Henri Fayol Principals Essay Example for Free

Henri Fayol Principals Essay Principle 1: Division of work According to Fayol’s principle one of management, division of work, he proposed that â€Å"work can be performed more efficiently if it is divided into smaller elements and assigning specific elements to specific workers† (Rodrigues 2001, p. 880). Contrary to this principle, workers might get bored of doing the same task. For instance in a factory, work is divided into many parts where each of the worker is responsible for a specific task. Eventually these workers will be proficient in their job, where it will become a routine work. However, if they were to continue to perform the same routine task over a very long period of time, they might lose interest or become too complacent. They are not being challenged or made to encounter new or different situations during the job. Thus, this does not create opportunities for them to develop new skills. Employees need to be exposed to job opportunities so that they will be able to pick up new skills, and not just focusing on a specific task. If these employees are given the opportunity to develop new skills, it will give them a sense of importance and belonging in the organisation, and these new knowledge will inspire and motivate them to be more engaged and have a better understanding in their work. Every employees would seize it as an opportunity whenever they face challenges (McGregor Harpaz, cited in Rodrigues 2011, p. 881). Therefore, organisation should come out with methods and tools that are able to increase the opportunities and challenges of the employees (Schmitt, Zacher de Lange 2013, p. 516). To support this, employers can provide workshops and trainings for employees to broaden their skills and specializations. This will also open up the employees’ room for professional development. For example, Singapore Workforce Development Agency, WDA encourages employees, professionals, managers and executives to upgrade and build up on their skills through skills-based trainings (Singapore Workforce Development Agency 2012). Opportunities given to employees at work will allow them to learn and gain more skills and knowledge. In addition, this will also boost up their growth and confidence level in their work as they are empowered with multi responsibilities. In the presence of job enrichment, employees are able to deepen their job responsibilities and have control over their work (Dickie Dickie 2 011, p. 71). Job enrichment will benefit the organisation as it will reduce the number of absenteeism, turnover  intentions and social loafing while increase employees’ job satisfaction, organizational commitment and individual productivity (Davoudi 2013, p. 107). In other words, organisation should encourage and send their employees for skills upgrading to stretch their capabilities. In contrast to Fayol’s understanding that an employee doing one task will increase their efficiency, employee that have more than one skill will benefit the organisation as their knowledge has become greater than before. Another disadvantage to this principle in this 21st century context is the impact of technology whereby machines has taken over some but not all, specialised jobs (Rodrigues 2001, pp. 880-881). Back to the factory example; then people were hired to do manufacturing jobs such as assembling cars. Each worker was given a specific task to assemble a car, but now these tasks are carried out by robots, where they are able to do more than one task (John Markoff 2012). As a result these workers might lose their jobs. Thus this principle, to a certain extent, it may not be relevant today. There are still organisations who practice this principle, but with the fast moving technology and employees who are eager to learn, it might not apply to this day. ? The managers have the power to instruct their employees to perform work that they give. Thus in this principle, managers give their employee rights (authority) and let them be responsible to complete the task (responsibility) that is being delegated to them (Bushardt et al. 2010, p. 9). In this context, it shows that the manager’s role is authoritative, which makes the subordinates have to follow the manager’s instructions (Cheng 2004, p. 91). Managers must stay in mind that they must have a shared understanding with their employees when they assign the task to them (Miles, cited in Evans et al. 2013, p. 24). They must take in consideration not to misuse their authoritative power to the extent that their employees have no choice nor say when their managers delegate the task to them. When the manager and the employee have a common goal, it will open up opportunities for employees to share opinions and make decisions to accomplish the required task. This also allows the managers to understand their employees and get engaged with them. In support of this, managers need to be a good example to their employees so that they will feel inspired and motivated to reach their organisational goals. Hence, managers have to be a transformational leader by moving their team forward to inspire and motivate them (Warrick 2011, p. 12). Whenever someone thinks of a leader, he will associate them with acquiring power, influence and authority (Dickie Dickie 2011, p. 83). One can have power and authority, but only a few are able to influence, inspire and motivate their employees. Fig 1.1 Leader behaviour continuum (Tannenbaum Schmidt, cited in Dickie Dickie 2011, p. 87) The two-dimensional model in fig 1.1 explains that managers’ role of authoritativeness and sub-ordinates empowerment has to be balanced between managers and the employees. Employees are able to participate in the decision making by voicing out their ideas to their managers. Managers can then make a decision based on this shared understanding (Tannenbaum Schmidt 1973). Hence, employees are given the permission to complete the given task which was based on a clear and discussed understanding with the manager. In contrast of Fayol’s perspective, delegation of work to the employees should be tasked responsibly with a shared understanding. Thus, employees will feel that their role in the organisation is worthy and  trusted. References Davoudi, SMM 2013, Impact: Job Enrichment in Organizational Citizenship Behaviour, SCMS Journal of Indian Management, p. 107, Business Source Complete, EBSCOhost, viewed 21 November 2013. Dickie, L Dickie, C 2011, Cornerstones of Management, 2nd edn, Tilde University Press, Australia, p. 71. Rodrigues, CA 2001, ‘Fayol’s 14 principles of management then and now: A framework for managing today’s organizations effectively’, Management Decision, vol. 39, no. 10, pp. 880-889. Schmitt, A, Zacher, H de Lange, AH 2013, ‘Focus on opportunities as a boundary condition of the relationship between job control and work engagement: A multi-sample, multi-method study’, European Journal of Work and Organizational Psychology, vol. 22, no. 5, p. 516, Business Source Complete, EBSCOhost, viewed 17 December 2013. Singapore Workforce Development Agency 2012, About WDA, Singapore Workforce Development Agency, viewed 12 January 2014, . John Markoff 2012, Skilled Wo rk, Without the Worker, New York Times, viewed 12 January 2014, . ? Principle 2: Authority and responsibility Bushardt, SC, Glascoff, DW, Doty, DH, Frank, M Burke, F 2010, ‘Delegation, Authority and Responsibility: A reconfiguration of an old paradigm’, Advances in Management, vol. 3, no. 9, p. 9. Cheng, BS, Chou, LF, Wu, TY, Huang, MP Farh, JL 2004, Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations, Asian Journal of Social Psychology, vol. 7, no. 1, p. 91. Dickie, L Dickie, C 2011, Cornerstones of Management, 2nd edn, Tilde University Press, Australia, p. 83. Dickie, L Dickie, C 2011, Cornerstones of Management, 2nd edn, Tilde University Press, Australia, p. 87. Evans, WR, Haden, SSP, Clayton, RW Novicevic, MM 2013, ‘History-of-management thought about social responsibility’, Journal of Management History, vol. 19, no. 1, p. 24. Tannenbaum, R Schmidt, WH 1973, ‘How to choose a leadership pattern’, Harvard Business Review, vol. 51, no. 3, p. 164. Warrick, DD 2011, ‘The urgent need fo r skilled transformational leaders: integrating transformational leadership and organization development’, Journal of Leadership, Accountability and Ethics, vol. 8, no. 5, p. 12. ?

