces his wife and marries another woman commits adultery. And if she divorces her husband and marries another man, she commits adultery† (Mark 10:11-12) However in Matthews gospel it say â€Å"anyone who divorces his wife, except for marital unfaithfulness, and marries another woman commits adultery† (Matthew 19:9). Alternatively divorce in Islam is only when the male partner says Talaq 3 times can divorce the couple, however this banned in some countries which results in going to arbitration council and judicial intervention before the divorce is granted. . Due to the loss of faith in many denomination and cultures today, we as people no longer look to religion to guide our sexual ethics as we once did. It is no longer relevant because many people believe that anymore should be able to marry anyone they want, for example same-sex partners. The debate is still being waged between the church and government to offer this un ion. Many people believe if two people are happy together and want to join themselves in holy matrimony, then they should be allowed. Marriage has also undergone many changes as people are less likely to have a â€Å"traditional† wedding instead they are more likely to enjoy extended co-habitation. Also the concept of marriage has change because it is more of a legal act rather than a declaration of love to God. Whereas divorce is seen by the eyes of most people is all about the law rather than church. Church seems to have very little authority when a marriage has got to the divorce stage. A minority of people do still take guidance from the church and believe the once they have entered into holy matrimony then it is for life just as God ordained. In conclusion, like most of the civilised world I believe that the religious beliefs about sexual ethics are no longer relevant because civilisation has changed so much and people are willing to accept all that was once considered taboo by the church and are willing to open their mind about the change in religious beliefs and sexual ethics. How to cite Sexual Ethics Essay, Essay examples

Recycling Essays (3681 words) - Waste Management, Babycare

Recycling Recycling, Making a Difference To recycle or not to recycle that is an important question that we all need to ask ourselves. As the population continues to grow and the earth gets more and more crowded with people and their waste it becomes a major issue of whether there will be enough space on the planet earth for future generations and their waste (trash) too. When first beginning to collect trash and and counting the trash my attitude was - what influence could my family make? But as I began to research recycling and how some wastes pollute the environment my attitude took a change. The attitude turned more toward concern than what or how much my waste contributed to the big picture. Below is a chart reflecting the amount of trash that was counted and weighted during a four-week period beginning the week of Monday, April 24, 2000 and ending on Sunday, May 21, 2000. These weights were rounded up to the nearest pound. Week Aluminum Other Metals Glass Plastics Newspaper White Paper Other Paper Food Prducts and Lftovrs 1- Apr 24-30 10 5 4 5 2- May 1-7 3- May 8-14 4- May 15-21 Totals The Orrs household consists of my wife and three children, ages 9, 5 and 2 (3 boys and 2 girls). During the first week of my collection the oldest child was visiting her grandparents, which I thought would have made a difference in the amount of trash that the Orrs would accumulate. There was a major surprise to the household of how much food waste accumulated over a week, and how the numbers of plastic and glass were almost equivalent. The food waste can probably be attributed to the fact that Mrs. Orr still cooks for five people and the children never really eat all their food. When raising three children you get into a pattern and it has been hard for my wife to change that pattern as far as the amount of food that is bought and the amount of food she cooks at any one time. The newspaper was not a great surprise because each week the household receives the same number of papers, the OFallon journal daily, the Sunday Post Dispatch, two journals and some weeks the papers varied in size. Depending on the media. The large amount of other paper came as a major shock, This consisted of some color paper and disposable diapers that the youngest child uses. A lot of this was various bits of junk mail that is received weekly that was not be counted as white paper or in the newspaper catogory. Paper napkins and towels also added to the grand total, as well. There was a lot of white paper that was collected, but this was during the time when the computer was being used a lot due to the youngest daughter and her book report and most of the mail was in the form of junk. The first week I weighed two pounds of plastic. This pound consisted of two Pepsi bottles and water bottles. After the first couple of days, it became more aware of how much water that was being used and the solution to this was reusing the same bottles instead of throwing the empty ones out, which also saved money. The researching period of recycling and learning what all the waste is doing to the our Planet, was when the biggest concerns became aware of the amount of other trash that was counted. Because this is the type of trash that cannot be recycled easily. The disposable diapers and the sanitary products are a major concern because this type of waste goes directly into a landfill. When further research on the disposable diapers, it was surprising to find that the disposal of the diapers is not causing the controversy, that it did several years ago. According to one study it was found that disposable diapers cause more trash but cloth diapers use more energy (Samuelson 143 - 144). This would mean that no matter what you use that you are still causing some damage to the environment in one way or another (The Orr family goes throught about four diapers a day).

Curriculum in the UK essays

Curriculum in the UK essays The national curriculum has been criticized and continually revised since its inception in 1988. Brought about by the governmental pressures away from comprehensivism and toward the marketplace, the national curriculum was met with immediate criticism. The national curriculum was extensively modified in the years after 1988, moving curriculum decisions away from teachers and toward the government, based on largely political, rather than educational motives. Overall, while a national curriculum can potentially provide a number of benefits, the national curriculum of 1988 Before delving too deeply into the issue of the national curriculum, it is important to understand the purpose and content of curriculum. Curriculum can be defined as: "A structured plan of intended learning outcomes, underpinning knowledge, skills, behaviour and associated learning experiences. The learning plan is generally organised as a sequenced combination of modules so that a student can achieve specified educational and training outcomes. The curriculum includes the syllabus, teaching guides, an assessment guide and required learning resources" (TAFE NSW). A number of events and trends led up to the advent of the national curriculum in 1988. During the 1960s, there had been a move in the country toward comprehensivism in schools that soundly defeated by the mid-1980s. At the same time, conservative politicians called for a curriculum that focused on core competencies like reading writing and arithmetic, and was driven by the market place. Further, the governments prior to the mid- 1980s worked hard to dramatically reduce the powers of Local Education Authorities (LEAs) (Gillard; Education in England). Together, these trends paved the way for the planning and implementation of the national It is important to consider that Margaret Thatcher had been education secretary as 1970, when...

The Plant Life Cycle for Kids

The Plant Life Cycle for Kids Plants have a life cycle, just like humans and other animals. The plant life cycle describes the stages the plant goes through from the beginning of its life until the end, when the process starts all over again. Seeds The life cycle of a plant begins with a seed. (Some non-flowering plants, such as ferns, begin with spores.) You are probably familiar with seeds and may have even eaten a few, such as sunflower or pumpkins seeds. A seed has a protective coating called the shell. The shell contains everything needed to start a new plant. Inside the seed coating is an embryo, which will become the new plant, and the endosperm, which provides the nutrients for the embryo. Seeds are dispersed, or spread, in a variety of ways. Some are blown by the wind. Others float on water. Still others are carried by birds, bees, other insects, or on the fur of animals. Some are even eaten by animals and spread through their waste. And, of course, humans plant seeds for their fruit or to make their lawns attractive. Once a seed reaches its destination, the next stage of the life cycle begins. Germination Seeds need four things to grow: oxygen, moisture, sunlight, and the right temperature. When the proper conditions are met for the seed, it will begin to sprout. The roots push their way through the seed coating and begin growing into the soil. This process is called germination. Seedlings A small, fragile young plant called a seedling will then poke its way out of the ground and start growing towards the sunlight. The seedling gets many of the nutrients it needs to grow from the soil through its roots. The seedling also gets nutrients from the sun. A plant’s leaves contain a green pigment called chlorophyll. This pigment uses sunlight, water, and carbon dioxide to produce energy for the plant in a process called photosynthesis.   Adult Plant Photosynthesis helps the seedling grow into a mature plant. The mature plant produces flowers, which ensure that the life cycle continues. A mature plant has leaves, roots, and a stem. The roots extract nutrients and water from the soil. These are carried to the plant by the stem, which also serves to support the plant. The leaves create energy through photosynthesis. The flower is the part of a plant needed for reproduction. It is made up of many different parts. The petals are usually bright and colorful for attracting insects to help with the pollination process. The stamen is the part of the plant that produces pollen. Pollen is a powdery substance, often yellow, that contains half of the genetic material needed to create a new plant.   The stigma is the part of the flower the receives the pollen. It contains the ovules of the plant. The ovules will become seeds when they are fertilized by the pollen. Pollination The process of getting the pollen from the stamen of one plant to the stigma of another is called pollination. Pollen may be carried by the wind, but it is often transported from one flower to another by insects. Some types of bats even help with the pollination process. Bees, butterflies, and other insects (or bats)  are attracted to flowers by the colorful petals. The insects drink the nectar (a sweet liquid)  that flowering plants produce. While the insect crawls around the plant drinking the nectar, it gets pollen on its legs and body. When the insect flies to another plant to drink more nectar, some of the pollen from the first plant is deposited onto the second plant. Remember, pollen contains half of the genetic material needed to produce a new plant. The ovules, located in the stigma, contain the other half. When the pollen reaches the ovules of a plant, they are fertilized and become seeds. Then, the plants fertilized seeds are dispersed by wind, water, or animals, and the whole process begins again.

