Sleep and behavior Essay Example for Free

Sleep and behavior Essay Less than what others actually presume to be true, sleep is an essential factor of human development especially concerning young-adults. It is important that people begin to recognize this particular fact if they are to assist themselves in developing to becoming well developed in terms of physical and emotional stability, especially during the years of adolescence. This and the other issues concerned with insufficiency of sleep among adolescents shall be discussed within the paper that follows. INSUFFICIENT SLEEP AND ITS EFFECTS ON THE BEHAVIOR AND LEARNING PROCEDURES OF ADOLESCENTS Introduction Sleeping is a highly important part of any individual’s development. It could be obviously observed that those who are having lesser hours spent in sleeping usually have a hard time adjusting to the different challenges that they are supposed to face in their daily activities. This is especially true with those who are involved within the developing years towards adulthood (Punjabi 2004). Most likely, the years that include the adolescent development is within the bracket of those who actually need ample sleep in order to develop properly in terms of behavior, personality as well as with the physical development of the said individuals. It has been noted though that through numerous studies, it has been found out that adolescents are usually having a hard time taking close attention to the way that they sleep (Carskadon Et al 1998). Aside from the fact that they are undergoing numerous physical changes and hormonal adjustments, their want of doing many things actually brings them to the dilemma of having problems with sleeping. Statement of the Problem This is the reason why in this particular paper, the problem of adolescent individuals facing the issues on sleep differences shall be discussed in such a way that the focus of the informations presented would be on the major effects of the said issue upon the physical and behavioral development of the adolescent individuals (Thomas 2004). To be able to outline the said discussion, the following questions shall be carried into consideration: (a) Since adolescents are known to be facing the problems of hormonal changes, how do their bodies react to the said adjustments and how do the changes affect their sleeping patter? (b) It could not be denied that sleeping is a vital part for the human body’s continuous development. If this is the issue, how then could the adolescents face their problems with regards sleeping? Literature Review Sleeping is an essential aspect of growth. For the young ones who are expected to have ample time to regenerate their body systems, it is important that they are getting enough sleep that is supposed to get them going in the morning. Not being able to gain ample sleep may cause different aspects of changes among the said young individuals. According to Wolfson and Carskadon (1998), numerous areas of human development are affected by the human’s sleep pattern. Most likely, this particularly involves both the physical and emotional stability of the individual. Concerning this, the study of the said authors outline the different issues that are related with the issue and the ways by which it could be solved through psychological and activity-based adjustments on the part of the adolescents themselves. Constant consideration of sleep’s importance on the development of one in terms of physical and emotional stability shall help the adolescents realize their need of becoming constantly able to gain the sleep that they are particularly supposed to have (Mukhametova et al). It is undeniable that the major concern in this matter is the way by which the youngsters are able to use the time that they have at the most productive process that could help them grow towards maturity in a better way. The youthful years of a person are his investments towards a better future that is supposed to help him out in becoming a better individual not only for himself but also for the people living around him. In context, as the study itself portrays, the importance of sleep in such a large scope of involvement may not be seen as easy as it is supposed to be by observers. However, if the behavioral developments of the ones who have been gaining ample hours of sleep while they were still at their adolescent years would be observed, the experiences of the said individuals could attest to the fact that they have been well benefited by their discipline in following a considerably reasonable pattern of sleeping. (Walker 2006) Findings According to the studies conducted in an aim of identifying the different effects of the differential sleep pattern of adolescents, there is a special link that makes it easier for the readers to understand the issue being presented within this research as well as with the others that have already been completed. The undeniable fact that links the different researches together is that it is quite noticeable that adolescent individuals are usually having a hard time getting their sleep compare to that of the school-age young ones. Most likely, it has been found out that the different pressures that the said individuals are supposed to face in their own fields of interest [especially including school pressures] they are already having lesser chances of sleeping. This fact includes the idea that the said age actually requires one to spend longer times in recreation than that of the fact that they are interested in being able to rest themselves. (Hobson 1977). This is the reason why most of the adolescent aged individuals experience the shifting hours of their sleep whereas they are usually awake in the evening and are more pushed to sleep in the earlier hours of the morning. At some point, although the body of the individual already insists that sleep be applied for rest, the mind of the individuals chooses not to just because it ought to do something more than just sleeping. Because of the wanting of becoming able to do more, adolescents find it hard to view the importance of sleeping as it is. Discussions As a result of the findings, it has been found out that major adjustments in the behavioral and physical progress of he adolescents could be noted as the years pass. At some point, the changes may not be as obvious as immediately as expected. However, as the behavior of the individuals is to be observed, it could be noted that the changes are massive and thus need serious consideration (Hobson 1977). One of the most significant change is that of obvious depression and massive mood changes within the hours of daily activities of the said adolescents. This particular change occurrence actually makes it harder for the individuals to adjust immediately. However, the changes are usually dependent on the discipline of the individuals themselves. Without the consideration that the individuals put on the importance of sleep in their lives, it is undeniable that the major effects of this problem could not be solved unless discipline is applied well. (Wlaker 2006) Aside from the major mood changes, the study also presents that the academic performance of the young learners is harshly affected. This is mainly because of the fact that the development of the mind depends on one’s sleep patterns. Once the sleep pattern is given a lesser attention, the