Coaching And Mentoring For The Leadership And Management Management Essay

Coaching And Mentoring For The Leadership And Management Management Essay Both coaching and mentoring are procedures that facilitate together corporate and individual customers to attain their complete prospective. Coaching isà ¢Ã¢â€š ¬Ã‚ ¦ A process that enables learning and development to occur and thus performance to improve. To be a successful Coach it requires a understanding and knowledge of progression as well as the diversity of styles, abilities and procedures that are suitable to the framework in which the coaching takes place. Eric Parsloe, The Manager as Coach and Mentor 1999 page 8 The communal cord tying all kinds of coaching mentoring is that these facilities offer a vehicle for investigation, consideration and accomplishment that finally allow the consumer to attain success in one more areas of their work or life. Mentoring isOff-line benefit by individual person to another in making substantial changes in knowledge, work or thinking. Clutterbuck, D Megginson, D, Mentoring Executives and Directors 1999 page 3 Coaching and Mentoring have many features in common that we can outline the similarities that coaches and mentors perform irrespective of the services offered in a paid (professional) or free (philanthropic) role. Simplify the investigation of desires, inspirations, requests, talents and thought processes to assist the individual in making genuine, lasting change. Implement interrogative methods to expedite clients own views in order to classify solutions and actions relatively than takes a wholly directive methodology. Support the client in setting suitable methods and objectives of evaluating progress related to these goals Be observant, attentive and ask relevant questions to recognize the clients position. Utilize tools and techniques creatively which includes, simplifying, counselling networking. Encourage the assurance to development and action of lasting personal change growth. Maintain unqualified optimistic respect to the client, that means the coach will be at all times non-judgmental and supportive of the client, their views, aspirations and lifestyle. Ensure clients have healthy dependencies with coaching and mentoring relationships develop personal competencies. Evaluate the consequences of the procedure, using objective procedures where possible to ensure the flourishing relationship and the client is succeeding their personal goals. Encourage clients to constantly progress capabilities and to improve new progressive pacts where essential to achieve their goals. Work within their range of particular capability. Possess recommendations and capability on the areas where skills-transfer coaching is provided. Administer the correlation to confirm the client accepts the suitable level of facility and there are neither too short, nor too long programmes. Difference between coaching and mentoring: We now know there are lots of similarities between Mentoring and Coaching. Mentoring: An Older or wiser colleague can pass on his experience, knowledge which enables an individual to follow his path to gain good opportunities. Coaching: Unless it is Client-specific/skill based, coaching may not directly focus on the direct experience of Clients formal occupational role. Executive Coaching Mentoring: Many times people overlap the terms Executive Business coaching or Mentoring and call themselves Executive/Business Coaches and Mentors in the marketplace. Coaching and mentoring should not just be seen as a luxury enjoyed by a few managers in large, well-funded development agencies, but something that has genuine value at all levels and all types of organisations. Hailey 2006:22 Executive Coaches and Mentors should basicallyà ¢Ã¢â€š ¬Ã‚ ¦. à ¢Ã¢â€š ¬Ã‚ ¢ Have a track record in executive professional roles à ¢Ã¢â€š ¬Ã‚ ¢ Work with those who are high-flyers or with those who have potential to be one. à ¢Ã¢â€š ¬Ã‚ ¢ Work on board at CEO level with high profile or blue-chip organizations à ¢Ã¢â€š ¬Ã‚ ¢ Maintain complete confidentially à ¢Ã¢â€š ¬Ã‚ ¢ Work with business leaders and potential captains of industry Business coaching mentoring: Catalysts that inspire companies to implement Mentoring Coaching is to provide employees key support through career or role changes, mergers acquisitions changes and Organizational development changes. Coaching and Mentoring were mainly done by Senior Managers and company directors. These are now available as professional tool linked closely with company initiatives to help the staff to adapt changes which is consistent with their personal values and goals. Ad Coaching mentoring focus on client, improves morale, motivate individuals to enhance their productivity reduce staff turnover because it makes individual feel valued adapt to organizational changes. This role may be taken up by internal coaches, mentors or by any professional coaching agencies. Skills coaching and mentoring: Skills coaching is similar to one-one training. Coaches and Mentors have a holistic approach to individuals personal development with the capability to focus on the fundamental skills and requirements of an employee. They should be highly competent and experienced to outperform the skills they mentor or coach. Todays job market is changing and traditional training program is often inflexible or generic to deal with this fast pace of change. A one-to-one skills coaching allows much adaptive, flexible and on time approach to skills development. We can apply skills training in live environments instead of taking people into a classroom away from the job, where it is less effective to simulate real job environment. One-to-one skills training is not the similar to sitting next to Nelly approach to on the job training. The fundamental difference is that like any good personal or professional development intervention this is based on need assessment related to job roles that generates measurable learning and performance outcomes. This type of Skills training is likely to focus mainly on skills required to perform job function instead of telling or directive style. Personal coaching mentoring: Personal or life coaching is increasing considerably in the UK, Europe and Australia. Personal coaches may work in person along with the email and telephone based relationships. These coaches are mentors work in highly supportive roles to those who desire to make some form of significant change within their lives. Coaches propose their clients an encouraging and motivating environment to discover what they aspire in life and how they might achieve them to fulfill their needs. By being friendly and committed to action, coaching allows an individual his personal space and helps client to support themselves to grow and develop in their experiences. Coachs key role is often to help the client maintain the enthusiasm and dedication needed to accomplish their goals In many scenarios personal coaching is differentiated from completely with the focus and context of the programme. Business coaching is conducted always within the limitations placed on the individuals context or the organizational group. Personal coaching on the other hand is taken completely from a individuals perspective. The objectives, costs and benefits of a coaching scheme being introduced in an organisation: Between late 