Strategic Marketing Management Essay Example | Topics and Well Written Essays - 2000 words

Strategic Marketing Management - Essay Example The group was founded in the year 1968 and its first restaurant was opened up in the district of Causeway Bay of Hong Kong in the year 1969. At present, the group has over 540 retail outlets all over the world with its several brands. This paper will deal with the study and analysis of the fast food industry in Hong Kong and accordingly will penetrate into one of the strategic business units of Cafe de Coral. The strategic business units of Cafe de Coral consist of fast food, specialty restaurants, institutional catering, food processing and distribution and overseas. In this research paper, the fast food unit of Cafe de Coral at Hong Kong will be taken up for evaluation. With respect to the analysis of the industry and strategic business unit of Cafe de Coral, specific strategic direction and relevant execution explanation will be provided (Cafe de Coral, 2011). 2.0 Industry Competition The fast food industry competitiveness in Hong Kong will be discussed in this section with refere nce to the Porter’s Five Forces Model. The forces of the model consist of barriers to entry into the Hong Kong’s fast food industry, bargaining power of the buyers in the industry, bargaining power of the suppliers, threat of the substitutes in the industry and the rivalry among the existing players in the industry. 2.1 Threats of New Entrants The threats of the new entrants have to be described in terms of a few aspects for evaluating the factors totally. The aspects are the economies of scale, capital requirements, product differentiation and cost disadvantages. Taking the advantage of the economies of scale, the new entrants interested in the class of limited service restaurants can seek certain favour to economies of scale. But these advantages get weakened by the alleviation of founding a restaurant that provides quick service. Differentiating the products or the fast food being provided is a difficult task in the industry, but for private start-ups this is not a difficulty and thus not a barrier to entry. The requirements of initial capital might repress the development of nation. The cost disadvantages stem from the fact that the established companies in the fast food industry already enjoy the advantage of innovative technology, favourable sites, access to raw materials, experience and government subsidies. There is stiff competition in the Hong Kong fast food industry due to the presence of an enormous number of fast food chains and restaurants. In spite of all these facts, the strategic business unit of Cafe de Coral perceives a high future growth as the receipts of food and beverages have showed upward trend during the past years. From all these analysis, it can be inferred that the entry barriers in the Hong Kong fast food industry is not high and according to the current market condition, the SBU expects growth (ACCA, 2010). 2.2 Bargaining Power of Buyers The Hong Kong fast food industry is characterised by several individual custome rs who place pretty small orders.

Food Day Essay Example | Topics and Well Written Essays - 250 words

Food Day - Essay Example This was an effect or evidence that I was actively listening. During the preparation and at the event, we worked in a team. For example, our team composed Libby, Katie and I. Libby led the team most time and working together, we followed, monitored the progress, and met deadlines throughout the pre and post event activities. The events of the Food Day enlightened me on my profession. From the event, I have understood many facts and perspectives regarding human nutrition. It was very exciting when people inquired about economical and be environment friendly. Additionally, I realized that people are ever interested to learn things regarding living healthy and economically sound or viable. It was my first time address a public gathering. However, at the beginning, it seemed difficult, but after a while I got used to it and I loved this experience. At the end, I was very happy with confident and composure I learnt from this experience. Yes, my efforts made a different both to the occasion and my life experience. For example, most of the attendances were interested in our teams and inquired more about our stuff and how they can obtain it. In addition, I felt most of them were very interested on our displays and they wanted us to information more on how they can save more. I liked the samples we displayed on our information table because it helped us to provide accurate information. Furthermore, I liked our handout because it had simple and easy information. Lastly, I liked how we organized our table; we divided it in two sides. On one side, we placed the green sample and the other side there was the bottle water, Ziploc bag, coffee cup, and plastic bag. I would add more examples of green samples and have a calculator to let them calculate the difference prices of the green samples and the other stuff. The calculation would have help them know how and how much to save. All

Job Specialization and the Division of Labour

Job Specialization and the Division of Labour Introduction Car production has changed dramatically over the years as managers have applied different views or philosophies of management to organize and control work activities. Prior to 1900, workers worked in small groups, cooperating to hand-build cars with parts that often had to be altered and modified to fit together. This system, a type of small-batch production, was very expensive; assembling just one car took, moving conveyor belts bring the car to the workers. Each individual worker performs a single assigned task along a production line, and the speed of the conveyor belt is the primary means of controlling their activities. Ford experimented to discover the most efficient way for each individual worker to perform an assigned task. The result was that each worker performed one siderable time and effort; and workers could produce only a few cars in a day. To reduce costs and sell more cars, managers of early car companies needed better techniques to increase efficiency. Henry Ford revolutionized the car industry. In 1913, Ford opened the Highland Park car plant in Detroit to produce the Model T. Ford and his team of manufacturing managers pioneered the development of mass-production manufacturing, a system that made the small-batch system almost obsolete overnight. In 1913, Henry Ford revolutionized the production process of a car by pioneering mass-production manufacturing, a production system in which a conveyor belt brings each car photo, taken in 1904 inside Daimler Motor Co., is an example of the use of small-batch production, a production system in which small groups of people work together and perform all the tasks needed to assemble a product. to the workers, and each individual worker performs a single task along the production line. Even today, cars are built using this system, as shown in this photo of workers along a computerized automobile assembly line, specialized task, such as bolting on the door or attaching the door handle, and jobs in the Ford car plant became very repetitive. Fords management approach increased efficiency and reduced costs so much that by 1920 he was able to reduce the price of a car by two-thirds and sell over two million cars a year.2 Ford Motor Company (www.ford.com) became the leading car company in the world, and many competitors rushed to adopt the new mass-production techniques. Two of these companies, General Motors (GM) and Chrysler, eventually emerged as Fords major competitors. The CEOs of GM and Chrysler-Alfred Sloan and Walter Chrysler-went beyond simple imitation of the Ford approach by adopting a new strategy: offering customers a wide variety of cars to choose from. To keep costs low, Henry Ford had offered customers only one car-the Model T. The new strategy of offering a wide range of models was so popular that Ford was eventually forced to close his factory for seven months in order to reorganize his manufacturing system to widen his product range. Due to his limited vision of the changing car market, his company lost its competitive advantage. During the early 1930s, GM became the market leader. The next revolution in car production took place not in the United States but in Japan. A change in management thinking occurred there when Ohno Taiichi, a Toyota production engineer, pioneered the development of lean manufacturing in the 1960s after touring the US plants of the Big Three car companies. The management philosophy behind lean manufacturing is to continuously find methods to improve the efficiency of the production process in order to reduce costs, increase quality, and reduce car assembly time. In lean manufacturing, workers work on a moving production line, but they are organized into small teams, each of which is responsible for a particular phase of car assembly, such as installing the cars transmission or electrical wiring system. Each team member is expected to learn all the tasks of all members of his or her team, and each work group is charged with the responsibility not only to assemble cars but also to continuously find ways to increase quality and reduce costs. By 1970, Japanese managers had applied the new lean production system so efficiently that they were producing higher-quality cars at lower prices than their US counterparts, and by 1980 Japanese companies were dominating the global car market. To compete with the Japanese, managers at the Big Three car makers visited Japan to learn lean production methods. In recent years, Chrysler Canada has been the North American model for speed in automobile production. Chryslers Windsor, Ontario assembly plant opened in 1928, and over 54 years built its first five million vehicles. Less than 11 years later, in 1994, the plant reached the eight million mark. Chryslers Windsor facility has made a reputation for itself as the biggest single experiment with flexible manufacturing methods at one site. In the last 20 years, the plant has been so successful that Ken Lewenza, President of Local 444 of the expected to meet peak demand for the firms most popular products. On July 24, 2000, the plant reopened its doors after being shut down for just two weeks to retool for the newest generation of DaimlerChrysler AG minivans, due in dealers showrooms a month later. That was by far Windsors quickest turnover, but flexible manufacturing procedures introduced in 1983 have enabled the plant to display North Americas speediest production turnovers. In 1982-83, the plant shut down for 16 weeks to retool from making sedans to the first models of the Chrysler minivan, and then in 1995, it closed for 12 weeks for retooling to produce the next generation of minivans. While the Windsor facility has been a model for quick turnarounds, Canadas auto industry in general has fared well with the advancements in lean production methods. One analyst suggested that Canada is in the golden era of the auto sector in Canada, with a chance to outpace Michigan as early as 2001. As this sketch of the evolution of global car manufacturing suggests, changes in management practices occur as managers, theorists, researchers, and consultants seek new ways to increase organizational efficiency and effectiveness. The driving force behind the evolution of management theory