Week Dqs

More specifically a leader can Influence employee motivation, development of employees' knowledge and skills, shared beliefs and values, organizational structure, programs, systems, and the placement and use of resources to meet objectives (Yuk, 2010). An organizations success hinders on the managers, and how they interact with the employees. If a leader/manager cannot motivate the employees to achieve the goals set out then that means that the organization as a whole is not meeting the goals. I have worked for organizations where the managers did not have the skills to lead and it showed through the stores performance.But yet when I transferred to a different store, the managers there were more focused, had wonderful leadership skills, and outstanding communication skills and the store was #1 in the district for sales, production, and overhead reduction. Not only had that but the store had the lowest turnover rate in the trig-state area. I contribute this to the management staff and their Influence over their employees. Reference: Yuk, G. A. (2010). Leadership In organizations (7th deed. ). Upper saddle River, NJ: Pearson Prentice Hall. 2. What Is a significant employee behavior Issue managers confront?According to organizational behavior theories, how should It be addressed? Organizations strive to promote positive, healthy working environment for their employees and customers. However, managers are confronted with behaviors in which this concept can be extremely challenging. Behaviors that do not follow organizational policy or norms can be Identified as deviant workplace behaviors (Robbins ; Judge. 2011 Examples of deviant workplace behaviors are such: swearing, pushing chairs, yelling, or even physical aggression. Behaviors such as this can destroy team cohesion, productivity, or financial wellbeing of an organization.According to organizational behavior theories, noxious conduct such as deviant workplace behavior must be addressed. The manager is not only responsible for confronting these behaviors but is also charged with investigating the source of the discontent (Robbins ; Judge, 2011). Managers need to be cognizant of employee stress levels, intervene appropriately, and enforce a zero-tolerance for lateral violence (Stack, 2003). Battling deviant workplace behaviors Is daring for even the best manager to tackle. However, managers will need to evaluate employee workloads and ensure duties are assigned 1 OFF managers must intervene at once.Not investigating the origin cause for the poor actions will not bring resolution that is needed. Mangers can also encourage vacations, De-stressing classes, as well as encouraging employees to seek employee assistance programs (Stack, 2003). References Robbins, S. P. , ; Judge, T. A. (2011). Organizational behavior (14th deed. ). Upper Saddle River, NJ: Pearson/Prentice Hall. Stack, L. (2003, October). Employees Behaving Badly-How managers can recognize and combat employee â€Å"desk rage†. HER Magazine, 48(10), 111-116. 1 . What is the difference between managers and leaders?Is it possible to be an effective manager but not an effective leader? Provide examples. Managers want to get things done and have their subordinates perform better, compared to leaders who want to know what things mean to others, and how to get their followers to agree about what the most important things are that need to be done (Yuk,2010). I do believe that it is possible to be an effective manager while not being an effective leader. For example a person can be great at delegating what tasks need to be done, and assigning those tasks to operate efficiently.But when it comes to a manager actually having the proper communication skills necessary to be an effective leader they can be lacking. With my first management position I was more concerned about getting everything done and getting it done quick to try and impress my bosses at district that I never really took the time to get my employe es input about the tasks. I later found out that this was a big mistake, if I had taken the time and put in the extra effort to listen, and ask for their opinions I would have known that it would have been easier to do the tasks in a different order.A few of my employees had been employed at the store for almost 10 years, so they knew the shortcuts to get the store re-sets done easier and quicker. I think that to be a truly great manager you also have to be a leader. But it is possible to be an effective manager but not an effective leader, you Just won't be a great one. Reference Yuk, G. (2010). Leadership in organizations (7th deed. ). Upper Saddle River, NJ: Pearson Education. 2. According to Robbins and Judge (201 1), a leader must acknowledge three primary roles as a manager.What are these management roles, and how do they affect the purpose, positions, and skills required by management? Provide an example from a current or past work experience that conveys these management rol es. Reference: Saddle River, NJ: Pearson Education. According to Robbins and Judge (201 1), a leader must acknowledge three primary current or past work experience that conveys these management roles. * Interpersonal roles * Informational * Decisional roles The purpose of the interpersonal role is to act as a figurehead, leader, and liaison (p. ); one that others look-up to for a sense of accomplishment or guidance as well as a networking relationship, all of which build trust. The interpersonal role will put management in the forefront of the organization and community. Skills required will include the ability to clearly communicate to others as well as effectively direct and dead subordinates. The informational role as described by Robbins & Judge (2011) carries out three objectives; to collect and distribute market information; to represent the organization.The purpose of this role is to realize customer trends and send that information back to those who can make the changes need ed to remain competitive. Again, management will need to network effectively with others to better understand changing market trends. The skills will require management to understand what tools will be needed that would deliver the best source of information. The decisional role consists of four elements; the entrepreneur role; the assistance handler; the resource locator; and the negotiator (p. 7).The entrepreneur role will allow management to use the market information that he or she has gathered to better align the organization to remain competitive. The disturbance handler puts management at the forefront of critical issues that may hinder performance. The resource locator will require management to understand what sources will be needed, including human capital, to accomplish the organization's goals. The negotiator role will require management to pull all of these resources together and to collaborate a way to be successful.