1930s and 1960s, coaching literature mainly focused on Internal triaining with Supervisors and Managers acting as coaching in the organizations. Paper by Gorby (1937) explains how the senior employees are trained to coach new employees. Another 1938 Publication by Bigelow discusses the advantages of Sales coaching. Mold in 1958 reported on the benefits of Manager acting as Coach and Maher(1964) identified the difficulties in Managers becoming effective coaches. Gershman in 1967 produced his doctoral research thesis that Supervisors/Managers who were trained as successful coaches helped to improve employees attitude and job performance. The cost/benefit analysis: The costs of a fully implemented coaching culture can be high, including some or all of the following: à ¢Ã¢â€š ¬Ã‚ ¢ Fees of external coaches. à ¢Ã¢â€š ¬Ã‚ ¢ Training costs of internal coaches and continuing fixed costs. à ¢Ã¢â€š ¬Ã‚ ¢ Lost chargeable time while individual coaching/mentoring is undertaken. à ¢Ã¢â€š ¬Ã‚ ¢ Training costs of professionals who wish to coach/ mentor in their management and client roles (both in the cost of training them and in the loss of time given up to coaching). à ¢Ã¢â€š ¬Ã‚ ¢ Increased time in using coaching as a learning tool (learning is a two-way process and takes longer). With such easily measured costs there will always be a challenge as to the benefit. This is a significant challenge for many organisations but as Bridget Allen, head of coaching at KPMG said: KPMG is a highly successful commercial organisation and does not adopt strategies and actions lightlywhile we may not measure the benefits of the coaching culture on a scientific basiswe wouldnt do it if it didnt work. How should organisations measure the benefits of a coaching scheme more systematically? The organisation could start with one-to-one coaching and individual performance (or possibly performance of their division/department). Success could be defined as a return on their expectations, which would be to achieve their coaching objectives. A complementary piece of research was undertaken by the Chartered Institute of Personnel Development recently. It asked a number of leading global companies the simple question Does coaching really work? (Chartered Institute of Personnel Development (2006)) 96% of respondents thought internal and external coaching were highly effective. Yet again, only 32% suggested that this conclusion could be based on KPI improvements; the remaining respondents agreed their conclusions were more subjective. Nonetheless, a more systematic way of measuring benefits from coaching programmes is possible and the results are compelling. In 2001, a US entity, Manchester Consulting Inc (Manchester Consulting Inc (2001), Coaching the ROI) undertook a return on investment exercise (using Fortune 1000 entities), comparing the costs of introducing a coaching programme with the benefits, as measured by increased revenue, cost savings and estimated financial gains from better relationships and improved KPIs. The overall return on cost (ROI) investment was calculated at some 600% as shown in the following table: It is easier to identify the impact of coaching/mentoring on individuals than it is to observe and assess impact at the organisational level. The learning histories illustrate, however, that changes at the individual level can, and sometimes do, permeate more widely through the organisation through improved styles of leadership, management and communication. Below are the tangible benefits from organisational changes that arose from a leadership coaching and mentoring: Time management and planning would be much improved. Individual staff working on issues such as communication skills and consciousness would rise in separating issues from people, to avoid personal attacks and conflict. The senior management would increase confidence in their roles and feel motivated by the coaching process. Awareness would be raised of potential pitfalls in cross-cultural communication. Efforts would be made to develop and finalise policies, systems and procedures. Understanding of internal staff politics and how to work effectively across an organisation in a leadership capacity, Influencing and negotiating more effectively. Investing time and effort in learning through coaching/mentoring helps to encourage a wider learning environment within an organisation and to develop an appreciation of the importance of learning for organisational change and development. I find, therefore, that while some organisations believe coaching gives a return on investment and measurable benefits, the overwhelming majority believe the benefits are not capable of such precise measure. The perceived benefits of coaching are strongly felt by our global respondents. Identifying what benchmarks you would use to judge the success of a coaching and mentoring scheme; Performance coaching derives its theoretical benchmarks and models from business, psychotherapy and sports psychology. It is an on-going process where a coach guides or encourages continuous improvement of the individuals effectiveness. Below are some of the industry proven methodologies/processes for benchmarking the success of coaching and mentoring scheme: GROW Model STEER OSKAR Model The GROW Model of Coaching: One of the first performance coaching models developed the GROW model continues to be the most popular. It is a simple yet powerful framework to guide coaching sessions (Dembkowski and Eldridge 2003). Coaches ask a series of questions relating to the persons Goal, their Reality, their Options and their Will. G Goal. The persons goal should be as specific and measurable as possible, enabling the coach to ask: How will you recognize that you have accomplished that goal? What are the anticipations of others? Who else needs to recognize about the plan? How will you notify them? R Reality. The current situation the person is experiencing needs careful analysis. Sometimes, simply by seeing the situation clearly (rather than what was imagined), the resolution becomes obvious. Coaches can ask: What has been stopping you reaching your goal? Do you know anybody who has achieved their goal? What learning they got from them? O Options. Once you know wherever you are and wherever you want to go, the next step is to explore the options you have for getting there. Coaches can question: What can you do as a step one? What else could you do? What would happen if you did nothing? W Will. To change and improve performance, motivation is necessary. The anticipated result from this stage is a assurance to action. The following questions can direct coaches: Where does this goal apt in with your individual significances at the instant? What complications do you assume to meet? How will you overawed them? How committed are you to this goal? What steps are needed to achieve this? The STEER Model The STEER model which is (Spot, Tailor, Explain, Encourage and Review), similar to GROW, is duty concerned with and also has its base in the domain of game. But it varies from GROW model, and from other prototypes, in that it includes the coach signifying how a particular task must be done. S Spot training requirements T Tailor training content to meet the needs of individuals E Explain and determine how the duty would be completed E Encourage the individual however he/she is learning R