capability of the mind to perform well becomes strongly destructed. Hence, as a result, poor grades and lesser ability to perform well in their future jobs become one of the most annoying expectations as the problem continuous to persist among young learners at present. (Walker 2006) Conclusion As repeatedly mentioned in this research, sleep is an undeniable part of human development. Most of the time however, it is one factor that most people least care about. Because of the fact that some [especially the adolescent individuals] see it as a mere loosing of time, they are less able to enjoy the fact that they are able to regain their strength and their thinking ability through attaining ample time for sleeping and resting. However hard it may seem to get some sleep for young learners today because of the busy lifestyle that they are particularly accustomed with, it is always essential to take notice of the importance of sleep as a major factor of human growth and development. As noted earlier, failure to gain the ample hours of sleep may result to dreadful situations for the adolescent individual. It is not only the behavior of the individual that is being jeopardized by the said lack of discipline in attaining the sleep necessary for resting one’s body and mind, the capabilities and the skills of the person are also being directly affected as well. Hence, taking the necessary actions needed to fix the said issue should be well considered. Scheduling the activities as well as arranging the activities for the day should be well recognized as an essential factor of human discipline. Moreover, applying the said suggestions would not only solve the issues brought about by lack of sleep, it would also regulate the capabilities of the individual to perform well in his own appointed tasks. References: Walker, Matthew P. (2006), Sleep to Remember, American Scientist 94 (4): pp. 326-333. Van Dongen HP, Maislin G, Mullington JM, Dinges DF. The cumulative cost of additional wakefulness: dose-response effects on neurobehavioral functions and sleep physiology from chronic sleep restriction and total sleep deprivation. Sleep. 2003 Mar 15;26(2):117–26. Hobson, J. A. , McCarley, R. (1977). The brain as a dream state generator: An activation-synthesis hypothesis of the dream process. American Journal of Psychiatry, 134, 1335–1348. Mukhametova LM; Supina AY, Polyakovaa IG (1977-10-14). Interhemispheric asymmetry of the electroencephalographic sleep patterns in dolphins. Brain Research 134 (3): pp. 581–584. Gilmartin G, Thomas R (Nov 2004). Mechanisms of arousal from sleep and their consequences. . Curr Opin Pulm Med 10 (6): 468-74. PMID 15510052. Gottlieb D, Punjabi N, Newman A, Resnick H, Redline S, Baldwin C, Nieto F (Apr 25 2005). Association of sleep time with diabetes mellitus and impaired glucose tolerance. . Arch Intern Med 165 (8): 863-7. PMID 15851636. Wolfson Carskadon. (August 1998). Sleep Schedules and Daytime Functioning in Adolescents. Child Development Volume 69 Number 4.

Study On The Proctor And Gamble Company Management Essay

Study On The Proctor And Gamble Company Management Essay The Proctor and Gamble Company was founded in Cincinnati, Ohio in 1837 by an English immigrant William Procter, and James Gamble, an immigrant from Ireland. Both men had arrived in Cincinnati separately and were forced to stop there to recuperate from illnesses while on their way to the West. Each independently decided to settle to found a business and Procter became a candle maker while Gamble became a soap maker. This was not coincidental as the raw material for both candles and soap was animal fat. Cincinnati, also popularly nicknamed Porkopolis was the countrys largest meatpacking center allowing for inexpensive access to animal fat. On a personal front, the two gentlemen married sisters and subsequently formed a partnership in 1837. Due to the abundant supply of raw material, many competitors entered the market and Proctor and Gamble (PG) had to differentiate itself by embarking on an aggressive investment strategy building a large factory in the 1850s despite rumours of the imp ending civil war. Response to the Civil War and effects of their response During the Civil War, PG focused on operating day and night to supply the Union armies, and by the wars end sales had more than quintupled to over USD 1 million. When soldiers returned home carrying high quality products, distinguished by their unique characteristic moon- and- stars packaging, PG quickly developed a national reputation. As a result, their rapid growth and a series of innovations in their internal processes such as human resource management, RD, distribution, marketing, and organizational design soon followed. Growth through the Years using different organizational structures From inception, PG focused on product innovation, branded goods, research and development, direct distribution and sales and as the growth increased, diverging organizational structures and reward systems were introduced. In 1948, PG established its first international sales division to manage its rapidly growing foreign businesses. Over the next forty years, PG would steadily build its foreign presence, while carefully managing its United States (U.S.) operations. The two types of organizations, that is, the United States one and the European one, led to two distinctly different modes of organizational architectures. The United States, with a large homogenous market, lent itself to nationwide brand and product division management. Western Europe, on the other hand, which represented the larger share of PGs overseas division, was a heterogeneous market with different languages, cultures and laws and therefore adopted a decentralized hub and spoke model. In the United States, in 1954, PG created individual operating divisions to better manage growing product lines of products, supported by its own line and staff organizations. As a result, growth developed along two key dimensions: functions and brands. In 1987, the matrix reporting structure entered the scene, whereby functional leaders reported directly to their business leadership and also had a dotted line reporting relationship to their functional leadership. In Western Europe, geographic management was the original structure which developed along the three dimensions of country, function and brand. In this model country managers were responsible for profitability and market strategy, not brand managers. This and other effects led to silos and slow growth. By 1980s, PG attempted to shift focus from country management to product category management to promote cross- border cooperation across functions. Eventually, PG moved into the global market due to attractive expansion opportunities in Japan and developing markets and as a result, it reassessed its globalization model and opted to focus on the global matrix structure of categories and functions. This structure had several pitfalls and externally, competitors were catching up quickly challenging PGs first mover strategy and related advantages. PG had grown to be a USD 38 billion multinational consumer -products company, with over 50 categories, ranging from toilet paper to pharmaceuticals, with more than 300 brands. Competitors were steadily eating away market share. As a result in September 1998, PG announced a six year restructuring plan