Pepsi co Essay Example | Topics and Well Written Essays - 250 words

Pepsi co - Essay Example Later the company was purchased by an individual named Charles Guth who already owned a candy producing business recognized as Loft (Pepsico.com, 2015). Guth later merged both the companies and started selling Pepsi-Cola in his own stores that were developed to sell candy. The company’s name was once again altered to Pepsi Co. when the company experienced a merger with Frito-Lay. Pepsi Co. no longer only deals in the sale of soft drinks and has expanded its business in various areas of food production and processing. It sells several carbonated drinks under its name such as Pepsi and Mountain Dew and it even sells several soft drinks for people who are concerned with their weight and diet (Pepsico.com, 2015). It has even been producing and distributing energy drinks as well as sports drinks and is even serving the community with food items such as Lay’s potato chips as well as Cheetos. The company is operational throughout the world such as in European as well as Asian regions and is one of the most profitable

Analysis Report Assignment Example | Topics and Well Written Essays - 500 words

Analysis Report - Assignment Example Both the staffs and students of any institution seem to neglect the importance of internet in their lives and studies and official works are carried out by the means of paper work. However after the invention of internet, many schools/colleges have switched to an automated environment, still it’s necessary on the parts of the students to know why internet seems to be so vital. Thus the students will be assigned with the task of data gathering by the application of internet and this could be done by involving them in a group project where the objective would be to gather data about the usage of internet in various regions within their locality. Each group would be assigned with one region of their choice where they would have to present data on the following- The objective of the task is to make the students realize the capabilities of internet and implement the same in their further academic projects. The instructional issues would also get resolved once they get familiarized with the internet and its utilities. The task would be conducted in an environment comprising both the classroom activities and the field job. The field job would include visiting the households or the corporate houses for deriving more reliable data and then properly tabulate the data so that it becomes easier for the evaluator to understand the study. They can also collect the data via some sites that offer trends and statistics related to internet usage (Internet World Stats, 2013). The class activity would include analyzing the data collected through various statistical tools and representing those in a simple manner. Internet is regarded by most of people belonging to the younger generation, as a channel for entertainment. However, Internet also serve various purpose like it can offer an individual a chance to explore what is going on in the entire world just staying at the comfort of their home.

Strategic Thinking And Swot Analysis Commerce Essay

Strategic Thinking And Swot Analysis Commerce Essay In this study, SWOT analysis is presented with elaborating the steps. Defining and articulating it roles in strategic planning and development steps are also covered. Besides, it exemplified in the case of organizational performance for small and medium enterprises in Egypt. SWOT which stands for an abbreviation of (strength, weakness, opportunity and threat); is an analysis that defined as method to examine organizations internal factors dealing with strengths and weaknesses, and its environmental opportunities and also the threats. SOWT analysis usually use in the preliminary phase of decision making as a general tool which it designed for being antecedent to strategic planning in different case and applications. (Johnson et al., 1989; Bartol et al., 1991). Based on some other definitions like Formisano (2003), SWOT Analysis can be used as a model, process, technique or framework to generate information about those factors in organization by having many applications with possibility of being used in all the levels of the organization. So, SWOT can be defined as internal analysis of organizational Strengths (what an operation does well) and Weaknesses (what an operation does not do well) and as well as the external analysis of environmental Opportunitie s (potential favorable conditions for an operation) and Threats (potential unfavorable conditions for an operation); and it is a general tool at the initial stages of policy making and strategic planning and as well, it is a part of the latter stages of analyzing the performance and planning for further development of the organization on. SWOT analysis is used as a technique in order to develop a planning process and solutions for the problems that are related with different internal and external factors and maximize the potential of strengths and opportunities as well as minimizing the negations of weakness and threats (Sharma Singh, 2010; Schermerhorn, 2006; Bennett, et al., 2003). The first step of SWOT analysis is a systematic evaluation of the organizations resources and capabilities. Strength in SWOT analysis is connected to competitive advantages and distinguishing competencies of the company in its market environment. But weaknesses can be considered as limitations that can affect the progress of the company in a negative way. This evaluation includes identifying core competencies by considering special strengths which are superior to the competitors. The core competency is a special strength which gives an organization a competitive advantage and it may be found in special knowledge or expertise, superior technologies, efficient manufacturing technologies, or unique product distribution systems, among many other possibilities. Strategy formulation has an aim which is to form strategies that leverage core competencies for