Gigantophis - Facts and Figures

Name: Gigantophis (Greek for giant snake); pronounced jih-GAN-toe-fiss Habitat: Woodlands of northern Africa and southern Asia Historical Epoch: Late Eocene (40-35 million years ago) Size and Weight: About 33 feet long and half a ton Diet: Small animals Distinguishing Characteristics: Large size; capacious jaws About Gigantophis Like many other creatures in the history of life on earth, Gigantophis had the misfortune of being the biggest of its kind until its fame was eclipsed by something even bigger. Measuring about 33 feet long from the tip of its head to the end of its tail and weighing up to half a ton, this prehistoric snake of late Eocene northern Africa (about 40 million years ago) ruled the proverbial swamp until the discovery of the much, much bigger Titanoboa (up to 50 feet long and one ton) in South America. To extrapolate from its habitat and the behavior of similar, modern, but much smaller snakes, paleontologists believe that Gigantophis may have preyed on mammalian megafauna, perhaps including the distant elephant ancestor Moeritherium. Ever since its discovery in Algeria over a hundred years ago, Gigantophis had been represented in the fossil record by a single species, G. garstini. However, the identification in 2014 of a second Gigantophis specimen, in Pakistan, leaves open the possibility of another species being erected in the near future. This find also indicates that Gigantophis and madtsoiid snakes like it had a much wider distribution than previously believed, and may well have ranged across the expanse of Africa and Eurasia during the Eocene epoch. (As for Gigantophis own ancestors, these smaller, mostly undiscovered fossil snakes lurk in the underbrush of the Paleocene epoch, the period of time just after the extinction of the dinosaurs).

Indian Camp Characterization - 1448 Words

†Characterization of the main characters† â€Å"Indian Camp† Nick followed his father to an Indian camp to witness his father help a women through childbirth. At first glance â€Å"Indian Camp† seems to be about a boy’s right of passage experience, as he witnesses a child’s birth. This beautiful feminine act is however described through masculine eyes, and therefore is more about the father’s development than it is about Nick’s or the Indian woman. But this story also unarguably represents an initiation, or a loss of innocence for Nick. When the â€Å"young Indian stopped and blew out his lantern†. The literal shift from lightness to darkness signals the metaphorical separation for Nick. He is no longer sitting in his comfort zone. From the beginning of†¦show more content†¦This emphasizes that he has detached himself from the extreme agony of the scene to the extent that he is able to relish in the crudeness of it with pleasure. Nick, on the other hand, has clearly been bothered by the event. He is â€Å"looking away so as not to see what his father was doing† during the operation, â€Å"didn’t look† and â€Å"did not watch† as his father made the incision. He also says that â€Å"his curiosity had been gone for a long time†. This shows his uncomfortable avoidance of the situation contrasts strongly with his father’s noisy bragging. That also further illustrates the distinction between childhood empathy with suffering and adult masculine detachment to it. The matter of witnessing a death is not one that can be dealt with easily, the fact that the Indian man committed suicide was a memory that would haunt Nick for the rest of his life. Nick faced a choice at the beginning of the story: he can either empathize with the suffering woman and â€Å"curse himself with a death full endless empathy† or identify with his coldly rational father and forever lose his â€Å"capacity for humanity†. To empathize with the woman is portrayed as the childish reaction, as Nick does this at the beginning of the story before he has experienced the violent situation. To reject her suffering and rise above it is portrayed as the masculine, stoic, adult reaction. This is portrayed by Nick’s father by saying that â€Å"her screams do notShow MoreRelatedAnalysis Of The Movie The Dance Of The Indian 1339 Words   |  6 Pagesearth searching for bison with the Natives. We saw him attempting to take in the Indian dialect, and we even saw him wedding into the Indian gang. Through each of these events, he was getting the opportunity to be incorporated in the dance of the Indian. He began to eat, rest, and think like the Indians. A standout amongst the most climactic snippets of the movie was the point at which we saw Dunbar helping the Indians battles an opponent tribe. The Natives were battling to spare their ladies andRead MoreThe Narrative Of The Captivity And The Restoration Of Mary Rowlandson1611 Words   |  7 Pages On February tenth, 1675, an Indian attack on Lancaster during King Philip’s War resulted in the capture of twenty-four people. Mary Rowlandson was among these captives, and the resulting captivity narrative, titled The Narrative of the Captivity and the Restoration of Mrs. Mary Rowlandson, published in 1682, is formed based on her memory. Rowlandson’s captivity