called Organization 2005. This new structure had adverse effects on PG sustainability and the scene in the case is set around the negative results of Organization 2005 resulting in the CEO Durk Jager, 17 months into his role as CEO, resigning and A.G Lafley taking over in June 2000 faced with the significant decision of whether to make a strong commitment to the Organization 2005 or dismantle. He also had to decide whether he created more value by splitting the company into sets of stand- alone businesses. Why did US organizational structure shift from Product grouping in the 1950s to a Matrix in 1980s? The United States had a large homogenous market which lent itself to nationwide brand and product division management. In 1954, PG created individual operating divisions to better manage growing lines of products, each with its own line and staff organizations. Specialization by product as described by Cole G.A is when grouping is arranged around specified products, with each group having its own specialist functions provided at the operational level. The advantages of product grouping are that it enables the companys major product groups to concentrate on their own priorities, within the total business plan. It also provides a mechanism for supplying the major groupings in the company with their own specialist resources and to develop their own preferred culture. In addition, it encourages the senior specialists at director level to focus on corporate issues, leaving production matters within product groups much more in the hands of senior managers involved. The main disadvantage of this kind of structure is that individual divisions may seek to promote their own objectives so forcefully as to endanger wider, corporate strategies. Thus the senior directors need to be capable of exercising sufficient control over corporate intentions, but without robbing the line manager of their motivation to obtain the optimum results for their divisions. According to Mullins, L.J. in Management and Organizational Behavior, the Line and staff organization structure is concerned with concerned with different functions which are to be undertaken. It provides a means of maximizing on the utility of specialists while maintaining the concept of line authority. Line organization relates to those functions concerned with specific responsibility for achieving the objectives of the organization and to those people in the direct chain of command. Staff organization relates to the provision of specialist and support functions for the line organization and creates an advisory relationship. Within this model, PG US developed along two key dimensions: functions and brands. Brand managers bore responsibility for profitability and could focus on matching company strategy with product category dynamics. Brand managers competed in the same marketplace but also shared access to strong divisional functions which in turn transferred best practices and talent across many brands, fostering leading edge competences in RD, manufacturing and market research in a rapidly developing consumer products industry. For instance, the invention of fluoride toothpaste in 1955 was a key result of this structure. In 1987, the United States PG made a historic shift away from the 56 year old competitive brand management system, to a matrix system whereby brand would now be managed as components of category portfolios by category general managers. The reason for this shift in structure was because product categories were beginning to require more differentiated functional activities but at the same time, PG US needed to retain functional strengths. As a result, a matrix reporting structure was set up whereby functional leaders reported directly to their business leadership and also had a dotted line reporting relationship to their functional leadership. Thus 39 US category business units were created, with each category business unit having its own sales, product development, manufacturing and finance functions. Mullins, L.J. describes a matrix organization as a combination of functional departments which provide a stable base for specialized activities and a permanent location for staff members and units that integrate various activities of different functional departments on any of the following bases: project, product, geographical or systems basis. He goes on to add that matrix structures offer the advantages of flexibility, greater security and control of project or product information and opportunities for staff development if management implement the structure effectively. The potential problem areas, as seen later in the PG case, include the fact that a matrix structure can result in a more complex structure. By using two methods of grouping it sacrifices unity of command and may cause problems of co-ordination. There may also be a problem of defining the extent of the product (project) managers authority over staff from other departments and of gaining support of other functional managers. Why did the European organizational structure shift from Geographic grouping in 1950s to Category management in 1980s? In Europe, the PG organization developed along three dimensions: country, function and brand. This model was established to tailor products and processes to local tastes and norms. This resulted in a portfolio of self sufficient subsidiaries led by country general managers (GMs) who adapted PG technology and marketing expertise to local markets. These were called mini-U.Ss in each country as new product technologies were sourced from U.S. RD labs in Cincinnati, qualified, tested and adapted by local research and development (RD) and manufacturing organizations in each country. In 1963, a European Technical Centre (ETC) was created and housed in Brussels and it developed products and manufacturing processed that country managers could choose to adapt to and launch in their countries. Country managers, not brand managers, had responsibility for profitability and market strategy, while the Brussels regional headquarters was very hands-off, serving mostly legal, tax accounting and public relations entity. Geographically based structures, according to Cole, have key advantages of widely spread markets can be catered for, local knowledge of customers, labor market and distribution can be utilized as seen in PG Europe. However, the key disadvantages as with any attempts at decentralization are associated with the inevitable tension that develops between Head office and the regions concerning priorities for action and priorities for scarce company resources. In addition, geographical based cultures and focus may veer away from the overall company strategy, culture and increase costs. The main reason why geographic grouping did not work positively for PG in Europe was that it resulted in innovations and brands taking unnecessarily long to globalize. For instance, Pampers, was launched in US in 1961, Germany in 1973 and France not until 1978. In addition, functional organizations became embedded in company silos and worse still, European corporate functions were also completely disconnected from the US operation. To cap it all, focus on product categories and brands was fragmented by country, virtually precluding region- wide category or branding strategies. This led to unstandardized and subscale manufacturing operations in