In what way does the Phaedo represent the completion of the Apology Term Paper

In what way does the Phaedo represent the completion of the Apology and Crito Discuss in relation to the problem of immortality, death, human freedom and knowledge - Term Paper Example Of all the reasons for completion, Socrates’ arguments about the immortality of the soul best condenses Phaedo. If Crito is the dialogue between an elderly Athenian friend named Crito and Socrates, Phaedo abstracts a scene of narration by Socrates’ cherished disciple, Phaedo. He was a spectator during Socrates’ final hour and death together with Simmias, Cebes, Crito, and Apollodorus. Even at his last moment, Socrates managed to provide reasons about conception and immortality of the soul after death, its relation to the body, and evidential existence of soul. Phaedo is the completion of Apology and Crito because it discusses something beyond death. One might argue that one’s life end when he faced death; Socrates argue that there is something more after the death of the physical body. He expounds this idea through arguments and discussion with his disciples. Upon reading Phaedo, one would be estranged why Socrates does not fear death and even exultant about it. This is because of his arguments about life, death, and soul. Socrates gives the strongest argument about full acceptance of death even if it’s due to execution or illness. Knowing that you’ll be facing death soon, one should not be reluctant to accept or deny it. We also do not have the right to commit suicide because we are God’s possessions. It is only God who have the right to His possession and it is only Him who could get the life He has given to us upon certain circumstances. Spending your life in Earth up until your last breath completes Apology and Crito as unleashing the soul is the superior of all. Upon analysis of Socrates’ arguments, the emergence of death signals the separation of the body and soul. It also embraces the reason that life and death cannot co-exist as life has the physical body while death unleashes the soul being trapped in the physical body. The onset of death is the key to separation

The Role Of The Catholic Religious Education Specialist Teacher Article

The Role Of The Catholic Religious Education Specialist Teacher - Article Example Religious education encompasses various areas such as evangelisation, catechesis, giving witness, introduction to church, prayer, experience of faith, and knowledge of other faiths. At the same time, the Religious Education specialist teacher’s duties need to be performed on the basis of what the Catholic church teaches; what the government states: the curriculum for excellence; and what schools expect from them in the context of any extracurricular duties which are not expected of other teachers in the school. Thesis Statement: The purpose of this paper is to investigate the role of the Catholic Religious Education (RE) specialist teacher, the various areas of religious education, and the influence on the RE’s role by the Church, the government and the school. Religious teaching can be understood as a ministry with a professional dimension (Cook & Hudson, 2006). Catholic educators need to think and act sentire cum ecclesia which refers to the ideal form of thinking and feeling with the church on the basis of individuals’ identity as Catholics. ... ng to Cook & Hudson (2006: 399), assessment of religious teaching as a profession can be based on a framework composed of the following characteristics: "essential service to society, motivation by a call to serve, special knowledge and skills, specialized and advanced university training, public trust and status, code of ethics and performance standards, and professional organization".Religious Education helps in students' development of the self, socially, morally and spiritually (SCAA, 1994). Research conducted by Sikes & Everington (2001) indicates that a religious education teacher's life history plays a vital part in determining their teaching skills and approach to work. Further, "the quality, range and flexibility of teachers' classroom work are closely tied up with their professional growth - with the way they develop as people and as professionals" (Hargreaves, 1994: xi). This evidence would be useful in screening potential candidates for training as RE specialist teachers, by addressing negative identities unsuitable to carry out the important work. Evangelisation and Catechesis Ecumenism is the essential task of the whole Church to bring the Gospel to the entire world. Ecumenism and mission, evangelisation and Church community converge in a common witness to the same God (Houtepen, 1998). The Church's evangelistic mission is expected to be carried forward by the RE instructor by imparting the Faith to all students in the classroom, including those students who do not share the Christian faith, in the interests of sharing the wisdom and benefits of the Catholic religion (Francis et al, 1996). Teachings of the Catholic Church are mainly through catechesis. Bishop O' Donoghue (2008) believes that the key element or essence of the aims of a

ECONOMICS Assignment Example | Topics and Well Written Essays - 500 words - 1