narrative carried great significance in that it came to be used as a didactic Jeremiad, leading its Calvinist audience back towards God’sRead MoreErnest Hemingway s `` Indian Camp `` And Hills Like White Elephants ``928 Words   |  4 Pagesmale-chauvinist characters either abusing or disregarding we ak and helpless women. However, Bauer, a professor of English and women’s studies, believes that the characterization of Hemingway as an abuser and having a blatant disregard of women is almost entirely created by the scholars and readers of his stories. With an analysis of Hemingway’s â€Å"Indian Camp† and â€Å"Hills Like White Elephants†, Bauer attempts to bring her own feminist perspective to Hemingway’s notoriously misogynistic texts to prove that thereRead MoreEssay on Biographical References in and Hemingways Male Characters3950 Words   |  16 Pagesthrough his characterization. The author once said, â€Å"Don’t look at me. Look at my words† (154). Hemingway constantly draws parallels to his life with his characters and stories. One blatant connection is with the short story, â€Å"Indian Camp,† in which an Indian baby is born and its father dies. As Nick is Hemingway’s central persona, the story revolves around his journey across a lake to an Indian village. 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The Nature of Blood thus initially seems to fit awkwardly among texts by other West Indian authors who use the Caribbean as the setting of their work or incorporate West Indian characters into their work. Through his multi-stranded narrative, however, Phillips creates a geographical setting that mirrors the multi-regional influence of the Caribbean. The triangular space of EuropeRead MoreThe Ransom of Red Chief1721 Words   |  7 Pageswhere Bill and Sam kidnap Johnny and are desperate for money from Ebenezer (337). The secondary conflict occurs when Bill and Sam have difficulty managing Johnny (339). Interestingly, Johnny enjoys being kidnapped and relates it to a game of Indians and war (340). This creates an unexpected and twisting plot throughout the story. The two conflicts are applied so that the primary conflict drives the story, and the secondary conflict is for humor. O Henry utilizes two conflicts to keepRead More The Forgotten Female in the Works of Ernest Hemingway Essay3143 Words   |  13 Pagestorments, interminable contradictions whose final tragic effects will surface in the embittered and aging Robert Cantwell (1). In effect, then, this is Jakes story--we do not really see Brett at all. According to Garcia, however, Hemingways characterizations of women adhere very closely to roles and functions traditionally prescribed by our society as models for the female, particularly the woman as sexual partner. The distinction between good and bad women in Hemingways works is an ironicRead MoreJungle Book Research Paper2509 Words   |  11 Pagespresenting the acceptance of the jungle and how Mowgli learns the way of life, but he surely does not stray away from representing his characters to the fullest. All of the characters in The Jungle Book have a significant impact on the story. Characterization marks one of the skills Kipling is known for. His characters come to life in his works. Despite the recherchà © names and animalistic appearance, Kipling has a way to make the reader understand each of the characters fully. His works are easilyRead MoreWalt Disney: the Quintessential American2275 Words   |  10 Pagesis no hard proof to show that Walt Disney was prejudiced, he did show it in his creations, or so we think (Gabler). The Three Little Pigs featured the wolf dressed as a Jewish peddler. The American Jewish Congress protested that the characterization was so vile, revolting and unnecessary as to constitute a direct affront to the Jews. According to Walt Disney Archives, Walt referred to Italians as garlic eaters and used a variety of crude terms for blacks. To this day, many critics assume

Neuropathology and Etiology of Alzheimer’s disease Free Essays

Scientists have not yet fully come to full grips with the real causes of Alzheimer’s disease, however, one clear aspect of the development of this disease arise from a very complex chain of activities taking place in the brain over a long period of lifetime. It has been argued that genetic, environmental and even lifestyle factors have contributed to major causes of this disease. Risk and protective factors may include genetic, medical, biological, environmental, dietary, social and cultural aspects (Draper, 2004). We will write a custom essay sample on Neuropathology and Etiology of Alzheimer’s disease or any similar topic only for you Order Now In genetic aspect, APOE E2 is rare and creates protection against Alzheimer’s disease and in case it does occur in much later years than in people with APOE E3 and APOE E4. APOE E3 forms the most common Allele and is assumed to perform a neutral role in Alzheimer’s disease. This means it neither stimulates nor increases reactions that would lead to the development of Alzheimer’s. The APOE E4 occurs in the most common and occurs in approximately 40% in those who suffer from