each country which were expensive and unreliable. Products were tweaked unnecessarily, creating pack size and formulation variations that added no value to maintain and reinvented the wheel with each new product initiative. Thus in early 1980s, Europe attempted to promote cross border co-operation across functions and to shift focus from country management to product category management. Why were the 2 structures integrated into a global cube in the 1990s? The two main PG structures: U.S matrix structure and Western European category management structure were integrated in the 1990s into a global cube due to the several reasons. Attractive expansion opportunities in Japan and the developing markets led PG to question its globalization model, particularly in anticipation of the new challenge of appealing to more diverse consumer tastes, cultures, preferences and income levels. This was demonstrated by the fact that in Europe, increased focus on cross border category management had proven successful. However, corporate function in Brussels still lacked direct control of country functional activities. PG was also seeking positive results in the area of innovation such that the creation of global technical centers in different regions could have core competencies in a specific product category. PG also sought tremendous top-line and bottom-line improvements such as creation of powerful and independent global functions promoted to the pooling of knowledge, transfer of best practices, elimination of intra-regional redundancies and standardization of activities. It was also seeking integration of manufacturing, purchasing, distribution and engineering into one global product supply function which managed the supply chain from beginning to end. PG achieved this specific integration in 1987. In the new global cube, PG was also seeking massive savings which could b e achieved by regionally managed product- supply groups consolidating country manufacturing plants and distribution centers into higher scale regional facilities. PG also sought a stronger global sales organization with regional leadership so as to develop closer global relationship. One key result of this specific objective was the Customer Business Development (CBD) function which developed closer relationship with bug customers such as the one unprecedented step of co-locating with Wal-Mart in Bentonville, Arkansas to pursue joint strategic planning. Coupled with early supply chain initiatives, this undertaking allowed PG to be a first mover in electronic integration with customers, leading to disproportionate share growth with mass discounters. Finally, significant initial standardization in Information Technology (IT) systems was made possible by a globally managed IT organization. By 1997, financial and accounting information storage had been consolidated at three global data storage centers. PG was also seeking global category management whereby it aimed at developing close relationships. This occurred with strong global Research Development (RD) product category organizations, helping to standardize and accelerate global product launches. As a result, PG started migrating to a global matrix structure of categories and functions. The global cube entailed Europes country functions being consolidated into continental functions characterized by dotted-line reporting through functional leadership with direct reporting through the regional business managers. Global functional senior vice presidencies were created to manage functions across all regions. Then in 1989, to better co-ordinate category and branding strategies worldwide, PG created global category presidencies reporting directly to the CEO. All country category GMs had dotted- line reporting to their global country president, however, career progression and promotion remained in the hands of regional line management. Some additional key results included a much reduced duration to globalize a new initiative. For instance, by the early 1990s, it took only four years, on average to globalize a new initiative. This advance allowed PG to quickly inject new technologies into recently acquired beauty care products like Pantene, Olay and Old Spice. For example, two-in-one shampoo and conditioner technology was developed at the Sharon Woods beauty-care global technical center in Cincinnati in mid-1980s. The hair care global category president then achieved its roll out globally under the Pantene brand name with consistent worldwide marketing message and identity. In just over a decade, increased global focus on product categories helped PGs beauty care division to grow from USD 600 million to a highly strategic USD 7 billion business. What are the key distinguishing features of Organization 2005? Organization 2005 was a six -year restructuring plan announced by PG in September 1998. The companys objectives were to achieve a USD 900 million in annual after- tax cost savings by 2004 after spending USD 1.9 billion over the five years. This was to be achieved by specific features and actions of the Organization 2005. The first part called for voluntary separations of 15,000 employees by 2001, of which almost 10,500 (70%) were overseas staff. Forty five percent of all job separations would result from global product- supply consolidations and a quarter from exploitation of scale benefits arising from more standardized business processes. The plan sought to eliminate six management layers, from 13 to 7. The second part called for dismantling the matrix organizational structure and replacing it with an amalgam of interdependent organizations which were: Global Business Units (GBUs) with primary responsibility for the product and whose teams were compensated on profitability. Market Development Organizations (MDOs) with primary responsibility for markets and whose teams were compensated based on sales growth. Global Business Services (GBSs) which was a unit responsible for managing internal business processes and whose teams were compensated on cost management. This radical new design was aimed at improving the speed with which PG innovated and globalized its innovations. In detail the GBUs were responsible for product development, brand design, business strategy and new business development. Each operated autonomously focusing on different product categories. In total, there were seven GBUs with complete profit responsibility and benchmarked against focused product category competitors. Each GBU was led by a president, who reported directly to the CEO and was a member of the global leadership council that determined overall company strategy. At GBU level, Vice Presidents of Marketing, RD, Product supply, New Business Development and support functions such as IT implementation reported to the GBU president. To ensure that RD division of different GBUs would share technological innovations, a technology council composed of all GBU RD VPS would be formed to share and cross pollinate ideas. The intention of this structure was to increase agility and reduce costs through accelerated global standardization of manufacturing processes and better co-ordination of marketing activities. Global standardization of processes which were on different platforms would eliminate the lengthy process of obtaining launch approval from regional managers and result in systematically faster global