is the search for better ways to utilize organizational resources. Advances in management theory typically occur as managers and researchers find better ways to perform the principal management tasks: planning, organizing, leading, and controlling human and other organizational resources. Scientific Management Theory: The evolution of modern management began in the closing decades of the nineteenth century, after the industrial revolution had swept through Europe, Canada, and the United States. In the new economic climate, managers of all types of organizations-political, educational, and economic-were increasingly trying to find better ways to satisfy customers needs. Many major economic, technical, and cultural changes were taking place at this time. The introduction of steam power and the development of sophisticated machinery and equipment changed the way in which goods were produced, particularly in the weaving and clothing industries. Small workshops run by skilled workers who produced hand-manufactured products (a system called crafts production) were being replaced by large factories in which sophisticated machines controlled by hundreds or even thousands of unskilled or semiskilled workers made products. Owners and managers of the new factories found themselves unprepared for the challenges accompanying the change from small-scale crafts production to large-scale mechanized manufacturing. Many of the managers and supervisors had only a technical orientation, and were unprepared for the social problems that occur when people work together in large groups (as in a factory or shop system). Managers began to search for new techniques to manage their organizations resources, and soon they began to focus on ways to increase the efficiency of the worker-task mix. Job Specialization and the Division of Labour: Manufacturing methods. The first was similar to crafts-style production, in which each worker was responsible for all of the 18 tasks involved in producing a pin. The other had each worker performing only 1 or a few of the 18 tasks that go into making a completed pin. Smith found that factories in which workers specialized in only 1 or a few tasks had greater performance than factories in which each worker performed all 18 pin-making tasks. In fact, Smith found that workers specializing in a particular task could, between them, make 48,000 pins a day, whereas those workers who performed all the tasks could make only a few thousand at most. Smith reasoned that this difference in performance was due to the fact that the workers who specialized became much more skilled at their specific tasks, and, as a group, were thus able to produce a product faster than the group of workers who each had to job specialization The process by which a division of labour occurs as perform many tasks. Smith concluded that increasing the level of job specialization-the process by which a division of labour occurs as different workers specialize in different tasks over time-increases efficiency and leads to higher Based on Adam Smiths observations, early management pract itioners and theorists focused on how managers should organize and control the work process to maximize the advantages of job specialization and the division of labour. To discover the most efficient method of performing specific tasks, Taylor studied in great detail and measured the ways different workers went about performing their tasks. Principle 1: One of the main tools he used was a time-and-motion study, which involves the careful timing and recording of the actions taken to perform a particular task. Once Taylor understood the existing method of performing a task, he tried different methods of dividing and coordinating the various tasks necessary to produce a finished product. Usually this meant simplifying jobs and having each worker perform fewer, more routine tasks, as at the pin factory or on Fords car assembly line. Taylor also sought ways to improve each workers ability to perform a particular task-for example, by reducing the number of motions workers made to complete the task, by changing the layout of the work area or the type of tool workers used, or by experimenting with tools of different sizes. Principle 2: Codify the new methods of performing tasks into written rules and standard operating procedures. Once the best method of performing a particular task was determined, Taylor specified that it should be recorded so that the procedures could be taught to all workers performing the same task. These rules could be used to standardize and simplify jobs further-essentially, to make jobs even more routine. In this way, efficiency could be increased throughout an organization. Principle 3: Carefully select workers so that they possess skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures. To increase specialization, Taylor believed workers had to understand the tasks that were required and be thoroughly trained in order to perform the tasks at the required level. Workers who could not be trained to this level were to be transferred to a job where they were able to reach the minimum required level of proficiency. Principle 4: Establish a fair or acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level. To encourage workers to perform at a high level of efficiency, and to provide them with an incentive to reveal the most efficient techniques for performing a task, Taylor advocated that workers should benefit from any gains in performance. They should be paid a bonus and receive some percentage of the performance gains achieved through the more efficient work process. This decision ultimately resulted in problems. For example, some managers using scientific management obtained increases in performance, but rather than sharing performance gains with workers through bonuses as Taylor had advocated, they simply increased the amount of work that each worker was expected to do. Many workers experiencing the reorganized work system found that as their performance increased, managers required them to do more work for the same pay. Workers also learned that increases in performance often meant fewer jobs and a greater threat of layoffs, because fewer workers were needed. In addition, the specialized, simplified jobs were often monotonous and repetitive, and many workers became dissatisfied with their jobs. Scientific management brought many workers more hardship than gain, and left them with a distrust of managers who did not seem to care about their wellbeing. These dissatisfied workers resisted attempts to use the new scientific methods unable to inspire workers to accept the new scientific management techniques for performing tasks, some organizations increased the mechanization of the work process. For example, one reason for Henry Fords introduction of moving conveyor belts in his factory was the realization that when a conveyor belt controls the pace of work (instead of workers setting their own pace), workers can be pushed to perform at higher levels-levels that they may have thought were beyond their reach. Charlie Chaplin captured this aspect of mass production in one of the opening scenes of his famous movie, Modern Times (1936). In the film, Chaplin caricatured a new factory employee fighting to work at the machine imposed pace but losing the battle to the machine. Henry For d also used the principles of scientific management to identify the tasks that each worker should perform on the production line and thus to determine the most effective way to create a division of labour to suit the needs of a mechanized production system. From a performance perspective, the combination of the two management practices (1) achieving the right mix of worker-task specialization and (2) linking people and tasks by the speed of the production line-makes sense. It produces the huge savings in cost and huge increases in output that occur in large, organized work settings. For example, in 1908, managers at the Franklin Motor Company redesigned the work process using scientific management principles, and the output of cars increased from 100 cars a month to 45 cars a day; workers wages increased by only 90 percent, however. From other perspectives, though, scientific management practices raise many concerns. Ethics in Action: From 1908 to 1914, through trial and error, Henry Fords talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the technical aspects of the move to mass production were a dramatic financial success for Ford and for the millions of Americans who could now afford cars, for the workers who actually produced the cars, many human and social problems resulted. With simplification of the work process, workers grew to hate the monotony of the moving conveyor belt. By 1914, Fords car plants were experiencing huge employee turnover-often reaching levels as high as 300 or 400 percent per year as workers left because they could not handle the work-induced stress. Henry Ford recognized these problems and made an announcement: From that point on, to motivate his workforce, he would reduce the length of the workday from nine hours to eight hours, and the company would double the basic wage from US$2.50 to US$5.00 per day. This was a dramatic increase, similar to an announcement today of an overnight doubling of the minimum wage. Ford became an internationally famous figure, and the word Fordism was coined for his new approach. Fords apparent generosity was matched, however, by an intense effort to control the resources-both human and material-with which his empire was built. He employed hundreds of inspectors to check up on employees, both inside and outside his factories. In the factory, supervision was close and confining. Employees were not allowed to leave their places at the production line, and they were not permitted to talk to one another. Their job was to concentrate fully on the task at hand. Few employees could adapt to this system, and they developed ways of talking out of the sides of their mouths, like ventriloquists, and invented a form of speech that became known as the Ford Lisp. Fords obsession with control brought him into greater and greater conflict with managers, who were often fired when they disagreed with him. As a result, many talented people left Ford to join his growing rivals. Outside the workplace, Ford went so far as to establish what he called the Sociological Department to check up on how his employees lived and the ways in which they spent their time. Inspectors from this department visited the homes of employees and investigated their habits and problems. Employees who exhibited behaviours contrary to Fords standards (for instance, if they drank too much or were always in debt) were likely to be fired. Clearly, Fords effort to control his employees led him and his managers to behave in ways that today would be considered unacceptable and unethical, and in the long run would impair an organizations ability to prosper. Two prominent followers of Taylor were Frank Gilbreth (1868-1924) and Lillian Gilbreth (1878-1972), who refined Taylors analysis of work movements and made many contributions to time-and-motion study. The Gilbreths often filmed a worker performing a particular task and then separated the task actions, frame by frame, into their component movements. Their goal was to maximize the efficiency with which each individual task was performed so that gains across tasks would add up to enormous