late onset Alzheimer’s disease. It is therefore common that people with APOE E4 are more likely to suffer from Alzheimer’s disease (Kuhn Verity, 2007). It is infact known as the risk factor gene in that it increases one’s level of risk of developing Alzheimer’s disease. Early – onset Alzheimer’s disease, affecting few people is as a result of chromosome different gene mutations on specific chromosomes (MartinisonMusaswes, 1993). These include chromosome 21, 14 and chromosome 1 and all these produces abnormal proteins. Permanent changes in chromosome 21 lead to the creation of APP (Abnormal Amyloid Precursor Protein) while the same process in chromosome 14 leads to the formation of abnormal presenilin and mutation in chromosome 1 lead to creation of abnormal presenilin. Inheritance of even one of these genes from both or one parent is most likely to develop early onset Alzheimer’s disease. This kind of inheritance pattern is referred to as â€Å"abnormal dominant inheritance†. Another possible risk towards the development of Alzheimer’s disease is SOR1 (Roudier et al, 1991). This gene is solely responsible for the transportation of APP (Abnormal Amyloid Precursor Protein) within the cells and was discovered to be connected to Alzheimer’s disease. While it is present in low levels, beta amyloid levels increase and may have a negative effect on neurons (Ramanathan, 1997). The difference in genetic make up from one person to another either delays or completely prevents the onset of Alzheimer’s disease, also known as Familial Alzheimer’s disease. It is mainly inherited from parents and is caused by mutations in three genes. (APOE E2, APOE E3, APOE E4). There is a 50-50 chance of an offspring developing early onset Alzheimer’s diseases if one of the parents had it, averagely at the age of 30-60. As many as 5. 3 million Americans are living with Alzheimer’s disease. It is know to destroy brain cells and hence cause problems with behavior, thinking and memory severely enough to affect work, lifelong hobbies or social infract It has been graded the sixth-leading cause of death in the United States (Mace Rabins, 2007). There is no known cure to Alzheimer’s disease yet but an attempt to control it is going on. Scientists and researchers have come up with brain implants aimed to controlling it. These implants contain proteins called Nerve Growth Factors (NGF) which directly delivered to brain nerve cells, which in turn stimulates their growth and thus reduces the chances of their degeneration. Nerve Growth Factor (NGF) is responsible for controlling cell regeneration in the entire body but it is denied entry into the brain, this makes brain cells lack ability to self-regenerate (Taylor, 2006). Alzheimer’s’ disease has no cure however and irreversible. It is as a result of progressive brain damage characterized by the building up of amyloid plagues and neurofibrillary tangles, lack of connection in the brain cells and the eventual death of these verve cells. Symptomatic treatment in combination with right support and proper service can lessen the pain of living with this disease. Change in different forms of lifestyle choices can also reduce the prevalence of this disease. It is a complex disease to understand because it affects individuals differently in the order in which symptoms come to surface, their order of appearance, the duration it lasts before end point and variation in the duration of stage. Increased vigor worldwide to find a lasting break through in proper treatment of this disease is underway (Coste, 2004). These include efforts to delay its onset, reduce late of its development and eliminate it from the body. Research also suggests that different forms of lifestyle such as nutrition, social activities; mentally involving activities are factors likely to reduce Alzheimer’s disease. Progression of series of Alzheimer’s disease consists of five stages expanded to seven stages by the use of a Modified Global Deterioration scale (GDS). This scale assists doctors to measure the exact level of progression of the disease in a patient and administer right medication. Stages of Alzheimer’s disease include the early stage where the individual has mild impairenent arising from this disease (Pearce, 2007). Symptoms in this stage include rapid changes in mood and behavior, forgetfulness, and lack of proper communication. This group still contains most of their capabilities and thus needs very minimal life support. Further deterioration in this stage one leads to the middle stage. Mild cognitive impairment (MCI) is a condition in which a person has memory problems greater than those expected for his or her age. However, people with MCI do not have the personality changes or cognitive problems that characterize (Callone, 2007). Memory loss, difficulty in identifying people and objects are symptoms of middle stage although there may be little awareness. The late stage eventually does not allow verbal communication or one to take care of himself. This level require external support although their lives. The fourth stage, at end of life, is when one comes close to death and