Supply Chain Management for Manufacturing Industry

The main objective is to know about the SCM of manufacturing industry to know we have analyses several topic are: †¢Supply chain is a network of all firms relationships that gat a product to market, including the original acquisition of raw materials; production of the item at a manufacturing facility; distribution to a retailer; sale of he finished item to the customer, and any installation, repair, or service activities that follow the sale. †¢ How to effectively manage the supply chain is a central issue for all levels of management, regardless of industry. †¢This workshop has been designed and tailored by Mr. Ejazur Rahman amassing his over a decade experience in working and managing the Supply chain function of a reputed global manufacturing and marketing organization. To know Successful supply chain management requires decisions.To know scm, competitive, sales and marketing strategies. Who should attend the programmed? Inventory management system of scm. How to a chieve excellence in scm. Supply Chain Management for Manufacturing Industry Supply chain management (SCM) is the oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain management involves coordinating and integrating these flows both within and among companies.It is said that the ultimate goal of any effective supply chain management system is to reduce inventory (with the assumption that products are available when needed). As a solution for successful supply chain management, sophisticated software systems with Web interfaces are competing with Web-based application service providers (ASP) who promise to provide part or all of the SCM service for companies who rent their service. Supply chain management flows can be divided into three main flows: †¢The product flow †¢The information flow The finances flow The product flow includes the movement of goods from a supplier to a customer, as well as any customer returns or service needs.The information flow involves transmitting orders and updating the status of delivery. The financial flow consists of credit terms, payment schedules, and consignment and title ownership arrangements. †¢1. Supply Chain Management – What and Why? †¢2. Objectives of a Supply Chain †¢3. Decision Phases in a Supply Chain †¢4. Process Views of a Supply Chain †¢5. Supply Chain Performance : Achieving Strategic Fit 6. Drivers of Supply Chain Performance †¢7. Designing the Supply Chain Network †¢8. Demand and Supply Planning in a Supply Chain †¢9. Planning and Managing Inventory †¢10. Designing and Planning Transportation Networks †¢11. Achieving Supply Chain Excellence in a manufacturing/service organization 1) Supply chain management what? Supply chain management (SCM) is the management of a network of interconnected businesses involved in the ultimate provision of prod uct and service packages required by end customers (Harland, 1996).Supply Chain Management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain). – Supply chain management (SCM) is the oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain management involves coordinating and integrating these flows both within and among companies.It is said that the ultimate goal of any effective supply chain management system is to reduce inventory (with the assumption that products are available when needed – Supply chain management (SCM) is the oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain management involves coordinating and integrating these flows both within and among companies. It is said that the ultimate goal of any effective supply chain management system is to reduce inventory (with the assumption that products are available when needed).As a solution for successful supply chain management, sophisticated software systems with Web interfacervice for companies who rent their service. Why supply chain management The definition, put forward by an American professional association, is that Supply Chain Management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management activities. It also includes the crucial components of coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers.In essence, Supply Chain Management integrates supply and demand management within and across companies. More recently, the loosely coupled, self-organizing network of businesses that cooperates to provide product and s ervice offerings has been called the Extended Enterprise. [1] Supply Chain Management can also refer to Supply chain management software which are tools or modules used in executing supply chain transactions, managing supplier relationships and controlling associated business processes.Supply chain event management (abbreviated as SCEM) is a consideration of all possible occurring events and factors that can cause a disruption in a supply chain. With SCEM possible scenarios can be created and solutions can be planned. functions Supply chain management is a cross-function approach to manage the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and then the movement of finished goods out of the organization toward the end-consumer.As organizations strive to focus on core competencies and becoming more flexible, they have reduced their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics operations. Less control and more supply chain partners led to the creation of supply chain management concepts.The purpose of supply chain management is to improve trust and collaboration among supply chain partners, thus improving inventory visibility and improving inventory velocity. Several models have been proposed for understanding the activities required to manage material movements across organizational and functional boundaries. SCOR is a supply chain management model promoted by the Supply Chain Council. Another model is the SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can be grouped into strategic, tactical, and operational levels of activities. Strategic Strategic network optimisation, including the number, location, and size of warehousing, distribution centers, and facilities †¢Strategic partnership with suppliers, distributors, and customers, creating communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logistics †¢Product life cycle management, so that new and existing products can be optimally integrated into the supply chain and capacity management †¢Information Technology infrastructure, to support supply chain operations †¢Where-to-make and what-to-make-or-buy decisions Aligning overall organizational strategy with supply strategy Tactical †¢Sourcing contracts and other purchasing decisions. †¢Production decisions, including contracting, scheduling, and planning process definition. †¢Inventory decisions, including quantity, location, and quality of inventory. †¢Transportation strategy, including frequency, routes, and contra cting. †¢[Benchmarking] of all operations against competitors and implementation of best practices throughout the enterprise.†¢Milestone payments †¢Focus on customer demand. Operational Daily production and distribution planning, including all nodes in the supply chain. †¢Production scheduling for each manufacturing facility in the supply chain (minute by minute). †¢Demand planning and forecasting, coordinating the demand forecast of all customers and sharing the forecast with all suppliers. †¢Sourcing planning, including current inventory and forecast demand, in collaboration with all suppliers. †¢Inbound operations, including transportation from suppliers and receiving inventory. †¢Production operations, including the consumption of materials and flow of finished goods. Outbound operations, including all fulfillment activities, warehousing and transportation to customers. †¢Order promising, accounting for all constraints in the supply c hain, including all suppliers, manufacturing facilities, distribution centers, and other customers. 2)The Objective of a Supply Chain The objective of every supply chain is to maximize the overall value generated. The value a supply chain generates is the difference between what the final product is worth to the customer and the effort the supply chain expends in filling the customer’s request.For most commercial supply chains, value will be strongly correlated with supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a computer from Dell pays $2,000, which represents the revenue the supply chain receives. Dell and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on.The difference between the $2,000 that the customer paid and the sum of all costs incurred by the supply c hain to produce and distribute the computer represents the supply chain profitability. Supply chain profitability is the total profit to be shared across all supply chain stages. The higher the supply chain profitability, the more successful the supply chain. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. Having defined the success of a supply chain in terms of supply chain rofitability, the next logical step is to look for sources of revenue and cost. For any supply chain, there is only one source of revenue: the customer. At Wal-Mart, a customer purchasing detergent is the only one providing positive cash flow for the supply chain. All other cash flows are simply fund exchanges that occur within the supply chain given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain.Thus, the appropriate management of these flows is a key to supply chain success. Supply chain management involves the management of flows between and among stage sin a supply chain to maximize total supply chain profitability. 3) Decision Phases In a Supply Chain Successful supply chain management requires many decisions relating to the flow of information, product, and funds. These decisions fall into three categories or phases, depending on the frequency of each decision and the time frame over which a decision phase has an impact. 1.Supply chain strategy or design: During this phase, a company decides how to structure the supply chain over the next several years. It decides what the chain’s configuration will be, how resources will be allocated, and what processes each stage will perform. Strategic decisions made by companies include the location and capacities of production and warehouse f acilities, the products to be manufactured or stored at various locations, the modes of transportation to be made available along different shipping legs, and the type of information system to be utilized.A firm must ensure that the supply chain configuration supports its strategic objectives during this phase. Dell’s decisions regarding the location and capacity of its manufacturing facilities, warehouses, and supply courses are all supply chain design or strategic decisions. Supply chain design decisions are typically made for the long term (a matter of years) and are very expensive to alter on short notice. Consequently, when companies make these decisions, they must take into account uncertainty in anticipated market conditions over the next few years. 2. Supply chain planning: For decisions made during his phase, the time frame considered is a quarter to a year. Therefore, the supply chain’s configuration determined in the strategic phase is fixed. The configurati on establishes constraints within which planning must be done. Companies start the planning phase with a forecast for the coming year (or a comparable time frame) of demand in different markets. Planning includes decisions regarding which markets will be supplied from which locations, the subcontracting of manufacturing, the inventory policies to be followed, and the timing and size of marketing promotions.Dell’s decisions regarding markets a given production facility will supply and target production quantities at different locations are classified as planning decisions. Planning establishes parameters within which a supply chain will function over a specified period of time. In the planning phase, companies must include uncertainty in demand, exchange rates, and competition over this time horizon in their decisions. Given a shorter time horizon and better forecasts than the design phase, companies in the planning phase try to incorporate any flexibility built into the suppl y chain in the design phase and exploit it to optimize performance.As a result of the planning phase, companies define a set of operating policies that govern short-term operations. 3. Supply chain operation: The time horizon here is weekly or daily, and during this phase companies make decisions regarding individual customer orders. At the operational level, supply chain configuration is considered fixed and planning policies are already defined. The goal of supply chain operations is to handle incoming customer orders in the best possible manner.During this phase, firms allocate inventory or production to individual orders, set a date that an order is to be filled, generate pick lists at a warehouse, allocate an order to a particular shipping mode and shipment, set delivery schedules of trucks, and place replenishment orders. Because operational decisions are being made in the short term (minutes, hours, or days), there is less uncertainty about demand information. Given the const raints established by the configuration and planning policies, the goal during the operation phase is to exploit the reduction of uncertainty and optimize performance.The design, planning, and operation of a supply chain have a strong impact on overall profitability and success. Continuing with our example, consider Dell Computer. In the early 1990s, Dell management began to focus on improving the improved performance. Both profitability and the stock price have soared and Dell stock has had outstanding returns over this period. 4)Supply Chain Process Platform The winners in fiercely competitive markets create agile and efficient business processes, supported by flexible, reliable and cost-effective technology.When your market position depends on your supply chain, you need processes and solutions that work together seamlessly to provide the information and automate the activities you need to operate most effectively. All of Manhattan Associates' solutions operate on a common Servic e Oriented Architecture (SOA) platform, to maximize the value of your technology investment. With Manhattan Associates' Supply Chain Process Platform, you can easily integrate any or all of our applications into your existing systems or add new solutions from our suite of products.That means dramatic reductions in complexity and faster implementation whenever you need new functionality. With shared master and transaction databases, data capture management (such as voice and RFID) and a real-time alert system that operates across all Manhattan Associates' solutions, the Supply Chain Process Platform provides a safeguard that flags any inconsistency in your data, ensuring a safe implementation and continued smooth operation. Our Supply Chain Process Platform offers flexibility, scalability and supportability to meet the requirements of the most complex supply chains for the most demanding companies.The Manhattan Supply Chain Process Platform: †¢Makes customizing your solutions to meet your business requirements easier than ever †¢Simplifies adding new functionalities or incorporating technical innovations †¢Provides a shared platform for collecting, managing, distributing and acting on information and events that flow through the supply chain †¢Ensures that solutions are robust, scalable, resilient and consistent across all components. Uniting the Platform Applications for Maximum ValueThe Supply Chain Process Platform provides a foundation for all Manhattan platform applications: †¢Supply Chain Intelligence: With easy-to-read reports presenting powerful analytics, you can monitor the performance of your suppliers, carriers, customers and employees from one intuitive dashboard. †¢Supply Chain Visibility: See a single, consistent, real-time view of your entire global supply chain. †¢Supply Chain Event Management: Receive notification of all supply chain events as they occur and respond immediately across your full supply chain. 5) Supply Chain Performance : Achieving Strategic Fit Competitive strategy: defines the set of customer needs a firm seeks to satisfy through its products and services ? Product development strategy: specifies the portfolio of new products that the company will try to develop ? Marketing and sales strategy: specifies how the market will be segmented and product positioned, priced, and promoted ? Supply chain strategy: – determines the nature of material procurement, transportation of materials, manufacture of product or creation of service, distribution of product –Consistency and support between supply chain strategy, competitive strategy, and other functional strategies is importantAchieving Strategic Fit(1/2) ? How is strategic fit achieved? ? Other issues affecting strategic fit How is Strategic Fit Achieved? ? Step 1: Understanding the customer and supply chain uncertainty ? Step 2: Understanding the supply chain ? Step 3: Achieving strategic fit Step 1: Understan ding the Customer and Supply Chain Uncertainty (1/3) ? Identify the needs of the customer segment being served ? Quantity of product needed in each lot ? Response time customers will tolerate ? Variety of products needed ? Service level required ? Price of the product ? Desired rate of innovation in the product Overall attribute of customer demand ? Demand uncertainty: uncertainty of customer demand for a product ? Implied demand uncertainty: resulting uncertainty for the supply chain given the portion of the demand the supply chain must handle and attributes the customer desires ? Implied demand uncertainty also related to customer needs and product attributes ? First step to strategic fit is to understand customers by mapping their demand on the implied uncertainty spectrum Step 2: Understanding the Supply Chain (1/2) ? How does the firm best meet demand? ? Dimension describing the supply chain is supply chain responsiveness Supply chain responsiveness — ability to – respond to wide ranges of quantities demanded –meet short lead times –handle a large variety of products –build highly innovative products –meet a very high service level ? There is a cost to achieving responsiveness ? Supply chain efficiency: cost of making and delivering the product to the customer ? Increasing responsiveness results in higher costs that lower efficiency ? Figure 2. 3: cost-responsiveness efficient frontier ? Figure 2. 4: supply chain responsiveness spectrum ? Second step to achieving strategic fit is to map the supply chain on the responsiveness spectrumStep 3: Achieving Strategic Fit ? Step is to ensure that what the supply chain does well is consistent with target customer’s needs Other Issues Affecting Strategic Fit ?Multiple products and customer segments ? Product life cycle ? Competitive changes over time 6)Drivers of Supply Chain Performance Supply chains are becoming increasingly global and ever more complex, as organiza tions try to support strategic management practices such as entering new markets, increasing the pace of new product introductions, improving the reliability and speed of order fulfillment . . . all the while trying to lower supply chain costs.For organizations to work closely with their suppliers, logistics providers, distributors and retailers, their supply chains must be streamlined and technology-enabled. However, organizations that want to streamline their supply chains must first understand what is working well, what is not and where the opportunities for improvement are. These companies need to have a way to measure the performance of their supply chain on an ongoing basis. Traditional approaches of measuring supply chain performance — scorecards, dashboards and reports showing supply chain metrics — suffer from three shortcomings: 1) They are not linked to strategy. ) They have a silo approach. 3) They have a flat hierarchy. Let's examine each of these shortcom ings more closely. They are not linked to strategy. It can be difficult to see how a supply chain metric affects your overall objectives. If the metric is trending in the wrong direction, which aspect of your supply chain strategy will be affected? Without a framework that links each metric to a certain element of strategy, the context behind a metric can get lost. When such context is missing, it becomes a challenge for organizations (large ones in particular) to get everyone to see the common vision.Next-generation Supply Chain Performance Management (SCPM) systems will need to be able to show the link between any metric and the element of strategy it impacts. They have a silo approach. Current supply chain analytics solutions do a good job of showing the performance of metrics for individual departments, such as cost per unit purchased, percentage of on-time supplier shipment for the procurement department, or set-up times, capacity utilization and percentage of scrap for the pla nt.However, this type of silo approach sacrifices the overall process and end goals in the interest of improving the performance of an individual department. As a result, functional silos are reinforced within the organization. The key is to measure the performance of overall business process in such a way that poor performance of a departmental metric could be overlooked in the interest of increasing the overall business process performance. To achieve this, next-generation Supply Chain Performance Management systems will need to do more than show departmental metrics – they need to have a process orientation. They have a flat hierarchy.The metrics that help you measure the overall performance of your supply chain are not standalone — they are related to each other, sometimes in a hierarchical fashion. Such relationships help you drill down and better understand root cause more effectively. For example, if a hierarchical relationship were developed between outbound sh ipment cost metric and those metrics that affect shipment costs, your system will tell you that outbound shipment costs are trending up despite the carrier rates trending down due to lower fuel costs, because your express freight shipments in a certain division are up significantly month over month.However, most current supply chain analytics have no way to define such relationships. Next-generation Supply Chain Performance Management systems of tomorrow will need to be able to define and show relationships between metrics. What supply chain performance management systems must include All these issues need to be addressed by next-generation Supply Chain Performance Management systems. Such systems should include three capabilities: an analytics framework; a process orientation; and linkages. Analytics framework.The ideal SCPM system should allow a user to define a complete framework for supply chain analytics. This framework should include: †¢overall supply chain objectives; â € ¢the top-line metrics that affect the objective; †¢the description, targets and acceptable range for each metric; and †¢a list of reports where the metric can be found. 