ECONOMICS - Assignment Example an observe presently, the two main providers for the area of Michigan are AT&T and Comcast; they may be creating conditions that make other entries into this market difficult. Governor Granholm of Michigan signed the legislation document called Public Act-480 on Dec 21, 2006, which aimed at providing healthy competition for getting video services in the state of Michigan. While Michigan Public Service Commission is responsible to implement the act, to oversee that the franchisee agreement is uniform for all the entrants, the agency has no authority to regulate any service provider under this act, as a public utility provider. However, even with the limited powers of the agency, it has authority to review all disputes between consumers and service providers, between two providers, between the franchisee and its provider entity...................(Video/Cable) Although AT&T as well as Comcast may be happy with the legislation, they admit that the prices offered to consumers, for either bundled packages or individual packages, have shown an increase, after the legislation. Hence, it is essential for the following action, which should be taken by the regulatory authority, MPSC, to monitor and suggest effective ways for bringing in healthy competition. MPSC should compile the data with regard to the households that get services from AT&T as well as Comcast, to know whether they have followed the requirement of the ACT-480, which warrants that they provide cable service to at least 30% of the their telephone subscribers.. MPSC should prepare a list of new entrants who are desirous of making the services available in the area, so that the opportunity of uniform franchisee policy agreement is available to them as well, which will increase the competition in the area. The agency responsible for overlooking and monitoring of the act should take their action seriously to help making the act achieve its goal, as the legislators intended. However, the implementing agency

Serious failure to protect individuals Essay Example for Free

Serious failure to protect individuals Essay Serious failure to protect individuals from abuse occurred in care homes across Britain. This is an account of the shocking state of an elderly care home in Essex. It has shown the residents being abused, bullied and also physical violence being used toward these vulnerable adults. They had been left in their own excrement for hours not taken to bathroom when they needed too. In a Hampshire hospital it had shown through the use of hidden cameras had shown vulnerable adults with learning disabilities being assaulted. A third of care homes did not meet the basic standards (CQC) this means that 406 care homes housing up to 15,533 vulnerable adults are failing. Panorama investigated they send in a reporter named Alex Lee to work 36 undercover shifts with a hidden camera. What she caught on film was shocking she filmed care workers slapping a woman with dementia who was partially paralysed also caught others bullying, mocking the same patient. see more:serious failures to protect individuals from abuse Other residents had their pleas for help ignored many were left in their own excrement for hours and care workers had turned off the call bells. An elderly resident in his late 80s was mockingly called a â€Å"bitch† for hours after he called her it after he became annoyed about how she was cleaning his private parts. The head of care quality commission (CQC) stated the care shown in the programme was unacceptable. Since 2011 158 homes have been shut down due to action taken by the CQC. A spokesman for the care home said they ‘apologise unreservedly for what was covered in the programme. Immediate action was taken those involved were suspended straight away and are not to return to work until after a full inquiry has taken place. In another situation a girl named Vanessa Evans used a hidden camera to uncover the care of her grandmother. In December 2012 it was shown that her grandmother had called for a nurse 321 times pleading for the toilet 45 times in just over an hour. They had tried to make her walk even though she was immobile for two years. She was taken to the toilet two and a half hour later she still did not go was put back to bed. Vanessa’s Grandmother told her ‘they’re really nice when your here as soon as your gone they are horrible. She was completely ignored by staff. She was bleeding from pressure sores that needed a dressing which the staff had noticed. However  five hours later the nurse hadn’t put a dressing on the wounds. A spokeswoman who owns the care home apologised she said they do not tolerate this kind of behaviour that it was ‘shocking and ‘distressing. They acted immediately to notify care quality commission and the police. Staff involved we re suspended and later dismissed. Serious failure to protect individuals from abuse occurred at childrens homes in Britain author Alex Weatle writes of how he was sexually abused by a doctor at a childrens home thought to be linked to paedophiles involving an MP in Tony Blair’s government. He was awarded an MBE in 2008 he spoke up after seeing an investigation by the Daily mirror about abuse covered up after the MP was named suspect. Alex was targeted in the 1980s by a group of abusers who were working in the same care homes the MP was visiting. He would make visits alone to childrens homes run by a convicted paedophile. Boys would have been taken out of south vale childrens home this is a unit which has filtered out abusers from outside the care system. Alex sickening account of abuse suffered by children at Shirley oaks care home he states that strange nameless me had entry to the home and he believes that abusers were allowed in and the staff had known he was convince there was a paedophile ring operating a t both care homes. Shirley oaks looked like a nice place to raise children with its hills streams and oaks trees. However in 1995 it was shut down. Outside the building now is a plague that reminds people of the children that once lived there. A friend of Alex took her life not far from there tortured by memories of abuse. Another friend took his life by asphyxiation hanging themselves from a toilet chain. He first arrived there in 1966 he remembers filling coal buckets and getting beat up with hard brushes, belts and shoes. He suffered violence daily described it as part of his day like eating toast. As he got older he heard stories of abuse from friends who started off in south vale and came to Shirley oaks for longer care. ‘bummed’ was a phrase he heard often. Strange men would be around the premises one stayed and we were told his name is mark