savings of time and effort. Their attempts to develop improved management principles were captured-at times quite humorously-in the movie Cheaper by the Dozen, which depicts how the Gilbreths (with their 12 children) tried to live their own lives according to these efficiency principles and apply them to daily actions such as shaving, cooking, and even raising a family. Eventually, the Gilbreths became increasingly interested in the study of fatigue. They studied how the physical characteristics of the workplace contribute to job stress that often leads to fatigue and thus poor performance. They isolated factors- such as lighting, heating, the colour of walls, and the design of tools and machines-th at result in worker fatigue. Their pioneering studies paved the way for new advances in management theory. In workshops and factories, the work of the Gilbreths, Taylor, and many others had a major effect on the practice of management. In comparison with the old crafts system, jobs in the new system were more repetitive, boring, and monotonous as a result of the application of scientific management principles, and workers became increasingly dissatisfied. Frequently, the management of work settings became a game between workers and managers: Managers tried to initiate work practices to increase performance, and workers tried to hide the true potential efficiency of the work setting in order to protect their own well-being. Administrative Management Theory: Side by side with scientific managers studying the person-task mix to increase efficiency administrative management. Organizational structure is the system of task and authority relationships. It leads that how employees use resources to achieve the organizations goals. Two to high efficiency and of the most influential views regarding the creation of efficient systems of organization effectiveness. administration were developed in Europe. Max Weber, a German professor of sociology, developed one theory. Henri Fayol, the French manager also developed a model of management in the form of certain principles, which are given as under: Fayols Principles of Management Working at the same time as Weber but independently of him, Henri Fayol (1841-1925), the CEO of Comambault Mining, identified 14 principles that he believed to be essential to increasing the efficiency of the management process. Some of the principles that Fayol outlined have faded from contemporary management practices, but most have endured. Division of Labour Job specialization and the division of labour should increase efficiency, especially if managers take steps to lessen workers boredom. Authority and Responsibility Managers have the right to give orders and the power to exhort subordinates for obedience. Unity of Command An employee should receive orders from only one superior. Line of Authority The length of the chain of command that extends from the top to the bottom of an organization should be limited. Centralization Authority should not be concentrated at the top of the chain of command. Unity of Direction The organization should have a single plan of action to guide managers and workers. Equity All organizational members are entitled to be treated with justice and respect. Order The arrangement of organizational positions should maximize organizational efficiency and provide employees with satisfying career opportunities. Initiative Managers should allow employees to be innovative and creative. Discipline Managers need to create a workforce that strives to achieve organizational goals. Remuneration of Personnel The system that managers use to reward employees should be equitable for both employees and the organization. Stability of Tenure of Personnel Long-term employees develop skills that can improve organizational efficiency. Subordination of Individual Interests to the Common Interest Employees should understand how their performance affects the performance of the whole organization. Esprit de Corps Managers should encourage the development of shared feelings of comradeship, enthusiasm, or devotion to a common cause. The principles that Fayol and Weber set forth still provide a clear and appropriate set of guidelines that managers can use to create a work setting that makes efficient and effective use of organizational resources. These principles remain the bedrock of modern management theory; recent researchers have refined or developed them to suit modern conditions. For example, Webers and Fayols concerns for equity and for establishing appropriate links between performance and reward are central themes in contemporary theories of motivation and leadership. Behavioural Management Theory: The study of how managers should behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organization. The behavioural management theorists writing in the first half of the twentieth century all espoused a theme that focused on how managers should personally behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. The Management Insight indicates how employees can become demoralized when managers do not treat their employees properly. The Hawthorne Studies and Human Relations might be increased through improving various characteristics of the work setting, such as job specialization or the kinds of tools workers used. One series of studies was conducted from 1924 to 1932 at the Hawthorne Works of the Western Electric Company. This research, now known as the Hawthorne studies, began as an attempt to investigate how characteristics of the work setting-specifically the level of lighting or illumination-affect worker fatigue and performance. The researchers conducted an experiment in which they systematically measured worker productivity at various levels of illumination. The experiment produced some unexpected results. The researchers found that regardless of whether they raised or lowered the level of illumination, productivity increased. In fact, productivity began to fall only when the level of illumination dropped to the level of moonlight, a level at which presumably workers could no longer see well enough to do their work efficiently. The researchers found these results puzzling and invited a noted Harvard psychologist, Elton Mayo, to help them. Subsequently, it was found that many other factors also influence worker behaviour, and it was not clear what was actually influencing the Hawthorne workers behaviour. However, this particular effective group, had deliberately adopted a norm of output restriction to protect their jobs. Workers who violated this informal production norm were subjected to sanctions by other group members. Those who violated group performance norms and performed above the norm were called ratebusters; those who performed below the norm were called chiselers. One of the main implications of the Hawthorne studies was that the behaviour of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task. Managers must understand the informal organization The system of behavioural rules and norms that workings of the informal organization, the system of behavioural rules and norms that emerge in a group, when they try to manage or change behaviour in organizations. Many studies have found that, as time passes, groups often develop emerge in a group. elaborate procedures and norms that bond members together, allowing unified action either to cooperate with management in order to raise performance or to restrict output and thwart the attainment of organizational goals. The Hawthorne studies demonstrated the importance of understanding how the feelings, thoughts, and behaviour of work-group members and managers affect performance. It was becoming increasingly clear to researche rs that understanding behaviour in organizations is a complex process that is critical to increasing performance. Indeed, organizational behaviour The study of the factors that have an the increasing interest in the area of management known as organizational behaviour, the study of the factors that have an impact on how individuals and groups respond to and act in organizations, dates from these early studies.

General Electric: From Jack Welch To Jeffrey Immelt

S w 908M09 GENERAL ELECTRIC: FROM JACK WELCH TO JEFFREY IMMELT Ken Mark wrote this case under the supervision of Professor Stewart Thornhill solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization.To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail [email  protected] uwo. ca. Copyright  © 2008, Ivey Management Services Version: (A) 2008-04-18 INTR ODUCTION General Electric (GE) was a U. S. conglomerate with businesses in a wide range of industries, including aerospace, power systems, health care, commercial finance and consumer finance. In 2007, GE earned US$22. billion in net profit from US$170 billion in sales. In 2008, GE expected to generate US$30 billion in cash from operations. Driving GE’s growth was what many commentators considered to be the â€Å"deepest bench of executive talent in U. S. business,†1 the result of two decades of investment in its management training programs by its former chief executive officer (CEO), John F. (Jack) Welch, Jr. The current CEO, Jeffrey Immelt, took over from Jack Welch four days before September 11, 2001, and had spent the last few years preparing the firm for its next stage of growth. GENERAL ELECTRICGE’s roots could be traced back to a Menlo Park, New Jersey laboratory where Thomas Alva Edison invented the incandescent electric lamp. GE was founded when Thomso n-Houston Electric and Edison General Electric merged in 1892. Its first few products included light bulbs, motors, elevators, and toasters. Growing organically and through acquisitions, GE’s revenues reached $27 billion in 1981. By 2007, its businesses sold a wide variety of products such as lighting, industrial equipment and vehicles, materials, and services such as the generation and transmission of electricity, and asset finance.Its divisions included GE Industrial, GE Infrastructure, GE Healthcare, GE Commercial Finance, GE Consumer Finance, and NBC Universal. 2 1 Diane Brady, â€Å"Jack Welch: Management Evangelist,† Business Week, October 25, 2004. Available http://www. businessweek. com/magazine/content/04_43/b3905032_mz072. htm, accessed November 12, 2007. 2 http://en. wikipedia. org/wiki/General_Electric, accessed November 12, 2007. at Page 2 9B08M009 For more than 125 years, GE was a leader in management practices, â€Å"establishing its strength with the d isciplined oversight of some of the world’s most effective business people. 3 When he became chairman and CEO in 1972, Reginald Jones was the seventh man to lead General Electric since Edison. Jones focused on shifting the company’s attention to growth areas such as services, transportation, materials and natural resources, and away from electrical equipment and appliances. He implemented the concept of strategic planning at GE, creating 43 strategic business units to oversee strategic planning for its groups, divisions and departments. By 1977, in order to manage the information generated by 43 strategic plans, Jones added another management layer, sectors, on top of the strategic business units.Sectors represented high level groupings of businesses: consumer products, power systems, and technical products. 