7. Designing the Supply Chain Network Overview In today’s volatile business environment, many companies are expanding, merging, contracting, or otherwise redesigning their supply chain networks.Here learner applications of optimization models to the analysis of these network design problems. Modeling concepts are reviewed as well as practical methods for data gathering and validation, model implementation, and scenario construction. New applications will be presented including network design models to plan for new products, to manage production and inventories of products with short shelf lives, to select vendor contracts, and to control CO2 emissions. Several case studies will be presented along with discussions of network design problems faced by course attendees.Who Should Attend This program is intended for: †¢Managers and analysts responsible for network design decision-making †¢Managers and analysts responsible for acquiring or developing, and applying data-driven modeling systems to support network design decision-making †¢Consultants who direct or participate in network design studies †¢Academics who teach supply chain subjects to students in management and engineering Participants will not need advanced analytical skills to fully absorb material presented in the program. )DEMAND AND SUPPLY PLANNING IN SCM SCM facechallenges to people at manufacturing companies who need to gauge customer demand and respond to changes in demand, even when they take place at a moment's notice. Manufacturers' responsiveness and agility in the areas of sales and operations planning (S;OP) and demand management—the two major parts of supply chain planning—are still hampered by cumbersome, static processes. Common problems include: †¢Ã¢â‚¬ ¢Lack of r eal-time, robust, and actionable data. †¢Lack of integration among financial, operating, sales, and marketing plans. †¢Ã¢â‚¬ ¢Inability of people to share information and documents. †¢Ã¢â‚¬ ¢Poor analytical capabilities and collaborative planning environments. †¢Ã¢â‚¬ ¢Lack of alert and monitoring capabilities. Solutions Supply Chain Demand and Supply Planning solutions from Microsoft and its partner ecosystem help manufacturers change the way they manage their supply chains to become more demand-driven, adaptive, and responsive.By improving people's visibility into customer demand and supplier capabilities, these solutions create an environment that enables real-time decisions about manufacturing activity, which can lower inventory while improving customer service. Demand management solutions offer real-time demand management business processes, delivered with an integrated business intelligence and collaboration framework, to empower people with collaboration a nd analytic capabilities.Sales and operations planning (S&OP) solutions, which include connected systems, process workflows, event management, and live communication, offer collaboration, analysis, integration, workflow, and monitoring functionality throughout all phases of a manufacturer's S;OP workflow—beginning with the baseline forecast created by people in the manufacturer's sales and marketing departments, all the way through the forecast for a specific customer, the creation of a consensus forecast, supply planning, resolution and exception processes, approval and budgeting, sales allocations, order promising, and communication with the manufacturer's production facilities. Infor Supply Chain Management is a global solution with implementations at over 1,600 customer sites in 40 countries. Backed by domain experts who know supply chain management and the challenges you face, our supply chain planning and execution solutions comprise the following key components: Strate gic Network Design —modeling and optimization tools for determining the most effective number, location, size, and capacity of facilities to meet customer service goals; time-phased tactical planning for determining where and when to make, buy, store, and move product through the network.Demand Planning —forecasting tools, web-based collaboration interface, and sales and operations reporting and metrics that help companies predict and shape customer demand with greater accuracy. Distribution Planning —inventory analysis and time-variable stock target calculations for ensuring the optimal balance between service levels and inventory investment; synchronized replenishment plans for all network points right back to manufacturing and supplier sources for better visibility. Manufacturing Planning —constraint-based advanced planning system for engineering, assembly, and repetitive manufacturing environments; similar tools for process manufacturers. Production S cheduling —finite capacity scheduling for engineering, assembly, and repetitive environments, as well as batch-process production facilities.Transportation and Logistics Planning —transportation planning, transportation procurement, route planning, transportation management, small parcel shipping, and international trade logistics for global, multi-modal operations. Warehouse Management System —end-to-end fulfillment and distribution including inventory, labor, and work and task management, as well as cross-docking, value-added services, yard management, multiple inventory ownership and billing/invoicing, and voice-directed distribution. RFID —comprehensive RFID-enablement framework delivering business value through process optimization for manufacturers and other companies, as well as compliance solutions for retail, pharmaceuticals, the US Department of Defense, and others.Event Management —proactive, real-time exception management technology for detecting conditional change anywhere in the supply chain and communicating it instantly for resolution. 9)Planning and managing inventory By Curt Barry Inventory is most likely the largest balance sheet asset in your company. How well you plan, purchase, and manage your inventory largely determines your level of customer service and profits. But selling goods in multiple channels means dealing with channel-specific planning and inventory needs. Planning and inventory systems In most companies, the systems for merchandise planning and inventory control remain highly fragmented by channel.For promotional planning, many multichannel companies need to be more diligent and use a single promotional calendar rather than channel-specific schedules on which merchandise planning is based. These should include in-store promotions, catalogs, and e-mail campaigns. Internet inventory management philosophies are slowly evolving in most companies. Traditional catalogers now average more than 50% of sales from the Internet, although much of that business is generated by receipt of the catalog. Products may be active and available longer if there is stock. What sells online is heavily influenced by placement on landing pages and organization and ranking within category product searches.The online product assortment can be more extensive than that in a single catalog. Internet may have a total chain assortment different from any one store or region. The Website may have a clearance or liquidation aspect. These principles of planning and managing inventory are not industry established best practices, but are being hammered out in the trenches every day. From a purchasing perspective, companies are rolling multiple channel plans and forecasts together into a single purchase order management system to write Pos. When will there be true integrated systems for planning and inventory systems? For most companies, not any time soon. Retail and direct channels have different data needs and processes.It will probably be a few years before commercial software companies that cater to retail and direct have the most basic of systems in place. MICROS Retail, Direct Tech, and Manhattan Associates all have development projects to bring channels together in terms of planning and inventory systems. Channel Inventory – a distribution view With all the complexities of planning and inventory control, how are distribution centers accommodating the channels? When multichannel marketing was in its infancy more than a decade ago, the prevalent thinking was to have a single DC that would process both direct and retail replenishment orders. There would be one pooled inventory, one staff and one facility — end of discussion. But logistics thinking is changing.But to accomplish this, they have the additional overhead of multiple facilities and staffing, and their warehouse management and order management must be capable of managing multiple inventories and allocating a nd filling orders. As e-commerce in retail companies has grown substantially, logistics management has come to realize that picking, packing, and shipping of small orders is very different from full-carton replenishment to stores. With large volumes it may prove to be more efficient to have dedicated centers for direct. Another of the real drivers behind this shift is the realization that without having separate sales and stock plans, there is no accountability by business units to make their sales plans.So if the first unit to allocate inventory gets the stock, then there may not be inventory for later drops of a catalog, e-mail campaigns, initial stocks to open stores, etc. Other companies use a â€Å"virtual inventory† concept, not in the sense of drop-shipping, but of the inventory system being able to keep planned sales by product and SKU by channel, and being able to reserve inventory for the channel business unit. Importing’s effect Where we source product is al so changing how we can plan and manage it. Much of the multichannel world relies on imported product. Even if you buy from a domestic distributor, chances are that merchandise is imported.Additionally, companies may not be looking at a fully loaded product cost including agent's/broker's fees, demurrage, duty rate, product development costs, and buyer's travel. Couple that with warehouse storage space requirements for container size receipts and the inventory carrying costs. All of this leads to higher inventory and carrying costs and slower turnover. What to do about it? †¢Use mixed container loading, where appropriate. †¢Weigh the increase in per unit cost to take smaller quantities. †¢Move the entire merchandise and creative planning calendar for promotions back and do each season earlier (no easy task). †¢Challenge merchants to look Stateside to try to get the product with smaller quantities, or to develop product in the U. S. and later roll it out off-shore if it sells. †¢Tackle the issue of ccounting for all the product costs to be sure you have an accurate, fully loaded cost and sufficient initial markup without being overstocked. Liquidating overstocks Inventory that doesn't sell and liquidation are two dreaded aspects to merchandising. Because you have to take in larger imported orders and distribute to more channels, you need a cost effective strategy for in-season liquidation and clearance. In a cost-based system it's hard to determine how much gross margin is lost in marking down retail prices. Our experience is that it may represent 2% to 4% of net sales at least. What to do about it? †¢Develop a liquidation strategy. Options include clearance catalogs, Web specials, bind-in or package inserts, sales pages, and telephone offers. Develop a report showing candidates for liquidation based on rate of sale. †¢Develop an age of inventory report that will age products in time brackets (30 days, etc. ) to stay on top of inventory. transportation, importing, retail versus direct packaging, technology used in the supply chain and DCs, etc. All this necessitates setting standards with vendors so that you aren't working on an exception basis with every one. Vendor compliance and supply chain In most multichannel businesses the size of the product assortment and vendor base have grown dramatically. Supply chains have become increasingly complex with modes of vendor compliance is at the heart of efficient supply chain management.Routing inbound shipments to reduce costs and scheduling inbound appointments can help speed product flow through the DC, significantly helping in turn to reduce inventory levels. Automating the supply chain through advanced shipping notifications (ASNs), RFID, and cross-docking to stores can go a long way toward reducing costs, but these cannot be implemented without a comprehensive vendor compliance policy. Start small by communicating your company vision, the need for on-time delivery, routing guides, inbound dock standards like carton labeling, product specifications, accounting and paperwork requirements, contact list, and the costs of back orders. Begin a charge-back policy and implement it with your largest vendors.Later, you can add other items that are typically included, such as service level standards, packaging, labeling, case labeling, valued and value-added services, logistical requirements, scheduling appointments, cross-docking and direct-to-store requirements, charge back for non-compliance, etc. The trend is to push compliance back up the supply chain. This means as many value-added services as possible — packaging, marking, quality inspections — performed by vendors or merchant reps in factories. Catching errors at the source and using source-based services speeds inventory flow, and any such issues are cheaper to deal with in the vendor's environment. 10)ACHIEVING SCM EXCELLENCE A new survey reveals what separates manufactu ring industry leaders from laggards IT HAS BEEN several years since a comprehensive and independent survey of the state of supply chain management (SCM) in the paper manufacturing industry has been carried out.A lot has happened both in the industry and in the field of SCM during this time. Moderator Consulting carried out an extensive survey during July-October 2005 to see where we stand today. Altogether 11 European paper companies participated in the survey, which covered issues such as SCM strategy, process and management models, reporting systems, managing customer relationships, efficient operations, people and supporting systems and future plans. The respondents covered all the main product groups in nine European countries. The results of individual companies were obviously kept strictly confidential. Common terminology and definitions were used in the survey to ensure common understanding of the questions and issues.The results provide a good cross-section of the industry p erformance and challenges. Besides being a major cost and working capital factor, SCM can also be considered a source of significant competitive edge. Some of the findings are listed below. 1. Nearly half the respondents still need to develop more robust SCM strategies. While all companies said they have an SCM strategy, the content, communication and integration into overall business strategy in many cases leaves much to be desired. For instance, some companies had no logistics provider strategy or did not include development of cost factors. 2. The industry has clearly been moving toward a more integrated management structure.Most SCM-related decisions, such as strategy, demand planning and vendor and location management are nowadays made at corporate / business area levels, with sales companies and mills mostly in an execution role (Figure 1). However, even though management structures are more integrated, several companies have yet to adopt more of a process approach, with the p rocesses and their ownerships defined. Systems for monitoring key performance indicators (KPIs) seem nowadays to be at a reasonably good level in nearly all the respondent companies. 3. The outsourcing process appears to be complete. The dominant logistics management mode is nowadays clearly â€Å"preferred partnerships† – on average 60%, and covering the whole infrastructure.Interestingly although â€Å"preferred partnerships† was stated as the dominant transport mode, respondents still had between 50 and 100 regular haulage â€Å"partners† in use on average. This may indicate room for some further consolidation. IT systems management is the exception to the outsourcing rule: very few companies have outsourced this aspect of their operations. 4. Many companies still need to segment their customers and define corresponding service levels for each customer or customer group. This may mean that these companies are offering the same service, such as dedicate d stocks or a 24 hr/ single pallet delivery – with corresponding costs – to all or most of their customers.This can hardly be optimal from a cost-to-serve viewpoint, unless price supplements are enforced. However, customers rarely accept such surcharges nowadays. 5. Surprisingly few customers participate in the demand planning processes (only five to 10 on average). Participation in this context means active involvement and, considering the industry's forecasting challenges this may offer an improvement in some industry segments. Transaction automation with customers and logistics providers also offers big potential: only 10-20% and 50% respectively said they currently transact electronically. More standardization is needed. 6. Most companies seem quite satisfied with their IT systems.On a scale of one (very dissatisfied) to five (very satisfied), a clear majority of the companies gave a mark of four for most of their systems, such as mill execution, sales and distribu tion and data warehousing. The substantial investments in IT systems over recent years appear to have paid off in a number of cases. 7. Most companies were satisfied with both the number and caliber of their SCM personnel. Main training requirements were focused on customer relations issues. 8. Future development needs to be carefully planned. As generic future goals, most respondents stated that their main focuses are on cost and inventory reductions, as well as on improving customer service. Improved internal integration and process management was also listed as a priority generic target.However, these may be conflicting targets, unless planned carefully. More specifically, the respondents were asked to prioritize a list of 14 specific SCM initiatives provided, based on their planned implementation in the next three years initiatives included issues such as RFID, vendor managed inventory (VMI), activity based costing, harmonization of IT infrastructure, e-commmerce with logistics providers and offering outsourcing capabilities to customers. The clear â€Å"winners† were VMI, e-commerce projects and collaborative planning, forecasting and replenishment (CPFR) following close behind. These are huge undertakings with significant risks, resource and planning requirements.However, the companies that successfully implement them would take their supply chain to an entirely new level of sophistication, responsiveness, efficiency and transparency. Finally,The industry has been moving toward a more integrated and customer-centric management approach. Industry and customer consolidation are the most likely reasons for this. IT systems and performance monitoring finally appear to be in good shape in most companies. This is a good basis for future development, even though many companies revealed some worrying weaknesses in a number of critical areas and are clearly lagging behind the leaders. The leading companies – based on this survey – can best be characterized as having a clear, comprehensive and well-communicated SCM strategy.They also have an integrated management structure and KPI monitoring in place; processes are defined in detail; service/cost tradeoffs are optimized; logistics partners are managed efficiently; they have implemented wellfunctioning IT systems; and have competent and well trained people, all of which are reflected also in their costs and performance. Is this just good, basic management? Easy to say, much more difficult to accomplish in real life! Furthermore, the leaders have ambitious plans for the future – especially in areas involving their customers. These companies are clearly outperforming their peers and they are well positioned to increase their competitive edge by efficiently and intelligently serving their customers.