he taught swimming lessons in pool within grounds as well as private clients he was only adult present each time. Decades later he was jailed for his crimes. Alex did his best to get through  this time he was labelled ‘maladjusted and referred to a doctor. When he seen the doctor the first thing doctor asked him to do was to remove all of his clothing until he was naked. He stood there in horror unable to speak as the doctor sexually assaulted him. He wanted to share it with his friends to see if they have suffered the same but he could not do it. In secondary education there were still strange men on the grounds at night sometimes during the day. One said he was a football coach he would arrive at a game and take the younger boys away to a hidden part of the premises where it was thought he was giving them extra training, no one would report to social worker for fear of being put somewhere worse.. One of his house mates did object what was taking place she was removed she came back traumatised would not speak. They had heard a staff member had raped a defenceless girl. If you had family that wanted to visit they could apply for a section 2 to even deny any relatives from visiting you. They had complete control and many were miserable and isolated. There were only 3 convicted jail terms there are 19 paedophiles who were not identified or charged and the police said the investigation was a great success. How did these people gain access to these childrens homes there were hundreds of children and social workers visited them everyday they must have been aware of the ‘swimming instructor or the ‘football coach because they were visible. They and other paedophiles had somehow had gotten inside these places and to got to abuse these defenceless children. He was convinced there was a paedophile ring running in both south vale and Shirley oaks childrens homes that the authorities knew and did nothing to stop it. Alex urges that the inquires made include a complete investigation of the social services safeguarding children and protection policies it should examine all aspects of child abuse including violent, neglect and emotional abuse victims often take their lives because of abuse. After the Shirley Oaks was shut down someone set fire to the primary school he wonders if it was a victim who felt it would be justice for her who for years had went unheard and ignored. He really hopes his account will help others who have suffered this abuse to come forward and talk about this horrific crimes toward them those strange men must be uncovered and brought to justice no matter if they are alive or dead.

The company aims and objectives

The company aims and objectives 1 Introduction Strategic management is the way a business will formulate, implement and evaluate its decisions across the departments in order to help the company to achieve its objectives. It means using the company aims and objectives to develop policies and plans, allocate resources in order to implement the plans and then evaluate whether this has been successful. Strategic Planning ensures that an organisation is doing the right things. If a business needs to change the way it runs its business operations then a strategic plan explains what the organisation is changing to. Once it has determined the right things to do, it devolves accountability for doing them right to one or more business plans (Guest 1989). Every organisation has a mission statement setting out its aims and objectives and strategy can be defined as â€Å"The determination of the basic long-term goals and objective of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals† (Alfred Chandler, 1963). Johnson and Scholes (2002 p13) suggested that a company needs a mission and mission statements; a vision or strategic intent; goals; objectives; unique resources and core competences, strategies and control. Strategy was ‘the direction and scope of an organisation over the long term: ideally which mat ches its resources to its changing environment, and in particular to its markets, customers or clients, so as to meet stakeholder expectations. To continue in business and be profitable every business needs a strategy and according to McGee et al (2005)strategy is the ability of a company to thrive and survive. The report will outline the stages, steps and procedures that should be implemented to carryout a strategic analysis as part of the strategic management process. The New Vintage Car Company is a specialist organisation which has a small niche in the specialist car market and a mission statement, objectives and strategic intent. 1.1 Aims and Objectives of the report The aim of the report is write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. 1.2 Objectives To understand the importance and characteristics of strategic management to all forms of organisation To investigate a range of strategic management models and their strengths and weaknesses To consider the relevance for strategic management of organisational culture and ethics To analyse and evaluate a range of strategic management models To apply and to tailor models of strategic management as appropriate 2 Stage One Strategic analysis Generally there are two main approaches to strategic management the organisational approach dealing with competitive advantage, resource allocation and economies or scale and the the human approach. According to Arieu (2007), ‘there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context. Strategic management can be bottom-up, top-down, or collaborative processes which means that in the bottom up approach employees send in proposals to their managers who choose the best ideas which are assessed through capital budgeting processes such as return on investment or cost benefit whilst the top-down approach is where the CEO and the planning team make the decisions. Johnson (1999 p154) advised that strategic planning was the ‘process of drawing up long-term, wide ranging plans in accordance with the organisations main aims and will involve analysing customer expectations, competitive pressures and overall changes in the market. Operational planning on the other hand was the development of plans for a specific operation within the organisation whether it was for a product or a service. He added that although organisations used information from analysis, quantified objectives which became the organisations targets for a planned period of time, could be based on ‘ guesswork. Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment. (Lamb, 1984:ix). As the New Vintage Car Company is a small specialist business it is very much a very collaborative style of strategic management with the 10 main employees taking part in management decisions. 2.1 Strategic management theories Strategic management was a concept which was developed in the 1950s and 1960s which theorised that gathering all the functions under one strategy and coordinating the different departments. Chandler (1962) showed that a long-term coordinated strategy was necessary to give a company structure, direction, and focus stating that ‘structure follows strategy. Selznick theorised that an organisations internal functions should be matched to any external environmental circumstances through SWOT analysis which was developed by the Harvard Business School General Management Group. Anscoff developed a strategy grid to compare market penetration strategies, product development strategies, market development strategies, horizontal and vertical integration and diversification strategies and a gap analysis. Druckers (1969) management by objectives (MBO) meant that companies set objectives and then monitored if they had been achieved and suggested the use of team work. Function strategies incl ude marketing strategies such as new product development strategies, human resource strategies, financial strategies, legal strategies, supply-chain strategies, and information technology management strategies dealing with short and medium term plans. However, Mintzberg (1988) thought of strategy as a process or pattern of behaviour which has evolved over time and necessitated fluidity and the realization that there were unpredictable issues which could arise. 2.2 Analysis Part of the planning process for a company would be to analyse the current market place and the companys position in it. This could be done through various analysis techniques such as PEST, SWOT, Gap analysis, Porters generic strategy analysis. 2.2.1 PEST analysis The PEST analysis could be used by the organisation to look into market growth or decline whilst investigating the position of the company, its potential for future growth and the direction the business should take. PEST stands for Political, Economic, Social and Technological factors, and can be used in conjunction with SWOT which are the Strengths, Weaknesses, Opportunities and Threats analysis. PEST can be extended to PESTLE by adding Environmental and Legal or even adding any Political and demographic issues as STEEPLED (Grundy 2006). 2.2.2 SWOT analysis In order to see where the company is in the market place, a SWOT analysis will need to be undertaken. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. Strengths would be the type of business and whether is has been well established in the area and has a loyal customer base Weaknesses are anything which may hinder the company in achieving its objectives and which may need to be changed such as financial constraints. Opportunities are the things a companies can use to progress Threats are the issues which affect a company and could potentially threaten the companys futuresuch as thecredit crunch with suppliers closing down, transport costs rising and banks not lending money (Armstrong 1982 p198 Hill Westbrook 1997). 2.2.3 Gap analysis The company will need to judge where there is a gap in the market, either a place for their product or where the company is at the moment and where they would like to be and so the difference is the gap. After this analyis the company needs to decide how to bridge the gap either through a strategic approach or a tactical/operational approach. The tactical operational approach would make use of the Marketing Mix Product, Place, Price, Promotion 2.2.4 The value chain Porter (1998) also theorized that a company could be successful if it contributed to the industry it was in via a value chain which meant that everything a company does should be questioned in terms of what value it adds in the eyes of the final customer. In 1993,John Kay stated that ‘adding value is the central purpose of business activity. 2.3 Competitor analysis A company needs to analyse what its competitors are doing, how well they are doing it and whether they are a real threat. 2.3.1 Competitive advantage and Porters 5 Forces theory Porters 5 Forces Model New entrants, Industry competitors, Suppliers, buyers and substitutes is a useful theory can help for an organisation to formulate the appropriate strategies to be successful in their market (Thurlby, 1998). Porters theory takes 5 elements which can influence a business such as New Entrants to the market and Industry competitors are there any new or similar companies setting up in business which could be a threat and which customers will choose instead of the original company; Suppliers who may be powerful enough to put up prices which the company has to pay or even refusing to do business with the company; Buyers how customers can put pressure on the company to lower prices or alter product lines; Substitutes customers changing to alternative products from another company if there is a product price increase; the use of price cutting and aggressive marketing by other similar rival companies; (Porter 1998). 