4 In the 1970s, Jones was voted CEO of the Year three times by his peers, with one leading business journal dubbing him CEO of the Decade in 1979. When he retired in 1981, the Wall Street Journal proclaimed Jones a â€Å"management legend. † Under Jones’s administration, the company’s sales more than doubled ($10 billion to $27 billion) and earnings grew even faster ($572 million to $1. 7 billion). 5 Jack Welch Becomes CEO In terms of his early working life, Welch had:Worked for GE not much more than a year when in 1961 he abruptly quit his $10,500 job as a junior engineer in Pittsfield, Mass. He felt stifled by the company’s bureaucracy, underappreciated by his boss, and offended by the civil service-style $1,000 raise he was given. Welch wanted out, and to get out he had accepted a job offer from International Minerals & Chemicals in Skokie, Ill. But Reuben Gutoff, then a young executive a layer up from Welch, had other ideas. He had been impressed by the young upstart and was shocked to hear of his impending departure and farewell party just two days away.Desperate to keep him, Gutoff coaxed Welch and his wife, Carolyn, out to dinner that night. For four straight hours at the Yellow Aster in Pittsfield, he made his pitch: Gutoff swore he would prevent Welch from being entangled in GE red tape and vowed to create for him a small-company environment with big-company resources. These were themes that would later dominate Welch's own thinking as CEO. 6 In his memoirs, Welch noted that the CEO’s job was â€Å"close to 75 per cent about people and 25 per cent about other stuff. †7But Welch knew that his path to become CEO of GE was anything but smooth. As he recalled: 3 General Electric, â€Å"Our History: Our Company. † Available at http://www. ge. com/company/history/index. html, accessed June 4, 2007. 4 Christopher A. Bartlett and Meg Wozny, â€Å"GE’s Two-Decade Transformation: Jack Welch’s Leadership,† Harvard Business School Case, May 3, 2005, pp. 1–2. 5 Christopher A. Bartlett and Meg Wozny, â€Å"GE’s Two-Decade Transformation: Jac k Welch’s Leadership,† Harvard Business School Case, May 3, 2005, p. 2. 6 John A.Byrne, â€Å"How Jack Welch Runs GE,† Business Week, June 8, 1998. Available at http://www. businessweek. com/1998/23/b3581001. htm, accessed June 4, 2007. 7 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. xii. Page 3 9B08M009 The odds were against me. Many of my peers regarded me as the round peg in a square hole, too different for GE. I was brutally honest and outspoken. I was impatient and, to many, abrasive. My behavior wasn’t the norm, especially the frequent parties at local bars to celebrate business victories, large or small. 8For Welch, there was a seven-person â€Å"horse race† to become CEO that was, in his words, â€Å"brutal, complicated by heavy politics and big egos, my own included. It was awful. †9 In the end, however, Welch prevailed, becoming CEO in April 1981. Later, he learned that he had been left off the short list of ca ndidates until late into the process. Welch recalled: I didn’t know that when the list was narrowed to ten names by 1975, I still wasn’t on it. . . . One official HR [human resources] view of me stated at the time: â€Å"Not on best candidate list despite past operating success.Emerging issue is overwhelming results focus. Intimidating subordinate relationships. Seeds of company stewardship concerns. Present business adversity will severely test. Watching closely. †10 1981 to 1987: Number One or Number Two and Delayering Welch wanted the company to do away with its formal reporting structure and unnecessary bureaucracy. He wanted to recreate the firm along the lines of the nimble plastics organization he had come from. He stated: I knew the benefits of staying small, even as GE was getting bigger. The good businesses had to be sorted out from the bad ones. . . We had to act faster and get the damn bureaucracy out of the way. 11 Welch developed this strategy base d on work by Peter Drucker, a management thinker, who asked: â€Å"If you weren’t already in the business, would you enter it today? And if the answer is no, what are you going to do about it? †12 Welch communicated his restructuring efforts by insisting that any GE business be the number one or number two business in its industry, or be fixed, sold or closed. He illustrated this concept with the use of a three-circle tool.The businesses inside the three circles — services, high technology, and core — could attain (or had attained) top positions in their industries. The selected few included many service businesses, such as financial and information systems. Outside of the three circles were organizations in manufacturing-heavy sectors facing a high degree of competition from lower cost rivals, such as central air conditioning, housewares, small appliances and semiconductors. Employment at GE fell from 404,000 in 1980 to 330,000 by 1984 and 292,000 by 198 9.The changes prompted strong reactions from former employees and community leaders. Welch was the target of further criticism when he invested nearly $75 million into a major upgrade of Crotonville, GE’s management development center. 13 Welch saw leadership training as key to GE’s growth. 8 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. xii. Ibid, p. xiii. 10 Ibid, p. 77. 11 Ibid, p. 92. 12 Ibid, p. 108. 13 Ibid, p. 121. 9 Page 4 9B08M009 In addition, Welch undertook a streamlining exercise.By his estimate, GE in 1980 had too many layers of management, in some cases as many as 12 levels between the factory floor and the CEO’s office. The sector level was removed, and a massive downsizing effort put into place. Compared with the traditional norm of five to eight direct reports per manager, GE senior managers had 15 or more direct reports. Successful senior managers shrugged off their workload, indicating that Welch liberated them to behave like entrepreneurs. They argued that the extra pressure forced them to set strict priorities on how they spent their time, and to abandon many past procedures.Observers believed GE was running two main risks: having inadequate internal communication between senior managers and people who now reported to each of them; and the overwork, stress, demotivation and inefficiency on the part of managers down the line who had extra work assigned by their hard-pressed superiors. In 1989, an article in the Harvard Business Review reported â€Å"much bitter internal frustration and ill-feeling among the troops at GE. †14 During this period, Welch earned his â€Å"Neutron Jack† moniker, a reference to a type of bomb that would kill people while leaving buildings intact.On the other hand, Welch could see that changes had to be made to make GE more competitive. He recalled: Truth was, we were the first big healthy and profitable company in the mainstream that took actions to get more competitive. . . . There was no stage set for us. We looked too good, too strong, too profitable, to be restructuring. . . . However, we were facing our own reality. In 1980, the U. S. economy was in a recession. Inflation was rampant. Oil sold for $30 a barrel, and some predicted it would go to $100 if we could even get it.And the Japanese, benefiting from a weak yen and good technology, were increasing their exports into many of our mainstream businesses from cars to consumer electronics. 15 But Welch’s strategy was not simply a cost-reduction effort: from 1981 to 1987, while 200 businesses were sold, 370 were acquired, for a net spend of $10 billion. The turmoil that these changes caused earned Welch the title of â€Å"toughest boss in America,† in a Fortune magazine survey of the 10 most hard-nosed senior executives. In tallying the votes, Welch received twice as many nominations as the runners-up. Managers at GE used to hide out-of-favor employees from Welch†™s gun sights so they could keep their jobs,† Fortune said. â€Å"According to former employees, Welch conducts meetings so aggressively that people tremble. †16 But Welch’s credibility was bolstered by GE’s stock performance: After years of being stuck, GE stock and the market began to take off, reinforcing the idea that we were on the right track. For many years, stock options weren’t worth all that much. In 1981, when I became chairman, options gains for everyone at GE totaled only $6 million.The next year, they jumped to $38 million, and then $52 million in 1985. For the first time, people at GE were starting to feel good times in their pocketbooks. The buy-in had begun. 17 14 â€Å"General Electric Learns the Corporate and Human Costs of Delayering,† Financial Times, September 25, 1989, p. 44. Jack Welch, Straight from the Gut, Warner Books, New York, 2001, pp. 125–126. 16 â€Å"Fortune Survey Lists Nation’s Toughest Bos ses,† The Washington Post, July 19, 1984, p. B3. 17 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 173. 15 Page 5 9B08M009Late 1980s: Work-Out, Boundaryless and Best Practices Welch used GE’s Crotonville facility to upgrade the level of management skills and to instill a common corporate culture. After reading comments from participants, Welch realized that many of them were frustrated when they returned to their offices because many of their superiors had discounted the Crotonville experience and worked actively to maintain the status quo. Welch wondered: Why can’t we get the Crotonville openness everywhere? . . . We have to re-create the Crotonville Pit [a circular, tiered lecture hall at Crotonville] all over the company. . . The Crotonville Pit was working because people felt free to speak. While I was technically their â€Å"boss,† I had little or no impact on their personal careers — especially in the lowerlevel classes. . . . Work-Out was patterned after the traditional New England town meetings. Groups of 40 to 100 employees were invested to share their views on the business and the bureaucracy that got in their way, particularly approvals, reports, meetings and measurements. Work-Out meant just what the words implied: taking unnecessary work out of the system. 8 Work-Out sessions were held over two to three days. The team’s manager would start the session with a presentation, after which the manager would leave the facility. Without their superior present, the remaining employees, with the help of a neutral facilitator, would list problems and develop solutions for many of the challenges in the business. Then the manager returned, listening to employees present their many ideas for change. Managers were expected to make an immediate yes-or-no decision on 75 per cent of the ideas presented.Welch was pleased with Work-Out: Work-Out had become a huge success. . . . Ideas were flowing faster al l over the company. I was groping for a way to describe this, something that might capture the whole organization — and take idea sharing to the next level. . . . I kept talking about all the boundaries that Work-Out was breaking down. Suddenly, the word boundaryless popped into my head. . . . The boundaryless company . . . would remove all the barriers among the functions: engineering, manufacturing, marketing and the rest.It would recognize no distinction between â€Å"domestic† and â€Å"foreign† operations. . . . Boundaryless would also open us up to the best ideas and practices from other companies. 