Macbeth and Animal Farm Essay

Both Shakespeare and Orwell present rivals as threats to their leaders’ power. Shakespeare introduces this threat through the Witches in Act 1, scene 3 when the third witch announces that Banquo ‘shall get kings’. In Macbeth’s soliloquy in Act 3, scene 2, the audience is reminded that he is predisposed with maintaining his power, now that he has become king, and illustrates that Banquo was announced as a ‘father to a line of kings’. The audience assumes that Macbeth is infertile as he feels he is unable to produce an heir as he expresses his ‘fruitless crown’ and his ‘barren sceptre’ and seems quite indignant that Banquo’s will profit from ‘the  gracious Duncan’ that he has murdered. It appears that Shakespeare is justifying Macbeth’s ruthless ambition and want to maintain power, which puts Macbeth into darker depths by having Banquo and Fleance murdered, by his lack of an heir. Similarly, the audience is provided by Snowball as the rival to Napoleon’s absolute power in his introduction to the character in Chapter 2. Orwell tells the reader he ‘was a more vivacious pig than Napoleon’, setting him up immediately in competition His description goes on to describe him as ‘quicker in speech and more inventive ‘. This is proven when he emerges later in Chapter 4 as the brave hero of the Battle of the Cowshed after which we see him awarded with the military decoration of ‘Animal Hero First Class’ while the reader realizes Napoleon seems to be conspicuous in his absence. Moreover, Snowball invents plans for the windmill and Orwell outlines all his creative ideas in his committees and therefore Napoleon clearly makes plans to expel him from the farm. The key difference between Shakespeare and Orwell’s presentations is that we witness Macbeth’s thought processes and plans while Orwell keeps the reader in the dark yet offers them clues that Napoleon is not to be trusted. It comes as no surprise to the reader in Chapter 5 when Napoleon unleashes his personally educated dogs, who represent Stalin’s secret police, on Snowball. Both leaders maintain power by eradicating any competition. http://www.enotes.com/homework-help/compare-contrast-impact-conflict-napoleon-macbeth-372660 http://www.gradesaver.com/animal-farm/q-and-a/explore-the-ways-george-orwell-and-william-shakespeare-present-conflict-in-animal-farm-macbeth-51453/ http://prezi.com/f41ewhbheqdv/animal-farm-vs-macbeth/ Comparisons between characters: Lady Macbeth, Macbeth and Napoleon all use others to further themselves. Lady Macbeth takes advantage over Macbeth by persuading him to kill Duncan so she can have more power. Napoleon uses Squealer to take advantage of the other animals by making them their slaves and being made to believe all Napoleon’s decisions are best for the farm. Both Napoleon and Macbeth become power hungry which turns into a negative effect, both use violence to gain power by installing fear into people Macbeth’s hunger for power causes him to  murder many innocent people and eventually leads to him downfall. Napoleon’s hunger for power causes him to use excessive force and make the animals do slave labor. -both Napoleon and Macbeth represent Stalin Differences: One is a play, one is a novel M written in 1606 when James 1 was in power in England (birth of the Stuart regime) AF was published in August 1945 after the Russian Revolution of 1917 + predicted the Cold War. Throughout both ‘Macbeth’ and ‘Animal Farm’ the audience can see a large amount of deceit, treachery and a lack of trust between the leaders’ and their followers. Shakespeare shows this deceit in Macbeth’s relationship with other characters where he hides his true feelings and ‘is here in double trust’. However, the audience is privy to the true thoughts of Macbeth and his wife due to their plotting in Act 1, scene 5 where Lady Macbeth tells Macbeth to ‘look like th’innocent flower/ But be the serpent under’t’ and which creates dramatic irony during the play. Similarly, Orwell’s novella ‘Animal Farm’ uses dramatic irony as the audience can see that the pigs are manipulating the animals into slave labor and although the audience is not made privy to Napoleon’s innermost thoughts, we can still see past the animals’ lack of intelligence to see the pigs are re-writing the 7 C ommandments.

The impact of advice and guidance on student retention at college of Essay

The impact of advice and guidance on student retention at college of further education - Essay Example In other words, we could say that education is what makes a person. For the past thirty years or so, researchers have been showing a keen interest in relatively two specific areas which are correlated to both schools and colleges. One area is school effectiveness and the other is school improvement. This study is going to investigate some of the key points relating to student retention and how guidance and advice can make a huge difference in children making the right choices where their education id concerned. The study is also going to examine the key factors that are responsible for colleges to be effective. It is also going to focus on those areas that deal with how these colleges make use of necessary tools in order that it becomes more effective. Besides these two important notions, most educators and researchers are of the opinion that education does make a huge difference in the life of the student. The research is going to examine those departments within a college in order to seek out and know how some colleges are much better than the rest, what makes them better and how the staff and heads of department develop and implement measures to enhance student’s performance and maintain a very good track record for conduct as well as learning outcomes. Different researchers place their emphasis slightly differently but the following list of factors drawn from Reynolds et al (1997) and Mortimore (1998) seems to be reasonably accepted – Therefore the following areas would be examined in this study – The literature review is going to examine some of the important facets that are necessary to mitigate Student Retention in colleges. It is also going to highlight different ways and means that could help students to make the right choices where their education is concerned. When referring to some of the demographic factors it is said that ‘In Britain, withdrawn students do not have a markedly different profile from completing