2.4 The Competitive-positioning approach Companies need to be aware of the competitions own strategies at all times. A competitive advantage can be attained by organisations if the current strategy is value-creating, and not currently being used or activated by competitors or future competitors (Barney, 1991, p102). Choosing the correct market level is important as too high will lose customers and too low may see to many competitors. Porter (1995) thought that there were three routes to competitive advantage. A firm either (1) focused on a particular customer group (2) Specialised in skills competitors cannot match or (3) became the lowest cost producer. Having the competitive advantage means that a company must outperform its competitors by delivering superior value to customers and, in doing so, earn an above average financial return for the company and its stakeholders. Doing this successfully over a long period is sustainable competitive advantage which requires that they outperform their competitors for a long period in a way that customers are prepared to purchase at a sufficiently high price. Campbell et al (2007) argued that there were 8 areas which need to be considered for competitive and sustainable competitive advantage to continue for a company. They need to have a strategic intent to stretch the organisation in the future and be willing to work at continuous improvement which includes inputs, processes and outputs of products and services. They would need to work in a different way to their competitors and importantly they need to be perceived to be better by their customers who need to believe that they are the main r eason for the company being in business to serve their customers. The company must build on their core competences by continuous internal review and keep communication channels open both internally and externally. Its core competency is the restoring of classic cars and all the skills which go with this. The management must be aware that the business environment is constantly changing and they must be prepared to change with it especially during the current recession They need to be aware of their competitors but also know when collaboration and co-operation with competitors through strategic alliances is a necessity. 3 Stage Two Strategic formulation The New Vintage Car Company has formulated a strategy through the planning and analysis of companys SWOT and the gap analysis as well as having looked at the competition which is a few other similar small businesses. Strategy formulation is the process of determining appropriate courses of action for achieving organizational objectives and staying a profitable business. Johnson and Scholes (2002 p11) theorised that there were different levels of strategy: (1) corporate dealing with the ‘overall purpose and scope of an organisation and how value can be added to the business areas of the company and when a company has decided on its products and the market it should compete in (2) business unit strategy deals with how a company can achieve an advantage over its competitors and what opportunities can be identified or created and competitive strategy which is when the company sets out the framework for success in the market it has chosen with goal setting, commitment of resources a nd the monitoring or strategies and (3) operational strategy is how the different areas of a company deliver the corporate strategies with reference to resources, people and processes. Once the strategy has been formulated, the company needs a mission statement, set the aims and objectives and conduct the internal and external analyis of the niche in the market. The company would then implement the strategy by undertaking certain steps such as entering into a partnership or expanding distribution outlets. The strategy will then need to be reviewed. The strategy formulated by a company should reflect an environmental analysis as well as the organisaitonal vision, mission statement and organisational objectives. The way to formulate strategic plans is to use three steps which find out where the company is now, determine where the company wants to go, and then determines how to get there. This may require to take certain precautionary measures or even to change the entire strategy. Johnson and Scholes (2002) strategic model looks at three criteria suitability and whether it will work; feasibility and whether it is possible to make it work and acceptability and whether the strategies will be successful. 3.1 Suitability The strategies for the company need to be suitable for that company and its current and future position in the market. The question to ask is is it economical to pursue the strategies and would there be any cost advantages for the business due expansion (economies of scale) referring to efficiencies associated with supply-side changes, such as increasing or decreasing the scale of production, of a single product type? The company needs to also address the question of economies of scope which means efficiencies primarily associated with demand-side changes, such as increasing or decreasing the scope of marketing or distribution. A company which sells many product lines, sells the same product in many countries, or sells many product lines in many countries will benefit from reduced risk levels as a result of its economies of scope. If one of its product lines falls out of fashion or one country has an economic slowdown, the company will, most likely, be able to continue trading. Thin king of its customers the company needs to look at the experience economy and what their customers will get and how they will feel they receive not only value for money but are getting something extra and feel part of the company experience. This encourages company loyalty. The New Vintage Car Company has a loyal customer base in the UK and has overseas customers in countries where the current financial downturn has not had such as great impact. The company would make use of decision tree analysis and what if analysis. 