comfort is the main focus. Global Deterioration Scale (GDS) or Reisberg scale provides care givers with a better accurate measure of the level of deterioration stage. References: Draper B., (2004); Dealing with Dementia: A Guide to Alzheimer’s Disease and Other Dementias. ISBN-10: 1865088536, ISBN-13: 978-1865088532, Allen Unwin. Roudier, M. , Marcie, P. , Podrabinek, N., Lamour, Y. , Payan, C. , Fermanian, J. and Boller, F. , (1991): Cognitive Functions in Alzheimer’s Disease: Interaction of Cognitive Domains. Developmental Neuropsychology. Volume: 7. Issue: 2. Kuhn, D. Verity, J., (2007): The Art of Dementia Care. ISBN-10: 140189951X, ISBN-13: 978-1401899516, Delmar Cengage Learning. Martinson, I. M. and Muwaswes, M. , (1993) ; Care giving Demands of Patients with Alzheimer’s Disease. Journal Title: Journal of Community Health Nursing. Volume: 10. Issue: 4. 1993. Page Number: 225. Ramanathan, V. , (1997);Alzheimer Discourse: Some Sociolinguistic Dimensions. ISBN: 9780805823554, Lawrence Erlbaum Associates. Mahwah, NJ. Taylor, R.. , (2006): Alzheimer’s from the inside out. ISBN-10: 1932529233, ISBN-13: 978-1932529234, Health Professions Press. Coste, K. J. , (2004): Learning to Speak Alzheimer’s: A Groundbreaking Approach for Everyone Dealing with the Disease. ISBN-10: 1864710632, ISBN-13: 978-0618485178, Mariner Books. Pearce, N., (2007): Inside Alzheimer’s: How to Hear and Honor Connections with a Person who has Dementia. ISBN-10: 0978829905, ISBN-13: 978-0978829902, Forrason Press Callone, P. , (2007): A Caregiver’s Guide to Alzheimer’s Disease: 300 Tips for Making Life Easier. ISBN-10: 1932603166, ISBN-13: 978-1932603163, Demos Medical Publishing. Mace, L. N. Rabins, V. P. , (2007);The 36-Hour Day: A Family Guide to Caring for People with Alzheimer Disease, Other Dementias, and Memory Loss in Later Life, 4th Edition, ISBN-10: 0801885094,ISBN-13: 978-0801885099, John’s Hopkins University Press How to cite Neuropathology and Etiology of Alzheimer’s disease, Papers

Jallianwallah bagh and blue star Essay Example For Students

Jallianwallah bagh and blue star Essay Both the Jallianwallah Bagh incident and Operation Blue Star were one of the most inhuman incidents conducted by man against man. I say this because in both the operation innocent men, women and children were killed. The Jallianwallah Bagh incident occurred during Indias struggle for independence. This was a very emotional moment for the family members of the victims as well as for the country. Operation Blue Star was carried out by the Government in order to suppress illegal and terrorist activities of a small militant group of fanatics Sikhs who had taken over the Golden Temple. The analogy between the Jallianwallah Bagh incident and Operation Blue Star is that both had taken place in Amritsar, Punjab and both hurt the Sikh sentiments. Ironically the results of both the incidents may have varied if the head of the operation were different. Thus perception comes to play. Perception is a unique characteristic of human beings and differs from person to person. It is our duty that we must respect the perception of others but at the same time learn to question it. The Jallianwallah Bagh incident occurred during Indias struggle for Independence, the Rowlatt Act a. k. a The Black Act had just been passed by British authorities. This act stated that no gathering or procession can be carried out by Indians. In Jallianwallah Bagh a peaceful gathering was being held when General Dyre opened fire. According to the general the crowd was plotting against the British. No decision was communicated to the General nor did he consult a higher authority, thus without any verbal message the massacre was carries out. Yes, the general may have been thinking right but there was no reason to attack the women and children. My reasoning is that the general had personal grudges against the Indians which provoked him to do such a gruesome act. The general broke humanitys ethics and moral values in doing such an act. This event goes down in history as one of the cruelest activities conducted by man against man. The emotions of the victims family were such that they were traumatized by this event. It is said that the walls of the Jallianwallah Bagh bullet marks can still be seen. Operation Blue Star occurred during the reign of Indira Gandhi. Militants had hid weapons in the Golden temple of Amritsar and posed a threat to the country. The golden temple is a place of worship and it is unethical for weapons or any sort of negative object to be within the temple boundaries. The terrorists had no moral values to do such an act. I think that Operation Blue Star was good for our country as it flushed out the negative energy that had been accumulating within the temple. People may perceive this operation as hurting the sentiments of the Sikhs but terrorists have no belief or faith and thus this operation was a success. Mrs. Gandhi communicated this decision to the army general by means of language. Information is a vital aspect for an organisation to work properly be it a Government or terrorist organization. In the case of Jallianwallah