19 Welch’s relentless pursuit of ideas to increase productivity — from both inside and outside of the company — resulted in the birth of a related movement called Best Practices. In the summer of 1988, Welch gave Michael Frazier of GE’s Business Development department a simple challenge: How can we learn from other companies that are achieving higher productivity growth than GE?Frazier selected for study nine companies with different best practices, including Ford, Hewlett-Packard, Xerox and Toshiba. In addition to specific tools and practices, Frazier’s team also identified several characteristics common to the successful companies: they focused more on developing effective processes than on controlling individual activities; they used customer satisfaction as their main gauge of performance; they treated their suppliers as partners and they emphasized the need for a constant stream of high-quality new products designed for efficient manufacturing.On reviewing Frazier’s report, Welch became an instant convert and committed to a major new training program to introduce Best Practices thinking throughout the organization, integrating it into the ongoing agenda of Work-Out teams. 20 18 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 182. Ibid, pp. 185–187. 20 Christopher A. Bartlett and Meg Wozny, â€Å"GE’s Two-Decade Transformation: Jack Welch’s Leadership,† Harvard Business School Case, May 3 2005, p. 5. 19 Page 6 9B08M009 To encourage employees to put extra effort into reaching their goals, Welch instituted the idea of â€Å"stretch. He was frustrated with the compromise that was occurring as work teams tried to lower targets and top management tried to raise targets. With stretch, teams were asked to develop two plans: the first reflecting what they expected to do; and the second that reflected the toughest targets they thought they had a chance of reaching. Welch explained: The team knows they’re going to be measured against the prior year and relative performance against competitors — not against a highly negotiated internal number. Their stretch target keeps them reaching. . . Sometimes we found cases where managers at lower levels took stretch numbers and called them budgets, punishing those who missed. I do n’t think it happens much anymore, but I wouldn’t bet on it. 21 1990s: Six Sigma and the Vitality Curve One well-known program popularized by GE was process improvement, or Six Sigma. As a result of GE’s Best Practices program, Welch learned from Lawrence Bossidy, a former GE executive, how AlliedSignal’s Six Sigma quality program was improving quality, lowering costs and increasing productivity. Welch asked Gary Reiner, a vice-president, to lead a quality initiative for GE.On the basis of Reiner’s findings, Welch announced a goal of reaching Six Sigma quality levels company-wide by the year 2000, describing the program as â€Å"the biggest opportunity for growth, increased profitability, and individual employee satisfaction in the history of our company. †22 Subsequently, every GE employee underwent at least minimal training in Six Sigma, whose terms and tools became part of the global language of GE. For example, expressions like â€Å"CT Q,† were used to refer to customer requirements that were â€Å"critical to quality† in new products or services. 3 Whereas Six Sigma was focused on process improvement, to develop GE’s talent pool, Welch looked to differentiate his people. He remarked: â€Å"In manufacturing, we try to stamp out variance. With people, variance is everything. † Welch knew that identifying and ranking people in a large organization was not a simple task. GE began using what became known as 360-degree evaluations, in which managers and supervisors were evaluated by their subordinates and their peers as well as by their bosses. One exception was Welch. He did not get evaluated by his subordinates. I’ve peaked out,† he said. Nor did he evaluate the top executives immediately below him. 24 Next, Welch put in place an assessment based on a â€Å"vitality curve,† roughly shaped like a bell curve. He asked his managers to rank all their staff into the â€Å"to p 20,† â€Å"the Vital 70† and the â€Å"bottom 10,† with the intent to force executives to differentiate their employees. The â€Å"top 20† were groomed for larger assignments, and the â€Å"bottom 10† were coached out of the organization. In addition, Welch advocated categorizing employees as â€Å"A, B or C† players.He explained that how both assessment tools worked together: The vitality curve is the dynamic way we sort out As, Bs, and Cs. . . . Ranking employees on a 20-70-10 grid forces managers to make tough decisions. The vitality curve doesn’t perfectly translate to my A-B-C evaluation of talent. It’s possible — even likely — for A 21 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 386. Christopher A. Bartlett and Meg Wozny, â€Å"GE’s Two-Decade Transformation: Jack Welch’s Leadership,† Harvard Business School Case, May 3, 2005, p. 12. 23Matt Murray, â€Å"Can GE Find Another Conductor Like Jack Welch? † The Wall Street Journal Europe, April 13, 2000. 24 Frank Swoboda, â€Å"Up Against the Walls,† The Washington Post, February 27, 1994, p. H01. 22 Page 7 9B08M009 players to be in the vital 70. That’s because not every A player has the ambition to go further in the organization. Yet, they still want to be the best at what they do. Managers who can’t differentiate soon find themselves in the C category. 25 Welch reinforced the importance of the ranking system by matching it with an appropriate compensation structure.The A players received raises that were two to three times the increases given to Bs, and the As also received a significant portion of the stock option grants. C players received no raises or options. Welch admitted: Dealing with the bottom 10 is tougher. . . . Some think it’s cruel or brutal to remove the bottom 10 per cent of our people. It isn’t. It’s just the opposite. What I thi nk is brutal and â€Å"false kindness† is keeping people around who aren’t going to grow and prosper. There’s no cruelty like waiting and telling people late in their careers that they don’t belong. 6 In GE’s people review process, known as â€Å"Session C,† managers were expected to discuss and defend their choices and rankings. During these sessions, Welch was known to challenge his managers’ talent decisions aggressively, expecting them to defend their choices with passion. Welch was prone to making quick judgment calls on talent, and these snap decisions could be perceived both positively and negatively. An observer commented: Welch is impetuous, inclined to make lightning strikes and wage blitzkrieg.His decisions on people, assets, and strategies can be made in a heartbeat; one bad review with Jack may be the end of a long career. And the record shows that many of Welch’s snap decisions have turned out to be stupendous blu nders. 27 One example was Welch’s purchase of Kidder Peabody, then one of Wall Street’s most prominent investment banks. Although his board of directors was opposed to the idea, Welch’s persuasive arguments carried the day. But merging the two cultures proved more difficult than he imagined. Welch stated that at Kidder Peabody, â€Å"the concept of idea sharing and team play was completely foreign.If you were in investment banking or trading and your group had a good year, it didn’t matter what happened to the firm overall. †28 In addition, Kidder Peabody was hit by two public scandals: insider trading and fictitious trades that led to a $350 million writedown. Another example was NBC’s partnership with Vince McMahon in January 2001 to launch the XFL, an alternative football league to the NFL. After losing $35 million on the venture in four months, and accompanied by falling viewership, the league shut down in May 2001. 29 Some managers were worn down by the constantly evolving programs.A chemist who once worked for GE Power Systems stated: It’s management by buzzword. People chant Jack’s slogans without thinking intelligently about what they’re doing. I’ve been stretched so much I feel like Gumby. All Welch understands is increasing profits. That, and getting rid of people, is what he considers a vision. Good people, tremendous people, have been let go, and it is hurting our business. 25 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 160. Ibid, 2001, pp. 160–162. 27 Thomas F. Boyle, At Any Cost, Vintage Books, New York, 1998, pp. 1–12. 28 Jack Welch, Straight from the Gut, Warner Books, New York, 2001, p. 222. 29 Eric Boehlert, â€Å"Why the XFL Tanked. † Available at http://archive. salon. com/ent/feature/2001/05/11/xfl_demise/index. html, accessed January 11, 2008. 26 Page 8 9B08M009 I’m trying to meet the competition, but his policies aren ’t helping me. It’s crazy, and the craziness has got to stop. 30 Welch believed otherwise: â€Å"No one at GE loses a job because of a missed quarter, a missed year, or a mistake. That’s nonsense and everyone knows it. . . . People get second chances. 31 Over his tenure as CEO, Welch had grown GE’s market capitalization by 27 times, from $18 billion to $500 billion. The company was trading 28 times forward earnings versus about 24 for the Standard & Poor’s 500. 32 See Exhibit 1 for selected GE information over 25 years. After two decades as GE’s CEO, Welch retired, nominating Jeffrey Immelt as his successor. Immelt was one of three candidates short-listed for the job. Observers noted that Immelt was â€Å"starting his tenure at the end of an unprecedented bull market and in the midst of a global economic slowdown. 33 Despite GE’s consistent earnings growth even during the economic downturn, GE’s stock had fallen 33 per cent f rom its high of about $60 per share in August 2000. Many attributed this steady drop to the anticipation surrounding Welch’s departure. 34 Immelt’s first day on the job was September 7, 2001, four days before the terrorist attacks in the United States. The Transition from Welch to Jeffrey Immelt Immelt joined GE in 1982 and held several global leadership positions in GE’s Plastics, Appliance and Medical businesses. 5 At GE Medical, his last assignment before becoming CEO, Immelt became a star by: persuading a growing number of cash-strapped hospitals to trade in their old-fashioned equipment for digital machines that were capable of generating more dynamic images much faster. He inked lucrative, long-term deals with such hospital giants as HCA and Premier, and bought a number of smaller companies to round out his product line, all the while growing GE’s market share from 25 per cent to 34 per cent and moving the company into services such as data mining. 36Only the ninth man to lead GE since 1896, Immelt followed in the footsteps of his predecessors by abandoning the leadership approach favored by Welch. In contrast with Welch’s need to control and cajole his management, Immelt was â€Å"less a commander than a commanding presence. †37 â€Å"If you, say, missed your numbers, you wouldn’t leave a meeting with him feeling beat up but more like you let your dad down,† said Peter Foss, a longtime friend and colleague of Immelt’s and president of GE Polymerland, part of GE’s plastics business. 38 Immelt believed that leaders exhibited three traits: 30 Thomas F.Boyle, At Any Cost: Jack Welch, General Electric, and the Pursuit of Profit, Vintage Books, New York, 1998, p. 223. 31 Ibid, p. 274. 32 William Hanley, â€Å"An Eye on GE as Jack Bows Out,† National Post, August 23, 2001, p. D01. 33 Daniel Eisenberg and Julie Rawe, â€Å"Jack Who? † Time, September 10, 2001, p. 42. 34 Ibid. 35 â€Å"Jeff Immelt, CEO. † Available at http://www. ge. com/company/leadership/ceo. html, accessed January 6, 2008. 36 Daniel Eisenberg and Julie Rawe, â€Å"Jack Who? † Time, September 10, 2001, p. 42. 