3.2 Feasibility Feasibility is concerned with the resources required to implement the strategy and whether they are available now or need to be developed or obtained. The resources which would need to be looked at would be (1) finance and funding and whether the company would have enough capital without taking on a loan or issuing more shares; (2) people and whether there would need to be a recruitment drive to employ more skilled craftspeople or even take on apprentices; (3) time and whether the length of time it would take would be prohibitive or whether the time scales involved would be acceptable and (4) information and whether the company has enough expertise and knowledge to expand using the strategies. For this the New Vintage Car Company would need to undertake a cash flow analysis and forecast as well as a break even analysis and a deployment analysis. 3.3 Acceptability Acceptability deals with how the main stakeholders of a company will accept any new strategies. The stakeholders in a company are the shareholders, employees and customers. They will need to know the expected performance outcomes and whether there are risks and what the consequences of a failed strategy would be for the company. The shareholders would want to know that there would be returns on their investments either financial or non financial and the employees would expect improved pay or career prospects and customers would be concerned that they would still get the quality they were used to. An ideal tool for this would be stakeholder mapping. Therefore the formulation of a good workable strategy for the New Vintage Car Company is essential. Strategic formulation allows the company to plan its capital budgeting especially where there are limited funds and capital funds need to be invested where they can be most effective for all the stakeholders. The next stage is implementation. Implementing any strategies will mean a change of some kind. Strategic Planning ensures that an organisation is doing the right things and then doing them right but the strategic plan explains what the organisation is changing to. The Corporate plan would be at the head of the strategic planning with departmental strategic plans and functional strategic plans for other parts of management. What goes into a strategic plan must take into account the needs of the stakeholders, any environmental risks and threats plus the competencies, resources and values that the company has. (http://www.changeperform.com.au/strategic_plan_process.html) 4 Stage Three Strategic implementation and evaluation In order to implement the plans made, there will need to be an allocation of resources including money, people, time and computer support and establishing a chain of command with specific responsibilities given to individuals or groups. This also includes the right training for employees. Strategic management can often be planned or unplanned in that there are unpredictable circumstances as well as those which can be planned for. Once the strategy has been implemented, it will need to be evaluated as to its success or failure once again through SWOT analysis for company strengths, weaknesses, opportunities and threats both internal and external. The changes that could affect an organisation are any Political Changes such as a change in government, legislation, taxation,; any Economic Changes such as inflation, interest rates, unemployment; Social Changes such as population trends Technological Changes such as breakthroughs, new products and technologies, Implementing any strategies will need time and effort but they should not be imposed. The management of change is an important part of strategic implementation. Change cannot be forced on employees or implemented too quickly or there will be industrial problems. The idea of change is opposed for many reasons including job insecurity; fear of loss of status; pay cuts and job losses; breaks in routine; learning new skills and methods; change of work site and work colleagues. As the New Vintage Car Company is a small business it may be able to weather any of the changes which could affect the business. As the business uses a collaborative approach to management, the employees are part of the decision making process and the strategies which would affect them would be discussed collectively The Paton-Johnson model (2007 p109) can be used, as it suggests sequential stages for the management of change through initial conversations about change; diagnosis of what needs to be changes, how and why; the development of a new vision for the organisation and its employees which is shared and a plan to implement the changes. A useful addition to strategic strategies is Warrs Vitamin Model (1987) which considers the well being of company staff and the changes made in the organisation as vitamins to help the health of the company. Healthy minded employees work well and increase production which benefits the company. Employees need to know they are valued and respected within an organisation and if they do not feel this way they are discontent. 5 Conclusions There are many reasons why strategies fail and companies fail with them. Companies need to understand their market and their competition both now and in the future, know their own strengths and weaknesses and be aware of any opportunities which may come and any threats which are looming. The New Vintage Car Company will need to be confident of their employees competence in handling the new strategy and to introduce the changes gradually and with communication, cooperation and participation. Although strategic management is a complex process it can be handled efficiently although too much constraint may be limiting any future visions for the company. As a collaborative company there are just as many pitfalls as for those with top-down management style ‘too many cooks as well as ‘dictatorships. Strategic management consists of interpreting, and continuously reinterpreting, the possibilities presented by changing circumstances for