competitive advantage by constructing organizational strengths and minimizing the impact of weaknesses (Houben et al., 1999; Schermerho rn, 2006). Figure 1. SWOT Analysis of Strengths, Weaknesses, Opportunities, and Threats (Schermerhorn, 2006, p.88) Strengths: Strength of an operation is the first internal element of the SWOT analysis. The strengths cover what an operation does well. The strengths may be being low-cost producer or high quality product producer. It depends on the perspective (Bennett, et al., 2003, p.2). Weaknesses: The weakness of an operation is another internal element of the SWOT analysis. Examining weaknesses cover identifying what an operation does not do well. They must be examined from the internal and external perspective of the operation. Usually all operations, regardless of size or profitability have weaknesses (Bennett, et al., 2003, p.2). Opportunities: Opportunity is the first external element of the SWOT analysis. The opportunities cover any convenient situation in the businesss environment that the operation may gain an advantage form. The range can be from diversification and the use of new technologies to market trends and relationship developments. And usually all operations have some opportunities. It is important to analyze them well (Bennett, et al., 2003, p.2). Threats: Another element of the SWOT analysis is the external threats. All operations can face threats and the threats can range from lower international prices to key relationships that have some problems. The operation of the organization must take some actions to prevent the external threats (Bennett, et al., 2003, p.2). SWOT analysis is used as inputs to generate possible strategies. And next step is to decide these strategies after the identification and analysis of strengths, weaknesses, opportunities and threats (Houben et al., 1999). 2.1 SWOT Analysis Steps Based on Houben et al. (1999) as a first step in the development of a strategic planning system, business managers therefore commence with the identification and evaluation of these strategic factors which assist or hinder the company in reaching its full potential. Normally every company is confronted with a dynamic environment; the relative importance of a strategic factor will change constantly, so the SWOT analysis is correspondingly to be of a permanent nature. The list of strategic factors can be used as a point of departure for the actual strategic plan within a small or medium sized enterprise. It is a flexible instrument. The greatest advantage is that it helps managers of small and medium sized enterprises survey the different management areas, gain insight into the significance within the framework of the company, and accordingly initiate suitable actions. Bartol et al. (1991) mentioned that responding to internal strengths and weaknesses is therefore an essential componen t of the strategic management process. But success can only be achieved in this respect to the extent that one is familiar with the opportunities and threats resulting from the external environment. The recognition of the internal strengths and weaknesses, as well as external opportunities and threats, takes place on the basis of a study, which called SWOT analysis. Generally no standard list of crucial factors which apply for all companies exists because of the specificity of this set. Within the framework of this study, however, we chose to concentrate solely on the internal business environment. This therefore only concerns the identification of strengths and weaknesses. Strengths thereby relate to the competitive advantages and other distinguishing competencies which can be exploited by the company on the market. A distinguishing competence is something which can be done very capably by a company. Weaknesses, on the other hand, are limitations which hinder the progress of a company in a certain direction. Weaknesses are those attributes of the organization that impede achieving the objective and limitations or deficiency in one or more resources or competencies relative to competitors that impedes a firms effective performance. Opportunities are outside conditions that help to achieve the objective major situation in a firms environment. Key trends are one source of opportunities and identification of a previously overlooked market segment, changes in competitive or regulatory circumstances, technological changes, and improved buyer or supplier relationships could represent opportunities for the firm. Threats are also outside conditions that impede achieving the objective and impediments to the firms current or desired position. The entrance of new competitors, slow market growth, increased bargaining power of key buyers or suppliers, technological changes, and new or revised regulations could represent threats to a firms success (Mintzberg and Quinn, 1991). According Johnson et al. (1989) ; Bartol et al. (1991) taking strategic actions is advised for the organizations to preserve or sustain strengths, offset weaknesses, avert or mitigate threats, and capitalize on opportunities. Strategies can consider as the balancing act between the external environment like opportunities and threats and the internal capabilities of the firm such as strengths and weaknesses. Basically SWOT analysis is an extremely useful tool for understanding and decision-making for all sorts of situations in business and organizations. As a first step in the development of a strategic planning system, business managers should therefore commence with the identification and evaluation of these strategic factors which assist or hinder the company in reaching its full potential. Because every company is confronted with a dynamic environment, the relative importance of a strategic factor will change constantly, so this analysis is accordingly to be of a permanent nature. In identifying SWOT a particular factor is relevant only with reference to a specific objective. For example, a large cash balance is strength if the objective is expansion. If the objective is to discourage