Review progress during and on completion of learning. Solution-focused Coaching: The OSKAR model As with other models, the OSKAR model is a series of suggested questions to help guide both individual sessions and the overall process. This model makes use of a scale (0-10) so that participants can visualise where they are, where they want to be, and with the support of the coach work out how they could reach where they would like to be on a linear image. This style of questioning is designed to stimulate the coachee/mentee to analyse their own situation for themselves, and articulate how they can change according to their own experiences. O- Outcome What is the objective of this coaching? What do you want to achieve today? S Scaling On a scale of 0-10, with 0 representing the least it has ever remained and 10 the preferred future, where would you put the situation today? Describe your position in life now (lets call it n) whatever organized you ensure to get this far? How would you know you had get to a better situation than you are at now (n+1)? K Know-how and resources What helps you perform at the level you are at now (n on the scale), rather than at the worst it has ever been (0 on the scale)? When does the consequence at present happen for you even a tiny bit? What did you do to make that transpire? How did you do that? A Affirm and action What is already going well? What is the next small step? You are now at the position you just described (n), what would it take to get to a better situation (n+1)? R Review: whats better? What did you do that made the change transpire? What effects have the changes had? What do you think will change next? What changes adopting such a system might have on the organisations culture and knowledge management system CEOs and leadership teams are exciting with the supervision of people in complex organizations. Great leaders construct a philosophy in their businesses that initiatives the effects they want to accomplish. It is the leader of an association who is in the finest position to inspire culture change.   No one person, nevertheless, can change an entire culture. Impelling culture involves obtaining the trust and enhancing the capabilities and motivation of those who follow.   The leader has the potential to create the situation that becomes a powerful source of recognition and commitment for employees (Schein, 1992). The assumptions, beliefs and attitudes that monitor a companys distinguishing way of doing business outline a companys culture. Organizational culture can be a foremost aspect in a companys success or failure over time. Cultural individualities and values may be clear or not so clear.   Occasionally they are the least understandable to those who are drive in within the companys way of doing and observing things.   Also, culture in great associations has sub-cultures which are complex that activate in diverse parts of the corporation.   On an individual level, it is not constantly deceptive to leaders how their own behaviour (or that of their supervisors) teaches, models and emphasises the enterprise culture.    A companys culture affects bottom line financial outcomes and in some scenarios cited as the key factor determining the failure of a merger. In a large-scale survey (Galpin Herndon, 2000, p. 236) 57% of enterprises quoted risk of confrontation to change to their mergers success. 73% quoted leadership as being the aim for the accomplishment of their merger and acquisition 35% cited cultural compatibility as actuality the purpose for the victory of their merger and acquisition.   Other facts (Denison, 1990) advises that assured cultural manifestations, such as mission (a meaningful long-term direction), adaptability (responsiveness to the business environment), consistency (values and systems) and involvement (strong capability/ownership) are ominously related to a companys customer satisfaction, return on investments, sales growth, return on assets and other consequences. Knowledge Management Coaching and Mentoring: You know the value of Knowledge Management. You know that if you can introduce a system of knowledge transfer and re-use, you can help your company reduce costs, risk and rework, and deliver secure business success. You need to implement an approach that enables staff facing a new and unfamiliar problem to find valid, tried and tested knowledge based on long experience, which can help provide solutions. You need to implement Knowledge Management. However implementing Knowledge Management may itself be a new and unfamiliar problem something you have never done before. Where can you find valid, tried and tested knowledge and solutions? Where can you find sound practical advice, which you know is based on long experience? If Knowledge Management is of real business value, then knowledge about Knowledge Management is of even greater value. You need to find mentors: people you can trust and from whom you can learn about implementing Knowledge Management. People who can help you reduce costs, risk and rework, and deliver the secure business success of your Knowledge Management program. Finding a mentor in the current Knowledge Management world is not easy. There are a wealth of consultants out there, and it can be difficult to know which ones can really help you. Cost is not a valid guide you need to look at depth of relevant experience. This experience can be gained through, ongoing coaching and mentoring. Conclusion For coaching and mentoring to make a significant contribution to leadership development requires more mentors and coaches. Many capacity-building efforts that include a coaching and mentoring component fail simply because there are too few good quality local coaches on hand to provide follow up. There is a need to invest in the development of local coaches and mentors. The range of experiences of coaching/mentoring within CSOs highlight various issues and considerations. Whereas the overriding principles remain constant, particular considerations relating to context emerged from ur research. From the earliest stages of designing coaching/mentoring processes, practitioners need to bear these considerations in mind to pre-empt particular issues that may arise. Key Considerations for Coaching and Mentoring: The person has to be committed to change. The person should be able to choose their mentor/coach. All parties should prioritise and plan for coaching/mentoring. They should be seen as a core activities, rather than an add-on. The organisation and manager (if applicable) need to provide support for the process. The organisation needs to allocate sufficient time and funds. Patience is needed especially with difficult leaders and in situations of internal conflict: it is a long-term process. Post-conflict situations throw up particular problems of weak capacity. While enthusiastic, we must also remain realistic about mentoring and coaching. They cannot solve all problems in organisations and leadership. If the wrong person is in post, mentoring may not help; if the person is not committed to improving their own performance, coaching will not add value; if the person wants technical recommendations from outside, mentoring will be frustrating for all. In short, we first need to understand the context clearly, and then work out with the client the most appropriate capacity-building solution.