Bagh the British did not have the information that the general would open fire, it can also be said that there was no knowledge about the real reason of the gathering. In the Operation Blue Star the military had information about Bhinderewala and his capture of the temple, thus it was easy for the army to flush out the terrorists. Science has played a major role in these two events. In one case the advancements made in science are used to kill humanity and in the other it is used for the safety of humanity. It is up to us to decide which aspect of science we can use for the betterment of the world. I would like to conclude by saying that every step we take leaves a footprint in time. Thereby it is best for us to look back at the happy emotions we have been through in life and forget the sad ones. .u3e45daa3a050913e41e085dd62128e08 , .u3e45daa3a050913e41e085dd62128e08 .postImageUrl , .u3e45daa3a050913e41e085dd62128e08 .centered-text-area { min-height: 80px; position: relative; } .u3e45daa3a050913e41e085dd62128e08 , .u3e45daa3a050913e41e085dd62128e08:hover , .u3e45daa3a050913e41e085dd62128e08:visited , .u3e45daa3a050913e41e085dd62128e08:active { border:0!important; } .u3e45daa3a050913e41e085dd62128e08 .clearfix:after { content: ""; display: table; clear: both; } .u3e45daa3a050913e41e085dd62128e08 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u3e45daa3a050913e41e085dd62128e08:active , .u3e45daa3a050913e41e085dd62128e08:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u3e45daa3a050913e41e085dd62128e08 .centered-text-area { width: 100%; position: relative ; } .u3e45daa3a050913e41e085dd62128e08 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u3e45daa3a050913e41e085dd62128e08 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u3e45daa3a050913e41e085dd62128e08 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u3e45daa3a050913e41e085dd62128e08:hover .ctaButton { background-color: #34495E!important; } .u3e45daa3a050913e41e085dd62128e08 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u3e45daa3a050913e41e085dd62128e08 .u3e45daa3a050913e41e085dd62128e08-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u3e45daa3a050913e41e085dd62128e08:after { content: ""; display: block; clear: both; } READ: Kafka Essay PaperWe must move on in life and live and work hard in the present for a better tomorrow. I hope that incidents like Jallianwallah Bagh and operation Blue Star do not occur again and we must make sure that we do not give any reason for people to conduct such acts of cruelty again. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our International Baccalaureate Theory of Knowledge section.

Strategic Management and Amazon free essay sample

TMA 05 Block 4 Collaborative analysis Contents Part 1 External analysis (group A) 2 Internal analysis (group B) 4 Stakeholder analysis (group C) 10 Corporate-level strategy analysis (group D) 14 Competitive-level strategy analysis (group E) 17 Part 2 Critical assessment of the analysis 23 Part 3 Evidencing of contribution to groups 28 Part 4 Reflection on group decision making 30 Appendix 32 Part 1 1. Group A analysis INTRODUCTION Each member of team A used one of the many available frameworks to analyse the external environment of Amazon. com, focusing on the strengths, weaknesses, opportunities and threats facing the organisation. The findings of each member’s analysis were amalgamated to form the content of the following report. Using the following frameworks we have identified the SWOT factors facing Amazon. com: STEP, Strategic Group Analysis/Strategic Group Map, Porter 5 Forces, Porters Generic Strategies and Competitor Analysis. ANALYSIS The far external environment STEP analysis has shown: High barriers to entry for new competitors in the same cluster as Amazon. com, as there is a large investment in technology and marketing required in order to compete. We will write a custom essay sample on Strategic Management and Amazon or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Economic factors can affect the cost leadership approach of Amazon. Political issues are linked with sociological and therefore, are amplified for Amazon’s market. The near external environment Porter’s 5 forces: Supplier power is limited, as Amazon is potent customer, suppliers would not wish to lose them. Buyer power is low, as Amazon tends to offer the most competitive all round customer experience. The threat of substitute products is low due to the high barriers to entry, and there are no switching costs for customers (easy to buy from competitors) Amazon has joined forces with competitors (or hosts a web site for them) and therefore it can profit from their sales. Competitive environment Strategic group analysis has shown that Amazon stands alone, with its nearest competitor being eBay. This tends to show that it is a market leader. Amazon is successfully implementing a cost leadership / differentiation strategy enabling it to increase its market share. This helps Amazon to continue as a market leader. Amazon’s collaboration with its competitors has allowed it to source new items and gain economic rents from its partners. Amazon’s