a hostile take-over, a large cash balance is a weakness. The SWOT analysis headings provide a good framework for reviewing strategy, position and direction of a company or business proposition, or any other idea. Completing a SWOT analysis is sometimes simple and useful which can be used for business planning, strategic planning, competitor evaluati on, marketing, business and product development and research reports (Houben et al.1999). The strengths and weaknesses can be found in the functional company fields, or they may be a consequence of abnormal interaction between different fields. Furthermore, the strengths and the weaknesses of an aspect must be measured at different levels of the organization; this can be at group level, at individual company level or at product or market level. The evaluation of the performances of the past may not be neglected with the measuring of strengths and weaknesses because it provides historic insight into the strategy of the company previously implemented as well as the successes accordingly achieved (Glass, 1991). Historic investigations may not only be limited to the pure analysis of the paths followed by the company in the past and the results achieved, they must also devote attention to the reasons for this success. With the lists compiled, sort and group facts and ideas in relation to the objectives. It may be necessary for the SWOT participants to select their five most im portant items from the list in order to gain a wider view. Clarity of objectives is a key to this process, as evaluation and elimination will be necessary to cull the wheat from the chaff. Although some aspects may require further information or research, a clear picture should, at this stage, start to emerge in response to the objectives (Johnson et al., 1989; Bartol et al., 1991). 3. SWOT Analysis and Strategic Planning SWOT analysis is mainly part of the strategic planning process buy studying on internal and external forces in the business environment of a company of organization. As a first step of a strategic planning system, the strategic factors that are related with the potential of the company, should be identified and evaluated. The identification and evaluation of the strategic factors helps to reach an actual strategic plan and as a result the managers are able to gain insight of internal and external nature of the company and establish suitable actions in order to reach good performance (Houben et al., 1999, p.2) In order to have good performance in strategic planning, the future objectives on the companys strength and the weaknesses of the company must be considered by the company. Internal strengths and weaknesses are the main components of the strategic management process but it must be reinforced with considering opportunities and threats from the external environment. According to Hill and Roy (1997, p.46), SWOT analysis is one of the most straightforward approaches for analyzing the strategy of an organization. SWOT as it explained before, is the acronym for strengths, weaknesses, opportunities and threats which according to Zack (1999, p.126) SWOT framework is one of the well-known approaches to define a strategy. Considering Zack, Hill and Roy statements about SWOT, it can conclude that this approach can be used in order to define and analyze organizations strategy. This analysis consists of two parts. First, we have to analyze the internal characteristics and capabilities of the organization, which analysis helps us to identify the strengths and the weaknesses that the organization has. In the second part, we have to analyze the external situations in the competitive environment, which this analysis helps us to identify the opportunities and the threats that the company may faces. After identification of these four factors, a strategy for the company can be presented. Based on Zack statement (1999, p. 127) strategy is the act of balancing between internal and external situations of a given organization. And a good strategy is the one which ensure a fit between external situations of the company with its own internal capabilities (Hill and Westbrook, 1997, p.47). This analysis was in power for at least 30 years. Zack (1999, p.128) believes that companies who have superior knowledge, can sustain their competitive advantage by the use of those knowledge in order to combine, coordinate, develop and exploit their resources and capabilities in a new way and better than their competitors. Buckman Labs competed in certain markets based on its superior knowledge of how to apply its chemicals to solve the process treatment problems of its customers. After explaining SWOT framework in previous section, and talking about knowledge as a strategic asset and the sustainable competitive advantage which could be achieved through the application of the knowledge that exists in an organization, the author (Zack, 1999, p. 130) proposes that: Firms need to perform a knowledge-based SWOT analysis, mapping their knowledge resources and capabilities against their strategic opportunities and threats to better understand their points of advantage and weakness. The outcome of this analysis could be a map that can help the organization to strengthen its knowledge advantages and reduce its knowledge weaknesses. This map reveals the knowledgebase resources and capabilities of one organization and the knowledge that this organization needs in order to be competitive in the market by providing the products and services. As we mentioned earlier, we can thought of this as a knowledge strategy. Zack (1999, p.131) mentions three steps that should be taken in order to describe the link between strategy and knowledge: 1. Organization needs to identify its strategic goals. 2. Organization must evaluate the knowledge that it needs in order to achieve its strategic goals. 