Changes in brand image of Toyota

Changes in brand image of Toyota Toyota is one of the top car brands from Japan. They have been one of the biggest automakers in the world. They have been producing automobile for the past 60 years. They have put their brand in the spotlight and they have achieved the consumers trust on their products and brand. Toyota has been profitable from their first creation. Their brand has been well known and used by consumers worldwide. Their quality of product has never disappointed their customers. Their brand image has been built on the safety and reliability of their cars. 2.0 Brakes Malfunction and Sticky Pedal Accelerators In the previous years, Toyota has encountered issues that are similar to year 2009 but in year 2009 they have to announce to their stakeholders that they are calling a major call back on their new hybrid cars Toyota Prius. It is a fully hybrid electric medium build car that has good qualities as it is environmental friendly but it has a big problem. The problems are that the car brakes failed to work the accelerator pedals got stuck. Toyotas taking a huge hit at the moment in terms of their brand image, Mr. Champion said. In January, the problems of sticky accelerator pedals reached almost to 4.5 million vehicles and in November, as many as 5.5 million vehicles with accelerator pedals that could become trapped by the floor mat were called back. Toyota Prius have started been sold in the year 2004 throughout year 2009. These model years are affected by these problems of brake malfunction and the sticky accelerator issue. Toyota has also made a mistake to their stakeholders by not responding to the issue soon enough before the news spreads out to the public. Their Board of Directors should have take action before more complaints are filed. 2.1 Employees The employees that are affected by this issue are the one responsible for assembling and installing the brakes to the vehicle. Their quality check department employees are to be blamed in this matter due to their careless checking. The repairing works begin as soon as the shipments of the parts reached the dealerships. Employees will take at least 25 minutes to completing each repair work. One of the service managers Dave Davis says that Its going to be chaotic, but were doing the best we can. If I have customers until 9 oclock at night, thats how late Ill stay open. This statement proves that employees have to work long hours to finish up the repair works. For the employees that are working in the assembly line, they are under pressured by having to come up with a more dependable fix as soon as possible because the longer they take to find a dependable fix, the longer the assembly line will be idle, the higher the cost of Toyota will be. When the assembly line is idle means that other processes are put on hold, there will be no new car sales probably until Toyota fixes the damaged they have caused to their own company. 2.2 Customers The customers are the people that affected the most due to this mishap. They are at risk of losing their lives when the breaks of their vehicle fail to function as they should. Toyota was aware of the complaints in Japan about the braking problems on their Prius. In the United States, the complaints on the Prius brakes are building up as well. An accident was reported in Japan, suspected to be linked to the brakes not functioning. According to the Japanese Transport Ministry, the accident injured two people as the Prius they were driving crashed into another car head on. (CBSNews Business) 2.4 Shareholders Their shareholders are affected by this issue because they have invested in Toyota for the project of the Prius. When this problem arises their stock prices will fall. Their dividends are automatically affected by this issue. Toyota stocks falls drastically in the Tokyo Stock Exchange, falling 5 percent to 3,230 yen ($35) after dropping 5.7 percent the previous day. When the U.S. call backs were announced in the media, 22 percent of their stocks are lost. 3.0 Importance of Dilemmas After this issue is out in the public, Toyota has admitted to the press that their hybrid car has problems. They have made a major call back of the vehicle globally. As many as 4.5 million units were called back. Toyota is making a decision what any other auto manufacturer would do in this kind of situation. They send out letters to the affected car owners that need to send their vehicle for the call backs. The Toyotas technicians are working hard and working long hours to deal with the high volume repair jobs that are occurring. If the Toyota does not realize how important this issue will affect their company, they will have to suspend the sales of the new car of the affected models that are still at their dealers lots and the new car production will also be temporarily stopped. They must know that this issue is big. 3.1 Employees The production plant in Alabama is shutting down for three months in order to cut the inventory levels but no full time workers were let go. Instead, the part time workers were let go and their overtime were cut. During the three months shut down, Toyota came up with a training, cost cutting and improvement plan for their employees. Jim Bolte the President of a plant in Alabama, United States says that When we made our initial announcement about our non-production time and told our team members that they would not lose their jobs, we could see that many of them maybe didnt believe usà ¢Ã¢â€š ¬Ã‚ ¦. He also added Now they know that when we say things we really mean them. (Reuters) 3.2 Customers After the occurrence issue, Toyota provides free transportation for their customers in the United States to the dealers for repairs that involved in the call backs. They provide this free transportation to those who refuse to drive their call back vehicle to the dealership and also reimbursement for the Toyota owners. At the dealer, they provide a rental car or a pickup and return car at the dealership. They provide a fast service on the repair works and they also give reimbursement to their dealers for the cost of compliance. (Bloomberg Business Week) 3.3 Shareholders The Toyota Motor Corporation President Akio Toyoda bowed and apologized to Toyotas shareholders for causing the biggest global call backs of their vehicles. It was the first time the president of Toyota faces the shareholders since the companys reputation was damaged due to the call backs issue. He says that the company is doing their best to improve their quality control and he is thankful to the shareholders for their support. He adds We believe our most important task is to regain customers trust. (Autos on msnbc.com) 3.4 Theory Toyota should know look into the utilitarianism theory. This theory has been used since the eighteenth and nineteenth century philosophy but the idea of this theory is still applicable in the twenty-first century. This theory explains that we should make a decision by considering the consequences of our actions. It means that we should act in ways that produce better out come than the alternative we are considering. In principle it is also known as maximizing the overall good or the greatest good for the greatest number (Hartman P. L. and DesJardins J. 2008). A decision that fulfils all these terms is the right decision to be made ethically. Therefore, Toyota has to figure out what is the best thing to do for the sake of their stakeholders. Thus, by making the right decision they are able to regain their stakeholders trust towards their company. Toyota can use this theory not just to make decision for their current issues but also they can refer it if there is any issue occurred in t he future because it balanced the good over bad for those who are affected (Shaw H. W. and Barry V. 1998). 