37 Jerry Useem, â€Å"Another Boss Another Revolution,† Fortune, April 5, 2004, p. 112. 38Daniel Eisenberg and Julie Rawe, â€Å"Jack Who? † Time, September 10, 2001, p. 42. Page 9 9B08M009 It’s curiosity. It’s being good with people. And it’s having perseverance, hard work, thick skin. Those are the three traits that every successful person I’ve ever known has in common. 39 Immelt aimed to continue GE’s transition â€Å"from a low-margin manufacturer to a more lucrative services company. †40 During Welch’s tenure, although revenues from services had grown from 15 per cent of revenues to 70 per cent, the majority of the revenues came from GE Capital (renamed GE Consumer Finance and GE Commercial Finance).In 2001, Immelt believed there was still room to grow services in many of its divisions, such as aircraft maintenance and monitoring contracts, and medical software and billing services. 41 There were differences in strategic approach as well. Whereas Welch had courted Wall Street by setting — and hitting — pinpoint earnings targets, Immelt gave the Street’s short-term demands a back seat to long-term strategy. Whereas Welch rapidly rotated managers through different divisions to develop generalists, Immelt wanted to keep them in place longer to develop specialists.Immelt explained: I absolutely loathe the notion of professional management. Which is not an endorsement of unprofessional management but a statement that, for instance, the best jet engines are built by jet-engine people, not by appliance people. Rotate managers too fast, moreover, and they won’t experience the fallout from their mistakes — nor will they invest in innovations that don†™t have an immediate payoff. 42 By 2007, Immelt had divested GE units representing 40 per cent of revenues.To grow $20 billion a year and more, new investments were made in areas where sizeable players had an advantage. Infrastructure and infrastructure technology, according to Immelt, was â€Å"a $70 billion business that will grow 15 per cent a year for the next five years. That’s a business where small people need not apply. †43 In addition, Immelt was focused on growing revenues in emerging markets such as China, India, Turkey, Eastern Europe, Russia, and Latin America. Immelt believed that the international arena was where GE’s future growth would come:In 2007, for the first time in the history of GE, we’ll have more revenue outside the United States that we’ll have inside the United States. Our business outside the United States will grow between 15 per cent and 20 per cent next year. We’re a $172 billion company. In 2008, with the U . S. economy growing at 1. 5 per cent, we’ll grow revenue by 15 per cent because we’re in the right places with the right products at the right time. 44 39 David Lieberman, â€Å"GE Chief Sees Growth Opportunities in 2008,† USA Today, December 14, 2007, p. B1.Daniel Eisenberg and Julie Rawe, â€Å"Jack Who? † Time, September 10, 2001, p. 42. 41 Ibid. 42 Jerry Useem, â€Å"Another Boss Another Revolution,† Fortune, April 5, 2004, p. 112. 43 David Lieberman, â€Å"GE Chief Sees Growth Opportunities in 2008,† USA Today, December 14, 2007, p. B1. 44 Ibid. 40 Page 10 9B08M009 EXHIBIT 1 GE: Selected Information from 1981 to 2008 ($ billions) Revenues Net Profit 1981 27. 2 1. 7 1986 36. 7 2. 5 1991 52. 3 2. 6 1996 79. 2 7. 3 2001 125. 9 14. 1 GE Stock Price 1975-2008 (Logarithmic, Adjusted for Dividends and Splits) 000 W elch announces retirement in 2001 Stock: $9. 31 Jack Welch becomes CEO Stock: $0. 65 Jeffrey Immelt becomes CEO Stock: $32. 58 $ 100 Best Practices Delayering, Six Sigma Bought 370 businesses Sold 200 businesses 10 e-business Stretch 1 Work-Out! Boundarylessness #1 or #2 Source: Case writers. Stock information from finance. yahoo. com, accessed January 5, 2008. 1/2/2007 1/2/2005 1/2/2003 1/2/2001 1/2/1999 1/2/1997 1/2/1995 1/2/1993 1/2/1991 1/2/1989 1/2/1987 1/2/1985 1/2/1983 1/2/1981 1/2/1979 1/2/1977 1/2/1975 0. 1 2006 163. 4 20. 7 General Electric: From Jack Welch to Jeffrey Immelt The need for Jeffrey Immelt to develop into a level 5 leader is imperative for GE to continue to grow and prosper in the current economic conditions of global expansion and constant change. Immelt can also benefit GE by becoming a level 5 leader by focusing on developing and empowering employee values and intrinsic motivations rather than facilitating initiatives to carry out his own vision. By Immelt developing into a level 5 leader and creating an open and trusting environment, he will empower employees to rebuild GE’s infrastructure that can hold strong and prosper through the new and demanding global expansion.Jack Welch led the way that was authentic to him and what economic conditions valued at the time. He was successful by giving the company of GE a clear vision and opening up opportunities for employees to efficiently carry out his objectives. He gave stability to shareholders at a time of economic worry and more than doubled GE’s market cap. Although his prac tices deemed profitable he did not build internal company infrastructure that would carry GE into the future. Instead he weakened internal relationships and did not empower employees to use their talents to embark on new and innovative projects.Immelt is faced with the challenge of getting the GE employees to develop a trusting and open relationship that can grow GE into new markets and hold stable in a time of constant change. His humility and professional will create a new environment for GE that will be profitable from long-term investments, social responsibility, and employee empowerment. Immelt is already leading in his own authentic way by being people-oriented and concentrating on effectiveness rather than efficiency.If he can continue to stay true to his authentic values while developing them further into a level 5 leader, GE will manage to stay competitive in the new economic market. Although authentic in his actions, Jack Welch had uprooted the GE internal infrastructure t o become a number generating, cash focused conglomerate that did not serve the intrinsic needs of GE’s talented employees. GE seemed to be thriving under Welch’s reign with stock prices continually rising and it’s market cap growing from $18 million to $500 billion. However there are more factors to a company that tell about its â€Å"success† than its cash generating enterprises.Many of the employees at GE felt worn down and stretched too far with their expectations being forced to drive success from extrinsic motivators and short-term returns. After thorough evaluation of the movement of CEOS from Jack Welch to Jeffrey Immelt, lays the fundamental management problem of a change of company values led by a previous level 4 leader, Welch, to a level 5 leader, Immelt. The GE company needs to recognize and be led to the different values that Jeffrey Immelt believes in order to drive success under a new environment.Immelt is focused more on long term strategi c investments that will require invested energy and cooperation from his employees to finally reach the high numbers and stock price returns that come along with the change to a strong infrastructure. While Welch was CEO he inspired the GE company by providing them with the vision that GE was meant for big returns, rapid expansion, and continually expanding market caps. He proved he was a level 4 leader by being focused on efficiency, and committing to a clear vision that â€Å"stimulated higher performance standards†.Everyone was aware of Welch’s vision: to act fast, push bureaucracy out of the way, and to generate numbers and cash. People who did not meet the results-delivered mindset were let go and ideas that did not deliver immediate results were abandoned. This level 4 leadership did not allow for the employees of GE to develop and grow the intrinsic values of the company and themselves because they were too nervous and focused on delivering results from small-ri sk projects. Welch did not focus on developing people; instead he focused on developing numbers.For example, his â€Å"vitality curve program† cut the â€Å"bottom 10% of employees† and rewarded the â€Å"top 20%†. The Vitality Curve organized people into three categories based on their past performance and deliverables. Although Welch implemented a number of â€Å"leadership development† programs, they ironically did not focus on molding leaders but molding opportunities for profit-centered growth. The underlying problem was that the employees of GE were expected to carry out Welch’s vision and return high profits to stockholders.It wasn’t that Welch wasn’t clear on his objectives or ways to complete objectives; it was the fact that employees were focused on completing work to produce Welch’s vision instead of using their own talents and ideas to grow the company’s infrastructure that could endure future economic condit ions. By Welch being a level 4 leader he facilitated employees to meet expectations in an efficient and demanding manner, which crushed innovation and employee self- fulfillment. According to Fortune Magazine â€Å"Welch conducts meetings so aggressively that people tremble.†Although this type of tough leadership produced high profits, it left employee satisfaction and infrastructure stability wounded. Welch was constantly implementing new projects and workshops that supported his vision and gave employees clearer objectives of his vision that produced results. Each time he implemented a new project GE stock prices rose; but this was at a time where the environment GE was competing in was domestic and results driven, which didn’t demand long term company infrastructure but rather thrived on short term high profits.Welch led the way the economy demanded, which led him to success and high numbers. Welch’s methodology was based upon cost cutting, efficiency, and de al making which would deliver high, reliable profits. Welch led at a time of an economic recession with high unemployment, high interest rates, and domestic competition. The idea of developing society and GE employees was put aside to develop high profits, which gave stockholders a sense of dependability and stability in a time of unknown and economic turmoil.This focus worked at the time, but would not continue to work in the current economy that holds new values and expectations. It is crucial that Immelt become a level 5 leader that invests in long term, strong infrastructure to continue to be able grow, expand, and stay profitable. For Immelt to become a level 5 leader he must discard the idea that â€Å"leaders must be the ones providing the direction or vision† and instead enable the implementation of additional drivers, such as employees or opportunities, that will take GE from good to great.Immelt is leading at a time of economic global slowdown and increased global c ompetition, which demands an infrastructure that can endure a change of markets and compete at a global level. Immelt’s responsibility isn’t to have one vision that the entire company follows, but to inspire GE employees to evaluate their own visions that correspond to their intrinsic values and allow them to act upon them with trust and resources. To enable and inspire employees to re-create the GE infrastructure Immelt needs to pave the way for employees to re-build their trust with GE and himself by increasing their motivation through a more open environment.Immelt can act upon becoming a level 5 leader and making GE into a growth engine for the future by investing in