3. Comparison between the knowledge that one organization has and the knowledge that one organization needs reveals the strategic knowledge gaps of that organization. A firm, according with its current knowledge, must identify the best product and market opportunities for exploiting that knowledge. For example, Most importantly, it recognized the difference and managed and developed its strategic knowledge accordingly (Zack, 1999, p.131). Therefore, we can consider the knowledge as an important strategic resource for sustaining the competitive advantage. There are 3 reasons why knowledge makes the advantage sustainable, as first that knowledge which is gained from organizational procedures through experience is unique and cannot easily be reproduced. Because acquiring this knowledge require competitors to engage in similar experiences which need time and money. Second is that, those firms which know more can learn more in comparison to their competitors who have just started to gather knowledge. Third reason is that, the integration between newly gained knowledge and the knowledge that the firm already has can create unique insights and more valuable knowledge that is difficult for the competitors to gain. These reasons all lead to a sustainable competitive advantage. Strategic management is a collection of decisions and actions that are taken by the business management to determine the long-term activities of the company. Basically strategic management has three elements (Houben et al., 1999, p.126), the formulation of a strategy; the implementation of a strategy; the control and evaluation of the strategy. Internal and external environment analysis must be done before applying these stages. While analyzing of the internal and external environment will result in an overview of all opportunities and threats and also weaknesses and strengths will be reviewed and these are SWOT analysis results. If we want to define the internal and external environments, the external environment include the variables existing outside the company, they are in the short-term and not under the control of the company and they are from the context in which company exists and functions. The external variables are divided as; direct and indirect environment. The elements or groups are directly influenced by the actions of the company are considered as the direct environment (industry environment), such as; the shareholders, the government, the suppliers, the local authorities, the competitors, the clients, the creditors and the employees organizations. The general forces that have an impact on the long term decisions of the company are considered as indirect environment (macroenvironment) such as; economic, socio-cultural, technological, political and juridical influences (Houben et al., 1999, p.126; Schermerhorn, 2006, pp.87-88). The variables of the internal environment within the company belong to the business management of the company that does not have an influence in the short-term. These variables include the company structure, the company culture and the resources of the company. One of the three elements of strategic management was the formulation of a strategy and it is a process for the development of long-term plans, to respond to environmental opportunities and threats effectively by considering the strengths and weaknesses of the company (Houben et al., 1999, p.126). Figure.3.1.1 illustrates the SWOT analysis of strengths, weaknesses, opportunities and threats. Companies need to take some specific actions to identify and understand their competitive strengths and weaknesses; and the development of the competitive strategy depends on building a global overview that considers the strengths and weaknesses. The strengths and weaknesses can place in the functional company fields, or can be a consequence of unusual interaction between different fields. In addition, the strengths and the weaknesses must be analyzed at the different levels of the company such as; organization, group, individual, company, product or market level (Houben et al., 1999). The current strategic position forms a very important point of departure for the development of a future strategy. It is very difficult to understand the current strategy if a formal planning system was previously absent. The studying of the competition, the current strategic prospects, performances from the past, the market possibilities and the market environment provide us with insight concerning information required for the indication of strengths and weaknesses. Where possible these strengths and weaknesses are to be represented in objective terms. It must be commented that most strengths concern the capabilities of certain personnel members or the resources at hand. A distinction can accordingly be made according to the present product/market combinations. It is therefore sensible to make a distinction according to the extent to which these strengths and weaknesses are of a critical nature. As regards the critical factors, an attempt must be made to sort them on the basis of st rengths (Johnson et al., 1989; Bartol et al., 1991). Good performances within a company are the results of correct interaction of the business management with its internal and/or external environment. To operate successfully in this respect, the company must concentrate its future objectives on its strengths, while averting tendencies related to the companies weaknesses. Responding to internal strengths and weaknesses is therefore an essential component of the strategic management process. But success can only be achieved in this respect to the extent that one is familiar with the opportunities and threats resulting from the external environment. Mintzberg and Quinn (1991) explained the recognition of the internal strengths and weaknesses, as well as external opportunities and threats, takes place on the basis of a SWOT-analysis. Within the framework of this study, however, we chose to concentrate solely on the internal business environment. This therefore only concerns the identification of strengths and weaknesses. Companies must und ertake specific actions in order to distinguish their competitive strengths and weaknesses. The strengths and weaknesses are found in the functional company fields, or they may be a consequence of abnormal interaction between different fields. Furthermore, the strengths and the weaknesses of an aspect are measured at different levels of the organization; this can be at group level, at individual enterprise level or at product or market level. 