Triceratops Trail, CSM Geology Museum, and Dinosaur Ridge Essay

Triceratops Trail, CSM Geology Museum, and Dinosaur Ridge - Essay Example The triceratops trail footprints are different from the Dinosaur Ridge ones in that the ones for Dinosaur Ridge are aged million and are viewed from top. Triceratops Trail characterize tracks that are vied in three dimension formed if an animal leaves a print in mud that is afterwards filled hence forms a cast and vertically tilted by the rocky mountains uplift. The whole process leaves behind tracks that stick from the walls as the original layer had been mined away. Footprints of dinosaurs, birds, mammals and beetles are evident on the walls. It is a trail of 1.5 mile along parkway of Alameda between county road and Rooney road on the North. It has 100 tracks of dinosaurs, geological features and a quarry containing dinosaur bones. It takes about 2 hours to make trips. The trail is composed of more than 15 sites all marked by interpretive signs. At the ridge’s top there is a switchback curve that cuts through revealing the geological Hogback structure. Two overlooks scenes, west and east, are places where Front Range geology is studied or where one can sit and enjoy a beautiful scene. The interpretive signs on the curve show the gas and oil production, the basin of Denver, rocky mountains uplift and Golden fault. The bone quarry was discovered in the year 1877 by a company known as Arthur Lakes. This site was initially known as Morrison quarry no 5. Among the fourteen sites in the location only 4 did produce bones. Quarry no 5 is the bone quarry where the first stegosaurus in the world was discovered. Many vertebrae, limb parts and famous plates’ pieces were discovered and are now evident on Morrison museum display. The bones that are presently exposed at their sites of interpretation are most probably from Apatosaurus and stegosaurs and are washed by rain into stream channel. The bone quarry is amongst the few places where one can have a view of dinosaur bones and touch them in rocks in which they fossilized. The

Theories and ethnographies on the gift (economic anthropology) Research Paper

Theories and ethnographies on the gift (economic anthropology) - Research Paper Example Therefore, gift in this context can be defined as goods and services that are exchanged with the intention of affirming a social relationship and status. Hence, gifts are a reciprocated system where citizens of any given community will be perpetually indebted to another person. Ethnographers have studied many different interpretations of the gift in traditional societies. The complicated factors of ‘the gift’ in archaic society have attracted debates throughout different fields of study. In addition, several professionals including anthropologists, sociologists, philosophers, as well as economists have researched the issue. A sense of duty bounds these relationships together although these communities may be otherwise hostile towards one another. Marcel Mauss, a French anthropologist and a sociologist, carefully studied the facts on the gift in traditional primitive societies; following Durkheim’s model on the sacred, he theorized that gifts are of a moral, religi ous, and economic nature in natural economic systems; with a sacred quality to exchange and contracts. Mauss presents the idea of a system of obligatory service provision i.e. one provides a service because it is their moral responsibility to do so, this system brings together distinguished characteristics identified based on religion, justification, and economic status. An example is doing voluntary work in the community, Hann et al. (2011) notes, â€Å"... It is groups, and not individuals, which carry on the exchange, make contracts, and are bound by obligations the person represented in the contracts are moral persons- clans, tribes and families; the groups, or the chiefs as intermediaries for the groups, confront and oppose each other† (p.50). He visualized a unique connection between the gift and the recipient and emphasized on the power embedded on the gift that would propel the recipient to reciprocate the act of giving (Mauss, 1925. p.3). With this idea, he stipulate d that the giver not only gives the gift, but part of them is also torn away from them in the process of giving. Due to this, he said that there was no complete separation of the gift from the giver (Mauss, 1925). He further argued that, what they exchange is not exclusively goods and wealth, real and personal property, and things of economic value. They exchange rather courtesies, entertainments, ritual, military assistance, women, children, dances and feasts, in which the market is merely one element and the circulation of wealth, but one part of a wide and enduring contract. Finally, although the social facts and their opposing factors take place under a voluntary guise, they are in essence strictly obligatory, and their sanction is private or open warfare. We propose to call this system of total presentation.† (Mauss, 1926) There is not only an obligation to repay gifts, but also to give and receive them willingly, to refuse to do so could mean refusing to accept the other into one's community and could cause war. However, by giving, the community shows itself as deserving and worthy of respect and generosity. Failure to give will mean to end their partnership and refuse any future gifts. Gift- giving contests have come together on this basis such as the famous North- West Coast Native American Potlatch as well as the Kula Ring in the Trobriand Islands. Malinowski also researched the Trobriand islanders, found the exchange between islanders of the Kula Ring

Case 1; What else can go wrong Essay Example | Topics and Well Written Essays - 250 words - 1

Case 1; What else can go wrong - Essay Example If Van West could have understood Mexican culture, everything would have been easy. This is because culture dictates the way individuals treat each other, outlines that which is acceptable, the manner in which management is viewed and the way in which people approach their daily work. Since Hernandez has been helpful to Van West, he needs to inform him when it comes to business it is important to focus on your objectives. Therefore, West should transfer him to another department to avoid daily meeting while at work. In Mexican culture, a boss has the role of influencing a faction or group of people towards the attainment of a goal. Bosses are expected to lead by example, so that others are motivated to follow him and not just any individual with a position of influence. In addition, He or she is an individual who is in charge of a certain division of a company. In this case, superior people in the firm are undermining the subordinates a situation that has brewed into a cold relationship between the two groups. In order to address these issues, Van West needs to negotiate with the workers and agree on a different pay package. This will make workers change their mind about striking because they can perceive the move as inclusive and unbiased. In the end, individual relationship will improve since workers will feel safe. They will not have a negative attitude about the hierarchy since it cares about their

Online business opportunity Essay Example | Topics and Well Written Essays - 3500 words

Online business opportunity - Essay Example The internet is thus imperative in today’s business. The first thing that an individual does to get information about a company’s profile or its products and services is to access its website (Beck, n.d.). The web has a considerably significant influence on how companies interact with each other and their clients or customers. The earlier hurdles of supply chain integration like soaring transaction costs among partners, poor availability of information and the problems of managing complicated interfaces among functional organizations have all got their solution in the internet (Johnson and Wang, 2002). The textile and apparel industry has always been a profitable and lucrative industry and there exists a number of popular brands which have a huge market and a considerable number of regular customers. Hence, setting up a garment company in its simple ways will definitely not be advantageous and profitable until newer ways of marketing and advertising are discovered. Therefore, a new business should exploit all the available information and business opportunities in the market. With this aspect in mind, the possible online business opportunities for a budding garment firm are evaluated and the current and potential market for the company’s products is assessed. The textile and garment industry presently has a worth 400 billion dollars and more in the international market. Due to the globalization of the world economy, the industry has confronted a lot of competition as well as lucrative business opportunities. Reports show that anticipated growth of the textile industry will rise by 25 percent from 2002 to 2010. The industry has been largely uplifted by an increase in the production of natural fibers like silk, wool and cotton. Even though the industry began in the UK and then spread to the rest of Europe and North America, in the present Asian countries like

Inequalities in Education Essay Example | Topics and Well Written Essays - 1500 words

Inequalities in Education - Essay Example Hence, it is easy to understand that there is a strong correlation between policies of the political parties in power, and the impetus given to the field of education, especially in the present day context of multiculturalism. This essay shall briefly analyze the dimensions of inequality, the causal factors and the policy implications in the field of education, in the United Kingdom since the close of the twentieth century. It shall consider three major inequalities namely, a) economic gap/social class b) gender/sex c) race/ethnic minority, and study how policies have impacted these inequalities as regards education in general. It shall also discuss education with particular relevance to early years, and conclude that while the policies have positively impacted reduction of gender inequalities, more efforts are required to eradicate ethnic inequalities. Peter Taylor-Gooby in his work "Attitudes to Social Justice" published by the Institute for Public Policy Research (2005) cites David Miller to identify four principles of social justice namely, a) Equal Citizenship, b) The Social Minimum, c) Equality of Opportunity, and d) Fair Distribution (p. 2). Of these four, the third has particular relevance to education, and the inequalities within it. ... unity of opportunity is said to exist only when the chances of an individual getting education and jobs, depend solely on their own motivation and aptitudes rather than on other factors such as gender, class or ethnicity. When the differences in Social Class, Gender and Race/Ethnic origins prevent or deny educational or job opportunities, then these are considered to be impediments to achieving social justice, they are inequalities that obstruct fair distribution of opportunities and rewards. While Education is considered to be a tool that aids equality in society, "as the principle means of creating a more equal society", it is also said to contribute to "the reproduction of social inequalities" (Moore 7) and has important implications in ensuring 'social mobility' (DfES 7). Given that educations is a potential tool for implementing social justice, it is essential to study and record the inequalities that affect the process of education. Foremost among the factors affecting education is the difference in income levels; poverty affects educational possibilities. Poverty/Class as an Inequality: It is important to distinguish between "inequality and poverty" even though they are closely linked (Hills & Stewart 232). Poverty is measured by taking into account the incomes of the poorest households and comparing them against the median income; generally poverty line is defined at 60% of current median income, after adjustments. The differences in incomes lead to two types of inequalities - Vertical and Horizontal. The former indicates the difference between the topmost and bottommost income earners, while the latter indicates communities or nations with similar incomes (biz/ed 1). The New Labour government has changed its policies since the 1970s, and now no longer

Philosophy Paper Essay Example | Topics and Well Written Essays - 1000 words

Philosophy Paper - Essay Example The logical question that one might ask with relation to the drug laws relates to two primary premises. The first of which is concentric up on the question of what document or law allows the state to determine what substances should and should not be termed legal. The second premise is concentric upon the level of freedom and personal responsibility should be championed over the ability of the state to restrict certain substances. This brief essay will discuss these premises and attempt to draw an overall level of inference from them as a means of adequately answering prompt 3 that has been enumerated on above. The first premise of such an argument necessarily is concentric upon the fact that there is no legal basis for the government/state to restrict an individual with regards to the substance that he or she chooses to engage. ... ns can and cannot be engaged upon, it is the ultimate responsibility of the user to ensure that their actions do not break any other laws nor endanger the lives of any of their fellow citizens. As a causal mechanism to help understand this premise one need only to consider the current litany of rules that help to define the use of alcohol within our current society. Alcohol itself is heavily licensed, restricted for sale to minors and probationers, and further governed by a stringent level of laws that seek to define the way in which individuals within society can imbibe of it and in so doing revoke their rights to operate machinery or engage in other forms of nominally responsible activities which could endanger the lives of their fellow citizens. Those that do not agree with such a premise would argue that due to the fact that drugs are inherently destructive to the person’s overall health, it is the responsibility of the state to regulate such substances and outlaw them as a means to protect the health of society. Unfortunately, such an argument is a very slippery slope as it encourages a form of judicial activism with very few constraints. As a wider and wider swath of society becomes active in encouraging key food groups to be outlawed, soda sizes to be decreased, and a litany of other actions, it is easy to see that the level to which personal responsibility I championed is steadily decreasing; whereas the level to which the law is relied upon to enforce a sense of morality upon the populace is seemingly ever increasing. The slippery slope argument that has been referenced with relation to unhealthful food is more than just a means to illicit a response from the reader. Municipalities and governments around the world are beginning to mandate what foods their