rollouts of innovations and new brands. MDOs were designed to take responsibility for tailoring PG programs to local markets and using their knowledge of local consumers and retailers to help PG develop market strategies to guide the entire business. Customer Business Development functions previously dispersed among various business units would be consolidated regionally and converted into line functions in each MDO. There were seven MDOs with each being led by a president who reported directly to the CEO and, like the GBU president, sat on the global leadership council. GBS was the third leg of the Organization 2005 with the responsibility to standardize, consolidate, streamline and strengthen business processes and IT platforms across GBUs and MDOs globally. The aim was to centralize responsibility for managing these processes which could lead to economies of scale while allowing the other two GBUs and MDOs to focus on core competencies. This structure was focused on specialization.GBS was organized as a cost center with the head of GBS reporting directly to the CEO but was not a member of the global leadership council. Routine and HR policies were also to be impacted in Organization 2005. Many decisions were to be made by individuals rather than committees so that routine business tasks that had taken months would now be accomplished in days. Budgeting was streamlined, integrating separate marketing, payroll, and initiative budgets into a single business planning process. It was also to overhaul its incentive system while maintaining the promote- from- within policy PG increased its performance based portion of compensation and extended its stock option compensation formerly limited to 9,000 employees to 100,000 employees. Why did PG adopt this structure? PG adopted the structure of Organization 2005 due to key challenges and problem occurring in the Global Matrix during 1995-1998. Firstly, the matrix structure had never been symmetrical as the function retained a high degree of de-facto control because it determined career paths and promotion for its employees. Unfortunately, each function had determined its own power base and strategic agenda rather than co-operating with other functions and business units to win in the market place. The initial tension caused by functional conflict had served as an effective system of checks and balances but eventually led to poor strategic alignment throughout PG causing its position to begin to weaken in the global market as managers were focused on their particular countries rather than these global functional conflicts. This was because their focus was based on aiming for their own maximization of particular parameters rather than an optimal tradeoff. Secondly, the matrix structure had also not fully resolved the tension between regional and product category management. Regional managers still had sole responsibility for financial results and thus it was they who ultimately chose whether or not to launch initiatives made available by global category managers. RD divisions struggled hard to globalize new technological and brand innovations quickly but had to obtain agreement from regional managers, sometimes country managers and these managers would sometimes hesitate even if it made sense for PG strategically because it could weaken their upcoming profit and loss statement. As a result, the companys track record of being a global leader in innovation and brands stagnated and was slipping behind some of its more focused rivals. For instance, Cover Girl, a U.S. cosmetics brand that PG had acquired in 1989 had still not been globalized in 1997 compared to Maybelline, acquired by LOreal in 1996, was globalized in just a few years and well on its way to becoming a global billion-dollar brand. Thirdly, competitors were catching up quickly. PG had always been a first mover in supply chain consolidations and integration with customers, but by the latter half of the decade, over 200 vendors had opened embassies to Wal-Mart in Bentonville. Share price consequently dropped by 3.3% since 1993 and the sales growth slowed down to 2.6% in 1997 and 1998 by contrast to 8.5% on average in the 1980s. Lastly, the defining question was whether the global matrix cube was internally coherent or scalable over the long term. Full accountability for results could not really by assigned to regional profit centers because they couldnt fully manage functional strategy and resource allocation. This resulted in a culture of risk aversion and avoidance of failure. With over 100 profit centers, it seemed like there were too many cooks in the kitchen meaning too many managers making decisions that were moving the company away from its intended objectives. Should Lafley make a strong commitment to keeping Organization 2005 or should he plan to dismantle the structure? A.G. Lafley should consider dismantling the structure after a careful analysis of the previous structures of Proctor and Gamble and a thorough assessment of the negative adverse effects of Organization 2005 so as to develop a more effective global structure. The main objective that the previous CEO, Durk Jager had was to use Organization 2005 to change PGs risk averse regionally managed structure so that it could launch new blockbuster brands based on new technologies rather than incremental improvements of existing products. He also frequently scrutinized PGs RD portfolio and personally stewarded new technologies through the pipeline that he thought were promising. Initially, in October 1999, fiscal first quarter results were promising indicating an immediate acceleration in business performance, with sales up by 5% over the previous year which was a marked improvement over the 2.6 % annual revenue growth over the last two years. Core net earnings fell short of long term goals but made a respectable increase of 10 %. This resulted in PGs stock price appreciating significantly. When the next quarterly report came out on 30 January 2000, the stock price reached an all-time high of USD 118.38 and sales had grown by an impressive 7% and core net earnings increased by 13%. Tables turned on 7 March 2000, when PG gave a profit warning due to external factors such as increased raw material costs, delays in FDA approvals and intense competition. With 50 new products in the pipeline, the situation was expected to reverse. However, on 25 April 2000, when results were announced, core net earnings had dropped 18 % while sales increased 6 % despite a 2% hit from fluctuations in exchange rate. The stock price lost 10 % of its value. The last straw was on 8 June 2000, when fourth quarter profits were flat compared to the expectations of 15 17 % increase. PG lowered its future quarterly sales growth estimates to 2 3 %, casting doubt on whether Organization 2005 was even lifting the top line. Market research companies confirmed PGs poor competitive position citing loss of U.S. market share in 16 out of 30 categories since the preceding year. PG stock finally fell to USD 57 after the announcement and was the worst performing component of the Dow over the previous six months. Conclusion In conclusion, Lafley, bearing in mind the past performance and stiff competitive arena, should dismantle Organization 2005 for the above reasons as well as for the sagging employee morale due to the substantial job reductions.