4. SWOT Analysis in Practice In this section we can overview the SWOT analysis of organizational performance of small and medium enterprises in Egypt through promoting the human factors in quality management systems. This analysis has been done by the survey results (the answers in the studied questionnaire) were analyzed by the SWOT method in order to identify the Egyptian manufacturing SMEs Strengths, Weaknesses, Opportunities, and Threats, in order to generate information about their effects on organizational performance and to determine if there is a need to support systems for the organizations development or a need for system improvement (Shobery et al. 2010). This analysis the research team used as a guideline for developing the QMS model with focus on human factors. Egyptian manufacturing SMEs (Small-Medium Enterprises) have much strength and weaknesses, and many opportunities and threats which are generated from the business environment and have effects on the whole organization. Strengths of SMEs were confirmed by the results of the questionnaire and have supported, developed and promoted as a part of the basic infrastructure needed to achieve the criteria of the business excellence practices. Weaknesses indicated the problems and ineffective work systems which need to be solved and improved gradually to get a new and better infrastructure (Shobery et al. 2010). In their research they figured it out that opportunities mainly increase the number of international markets open to Egyptian manufacturing SMEs. Threats are mainly generated through competitive situations from the international trading competitors and free trade areas (FTAs). There is an increase in the number of overseas competitors most of which have a higher potential for international trade than Egyptian firms. Generally, strengths and opportunities influence the organizations performance in positive ways and also support the development of a QMS. In contrast, the weaknesses and threats have negative effects on the organizational performance, which hamper a successful implementation of a QMS. Effects of strengths, weaknesses, opportunities, and threats on the organizational performance in Egyptian manufacturing SMEs are presented in Table 1 and Figure 2. Based on their findings, a systematic schedule for the analysis of strengths and weaknesses is something constantly gaining popularity. Companies must undertake specific actions in order to distinguish their competitive strengths and weaknesses. History has shown this to be not particularly simple. Many companies only have vague ideas of the source of certain competencies and the extent to which they possess them. The absence of a global company overview prevents a clear picture being obtained. Despite these problems the development of a competitive strategy depends on having a global overview as regards strengths and weaknesses. 5. Conclusion By doing the SWOT analysis usually there are some ready expected advantages such as, an impetus to analyze a situation and develop suitable strategies and tactics, a basis for assessing core capabilities and competences, the evidence for, and cultural key to, change, a stimulus to participation in a group experience.

student :: essays research papers

Change your mind, choose your mood Magazines, members of the print media family, have entered the twenty-first century in a state of confusion. Although they are still very much ink on paper products, magazines also reaches people on websites, they are exclusively available in digital form on the internet. At the same time, magazine format, which information organized by topic and theme in an entertaining manner, has been borrowed by television. Thus the magazine is a media product, a medium of communication, and a communication format. Understanding what magazines are and how they have evolved from their beginnings is one of the vital things in understanding what they are today. Many people nowadays ask the question: what differentiates a magazine from a newspaper? Actually it is a necessary question, since in contemporary publishing it is sometimes difficult to distinguish between the two. Generally, a magazine is a published less frequently than a newspaper. It is also manufactured in a different format; usually on better quality paper, bound rather than merely folded, and with some kind of cover. Magazines today then retain their traditional functions. They are a major medium of surveillance, often delivering information ahead of the rest of the media. Some magazines like Time, are intended mainly to inform and others like Playboy, to entertain. However, among the various functions served by magazines in contemporary society, the most notable is still correlation. This refers to interpreting society and its parts, projecting trends, and explaining the meaning of the news by bringing together fragmented facts. The magazine from which we will be discussing an advertisement is categorized as a consumer magazine, called SHAPE. Shape has a specific target audience, mainly woman trying to live a healthy life. This magazine has all kinds of articles, including low-calorie recipes, methods of exercising and ways to dress to look fit. The types of advertisements they publish are mostly related to health; beauty, skin, food and many more. While skimming through this magazine, an ad cau ght my attention. On a white background, starting from the top going vertically; three simple words combine to from the first half of the slogan: "Change your mind" printed in Times new roman, and in black. Slightly beneath it, a color palette make-up case with five circular colors: lime, orange, green, brown and pink. They are in a metal case, with an eye shadow brush (pinceau).