Catholic Religion Essay Example | Topics and Well Written Essays - 750 words

Catholic Religion - Essay Example It should be noted that religion teaches people to unite for the greater good. Thus, if people are armed with the knowledge of the advantages of integration within the community they will become committed in pursuing a common goal. The internet is becoming very influential in creating a common culture in the global community. As people interact with each other online, they begin to develop common traits and share the same characteristics. It should be noted that the creation of online lingo is an example of how a language game is created through the interaction of people belonging in different nationalities online. What are the 3 most divisive issues in our world today I believe that the three most divisive issues in our world today are income inequality among nations, abortion, and family problems. The two last can be considered as really disastrous as these are destroying the family which is the foundation of society. Who does this willingly List the type of people, often associated with certain professions, who must reduce their own ego defenses for the good of another, or of an institution, even when the other does not do the same. The government has a huge role to play in these recurring issues. The problem of income inequality is not a direct effect of the decisions of ruling individuals yet their legislations often have implications in the lower income strata. The government officials have a lot to do in resolving this issue. Since abortion is legalized, it has become a resort to teenagers who are engaged in premarital sex. Teenage pregnancy is often the problem of juveniles from broken families who lack the guidance of parents. However, it can also be seen that these youth are those who don't care about the results of their actions. Family problems are very much prevalent in the American society. Usually, the issue here is the couple's unwillingness to compromise, sort out difference, and understand the concern of one another. Is it possible to have a common faith and not have a common understanding of the written presentation that gives faith a common level of meaning No, common faith cannot be achieve without a common understanding of the written presentation which is the foundation of that faith. Faith is something which is personal and can only be attained through an understanding of its foundation. We cannot say that the faith of two individuals is common when they do not have an agreement and common understanding of its foundation. The different interpretation of written presentations is often the reason why we have so many religions. Having interpreted the Bible from a different point of view, two persons might believe in different things and profess two different statements of faith according to their understanding. Thus, even the same written presentation can create two different faiths. What actions could you take, if you were so inclined, to communicate the notion that we all share in a super-natural relationship in and through Christ I believe that the most effective way of communicating to other people that there really exists a super-natural relationship with Christ is through showing them a life which is changed through this relationship. Of course, it is quite easy to declare that deep inside of us, there is a longing which only a personal relationship with God can fill. Yet, nothing can be more convincing by

Public Relations Student Society Essay Example for Free

Public Relations Student Society Essay My name is Jessica T. and I am a high school senior. During high school, I have been very focused on academics, and have also been involved with many extracurricular activities. As I prepare for my freshman year at Central Michigan University, my goals are to be an active member of the Honor’s Program, to be selected for the Leadership Camp and Safari, and to achieve a major in Integrative Public Relations, with a minor in Leadership. Throughout high school, I have been able to maintain an excellent grade point average, while also being active in many different clubs and sports. My current school activities include: Student Council (Historian of the council and Secretary of my class), National Honors Society, Business Professionals of America (Vice President), Cares Charity Club, Varsity Cross Country, and Varsity Soccer. I have also been a member of Pep Club, Foreign Language Club, Yearbook, and Volleyball. Along with school groups and activities, I am an active member of my church youth group at St. Paul’s United Church of Christ. One of my very favorite and most fulfilling events each year is a mission trip, where I’m able help people who may be less fortunate or just need some extra help from their community. A schedule that blends academics with school and community activities keeps me very busy. My ability to have both a school life and social life is something that might distinguish me from other high academic achievers. As I’ve seen with some of my own classmates, many people aren’t able to find a good balance; you either have a â€Å"bookworm† who does not get out much, or students who get out too much and end up failing classes. A crucial skill I had to learn quickly was how to manage my time between school, extracurricular activities, and just relaxing with my friends and family. I love to have fun with my friends, but I also know when it is time to concentrate on school work. The fact that I love public speaking is something that might also set me apart, not only from high academic achievers, but most high school students in general. I do not think you can find many people my age who are comfortable talking in front of people anytime or anywhere in either large or small groups. My speaking skills have strengthened my confidence to take on leadership roles when working on an event, and to take charge of a group in order to get things accomplished. Every school year, my friends appoint me as the class coordinator of the school’s Lip Sync Competition, which is actually a dance competition between the four grades. My friends and teachers always compliment me on how I am able to take 32 classmates all with different opinions and personalities and persuade them all to agree, without coming across as being mean. I believe my public speaking and leadership qualities will help me to achieve my goals to major in Integrative Public Relations and minor in Leadership. In addition to earning my degree at CMU, I plan to pursue my interest in the university’s volunteer and interdisciplinary programs, and student professional organizations such as the Public Relations Student Society of America. During my visit back in December, I met members of both the Honor’s and Leadership Programs. I was so thrilled that CMU offers programs where I can continue to grow and build on the professional and personal skills I’ve gained in high school. It was also exciting to see that so many students share a lot of my same interests. The Integrative Public Relations degree is what initially sparked my interest in becoming a Chippewa, however the confirmed my decision to attend Central Michigan University. In regards to the Honors Program, I believe I have a lot to offer. The planning and organizational skills I’ve learned by coordinating events through student council and the National Honor Society will help as I work with other members to create and plan fundraising and campus events. My confidence in speaking to large or small audiences will be helpful during classroom discussions or in working with a small team on a class or honor’s program project. Being involved with athletics has taught me a lot about commitment and teamwork, especially how to work well with many different personality types and levels of play. All of these skills will help me in many other areas such as: meeting my new dorm mates, working with fellow students and Honor’s Program members in class or on special events, and ultimately as I earn my degree and begin my new career. Last, but not at all the least, I have a great family. There are four of us – my parents, my little sister, and me. My sister, Sarah, is a freshman at my high school. We haven’t attended the same school since I was in first grade, so its fun to be in school together. I’m looking forward to playing with her on the varsity soccer team this year before I graduate. Family and friends are very important to me, and I love spending time with them. School is also an important thing in my life, and I do work hard to achieve what I need to, to reach my future goals.