4.0 Our Principe Toyota believe that theres no best only better. They will keep on getting better for the future. That is why they put their brand message Moving Forward. This message proves how passionate they are for innovation and discovering new ideas and technology. They know that no matter how successful they may get, there will always be new challenges that awaits them in the future. They are focused on the future of the company and their brand. They will not stop pursuing for excellence as they are dedicated to Kaizen which means continuous improvement. By implementing this in their hearts, they are able to give what their customer values the most out of them which are their quality, durability and reliability of the vehicle that they have produced. Even though, currently Toyota is facing some issues on their quality and reliability, they still hold strong on what they believe in which is Kaizen. They are trying their best to regain what they have almost lost from their stakeholders. (Toyota Corporate info) 5.0 Recommendation

The Conception of Time in William Bucks Mahabharata Essay -- Mahabhar

The Conception of Time in William Buck's Mahabharata      Ã‚   In Hindu philosophy, there is no absolute beginning to the universe and no absolute ending. Therefore, time is not conceived of in a linear fashion as is common in western philosophy. Instead, time is seen as a wheel turning within a larger wheel, and moksha, or the release from this wheel is one of the goals of of the Hindu devotee. In William Buck's Mahabharata, time is viewed by the characters as an enemy of sorts, a personified entity which causes loss. It is the intent of this paper to show how Buck presents a cohesive treatment of the concept of time in has retelling of the Mahabharata story. I would like to explore seven elements of his story and try to explain how they are connected into a meaningful whole.    In order to set the stage, if you will, for Buck's treatment of time, I would like to start by briefly going over how time is a part of the Hindu religion. Time in Hinduism is generally conceived of as a wheel rotating through cycles of sarga (creation) and pralaya (destruction) called kappa cycles. Each kappa cycle is a life of Brahma which lasts 100 Brahmic years or 311,040,000,000,000 human years. At the beginning of each kappa the world is created as Brahma is born and at the end of each the world is destroyed as he dies. Between each kappa, a period of 100 Brahmic years passes before Brahma is born again and the next kappa cycle begins. A further aspect of the kappa cycles is that they are made up of 1000 great aeons which are themselves made up of four yugas (ages). These four ages are Saga Yuga, Treta Yuga, Dvapara Yuga, and Kali Yuga which is the present age. Buck uses none of these terms in his work, yet it is clear ... ...s paper is show the cohesion of Buck's treatment of time, which becomes most evident by viewing multiple examples side by side. This is by no means an exhaustive analysis of time in Hindu philosophy, but by considering Buck's text in the context of that philosophy as I have, it becomes clear that it is possible to make that vast amount of knowledge accessible to an audience who may expect little more than a romantic history.       Source Cited: Buck, William. Mahabharata. Berkeley: University of California Press, 1973.    Sources Consulted: 1) Organ, Troy W. AThe Hindu Motif.@ Hinduism: Its Historical Development. Woodbury: Barron=s Educational Series, 2) Waterstone, Richard. AIndia: Concepts of Time.@ WWW page. URL http://pathfinder.com/@@xxAIUQcASaX4vvex/twep/Little_Brown/living/india/india_time1.html. 7 January 1997.    The Conception of Time in William Buck's Mahabharata Essay -- Mahabhar The Conception of Time in William Buck's Mahabharata      Ã‚   In Hindu philosophy, there is no absolute beginning to the universe and no absolute ending. Therefore, time is not conceived of in a linear fashion as is common in western philosophy. Instead, time is seen as a wheel turning within a larger wheel, and moksha, or the release from this wheel is one of the goals of of the Hindu devotee. In William Buck's Mahabharata, time is viewed by the characters as an enemy of sorts, a personified entity which causes loss. It is the intent of this paper to show how Buck presents a cohesive treatment of the concept of time in has retelling of the Mahabharata story. I would like to explore seven elements of his story and try to explain how they are connected into a meaningful whole.    In order to set the stage, if you will, for Buck's treatment of time, I would like to start by briefly going over how time is a part of the Hindu religion. Time in Hinduism is generally conceived of as a wheel rotating through cycles of sarga (creation) and pralaya (destruction) called kappa cycles. Each kappa cycle is a life of Brahma which lasts 100 Brahmic years or 311,040,000,000,000 human years. At the beginning of each kappa the world is created as Brahma is born and at the end of each the world is destroyed as he dies. Between each kappa, a period of 100 Brahmic years passes before Brahma is born again and the next kappa cycle begins. A further aspect of the kappa cycles is that they are made up of 1000 great aeons which are themselves made up of four yugas (ages). These four ages are Saga Yuga, Treta Yuga, Dvapara Yuga, and Kali Yuga which is the present age. Buck uses none of these terms in his work, yet it is clear ... ...s paper is show the cohesion of Buck's treatment of time, which becomes most evident by viewing multiple examples side by side. This is by no means an exhaustive analysis of time in Hindu philosophy, but by considering Buck's text in the context of that philosophy as I have, it becomes clear that it is possible to make that vast amount of knowledge accessible to an audience who may expect little more than a romantic history.       Source Cited: Buck, William. Mahabharata. Berkeley: University of California Press, 1973.    Sources Consulted: 1) Organ, Troy W. AThe Hindu Motif.@ Hinduism: Its Historical Development. Woodbury: Barron=s Educational Series, 2) Waterstone, Richard. AIndia: Concepts of Time.@ WWW page. URL http://pathfinder.com/@@xxAIUQcASaX4vvex/twep/Little_Brown/living/india/india_time1.html. 7 January 1997.   