Consequences of Nick Carraway as Narrator of F. Scott Fitzgeralds The

The Importance of Nick Carraway as Narrator of The Great Gatsby    In The Great Gatsby, Fitzgerald critiques the disillusionment of the American Dream by contrasting the corruption of those who adopt a superficial lifestyle with the honesty of Nick Carraway. As Carraway familiarizes himself with the lives of Tom and Daisy Buchanan, Jordan Baker and Jay Gatsby, he realizes the false seductiveness of the New York lifestyle and regains respect for the Midwest he left behind. "Fitzgerald needs an objective narrator to convey and prove this criticism, and uses Carraway not only as the point of view character, but also as a counter example to the immorality and dishonesty Carraway finds in New York" (Bewley 31). Fitzgerald must construct this narrator as reliable. Due to the nature of the novel, the reader would not believe the story if it were told from the perspective of any other character. Fitzgerald cannot expect the reader to believe what the immoral and careless characters have to say, and he spends so much time establishing them as such. Thus, Car raway is deemed narrator and the reader trusts him. As the practical character in the novel, Carraway is not rash; he is not swayed by the greed and alcohol as some other members of East and West Egg society are. He proclaims, "I have been drunk just twice in my life" (Fitzgerald 33). Fitzgerald constructs Carraway as a follower, not a man of action. He observes Gatsby's parties, never fully experiencing them. He observes the moment before the kiss between the starlet and her director, although Fitzgerald never details the physicality of his relationship with Baker. He observes the affair between Tom Buchanan and Myrtle Wilson, but he never confronts Tom Buchanan, nor does he e... ...y to tell the story, but also to critique the mass disillusionment with the American Dream. Carraway's honesty makes him ideal to represent all that the Buchanans lack and legitimizes his admiration of Gatsby. No reader would consider the full impact of Fitzgerald's themes had less attention been given to the creation and execution of the character of Carraway. Works Cited and Consulted: Bewley, Marius. "Scott Fizgerald's Criticism of America." Bloomington: Indiana UP, 1983. Fitzgerald, F. Scott. The Great Gatsby. New York: Macmillan Publishing Company, 1992. Hobsbawm, Eric. The Age of Extremes. New York: Pantheon, 1994. Raleigh, John Henry. "F. Scott Fitzgerald's The Great Gatsby." Trilling 99-103. Trilling, Lionel. "F. Scott Fitzgerald." Critical Essays on Scott Fitzgerald's "Great Gatsby." Ed. Scott Donaldson. Boston: Hall, 1984. 13-20.

Defining Good Advice :: Definition Essays

Defining Good Advice Many times, good advice will happen if a person has gone astray, then, suggestions would be made to the lost and he could either take it or leave it. Also, as Doug mentioned in discussion, is that "it may be impossible to deny information given to you." So, in this case, the advisee knows what has been said to them, and "he may not take the advice at the time", but store it for later.(Nate Hall), and because of this, good, or bad advice, in my opinion, is also in the eye of the beholder. Advice may only be used if it hasn't been heard before. For example, if someone is doing something wrong, and someone keeps telling them over and over, it may just go in one ear and out the other. This is why the advisor must find a way to leave the suggestions up the person weather they want to use it or not and they have to be ready for the information given to them.(Mike) Being the advisor takes a lot of patience and confidence. You must be able to tell truthfully to someone, something that they may not want to hear. When my friend came to me asking why her boyfriend wasn't acting the same towards her, I had to be honest and sincere to tell her the bad news. Tone of voice may also play a role in this factor. If someone says something to me in a rude tone or like I am in 5th grade, I may not take them seriously, or may even get mad. In basketball, someone might catch me doing something wrong and would like to point it out to me. If they yell at me I get frustrated and on the other hand, if they talk down on me, that makes me furious. Advice works best when the advisor should puts themselves in the other person's shoes. Sincerity is a must to make a good connection. Advice can be spoken, written, or portrayed by body language. Putting your finger up to your lips may make someone quiet for awhile, but saying, "Shut up." Would make more of an effect on them. As far as good advice in writing, I believe that many people are capable of saying many things while writing, but not always is the right idea portrayed. Sharing advice in notes, or e-mails, isn't the same as hearing it person.

St John The Evangelist :: essays research papers

Throughout the human history there have been many saints who have lived among us. They followed Jesus’ principles and they did God’s will. One of the earliest saints was St. John, and he lived during the times of Jesus. His childhood and his date of birth are unknown, but it is well known that he was one of the best followers and students of Jesus. St. John was the son of Zebedee, and the brother of St. James the Great with whom he was brought up to the trade of fishing. While Jesus was spreading his teachings and his miracles St. John entered public ministry. Then in his first year of public ministry our Lord called him to be an Apostle. He was called to be an Apostle with his brother, as they were mending their nets on the sea of Galilee. St. John was the youngest of all the apostles, and outlived the others. It is hard to list in details, all the challenges that St. John faced. His challenges were truly followed by God’s will and helped many people. St. John was one of the first ones who understood and studied how a person should live, how should he behave, and how moral his life should be. He was one of the first to follow those holy principles, and show them to others. One of his greatest challenges was writing a gospel. St. John the Evangelist is mostly known for writing a fourth Gospel. If you would ask any person to list his challenges almost everybody would tell you that he wrote a gospel. It is believed that he wrote a Gospel at the year of 96, after the death of Domitian. His object in writing it he tells us himself: â€Å"These things are written that you may believe that Jesus is the Christ, the Son of God; and that, believing, you may have life in His name.† In order to write a Gospel you have to be truly involved in holy life by yourself. St. John went threw Jesus’ teachings and he opened himself to Jesus. All of his life he spent by expressing love to others and by implementing Jesus principles. Thus before writing a Gospel, St. John experienced it all on himself. He also wrote three epistles. The first is called catholic, as addressed to all Christians, especially his converts. The other two are short, and directed to particular persons, to Gaius and to local church.