Economic Growth Determinants And Models | Literature Review

Economic Growth Determinants And Models | Literature Review Introduction Economic growth is one of the most important fields in economics. Since sustained economic growth is the most important determinant of living standards, there is no more important issue challenging the research efforts of economists than to understand the causes of economic growth. Human capital has been identified as a key stimulus of economic growth. In fact, it can never be overemphasized that human capital is the engine of growth of an economy. No nation can develop beyond its investment in education in particular. Growth economists in affirmation have explained that the differences in the per capita income of countries cannot be explained in isolation from the differences in human capital development. Health and education are both components of human capital and contributors of human welfare. Numerous economists research their relevance in the economic growth and tried to incorporate human capital in the growth model. While some researchers take a Keynesian route and stress on the demand factors, other researchers follow the neoclassical route and emphasis the role of factor supplies in growth. Human Capital in the form of education It is equally important to effectively and efficiently measure the human capital with the perceiving importance of human capital. Since, human capital is considered as a synonym of knowledge embedded in all levels such as an individual, an organizations and a nation, education is the primary element in the measurement of human capital. Some economists attempted to measure the stock of human capital utilizing â€Å"school enrollment rates† as a proxy of human capital. Through the study of 129 countries for a time period 1960 to 1985, Barro and Lee, 1993 concluded that female education stimulates the acquisition of human capital through children. A fact is in accordance with the findings of De Tray, 1773 and Becker and Lewis, 1973. Barro and Lee reconcile their findings with the conclusion of De Long and Summers (1992) with the belief that â€Å"perhaps the true key is to have educated women working with machines†. (Barro and Lee, 1991, p29). However, the study of Kyriacou in 1991 concluded a negative and insignificant correlation between years of schooling in labour force and future growth. One of the possible explanations for this result is the link between human capital and subsequent growth of technology was ignored. The method of using school enrollment rates is criticized as student’s effec tiveness can be recognized after participating in production activities. Nehru, Swanson, and Dubey (1993) attempted to measure relationship between human capital and studentsà ¢Ã¢â€š ¬Ã… ¸ â€Å"accumulated years of schooling† in the employable age as educational attainment. Their approach to measure human capital is similar to that of Lau, Jairison, and Louat( 1991), Psacharopolous and Arriagada (1986,1992). The results show a positive relationship between education stock and its influence on income per capita. They also concluded that there is a high correlation between education stock and other human capital indicators and hence justify the usage of this variable as a proxy for human capital. Nevertheless, they note that there is a problem with the estimates of education stock due to repeaters and dropout rates. The weakness in the study pertains to education stock estimation as they are â€Å"based on sparse data of uneven quality†( Nehru, Swanson, and Dubey,1993, p8). Romer (1990) suggested the ratio between skilled-adults and total ad ults to measure the stock of human capital in the national economy. Another approach to measure human capital is through the returns which an individual obtains from a labour market throughout education investment. Mulligan and Sala-i-Martin (1995) defines that aggregate human capital is the sum of quality adjustment of each individual’s labor force, and presents the stock of human capital utilizing an individual’s income. Their belief was that the â€Å"quality of a person would be related to the wage rate he receives in the marketplace†( Mulligan and Sala-i-Martin, 1995, p.2). This measure called the Labour –Income –Based is a measurement of human capital calculated through wage rate. Though this study, it was noted that the usage of average years of schooling as a measurement could be misleading since economists could interpret the increase in income in 1980s independent of human capital accumulation due to the dispersion of average years of schooling. Human capital in the form of Health A large body of literature has established that investment in education pay off in the form of higher future earnings. However, the demerit of the conventional measurement of the human capital is the disregard to qualitative benefits of human capital such as health, fertility rate, child mortality. Given the importance of â€Å"health capital† for education and earnings (Grossman, 2000; Case, Fertig, and Paxson, 2005; Currie and Madrian, 1999; Smith, 1999), it is possible that poor health has an impact on education and hence on economic status. Many health shocks can affect human capital and productivity, both in the short-run (Strauss and Thomas, 1998; Currie and Stabile, 2006) and the long-run (Cunha and Heckman, 2007; Currie and Hyson, 1999)( Joshua Graff Zivin and Matthew Neidell, 2013). The World Health Organization’s Commission on Macroeconomics and Health (2001) claims the following. â€Å"Improving the health and longevity of the poor is an end in itself, a fun damental goal of economic development. But it is also a means to achieving the other development goals relating to poverty reduction. The linkages of health to poverty reduction and long-term economic growth are powerful, much stronger than is generally understood.† Despite the importance of health capital, the empirical literature of the effects of health on economic growth is relatively thin. Recent experimental or quasi-experimental studies, such as Thomas and Frankeberg (2002) and Thomas et al. (2003) have found that specific health sector interventions help recipients raise earnings significantly, and general indicators of health and nutrition status are significant predictors of economic success. At macroeconomic level, several researches support the positive contribution of health on economic growth. Barro (1996b), Bloom and Canning (2003), Bloom, Canning, and Sevilla (2004) and Gyimah-Brempong and Wilson (2004) find that health capital indicators have desirable influence on aggregate output. For the countries in their sample, about one-fourth of economic growth was attributable to improvements in health capital, and improvements in health conditions equivalent to one more year of life expectancy are associated with higher growth of up to 4 percentage points per year. The following table summarises the finding of macroeconomic studies with health. Source: J. Hartwig / Journal of Macroeconomics 32 (2010) 314–325 According to Weil (2007, p. 1295 and 2005, pp. 153–161), health’s positive effect on GDP is strongest among poor countries. The existing evidence on whether health capital formation has an impact on economic growth gives a mixed response. Some papers such as Heshmati (2001), Rivera and Currais (1999a, 1999b, 2003, 2004) accept the significance of health capital formation for economic growth in OECD countries. However, Knowles and Owen (1995, 1997) as well as McDonald and Roberts (2002) reject the hypothesis that life expectancy is a statistically significant explanatory variable for productivity growth in high income countries. IN fact, Bhargava et al. (2001) and Acemoglu and Johnson (2007) estimated a negative effect of adult survival rate on economic growth for US, France and Switzerland. Some studies have associated fertility rate and child mortality with human capital. The best known study between population growth and development is Kuznets (1967). His study found a positive correlation between growth rates of population and income per capita within broad country groupings, which he interpreted as evidence of a lack of a negative causal effect of population growth on income growth. However, Kelley (1988) found no correlation between population growth and growth of income per capita, and similarly no relationship between population growth and saving rates. Summarizing many other studies, he concluded that the evidence documenting a negative effect of population growth on economic development was weak or nonexistent. Becker et al. (1990) associated endogenous fertility and a rising rate of return on human capital as the stock of human capital increases. Their analysis discusses the importance of investment of human capital and the impact of family sizes and birth rates. They concluded that â€Å"societies with limited human capital choose large families and invest little in each member; those with abundant human capital do the opposite † ( Becker et al., 1990, p.35). Weil et al.(2012) found that a reduction in fertility rate will increase GDP per capita income by an economically significant amount. This result is similar to the findings of Bloom and Canning (2008) who have regressed the growth rate of income per capita on the growth rate of the working-age fraction of the population, and have gotten a positive and significant coefficient. The high growth of working age fraction is the result of fertility reductions; it can be seen as showing the economic benefits of reduced fertility. Growth Models Being one of the most important determinants of living standards, economic growth is among the most important issue challenging the research efforts of economists. Many adopted the neoclassical growth approach to study economic growth. The neoclassical growth model emphasizes the role of factor supplies in growth as it seeks to undermine the long-run economic growth rate determinant through the accumulation of factor inputs such as physical capital and labour. Over time, human capital was introduced in the growth model. The concept of capital in the neoclassical model has been broadened from physical goods to include human capital in the form of education, training and experience. In the early 1960s, Schultz initiated the human capital revolution in economic thought. He claimed that â€Å"This knowledge and skill are in great part the product of investment and, combined with other human investment, predominantly account for the productive superiority of the technically advanced countries. To omit them in studying economic growth is like trying to explain Soviet ideology without Marx.†(Schultz, 1961, p.3). Exogenous growth model In general, there are two basic frameworks that seek to understand the relationship between human capital and economic growth. The first approach is through the exogenous growth model adopted by Nelson and Phelps (1966). The exogenous growth model has its origin form the Solow growth model. The crux of this model is the aggregate production function written in the general form: Y = F (A, K, L), Where output is explained as being a function of technology, A in addition to capital (K) and labour (L). In 1957, after a study of 40 years of growth, Robert Solow concluded that â€Å"it is possible to argue that about one-eighth of the total increase is traceable to increased capital per man hour, and the remaining seven-eighths to technical change† (Solow 1957, p316). The Solow growth model assumes a constant growth rate of productivity, g Y = A0 egt KÃŽ ± L1-ÃŽ ±. This implies that the growth in income in income is determined by productivity growth, g and growth of capital per worker. However, Solow left technological progress unspecified. Moreover, the model assumption of market competitiveness, constant returns to scale lead to further study of the model. In his seminal paper, Nelson and Phelps (1966) related how level of human capital stock is an indirect determinant of economic growth. They concluded that â€Å"the usual, straightforward insertion of some index of educational attainment in the production function may constitute a gross misspecification of the relation between education and the dynamics of production.† (Nelson and Phelps, 1966, p.75) They believe that stock of human capital determines the economic capacity of a nation to innovate, which in turn lead to economic growth. Education and training facilitate the implementation and usage of new techniques makes an economy technologically progressive and more productive. Henceforth, incentives to innovate and market structures necessary for research and development have become important in theories for growth. The Schumpeterian growth literature revived this doctrine. The Schumpeterian theory explains that â€Å"current innovators exert positive knowledge spillovers on subsequent innovators as in other innovation-based models, but where current innovators also drive out previous technologies-, generates predictions and explains facts about the growth process that could not be accounted for by other theories.†(Aghion et al, 2013, p.35) The empirical literature on technical diffusion has been growing. The role of human capital in facilitating technological is supported by Welch (1975), Bartel and Lichtenberg (1987) and Foster and Rosenzweig (1995). The significant spill-overs are documented by the survey of Griliches (1992). Benhabib and Spiegel (1994), using cross-country data, investigate the Nelson-Phelps hypothesis and conclude that technology spillovers flow from leaders to followers, and that the rate of the flow depends on levels of education. As a matter of fact, a great deal of study seeks to analyse the relationship between level of education and technological diffusion and this affects economic growth. Some examples will be Islam (1995), Temple (1999), Krueger and Lindahl (2001), Pritchett, Klenow and Rodriguez-Clare (1997), Hall and Jones (1999), Bils and Klenow (2000), Duffy and Papageorgiou (2000), and Hanushek and Kimko (2000). (Jess Benhabib and Mark M. Spiegel, 2002) Endogenous growth model The second approach is the endogenous growth model inspired by Gary Becker’s human capital theory (1964) which directly links human capital to economic growth. The basic idea behind Becker’s view is that growth is driven by human capital accumulation. Nobel laureate Robert Lucas presented an endogenous growth model in which the engine of growth is the human capital. He added â€Å"what Schultz (1963) and Becker (1964) call human capital to the model, doing so in a way that is very close technically lo similarly motivated models of Arrow (1962), Uzawa (1965)and Romer (1986)† ( Lucas, 1988. p.17). He assumed that individuals choose to allocate time to current production or schooling based on increases in productivity and wages in the future due to the current investment of time in education. Lucas model can be summarized in Y = Kß(UH)1-ß, Where H represents the current human capital stock of the individual and U is the fraction of time allocated to current production and K is the per capita stock of physical capital. Human capital growth model Over time, with numerous studies on human capital, different variables were included in the growth equation as a measurement of human capital. Drawing upon Mankiw et al. (1992), Barro (1996a, 1996b), Bassanini and Scarpetta (2001), Bloom et al. (2004) and Gyimah-Brempong and Wilson (2004), the following growth equation was modelled in the Baldacci, Clements, Gupta and Cui (2008) paper on Social Spending, Human Capital, and Growth in Developing Countries. The growth equation is based on the framework of neoclassical growth augmented by the inclusion of education capital, ed, health capital, he, investment ratio, sk and denotes the set of macro and institutional control variable such as the fiscal balance, inflation rate, trade openness, and governance that augment the baseline specification of the model. Moreover, it is assumed that there is a relationship between the initial stock and increment in human capital with per capita GDP growth, g. The baseline growth model was as follows: Where git is real capita per income growth, 1i and 1t denote the country-specific effect and period-specific effect, respectively, Ln (yit-1) is the lagged logarithm of per capita income to control for the expected reduction in growth rates as per capita incomes rise and there is convergence to steady growth rates; Skit denotes the investment ratio, Edit refers to the stock of education capital, which is proxy by the sum of the gross primary and secondary enrollment rate, Ed refers to changes in education capital, Heit refers to the stock of health capital, and he refers to changes in health capital, mit consists of control variables and uit is the error term.   