Dimensional Argument Against the Snowball Earth Hypothesis :: essays research papers

A most recent inquiry into climatic change during the ice age and it's possibility of reoccurring is the Snowball Earth Hypothesis advanced by Paul Hoffman of Harvard University. Snowball Earth Suggest that before the Ice age, continents ice free at the poles enhanced the reabsorption of carbon dioxide through erosion of silicate minerals, reducing the greenhouse effect making the earth colder until it reached a runaway point. This effect is Hoffman calls albedo, when the atmosphere becomes so cold it can never warm up again. This is what occurred during the ice age, until volcano activity saturated the atmosphere with carbon dioxide to a point that it trapped radiation from the Sun and rewarmed the climate causing glacial thaw. Evidence of this event is cap carbonates that show relative dating at the ice age, found in abundance in several different world regions, at certain levels the cap carbonates would indicate if carbon dioxide was emitted into the atmosphere, by showing carbon levels that would demonstrate how much photosynthesis was occurring. Iron rich rock deposits indicate that absents of oxcidation would mean the atmosphere contain no oxygen, without oxygen their is no life, therefore other evidence of total extinction. So experts dispute the oceans were encased beneath a kilometer thick sheet of ice sheet, or that all life became extinct. The evidence of the Snowball effect is challenged that levels of carbon had not reached those required to satisfy the model and that alternative models are possible to explain the arrival and conclusion of the ice age. Iron had not oxidized because the glacials prevented contact with the atmosphere that would of subjected these rocks to mechanical weathering. The Snowball Earth Hypothesis bases its theory on an invalid model of earth at that time. Ancient earth of the Proterozoic 750 million years ago existed in a separate dimension then what the model is based upon. There wasn't much of an ocean completely beneath a glacial sheet of ice a kilometer thick. The plate tectonic model of pangaea locates it with Antarctica, this shifts the planetary land of the continents to one hemisphere and connects it with already glacial covered Antarctica. So rather than ice on the ocean around the Antarctica, the glaciation would be linked on pangaea surface; wouldn't this detrital effect sort of conduct the refrigeration and branch out the glacial even further into the continent, instead of a lack of CO2, temperature variation occurs from extended glacial mass that colds everything within reach of its frost thermal gradient, slightly different sort of albedo than Snowball Earth describes.

Materials For Torque And Aluminium Engineering Essay

Modern vehicles with constituents made of aluminum can be 24 % lighter than one with steel, which besides allows fuel ingestion to be reduced by 2 liters per 100 kilometers. Besides the above mentioned facts, aluminum is besides corrosion opposition ( Aluminium Leader 2011 ) . Engineering applications are germinating quickly, enabling new constituent designs, for burden bearing and fabrication systems. Modern stuffs include fibre complexs, proficient ceramics, technology polymers and high temperature metal metals ( Ashby et al. , 1985 ) . The vehicle interior decorator must be cognizant of these developments and be able to choose the right stuff for a given application, equilibrating belongingss with processing, utilizing a basic apprehension of the structural inter-relationships. Metallic elements and Alloies: Metallic elements are non copiously available, therefore, can merely be used for specializer applications such as catalytic convertors and powerful lasting magnets. However, metals such as Fe, Cu and aluminum, which are copiously available and can be easy extracted are widely used in both, pure every bit good as alloy signifier ( Cottrell, 1985 ) . At present, loosely used and cheapest stuffs are Iron-based or ferric metals. Mild or low C steel is adequately strong with output strengths changing between 220 and 300 MPa for low burden uses. Further, it is easy to cut, flex, machine and dyer's rocket. High output strength is required for drive shafts and gear wheels due to higher tonss. Therefore, medium C, high C or metal steels, ( yield strengths of 400 MPa ) are used for these intents. Higher strength and wear opposition are needed for bearing surfaces. For such parts, medium and high C steels, hardened by heat intervention and extinction ( increases the output strengths to about 1000 MPa ) , are used. Unfortunately, these hardened steels become brickle following this heat intervention, so that a farther mild re-heating, called annealing, is required. This reduces the crispness whilst keeping most of the strength and hardness. Stainless steel steels are alloys with a assortment of signifiers, viz. , Austenitic, Ferritic, Martensitic and the newer Duplex steels. A common composing contains: Chromium – 18 % nickel – 8 % ( BS 970, 1991 ) Their corrosion opposition and creep opposition is superior to kick C steels, peculiarly at high temperatures, nevertheless, higher stuff and fabrication costs limit their usage in vehicle technology to specialist applications such as longer life exhaust systems. Cast chainss have 2 to 4 % C, in contrast to the 1 % or less for other ferric metals mentioned supra. This makes them brittle, with hapless impact belongingss, unless heat-treated to bring forth malleable Fe. Since the higher C content reduces the thaw point, it makes pouring into complex shaped molds much easier, hence, it is more readily project than steel. The C in the signifier of black lead makes an ideal boundary lubricator, so that cylinders and Pistons have good wear features, for usage in Diesel engines. However, it is now mostly replaced by the much lighter aluminum alloys for these applications in gasoline engines. Copper is besides used in