Discussion of Architectural Movements

Question 1: See the impact of the Industrial Revolution on 19th century architecture. Your reply should research the manner in which edifices could be constructed, every bit good as the new demands being made upon architecture. The 19th century brought an age of uncertainness, assurance apparent in the elegant architecture of the 18th C had diminished, rejecting abnormality and polychrome, and was subjected to a period of architectural eclectic method. The birth of this sought after manner would let elements to be retained from old historic case in points, returning to the manner of Michelangelo etc. , whilst making something that is new andoriginal, forming manners of Neo-Classical and Neo-Gothic. This ability to make a merger of manners allowed for look devised through creative activity, notreminiscence ; normally elected based on its propensity to the undertaking and overall aesthetic value, seeking to reconstruct order and restraint to architecture. Another Influence can be traced from the industrial revolution, a clip of rapid alteration, sing dramatic fluctuation and experimentation. With Changes in fabrication, conveyance, engineering, there was a profound effect on the societal economic sciences and cultural conditions. The urban population radically increased, with metropoliss likewise multiplying in size and figure. The effects for these new spread outing metropoliss was monolithic overcrowding. Factory proprietors were required to supply a big measure of inexpensive houses, ensuing in dumbly packedterraces, constructed to a low criterion. The enlargement of mass industry brought the potency of new constructing engineerings such as dramatis personae Fe, steel, and glass, with which designers and applied scientists devised constructions antecedently un-reached in both map, size, and signifier. Consequently, stuffs could be mass produced quickly and cheaply, non merely being applied to things like bricks, but besides Fe colu mns, glass panels etc. , intending constructions of all types could be constructed quicker and cheaper than of all time earlier. This generated a new potency of standardized designs, created from indistinguishable mill constituents, which could be mass produced bettering the efficiency of building clip but non needfully the quality. Through the rise of the revolution, architecture was now exposed to a magnitude of new building methods. Structures dwelling of metal columns and beams no longer needed walls for structural support, glass could be fashioned in larger sizes volumes and dense constructions could be replaced by skeleton constructions ; doing it possible to make antecedently restricted tallness and width really rapidly, utilizing pre-fabricated elements. However, this new architecture lacked in imaginativeness and manner as the focal point was cast towards functionality. An illustration of this new engineering was The Crystal Palace 1851. It was a glass and Fe collector's item, with pre-fabricated parts that could be mass-produced and erected quickly. This dazzled the 1000000s of visitants go throughing through its doors as it stood in blazing disparity to old monolithic rock building. Crystal Palace became the foundation for modern architecture, its transparence signified a sense of ‘no boundaries ’ . Question 2: Chart the cardinal features of the Art Nouveau motion in architecture. To what extent was this motion influential in the move towards International Modernism? The architectural manner of Art Nouveau foremost arouse in Europe, bring forthing its most originative stage between 1893 and 1905. Art Nouveau repelled against old classical Hellenic and Roman rules, rejecting the rigorous and formal ideals, which had been prevailing during much of the 19th C. It was established on the merger of formal inspiration from the English Arts and Crafts, every bit good as the structural importance of Gallic Rationalism, and the structural abstraction from nature, which was perceived as the best beginning of stimulation and aesthetic principals. Architects found their inspiration in the expressive organic signifiers that emphasised humanity ‘s natural aspiration, with dominate ornate embroideries, curvilineal signifiers, and design motives based on conventionalized workss and flowers. Art Nouveau manner architecture can be identified by specific basicss and separating factors which led to omnipresent cultural urges, looking throughout its life clip, n evertheless there is no individual definition or significance behind it. The manner originated from the reaction to a kingdom of art which was dominated by precise geometrical composings of Neo-Classical ideals. In hunt of a new design linguistic communication, constructs evolved distant from historical and classical restraints employed by old faculty members and current case in points. Alternatively designs were characterized by graceful, sinuate lines filled with irregular way, which were seldom angular. This was accompanied by violent curves ; rhythmic forms of curved, fluid lines that connect beautified field points, such as entrywaies and dramatis personae columns. The doctrine of Art Nouveau was in proviso of using delicate beauty to commonplace objects, in order for beautiful objects to be crystalline to all. No entity was excessively useful to be beautified, it was non merely apparent in external architecture butinterior ornamentsdisplayed its criterions as good. The inclination led towards organic capable affair, flowers, foliages, vines, and oth er organic images embellished architecture with each characteristic obtaining a different visual aspect ; a rapper moulded to look like a darning needle, birds etched into window frames, abstract lilies floating about stairwell bannisters. The manner embraces a assortment of stylistic readings ; some designers choosing for new low-priced stuffs with the aspiration of mass production, whilst others used more expensive stuffs valuing high workmanship. A assortment of motions continued to scout incorporate organic design, including DeStijl, and the Bauhaus School, nevertheless this shortly declined. Art Nouveau constituted a major measure towards the rational and stylistic invention of modern architecture, interrupting the tendency of looking backwards, which emphasised map over signifier and the riddance of otiose adornment. The stylistic basicss progressed into the simpler, rationalised signifiers of modernism. Theunderlying basicss of the art nouveau construct, of a exhaustively incorporate environment, remains a important component of modern-day modernism today. Question 3: With mentions to illustrations of his reinforced work, explore Le Corbusier’s ‘Five Points of a New Architecture’ . Le Corbusier’s foremost principle expressions at the system of structural support, it suggests that a differentiation can instantly be made between elements. Therefore back uping walls can be replaced by a grid of columns, spaced out at specific, equal intervals that withholds the structural burden. By promoting the land floor, it is thereby removed from the moistness land and is now to subject to visible radiation and air and accordingly the landscape can go on to flux beneath whilst deriving extra level roof infinite. The 2nd rule identifies the demand for the level roof to be utilised for a domestic intent such as a roof patio or garden, later intending that infinite lost in built up countries can be recovered. This country will expose epicurean organic flora, nevertheless it provides a structural intent supplying indispensable protection to the concrete roof. Resulting rain can now be controlled, fluxing off bit by bit down drain pipes, concealed within the inside of the e difice. The 3rd rule provinces that, due to fortunes made clear in the first rule, interior walls can now be placed where required, each floor being wholly independent to the following. The absence of back uping walls allows unrestrained freedom within the internal design. The forth rule dictates that the facade can be lifted from its structural map, leting the freedom of design separated from its original outside. By projecting the floor beyond its system of structural supports the whole facade is extended, losing its supportive quality, the facade therefore is free from limitations. The 5th rule determines that the facade can be intersect with horizontal window running the full length, widening from support to back up. These rectangular gaps allow plentiful sums of visible radiation and air, accomplishing equally illuminated suites of maximal light and hence taking the demand for perpendicular Windowss. We can picture the development of these rules through some of his reinforced work, foremost with his experimentation with Maison Citrohan, 1922. Through legion paradigms le Corbusier dramas with presenting this typical characteristics. Villa Stein 1926, is the first full illustration of these rules. Built around a rigorous grid of structural columns, the Villa features an unfastened program layout with roof patio protected by screens. The concrete construction obtains strips of thread Windowss, nevertheless that land beneath has been to the full consumed by the Villa. The Villa Savoye 1929, visibly embodies all five points of the new aesthetic. The majority of the construction is supported above the land by slender reinforced concrete piles. The house conceals an unfastened floor program that culminates a roof garden, counterbalancing for the green infinite lost beneath. Finally, the clean white facade embodies the typical thread windows that allow unobstructed positions.