Technology and Management Functions

The diversely changing business environment has called upon strong models of technological outfit which address the core competencies with which organizations thrive on. Generally, the competitive advantage of the modern organization has only been possible pursuit to the advancement in the technological growth which has consequently helped to streamline the core organizational functions with their goals and objectives. Principally, technology has been of importance in aligning the core management functions towards a resting point of productive layout which gives such an organization adequate stepping stones towards which they can explore the proactive business opportunities within the highly competitive business environment.My organization has indeed rested upon strong technological proximities as a tool for organizational governance based on adequacy in approach of the basic core management functions. This is to imply that, technology has been used as a good source of organizational competence with which my company leverages on, providing it with a long lasting solution for competitive advantage. The technological component within my organization therefore has been a compound of various technological outfits which have been described as inherent in the modern business world in providing functionality, systems design, management and operational ability for the various activities and processes within the organization.Technological has not only been inherent subject to the use and employment of machines and tools, but also the use of intangible technologies and process that help to provide a continuous co-ordination of the day to day organizational activities within the organization as well as with the external stakeholders of the company (Dibrell, Craig, 2008). Various strategic and managerial issues have thus arisen from the same technological development. This has been leveled from the fact that technological development within the organization provide candid grounds with which the management can spearhead various managerial process aimed at strengthening the core management functions as well as other strategic ideologies that arise as a   result of development in technology.Conceptually, technology has continued to play wide range of importance in our organization, bringing into a close realization the core management functions with the expected strategic models of the company. Just to mention, the four management functions which are organizing, controlling, planning and leading, have all been subject to various technological implications. Adequacy in the functionality of the four has been provided by the interactive phenomenon between each and at least a specific technological component, which help in information dissemination and coordination across all the organizational components.An important facet of technology within my organization has been that of information technology, with which classically wide array of communication fram ework across the different organizational components has been necessitated (Lee, Tseng, 2009). Development and investment in business technology within my organization, that runs from simple mobile phone technology, to other information exchange and core production technological tools has been perhaps the building block of our current state of competence in the business environment that uses various operational advantages to address its needs within its approach.Business technology has been the corner stone with which my organization continues to embrace a widely classified competitive advantage from its operational symmetry classified with various advantages. Of importance also has been the investment in digital technology with which the organization uses to channel most of its activities and process through. The step towards management in business technology has thus helped my organization in unifying management and growth in technology towards a center stage of optimal decision m aking and attempt to build a long lasting spirit of the entrepreneurial motive.The quest for technology within my organization has rested on multiple of provisions which include software development, solution in communicating networking, maintenance in computer hardware, technical support systems and the diverse development in the productive technology of the organization. Reliance in computing and other computer related technological components have helped in giving a motive of strong reliance with which my organization can achieve its broad productive mission.By and large, technology has by far helped to address the organizational needs not only by providing an arms length with which the various management functions can continuously integrate with each other, but also from the managerial perspective of comparative advantages it provides to the organization. Just to mention, advancement and investment in technology has provided various statutory benefits and implications for the or ganization.One, technology has been the basic tool with which my organization can undertake its processes and activities in a fast and speedy manner. This has also been doubled with high quality and quantity in output thus meeting the organizational objectives of competitive advantages (Dibrell, Craig, 2008). The use of computer and other technological devices for organizational production has been helpful in providing grounds with which activities can be done in fast and speedy manner. Deliveries and consignments have been able to be provided within their prescribed time frames.Technology has also been a cornerstone for which efficiency can be increased in all organizational undertakings. Efficiency in this perspective has been an importance hallmark with which logistic models that provide competitive advantage for the organization can be enhanced. My organization has thus been able to change and respond instantaneously to various business demands and expectations which foster opti mal executions of their activities. Bias to informational technology for example, data can be stored in various formats which can be explored in a fast and efficient manner to bring about the need for corporate efficiency.Of importance also is the need for multi-tasking with which my organization has been able to embrace adequately subject to the investment in various technological provisions.   