vehicle technology. It is more expensive than steel, but is malleable and can be easy shaped. Due to its high electrical conduction, it is used in wiring and telegraphing systems. Brass is a Cu metal, normally with 35 % Zn, which makes it easier to machine yet stronger than pure Cu. This helps bring forthing complex forms for electrical adjustments. However, such metals suffer from a long term job, known as & A ; acirc ; ˆ?dezincification & A ; acirc ; ˆâ„ ¢ , in H2O. Corrosion can be minimized by utilizing the more expensive Cu metal, bronze, where Sn is the debasing component, although this stuff may be harder to machine. Copper-nickel metals have good weirdo opposition at high temperatures where they are besides corrosion resistant. The latter belongings is made usage of in brake fluid pipe-work. Aluminum and its metals have a major advantage over steels and Cu alloys, as vehicle technology stuffs. As mentioned above, their much lower densenesss lead to take down weight constituents and attendant fuel energy nest eggs. Whilst aluminum ores are abundant, the extraction of pure aluminum is really energy demanding, being electro-chemical in nature instead than the purely chemical procedure used for steels. Copper occupies an intermediate place on this point. Thus, pure aluminum is more expensive than Fe and Cu and has lower characteristic strength and stiffness. However, it does hold corrosion opposition with good thermal and electrical conduction. A broad scope of metals is now available with assorted heat interventions and fabricating chances. These stuffs have now replaced steels and Cu metals in many vehicle constituent applications, where their higher stuffs costs can be designed out, see Figure 4.1. However, stuffs developments are such that aluminum metals are themselves in competition with polymers and composite stuffs for such applications as vehicle body-work, see Figure 4.2. A composite stuff is a combination of two stuffs, with its ain typical belongingss. Its strength or other desirable quality is better or really different from either of its constituents working entirely. The chief attractive force of composite stuffs is that they are lighter, stiffer and stronger than most other structural stuffs. They were developed to run into the terrible demands of supersonic flight, infinite geographic expedition and deep H2O applications but are now used in general technology including automotive applications. Composite stuffs imitate nature. Wood is a complex of cellulose and lignin ; cellulose fibers are strong in tenseness but flexible and lignin Acts of the Apostless to cement the fibers together to make a stuff with stiffness. Man-made complexs achieve similar consequences by uniting strong fibers such as C or glass, in a softer matrix such as epoxy or polyester rosin. Considerable monetary value fluctuations in stuffs occur from clip to clip due to fuel monetary value fluctuations so that the cost values should be considered in comparative footings. The choice of a metal for a design application requires experimental informations. The first phase will find which group of metals should be used, steels, Cu or aluminum ( see Table 4.1 ) . Then a specific choice will necessitate more elaborate information. Testing of stuffs and constituents will hence be required. Some belongingss are mostly independent of composing, microstructure and processing. These include denseness, modulus, thermic enlargement and specific heat. However, many belongingss are really dependent on metal composing, microstructure, heat- intervention and mechanical history. These belongingss include output and tensile strength, ductileness, break stamina, weirdo and fatigue strength, so that specific information is required ( Smith, 1993 ) .

A Mid-Summer Night’s Dream

â€Å"A Mid-Summer Night’s Dream†, Opus:   Op. 61: Wedding March as composed by Felix Mendelssohn. Kind of music as referred or viewed with a referential listener that shows the dramatic end of the twist-love stories of the four major actors.Which, after a long tirey, challenging day of winning each real true love: to the extent of Helena’s following Demetrius just to win his love; and, Lysander escaped Hermia from her father’s eye, live happily ever after to a far place away from theirs’. To the point when Fairies took charged and ‘kind of’ messed up the story at first, but later on had perfectly turned it up with a happy ending.The story was so inspiring as well as to music (march wedding) being composed and used as soundtrack for this movie, in the sense that the referential listener felt each character being portrayed. And â€Å"despite to all odds, there’s still a rainbow after the rain† intention and desired of the musicologist to deliver to his listeners was successful. I, for an instance, was entertained and got associated by his music because I felt the connection, excitement and fulfillment the main personas including others have achieved.They were able to fight for their right to love. The song was played during the marches of the brides through the aisles as they were being waited by their grooms near the altar (although, this was not really seen in the movie but we all can visualize what was happening every time we hear songs like this). It gave courage, hope, and undying love to be bounded forever.The song is arranged for Organ, and is meant to be played for very especial occasions like wedding ceremonies. The kind of instruments also enhances great impact to the composition because it made the song more meaningful, inspiring, solemn, touching and unbreakable.Music is an art, and instruments add up its harmony, expressions, to dwell in people’s heart. Right instruments to be us ed into a certain piece make them (the songs) to be more especial and valued by the listeners who analyze and accept the work of every musician. Composer Mendelssohn had made a fine, perfect and soul-breaking to the lovers who want to make a bind for the rest of their lives become true.