A Case Study of Wegmans Food Markets Essay

Wegmans Food Markets, Inc., is one of the premier grocery chains in the United States. Headquartered in Rochester, NY, Wegmans operates over 70 stores. The company employs over 23,000 people, and has annual sales of over Rs. 2.0 billion. Wegmans has a strong reputation for offering its customers high product quality and excellent service. Through a combination of market research, trial and error, and listening to its customers, Wegmans has evolved into a very successful organization. In fact, Wegmans is so good at what it does that grocery chains all over the country send representatives to Wegmans for a firsthand look at operations. Many of the company’s stores are giant 100,000 square foot superstores, double or triple the size of average supermarkets. A superstore typically employs from 500 to 600 people. Individual stores differ somewhat in terms of actual size and some special features. Aside from the features normally found in supermarkets, they generally have a large bakery Section (each store bakes its own bread, rolls, cakes, pies, and pastries), and extra-large produce sections. They also offer film processing a complete pharmacy, a card shop and video rentals. In-store floral shops range in size up to 800 square feet of space, and offer a wide variety of fresh-cut flowers, flower arrangements, varies and plants. In-store card shops covers over 1000 square feet of floor of floor space. The bulk foods department provides customers with the opportunity to select what quantities they desire from a vast array of foodstuffs and some nonfood items. Each store is a little different. Among the special features in some stores are a dry cleaning department, a wokery, and a salad bar. Some feature a Market Cafe that has different food stations, each devoted to preparing and serving a certain type of food. For example, one station has pizza and other Italian specialties, and another oriental food. There are also being a sandwich bar, a salad bar and a dessert station. Customers often wander among stations as they decide what to order. In several affluent locations, customers can stop in on their way home from work and choose from a selection of freshly prepared dinner entrees. Some stores have a coffee shop section with tables and chairs where shoppers can enjoy regular or specialty coffees and variety o f tempting pastries. The company prides itself on fresh produce. Produce is replenished as often as 12 times a day. The larger stores have produce sections that are four to five times the size of a produce section of an average supermarket. Wegmans offers locally grown produce a season. Wegmans uses a ’farm to market’ system whereby some local growers deliver their produce directly to individual stores, bypassing the main warehouse. That reduces the company’s inventory holding costs and gets the produce into the stores as quickly as possible. Growers may use specially designed containers that go right onto the store floor instead of large bins. This avoids the bruising that often occurs when fruits and vegetables are transferred from bins to display shelves and the need to devote labor to transfer the produce to shelves. In addition to large display cases of both fresh and frozen meat products, many stores have a full-service butcher shop that offers a variety of fresh meat products and where butchers are available to provide customized cuts of meat for customers. Each department handles its own ordering. Although sales records are available from records of items scanned at the checkouts, they are not used directly for replenishing stock. Other factors, such as pricing, special promotions, local circumstances must all be taken into account. However, for seasonal periods, such as holidays, managers often check scanner records to learn what past demand was during a comparable period. The superstores typically receive one truckload of goods per day from the main warehouse.During peak periods, a store may receive two truckloads from the main warehouse. The short lead-time greatly reduce the length of the time an item might be out of stock, unless the main warehouse is also out of stock. The company exercises strict control over suppliers, insisting on product quality and on-time deliveries. The company recognises the value of good employees. It typically invests an average of Rs.7000 to train each new employee. In addition to learning about stores operations, new employees learn the importance of good customer service and how to provide it. The employees are helpful, cheerfully answering customer questions or handling complaints. Employees are motivated through a combination of compensation, profit sharing, and benefits. Quality and Customer satisfaction are utmost in the minds of Wegmans management and its employees. Private label food items as well as name brands are regularly evaluated in test kitchens, along with the potential new products. Managers are responsible for checking and maintaining products and service quality in their departments. Moreover, employees are encouraged to report problems to their managers.If a customer is dissatisfied with an item and returns it, or even a portion of the item, the customer is offered a choice of a replacement or a refund. If the item is a Wegmans brand food item, it is then sent to the test kitchen to determine the cause of the problem. If the cause can be determined, corrective action is taken.