For, example, the use of computer and other computer related tools has enabled various persons at different levels of managerial components to perform different tasks at the same time. Multi-tasking within my organization has been one of the important attributes which help to provide optimal resource functionality.Additionally, technology within my organization has been perhaps the most important sediments and a path towards which cost precept can be internalized. The use of a wide framework of technology both in the computing, information technology and the productive process has been imp ortant in safeguarding the cost intercept of the organization (Lee, Tseng, 2009). Both information technology management and business process management have leveraged their axes on the importance of technology as a quest with which the organization can meet its productive layout without much difficult.Summarily therefore, business technology within my organization has thus been used as the core tool for improving communication as well as maximizing the efficiency component within the work place. The company has continuously used structural components of information technology as the main tool with which it can achieve classically various advantages in its productive framework.   It has seldom been able to align its strategic goals and objectives with its various managerial functions. A realized relationship has been achieved between the four levels of management subject to the use of technology as the core model with which it can address its wide array of its activities.Reference Dibrell, C. & Craig, J. (2008). â€Å"Fueling Innovation through Information Technology in SMEs† Journal of Small Business Management, Vol.46, pp.67-79Lee, Y. & Tseng, H. (2009). â€Å"Exploring the Relationship between Information technology Adoption and Business Process Reengineering† Journal of Management and Organization, Vol.15, pp.1-18 Technology and management functions IntroductionAny hospital, whether public or private, requires a clear and comprehensive system of management that will enhance the quality of all organizational initiatives. As with any other type of organization, a hospital must be able to handle tactical and strategic issues, and to guarantee smooth operation and continuity of all business processes. At the age of technological advancement, technology determines the quality, speed, and cost-effectiveness of organizational decision-making. That is why the development and implementation of integrated IT frameworks is the key to a better quality of all planning, organizing, directing, and controlling processes that take place within a highly complicated clinical environment.PlanningPlanning is â€Å"unending course of action† (Buzzle, 2008). The hospital I used to work at was trying to enhance the quality of all planning processes by using an Executive Integrated System (EIS), where budgeting tasks were reasonably combined with other key management functions. The hospital had successfully launched an effective software system, to provide managers with objective financial information and to eliminate wasteful paper-based operations.The system made it possible to track and manage medical order supplies, to evaluate the cost-effectiveness of all medical services, and to address spend management issues. Fully automated reports contained brief critical information with regard to costs and productivity indices for a given period of time. The previous information system had failed to deliver information in a usable form; very often, the needed information had been delivered too late. The newly launched EIS was efficient in a sense that it provided real-time information and maintained flexible approaches to planning (Keegan & Baldwin, 1992). Any changes in financial or strategic management data were immediately reflected and delivered to the hospital’s management, with the latter being able to timely respo nd to the emerging issues.OrganizingObjectively, â€Å"management must organize all its resources well before in hand to put into practice the course of action to decide that has been planned in the base function† (Buzzle, 2008). In hospital, organizing is probably the most complex and the most responsible management mission, which requires using a well-developed system of software solutions and maintaining reasonable combination of electronic and manual organizing procedures. The use of wireless communication systems has become the critical factor leading the hospital to total care quality standards.The introduction of bar coding for all medication items, the use of laptop computers at the bedside, and a new advanced paging system were aimed at providing employees with a better understanding of their responsibilities and tasks. However, despite the visible effectiveness of all these organizing solutions, hospital’s personnel were largely unprepared to using advanced t echnologies in the workplace, and only with time, all administration and business organization processes have been harmonized to serve the needs of patients. By using the new wireless system of communication, the hospital’s management has finally achieved the five major goals of the organizing process, including the effective division of labor, staff positioning, reasonable departmentalization, delegation, and equalizing the power.DirectingAlthough organizing is the most responsible of all management functions, it loses its relevance, if organizations cannot direct and motivate their employees. Our hospital had initially been trying to change the traditional vision of health care management, and to make the directing function of management â€Å"more technological†. It should be