Ã‚   Japanese in Brazil: Asian-zing Brazil Japanese in Brazil: Asian-zing Brazil Wendy Do   As a country of a very diverse population, Brazil has experienced the influx of a variety of races and ethnicities throughout the course of history. As a result, Brazil continues to experience extreme cultural syncretism and assimilation. Nearing the end of the nineteenth century, the world saw Brazil as a country with a high degree of miscegenation (Schwarcz 3); immigration is one of the major cause for this. From the discovery of Brazil in the 16th century to its colonization by Pedro Alvares Cabral and onward, Brazil has been a country of immigrants. One country in particular, Japan, started emigration to Brazil in the early 20th century. Most people would not expect Brazil to contain the largest Japanese immigration population. My thesis is that: Japanese immigrations initially sought relief from the Meiji Restoration and chose Brazil due to their increasing demand for laborers, but over time established a huge community which to their settlement. In this essay, I will discuss th e initial reason for the Japaneses immigration to Brazil, the impacts of these migrants, and the reaction of the Brazilians and Japanese to the migrants. This will demonstrate the impact of an Asian immigration society in Brazil and how it contributed to the diverse population due to racial formation. Before the Portuguese settled in Brazil, the majority of the population was of indigenous groups. As described in detail in Schwartzs work, when the Portuguese first arrived, they encountered various Indian groups and made an agreement where they decided that they needed to civilize the indigenous (Graham, W1D2). While the two groups of the Jesuits and the Portuguese settlers disagreed in ways to civilize the indigenous, they both believed in slavery. As indigenous groups were forced into slavery, they faced many risks including, overcrowding in their communities called aldeais and diseases that killed them at alarming rates (Graham, W1D2). Before the Portuguese arrived, the population of Indians capped around five million but by the 1950s, the population decreased to one hundred twenty thousand (Graham, W1D2). This not only led the devastation of the ingenious population, but increased the demand for labor. This trend would later contribute to the Japanese immigration to Brazil. How ever, before the Japanese, the substitution of indigenous slavery with African slave labor made its way. Brazil had a slave economy where one product dominated Brazils export for most of the slave period from 1550-1888 (Graham, W2D2). This began with the Donatorio Captaincies which were awarded by the crown in Portugal in order to protect interests in Brazil. The awards gave the Portuguese courtiers and soldiers, who bore the title of captain, to have the right of taxation, justice, administration, and the privileges to promote settlement and economic development (Schwartz 13) in Brazil. This marked the beginning of the Portuguese settlement which would evolve into plantations. The Coffee Cycle, is the period we will be focusing on, which took place from the 1830s to the 20th century. Coffee was expanding and slavery was abolished in the 1880s (Graham, W2D2) which led to a need for laborers. According to Schwarcz, from the beginning of the coffee plantations, the owners have contracted with workers in their home countries and engaging in acts such as loaning them money for travel costs, housing, or other expenses (8). With this being said, it can be noted that the Japanese were viewed more as an indentured servant, but eventually grew in status and recognition. The previous events mentioned have contributed to the diverse population in Brazil through: the indigenous already living there, the settlement of the Portuguese, the African slavery, and immigration from other countries. Many intellectuals, politicians, and cultural and economic leaders saw [] immigration as improving an imperfect nation that has been tainted by the history of Portuguese colonialism and African slavery (Lesser, 2013, 2). With the end of slavery, planters have encouraged their state and federal government to seek Europeans in order to replace their slaves in the massive coffee economy. By 1888, thousands of immigrants poured into Sao Paul (the largest group being the Italians); however, these white immigrants believed the elites of Brazil had created a system that gave them an inability to move out of low status. This created immigrant-led protests against labor and social conditions and the deportation of Italian for anarchism (Lesser, 1999, 82), so Brazil sought fo r a more submissive group. Japanese diplomat, Sho Nemoto mentioned in a later signed treaty that Brazil would be a country where Japanese immigrants could be perfectly settled and we could improve our standard of living, buy property, educate our children, and live happily' (Lesser, 1999, 82). Correlating with the Meiji governments interest in emigration of Japan, this seemed like the perfect option for the Japanese to immigrate to Brazil. The reasons for Japaneses immigration are laid out as: Brazilians needed more labor due to the abolishment of slavery, Japans Meiji government created a period of modernization where peasants become hungry and restless; the encouraged emigration in Japan, and the establishment of colonies by previous Japanese. The first reason why the Japanese migrated to Brazil was because Brazil was seeking a new labor group to fill in as laborers. They saw Japanese immigrants as a ready solution from their previous disappointment with the European replacements; in addition, this could also help foster a relationship between Japan and Brazil in relation to trading. The first Brazil-Japanese treaty was then signed in 1895, where Brazil would see a rapid increase in Japanese labor (Lesser 84). In addition between 1908 and 1941, about one-hundred ninety thousand Japanese immigrants would settle in Brazil (Lesser, 1999, 83). A ship containing the first 781 members of the newly founded Japanese community called the Kasato-Maru arrived after its fifty-one day journey from Japan in June 1908 (Lesser, 2012, 153). The results of the Japanese led the Brazilian government to later promote immigration to other Asian countries, such as China. The Japanese were described as an intelligent and energetic force and this people is amazing us with their power to assimilate everything from European civilization in letters, in science, in art, in industry and even in political institutions (Lesser, 1999, 83). The expectations of the Japanese to the Brazilians were very low, but what the Japanese contributed to this society made them realize that they were definitely not inferior. The second reason for Japanese migration was due to their expectations of Brazil. The Japanese workers felt tricked due to the belief that they would become rich. In turned, similar to previous immigrants, the Japanese revolted against the Brazilian elites. Some of them fled to Argentina, where the salary was higher; or other urban areas such as Minas-Gerais, Parana, and Sao Paulo (Lesser, 2012, 155). One Japanese boy, Riukiti Yamashiro summarized his experience in Brazil as the following: It was a lie when they said Brazil was good the emigration company lied (Lesser, 2012, 156). Japanese propaganda had led the Japanese to believe that Brazil would rich in five years and that they would be able to return home wealthy. However, this was just a proportion of the feelings that Japanese had of Brazil. The Japanese also faced a problem from their home country due to the modernization and industrialization of the Meiji period from 1868 to 1912 (Carvalho 3). Japanese sought escape from poverty, overpopulation, heavy taxes and numerous socioeconomic problems. While some Japanese immigrated to Manchuria or Korea, other fled to Australia or Hawaii. Emigration that was prohibited during the Tokugawa period (1603 1867) was solved when Japan faced these economic problems. The Japanese government gave permission to emigration companies to recruit emigrants, Brazil being the primary destination as immigrants faced strong resistance from other countries (Carvalho 4). The first group of immigrants was a failure because the Japanese rebelled against the emigration companies and deserted the population due to poor treatment and no form of payment. In addition, most had no experience in farming. However, all hope was not lost for the Japanese in Brazilians, because the Japanese would continue to enter the country for the next fifty years (Carvalho 7). The third reason was that Japanese were able to create a community within Brazil. In order to create solutions to the land and labor problems, law were established which required immigrants to come as family units (Carvalho 7) and Japanese-run colonies were allowed to be established. In addition, the Japanese did hold a more powerful protector regime than other immigrants since they were able to establish regular school schedules for children and allow adults to participate in various every day activities such as gymnastics and moral boosting (Lesser 2012 156). Schooling allowed children of the immigrants to move up into more dominant positions in Brazilian societies. In addition, foreign government-sponsored colonies allowed Japanese to be relived from the worry of landowners which allowed them to focus on settlement. This discouraged them from returning to Japan and encouraging more emigration as the success in Brazil news spread back to their home country (Lesser, 2012, 157). There were many opportunities for the Japanese to assimilate into Brazilian culture. Most Japanese arrived at a time where the acquisition of land was easy, allowing them to produce new crops such as cotton, rice and potatoes (Carvalho 8). The social structure of Japanese communities mirrored those of traditional Japanese communities where the social order also followed traditional Japanese patterns. If a Japanese were to disturb the social order, they would be [ostracized] (Carvalho 10). The Japaneses primary goal was to accumulate as much capital as possible in order to return to their country of origin, so they worked hard and saved; however, the years they spend on Brazilian soil allowed them to bring their traditions and customs. This included their practices of incense money, gosembetsu (farewell gifts), and emphasis on social relationships between children and parent and society in addition to holidays as well (Carvalho 11). Their economic and cultural success allowed them to negotiate a position in the Brazilian society to the extent where Brazilian Indians and Japanese immigrants were of the same biological stock (Lesser, 2012, 160). Japanese immigration has contributed a great deal to Brazils national identity. The Meiji era created changes in the economic structure of Japan which led to relief through emigration. At the same time, Brazilians believed that Japanese immigrations would solve the problem of rural work, yet the same result due to poor treatment led to the revolt. However, the difference of the Japanese lied in the fact that they were able to form their own communities. This led to the population being able to culturally sustain themselves in Brazil. Currently, about 1.5 million Brazilians claim Japanese descent (Lesser, 1999, 174). The Japanese migration highlights the differences in immigration to Brazil. The Japanese and their descendants are among some of the best Brazilians and the cultural attitude they developed has allowed them to move into the upper-class of society. Today, Japanese-Brazilians can be found amongst every area of Brazilian society, from politics to economy to arts and industry (Lesser, 1999, 174). Even so, the pattern of emigration and immigration differ according to the economy of Brazil. For most of the last two hundred years, Brazil has been a destination for immigration (Lesser, 1999, 190). However, even with an improved economy, Brazil has been faced with the problem of emigration rather than immigration. A statistic from 2010 shows that about four million Brazilians live abroad which means the population is slowly decreasing. Many Japanese are involved in a phenomenon called dekasegui which means working away from home which is used to those who are descendants of Japanese who migrated to Japan (Lesser,2012, 191). With the amendment to Japans Immigration Control and Refugee Recognition Law in 1990, the Japanese were allows to have work visas up to the generation (Lesser, 2012, 191). This trend fluctuated for various years, for example, when Brazils economy grew strong in the 2000s and the Japanese economy weakened, the migratory trends reversed. As opposed to in the 19th century, Brazilian-Japanese immigrants believed they were temporarily migrating to Brazil to become wealthy (Lesser, 1999, 192). In conclusion, Brazil has and still is a country of immigration. Despite traditional views of Brazil as a country of mestizo and African slavery, the Japanese population outside of Japan is highest in Brazil. I chose to write this essay on the reason for Japanese immigration to Brazil because Asian immigration is typically viewed as the Chinese immigration to America in the 1800s. However, the Japanese is not a country that is really talked about. This relates to the course theme of the Racial Formation of Brazil because it discusses the reasons for the Japanese immigration and how it contributed to Brazils diverse population. Initially, the Japanese immigrations initially sought relief from the Meiji Restoration which paralleled the Brazilian need for laborers. However, the Japanese were allowed to create a settlement and community which in turned allowed for the mass emigration from Japan to Brazil. This contributed to the existing community today and despite reverse changes, Brazi l is able to add onto its extremely diverse and vast culture. Works Cited Carvalho, Daniela De. Migrants and Identity in Japan and Brazil: The Nikkeijin. 1st ed. Place of Publication Not Identified: Routledge, 2015. Print. Graham, Jessica. Arrival of Enslaved Africans. HILA 121A W1D2. Warren Lecture Hall, Rm. 2115, La Jolla. 19 Jan. 2017. Lecture. Graham, Jessica. History of Brazilian Indios. HILA 121A W2D2. Warren Lecture Hall, Rm. 2115, La Jolla. 12 Jan. 2017. Lecture. Lesser, Jeffrey. Immigration, Ethnicity, and National Identity in Brazil, 1808 to the Present. Cambridge: Cambridge UP, 2013. Print. Lesser, Jeffrey. Negotiating National Identity: Immigrants, Minorities, and the Struggle for Ethnicity in Brazil. (1999): Pp. 13-39 (Chapter Two); Pp. 81-94 (part of Chapter Four); Pp. 147-57 (Chapter Six).+. Duke University Press. Web. 21 Mar. 2017. Schwarcz, Lilia Moritz. Introduction. The Spectacle of the Races: Scientists, Institutions and the Race Question in Brazil, 1870-1930. New York: Hill and Wang, 1999. 3-20. Print. Schwartz, Stuart. Early Brazil: A Documentary Collection to 1700. (2010): 117-40. TED. Cambridge University Press. Web. 21 Mar. 2017.