achieving an organizations objectives. Strategic management processes are essential for an organisations success but they need to be paced and not rushed as this is where mistakes are made. The aim of the report was write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. This was achieved through a brief investigation into the strategic levels associated with the New Vintage Car Company. The objectives of the report were o understand the importance and characteristics of strategic management to all forms of organisation and this was achieved through a review of the levels of the strategic management process and the theories and models with strengths and weaknesses. References Ansoff, I (1965) Corporate Strategy New York: McGraw Hill, Argyle, M. (1972, p.201) The Social Psychology of work, Penguin UK Armstrong J S (1982). The Value of Formal Planning for Strategic Decisions Strategic Management Journal 3: 197-211. Axelrod, R. and Cohen, M. (1999) Harnessing Complexity: Organizational implications of a scientific frontier New York: The Free Press, Chandler A (1962) Strategy and Structure: Chapters in the history of industrial enterprise, New York: Doubleday, Chartered Institute Of Personnel And Development. (2005) Managing change: the role of the psychological contract. Change agenda. London: CIPD. David, F (1989) Strategic Management, Columbus: Merrill Publishing Company, Drucker, Peter (1954) The Practice of Management, New York: Harper and Row, Grundy , T. (2006) Rethinking and reinventing Michael Porters five forces model. Strategic Change. Vol 15, No 5, August. pp213-229 Henry A. (2008) Understanding Strategic Management Oxford University Press Hughes, M. (2006) Change Management: A Critical Perspective. London: Chartered Institute Of Personnel And Development. Johnson B (1999) Introducing Management : a development guide for new managers Oxford: Butterworth-Heinemann Johnson A Paton K (2007) Health Promotion and Health Services: Management for Change Oxford: Oxford University Press pp107-128 Johnson G Scholes K (2002) Exploring Corporate Strategy London: Pearson Education Ltd Lamb, R B (1984) Competitive strategic management, Englewood Cliffs, NJ: Prentice-Hall, McGee et al (2005) Strategy: Analysis and Practice UK: McGraw Hill Moncrieff, J. Is strategy making a difference? Long Range Planning Review, vol 32, no2, pp273-276. Michaud C Thoenig J C (2003) Making strategy and organization compatible. Basingstoke: Palgrave Macmillan. Mink/Esterhuysen/Mink/Owen, (1993) Change at Work Action Science Approach cited in Schumacher W D, (1997) Managing Barriers to Business Reengineering Success (Business Process Management Group) (www.bpmg.org) Pettigrew A. and Whipp R. 1993 p.5 Managing for Competitive Success Oxford: Blackwell Porter, M. (1980a) How Competition Forces Shape Strategy, Harvard Business Review, September-October, pp.137-145. Porter, M. (1980b) Competitive Strategy, New York: Free Press. Porter, M. (1998) Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press. Turner S. (2002) Tools for success: a managers guide. London: McGraw Hill. Warr P (1987) Work, Unemployment and Mental Health Oxford: Oxford Unviersity Press http://www.cipd.co.uk/subjects/ corpstrtgy/changemmt/chngmgmt.htm accessed 10 May 09 Harvard Business School (2002) Toward Continuous Change: Staying Competitive Through Change Harvard Business School Press (http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?referral=3035id=7188BC) accessed 12 May 09 Appendix A The New Vintage Car Company is a small specialist car making company which restores old classic cars but it looking to branch out into making new build cars based on the classic models of previous decades through a partnership with another small car company which produces self build car building kits for classic cars such as the MG. The company employs a skilled team of classic car body builders, wheelers, panel beaters, wing makers, and fender manufacturers who are skilled in working aluminium, steel, stainless steel, copper, brass and magnesium alloy as well as restoring ash frames from old cars or fabricating new wooden frames. The company has experience as vintage car coachbuilders has helped with classic car projects, from manufacturers including: Alvis; Amilcar; Auto Union; AC; Alfa Romeo; Aston Martin; Allard; Austro Daimler; Bentley; Bugatti; Bristol; BMW; Cadillac; Cisitalia; Cooper; Daimler; Delahaye; Delage; Invicta; Jaguar; Lotus; Lancia; Lagonda; Lamborghini; Maserati; Mercedes; Morgan; Porcshe; Riley; Rolls-Royce; Railton; Sunbeam; Tojeiro; Vauxhall; Veritas. The company has successfully completed a wide range of car commissions, from simple body repairs on existing bodywork to complete restorations and new bodies, sometimes from the most basic of plans. Commissions are from the whole of world motoring history, from fantastic exotica such as the 1938 Alfa Romeo Bimotore and two 1930s Grand Prix Auto-Unions, to a Mercedes-Benz 300 SLR Gull-Wing Magnesium Coupà ©. (adapted from http://www.rodjolley.com/flash/flashed.html)

The Blah of Blah :: essays papers