noted, that a hospital usually resembles a kind of a virtual team, where team members are scattered across different physical locations but need to maintain continuous intrapersonal relationshi ps. At our hospital, voice conferences were used as the means of synchronous communication between different hospital departments.Voice conferencing was chosen as the communication tool, which did not distract employees from their direct functions, but could be used to ensure that all of them understood the hospital’s strategic goals. Emails and written documentation were used to enhance the quality of virtual communication with employees and between employees and the senior hospital’s management. Unfortunately, technology could not resolve all directing issues; very often, employees needed face-to-face consultations to establish credibility of their organizational efforts. However, with time voice conferences have substantially changed the quality of employee relations at workplace, providing management with an effective real-time tool for directing and motivating medical personnel.ControllingControlling is the last out of four functions of management, which â€Å"in cludes establishing performance standards which are of course based on the company’s objectives† (Buzzle, 2008). In case of the hospital, controlling was used to evaluate employee performance by means of several automated performance appraisal systems in the workplace. As a result of technologies implementation, the time allowed for the completion of performance evaluation forms was dramatically reduced; the hospital’s management was given an opportunity to manage workflows and to track the progress of the performance evaluation process.Although the majority of medical personnel needed time to learn additional technical skills, the system has significantly improved the quality of all business processes within the controlling area. Technology has proved to be an excellent tool of developing cohesive relationships between employees, as well as between employees and the senior management, and has finally created a technologically enhanced management environment acro ss all hospital departments.ConclusionThe use of reliable technological solutions is the key to developing and implementing an effective management system in a highly complicated hospital setting. With the use of budgeting solutions, automated organizing techniques, voice conferences and performance appraisal strategies, a hospital is likely to turn into a technologically advanced, and as a result, a highly organized system of employee interrelationships, which in turn substantially improve the quality of medical services delivered by the hospital to all groups of patients.ReferencesBuzzle. (2008). Management concepts – the four functions of management. Buzzle.com.Retrieved January 16, 2009 from http://www.buzzle.com/articles/management-concepts-the-four-functions-of-management.htmlKeegan, A.J. & Baldwin, B. (1992). EIS: a better way to view hospital trends – executiveinformation systems. Healthcare Financial Management. Retrieved January 16, 2009 from http://findartic les.com/p/articles/mi_m3257/is_n11_v46/ai_14176789/pg_3?tag=artBody;col1

How does Steinbeck present loneliness in ‘of mice and men’? Essay

How does Steinbeck present loneliness in ‘of mice and men’? During the Great Depression in the 1930s in the USA many migrant workers went to California in search of work. In the novel â€Å"Of Mice and Men† John Steinbeck deals with the loneliness which affected these characters. One of the main symbols of this, is the setting of the novel is in Soledad, which translated from Spanish means solitude. Steinbeck point to the cause of loneliness being from discrimination, and the loneliest person on the working ranch would likely be the black stable buck â€Å"Crooks†, this is proved by his actions and his attempts to make friends. You first understand him when he expresses his loneliness to Lennie, â€Å"a guy goes nuts if he ain’t got nobody. Don’t make no difference who the guy is, long’s he’s with you. I tell ya a guy gets too lonely an’ he gets sick†. (page 82) This indicates he has become mentally ill due to his extreme loneliness in his room. As an African American he is not allowed into the bunk house or to play cards with the white ranchers. Crooks tells Lennie it is â€Å"Cause I’m black. They play cards in there, but I can’t play because I’m black. They say I stink. Well I tell you, you all of you stink to me.† (page 77) This shows that he longs to join them in playing cards and feels bitter and angry that he can’t. This was a very racist time in America. Crooks was the only black person on the ranch and there was only one other black family in the area. As Crooks says â€Å"If I say something it is just a nigger sayin’ it.† (page 80) Crooks at first turns Lennie away from his room saying â€Å"you got no right to come in my room.† (page 77) but due to Lennie’s ‘disarming smile’ (page 77) he gives in and invites him in. When Crooks realises about the dream of the farm he wants to be part of it, offering to work for nothing. â€Å"If you†¦guys would want a hand to work for nothing – just his keep, why I’d come an’ lend a hand. I ain’t so crippled I can’t work like a son-of-a-bitch if I want to.† (page 86) This shows how desperate Crooks is to overcome his loneliness and be part of something. However, this dream is stopped by Curley’s wife who threatens to accuse of him of rape so that he will be hung. She reminds him that everyone will believe her saying â€Å"Well, you keep your place then, Nigger. I could get you strung up on a tree so easy it ain’t even funny.† (page 91) This makes Crooks remember that he is not able to be anything else and that the dream is futile. He returns to being angry and bitter. Steinbeck does not offer any solution to Crooks loneliness. He simply gives an observation on life and how lonely it can be for some people. He shows how racism can cause loneliness and isolation and this can cause people to be very bitter and angry.