leadership programs that focus on developing employees as leaders and allowing them to create their own vision through their own intrinsic values. Welch’s leadership development programs focused on trimming the company’s edges instead of developing them to pave the way for number growing opportunities and profit based endeavors. Immelt can have leadership programs that ask employees to evaluate what values they have for their work and what are areas that can be improved to help them reach their goals.Immelt can also share his inspiration to facilitate external growth by moving markets into developing countries through risk taking, sophisticated marketing, and innovation. He can prove to employees that he wants them to embark on meaningful, long-term projects by notifying them that rotations will be removed to allow for specialists that are the most knowledgeable in their field, and therefore have the ability to produce the most effective long-term projects and returns.Immelt can teach the employees of GE of his values and leadership practices through company wide meetings, emails, or letters. He then needs to be mindful to follow through with his values to foster an open and trusting environment. Jeffery Immelt is leading as CEO in a time of worldwide growth and exp ansion that demands a different type of leadership style than the efficiency based style of Jack Welch in order for GE to stay profitable, and continue to be a leader in the business market.In addition to changing leadership styles in order to keep GE growing profits, Immelt has the opportunity to make GE employee’s jobs more meaningful and fulfilling by creating an open and trusting environment that will enable them to use their talents to carry out visions of their own that resonate with their intrinsic values. It is imperative that Immelt become a level 5 leader that will force GE to move from being a cash generator to a growth engine that will thrive in the current global expansion. General Electric: From Jack Welch to Jeffrey Immelt The need for Jeffrey Immelt to develop into a level 5 leader is imperative for GE to continue to grow and prosper in the current economic conditions of global expansion and constant change. Immelt can also benefit GE by becoming a level 5 leader by focusing on developing and empowering employee values and intrinsic motivations rather than facilitating initiatives to carry out his own vision. By Immelt developing into a level 5 leader and creating an open and trusting environment, he will empower employees to rebuild GE’s infrastructure that can hold strong and prosper through the new and demanding global expansion.Jack Welch led the way that was authentic to him and what economic conditions valued at the time. He was successful by giving the company of GE a clear vision and opening up opportunities for employees to efficiently carry out his objectives. He gave stability to shareholders at a time of economic worry and more than doubled GE’s market cap. Although his prac tices deemed profitable he did not build internal company infrastructure that would carry GE into the future. Instead he weakened internal relationships and did not empower employees to use their talents to embark on new and innovative projects.Immelt is faced with the challenge of getting the GE employees to develop a trusting and open relationship that can grow GE into new markets and hold stable in a time of constant change. His humility and professional will create a new environment for GE that will be profitable from long-term investments, social responsibility, and employee empowerment. Immelt is already leading in his own authentic way by being people-oriented and concentrating on effectiveness rather than efficiency.If he can continue to stay true to his authentic values while developing them further into a level 5 leader, GE will manage to stay competitive in the new economic market. Although authentic in his actions, Jack Welch had uprooted the GE internal infrastructure t o become a number generating, cash focused conglomerate that did not serve the intrinsic needs of GE’s talented employees. GE seemed to be thriving under Welch’s reign with stock prices continually rising and it’s market cap growing from $18 million to $500 billion. However there are more factors to a company that tell about its â€Å"success† than its cash generating enterprises.Many of the employees at GE felt worn down and stretched too far with their expectations being forced to drive success from extrinsic motivators and short-term returns. After thorough evaluation of the movement of CEOS from Jack Welch to Jeffrey Immelt, lays the fundamental management problem of a change of company values led by a previous level 4 leader, Welch, to a level 5 leader, Immelt. The GE company needs to recognize and be led to the different values that Jeffrey Immelt believes in order to drive success under a new environment.Immelt is focused more on long term strategi c investments that will require invested energy and cooperation from his employees to finally reach the high numbers and stock price returns that come along with the change to a strong infrastructure. While Welch was CEO he inspired the GE company by providing them with the vision that GE was meant for big returns, rapid expansion, and continually expanding market caps. He proved he was a level 4 leader by being focused on efficiency, and committing to a clear vision that â€Å"stimulated higher performance standards†.Everyone was aware of Welch’s vision: to act fast, push bureaucracy out of the way, and to generate numbers and cash. People who did not meet the results-delivered mindset were let go and ideas that did not deliver immediate results were abandoned. This level 4 leadership did not allow for the employees of GE to develop and grow the intrinsic values of the company and themselves because they were too nervous and focused on delivering results from small-ri sk projects. Welch did not focus on developing people; instead he focused on developing numbers.For example, his â€Å"vitality curve program† cut the â€Å"bottom 10% of employees† and rewarded the â€Å"top 20%†. The Vitality Curve organized people into three categories based on their past performance and deliverables. Although Welch implemented a number of â€Å"leadership development† programs, they ironically did not focus on molding leaders but molding opportunities for profit-centered growth. The underlying problem was that the employees of GE were expected to carry out Welch’s vision and return high profits to stockholders.It wasn’t that Welch wasn’t clear on his objectives or ways to complete objectives; it was the fact that employees were focused on completing work to produce Welch’s vision instead of using their own talents and ideas to grow the company’s infrastructure that could endure future economic condit ions. By Welch being a level 4 leader he facilitated employees to meet expectations in an efficient and demanding manner, which crushed innovation and employee self- fulfillment. According to Fortune Magazine â€Å"Welch conducts meetings so aggressively that people tremble.†Although this type of tough leadership produced high profits, it left employee satisfaction and infrastructure stability wounded. Welch was constantly implementing new projects and workshops that supported his vision and gave employees clearer objectives of his vision that produced results. Each time he implemented a new project GE stock prices rose; but this was at a time where the environment GE was competing in was domestic and results driven, which didn’t demand long term company infrastructure but rather thrived on short term high profits.Welch led the way the economy demanded, which led him to success and high numbers. Welch’s methodology was based upon cost cutting, efficiency, and de al making which would deliver high, reliable profits. Welch led at a time of an economic recession with high unemployment, high interest rates, and domestic competition. The idea of developing society and GE employees was put aside to develop high profits, which gave stockholders a sense of dependability and stability in a time of unknown and economic turmoil.This focus worked at the time, but would not continue to work in the current economy that holds new values and expectations. It is crucial that Immelt become a level 5 leader that invests in long term, strong infrastructure to continue to be able grow, expand, and stay profitable. For Immelt to become a level 5 leader he must discard the idea that â€Å"leaders must be the ones providing the direction or vision† and instead enable the implementation of additional drivers, such as employees or opportunities, that will take GE from good to great.Immelt is leading at a time of economic global slowdown and increased global c ompetition, which demands an infrastructure that can endure a change of markets and compete at a global level. Immelt’s responsibility isn’t to have one vision that the entire company follows, but to inspire GE employees to evaluate their own visions that correspond to their intrinsic values and allow them to act upon them with trust and resources. To enable and inspire employees to re-create the GE infrastructure Immelt needs to pave the way for employees to re-build their trust with GE and himself by increasing their motivation through a more open environment.Immelt can act upon becoming a level 5 leader and making GE into a growth engine for the future by investing in leadership programs that focus on developing employees as leaders and allowing them to create their own vision through their own intrinsic values. Welch’s leadership development programs focused on trimming the company’s edges instead of developing them to pave the way for number growing opportunities and profit based endeavors. Immelt can have leadership programs that ask employees to evaluate what values they have for their work and what are areas that can be improved to help them reach their goals.Immelt can also share his inspiration to facilitate external growth by moving markets into developing countries through risk taking, sophisticated marketing, and innovation. He can prove to employees that he wants them to embark on meaningful, long-term projects by notifying them that rotations will be removed to allow for specialists that are the most knowledgeable in their field, and therefore have the ability to produce the most effective long-term projects and returns.Immelt can teach the employees of GE of his values and leadership practices through company wide meetings, emails, or letters. He then needs to be mindful to follow through with his values to foster an open and trusting environment. Jeffery Immelt is leading as CEO in a time of worldwide growth and exp ansion that demands a different type of leadership style than the efficiency based style of Jack Welch in order for GE to stay profitable, and continue to be a leader in the business market.In addition to changing leadership styles in order to keep GE growing profits, Immelt has the opportunity to make GE employee’s jobs more meaningful and fulfilling by creating an open and trusting environment that will enable them to use their talents to carry out visions of their own that resonate with their intrinsic values. It is imperative that Immelt become a level 5 leader that will force GE to move from being a cash generator to a growth engine that will thrive in the current global expansion.