The Blah of Blah The 6-pounder field gun was a lightweight, mobile piece that was a favorite of the field artillery in the first half of the nineteenth century. Rapid changes in technology and design had largely superseded it by the beginning of the American Civil War, but when superior weaponry was not available, some 6-pounders saw action. NOTE: While some of the guns illustrated here may have played little or no part in the Civil War, they are included here because photos of them have been published nowhere else. 6-pounder iron field gun, Model of 1819. Total length, 71.6 inches; weight, 742 pounds; total production, approximately 100 by Fort Pitt Foundry; known survivors, 30. Known as a "Walking Stick" for its slimness, this is the first identified model with full rimbases. It pioneered simplicity of design that was not to be fully accepted for another forty years. Its 10-inch diameter reinforce, combined with the unreliable cast iron of that period, proved notoriously fragile. 6-pounder iro n field gun, Pattern of 1827. Total length, 57 inches; weight, 780 pounds; total production, 98 by Fort Pitt Foundry; known survivors, 7. A stubbier version of the Model of 1819. 6-pounder iron field gun, Model of 1834. Total length, 60.5 inches; weight, 835 pounds; total production, 134 by Columbia and Fort Pitt Foundries; known survivors, 16. The guns of this pattern were the last fieldpieces made by either foundry. 6-pounder bronze field gun, Model of 1835. Total length, 65.6 inches; weight, 740 pounds; total production, 57 by Cyrus Alger and N.P. Ames; known survivors, 19. This slimmer version of the later Model of 1841 represents the return to bronze as the preferred material for fieldpieces. 6-pounder iron field gun, Model of 1836. Total length, 65.6 inches; weight, 785 pounds; total production, 13 by Alger; known survivors, 3. Identical in design to the bronze Model of 1835 above. 6-pounder bronze field gun, Model of 1838. Total length, 59.3 inches; weight, 690 pounds; total production, 96 by Cyrus Alger and N.P. Ames; known survivors, 29. A shorter version of the bronze Model of 1835 above with the same Registry Number series continuing from it for both foundries. Markings on bronze Models of 1835 and 1838 fieldpieces. Unlike the markings on earlier and later cannon, the Registry Number, weight and inspectors' initials are located on the upper breech.

Causes and Effects of Cheating Essay

School systems today are so indulgent in their rules, guidelines and consequences; thus causing cheating, copying or forgeries to be regularly used. Students take advantage of copying someone else’s work whenever they are given the chance, because they abhor doing their own work. Other times, students will have someone else do their work and turn it in as their own, not realizing the aftermath this can create. This creates a lack of creativity, no sense of responsibility and the students will never acquire new knowledge. This type of behavior should be discussed academically by the school administration. Thus, the school teachers should try to abolish and try to amend this type of cheating. These practices of cheating, copying and forgery by students are unethical and should be brought to the surface whenever possible. Students that copy other student’s work are hurting themselves in the long run. Their creativity altitude plunges every time they copy or have someone el se do their work. After a while of copying and forging, the student’s ability to think creatively and successfully becomes almost nothing. In order for people to keep their minds as functional as possible, they need to do their own work. Students also accommodate others in school work,and don’t acknowledge what they are doing is amiss. When teachers catch students cheating they shouldn’t grant amnesty to the student and also chasten him/her. It is easy for students to buy a student’s paper that had the same class the year before, modify it a little, and turn it in as their own. Students are no longer able to do their own work like writing essays by themselves because someone else can do it for them. Students also begin to lose the sense of responsibility when they have other people do their work. Some losses of responsibility comprise the following: they feel that they have to do nothing to pass a class, only that as long as they turn in a paper, their thoughts or not, they will receive grades for the assignment. This creates the feeling that life will always be a handed to them easily. Beside with losing their responsibility, the students that copy other’s work never get to feel that sense of accomplishment that comes when the paper you have been working on is finally complete. They don’t get the inspiring feeling when they get their paper back if their grade is good. The feeling isn’t there because the work isn’t their own. They use other people to receive the grade, but they feel nothing, and this is very wrong. If they never have that feeling, there is nothing to motivate these people  to do better the next time around. This is why cheating is catastrophe. Up till now, there may be one thing that is the worst of all when people pass off someone else’s work as their own. That would be that the faker doesn’t gain any knowledge. Teachers should censor the person who did the paper for the student. People can only learn from the things they do, and if someone else is doing their work, they are never going to learn anything. Making mistakes and learning from them may be one of the most effective methods of learning. For instance, if a student performs extremely poorly on a very important assignment, some chances are that student will always remember what they did wrong and what would have been better. If people donâ€⠄¢t do the work themselves, they can never learn from their mistakes. These people that cheat will go through life expecting someone else to always be there to do their work. When the time comes that they will actually have to do the work themselves, they aren’t going to have a clue on what to do or where to start from. They will be so used to simply taking someone else’s work. These people need to be stopped not only for their sake but because it is not fair to the people whose work they are always stealing. People work hard and should receive credit for the things they do, the people that don’t work hard, should not receive any credit. In conclusion, it is very consequential for each student to do their own work without anyone’s help. If a student doesn’t do his own work he won’t gain anything and the he won’t care for the grade because he didn’t do any work. These students that cheat will always think there will be someone to help them. In the future, these students will regret what they used to do because they will come to one point in life and will be stuck and won’t know what to do.