cash flow cycle allowed it to receive money from a customer before it has paid its supplier giving the financial market more faith in Amazon allowing it to finance itself more easily. CONCLUSION Team A has identified Amazon. coms key opportunities and threats through framework analysis. Growth, Technological, Collaborative and Flexibility opportunities enable Amazon to take advantage of changing STEP factors, conversely, Growth and Operations  threaten  Amazons  current and future position. Amazon has been able to use leverage within the market in order to persuade competitors to collaborate with them and therefore, gain economic rents from these partnerships. This has enabled Amazon to create intense market growth, which has both opportunities and threats and Amazons response will determine its future success within these fluid markets. TEAM PROCESS The activity was split into smaller tasks assigned to each team member in order to carry out our individual analysis reports on Amazon’s external environment, with each of us responsible for a certain framework. Due to our different availability, we were unable to organize teleconference meetings to make real-time decisions, and we communicate through asynchronous means on the Team A forum instead in order focused on coordinating our final report analysis, in which we used a consensus with qualifications approach. Appendix 1: SWOT [pic][pic]Bottom of Form [pic] Appendix 2: Strategic group map for e-commerce originations[pic] [pic] [pic]Bottom of Form 2. Group B analysis 1. Introduction Amazon. com is one of the largest online retailers offering a one stop shop solution to their customers. This reports objective is carrying out a SWOT audit of Amazons resources and capabilities using conceptsmodels from Unit 2 of Block 3: VRIN/VRIS, Porters value chain, and links between resource, capabilities and competitive advantage from Unit 2 of Block 3 (The OU, 2010). This is an outcome of individual analyses in 3 subgroups, team discussions and collaboration through agreement on tools, responsibilities and wiki structure. 2. Internal Analysis, a Resource Based View Internal analysis is used to determine relationships between resources and capabilities and how they are used to create value. The RBV suggests that sustainable competitive advantage determines organisations distinct capabilities (Johnson et al, 2008). Amazon therefore needs to exploit their capabilities (Hooley et al. 2008), in order to develop sustainable competitive strategy. The audit of Amazons resources and capabilities is shown in Appendix 1. Figure 1 highlights Amazons resources and capabilities using Barneys (1991) VRIS/N concept: to achieve sustainable competitive advantage, a resource must have four attributes; it must be valuable, rare, inimitable and not easily substituted (Block 3, The OU 2010 p. 61-64) a strength for Amazon. [pic] Figure 1, VRIS analysis (Unit 2, Block 3) 3. Resources and capabilities in the Value Chain The Value Chain analysis (Appendix 2) highlights how value is created or lost through internal activities and can indicate a need to extend the development of resources / capabilities: primary activities are those directly concerned with creation and delivery of Amazons services (Unit 2, The OU, 2010). It is clear where Amazon is able to create value through efficient activities and a well established process. Since sustainable competitive advantage is based upon resources and capabilities, value needs to be maintained or enhanced for Amazon. om to retain their position of sustainable competitive advantage (Unit 2, The OU, 2010, p. 60). Amazons business model offers a synergistic combination of the following benefits which help them to remain competitive: †¢ Shopping convenience †¢ Ease of purchase †¢ Speed †¢ Decision-enabling information †¢ A wide selection †¢ Di scounted pricing †¢ Reliability of order fulfillment Amazon. coms combination of services and logistical processes creates value for their customers which in-turn creates  sustainable  competitive advantage. Although these links can be hard to substantiate (causal ambiguity) (Unit 2, The OU 2009), Amazons resources/capabilities are valuable as they are difficult to replicate (e. g. knowledge). 4. Amazon. coms Dynamic Capabilities Amazons capabilities can be described as dynamic: processes used to manage resources in response to dynamic environment (Eisenhardt and Martin, 2000). The impact Amazon. coms dynamic capabilities have: †¢ proactive flexible strategy †¢ re-shaping competitive environment / industry standards †¢ superior response to customers demand / KSFs (Unit 2, The OU, 2010) †¢ gathering knowledge utilise resources to their best potential Since Amazon. com operates in a dynamic enviroment, they should avoid risks or exploit new opportunities (SWOT The OU 2010, p. 191) by combining strategic flexibility with adequate resources, supported by their capabilities. 5. Conclusion In this report we collaboratively analysed Amazons resources and capabilities which informs their strengths and weaknesses (The OU 2010, p. 190), as illustrated in Appendix 3. For Amazon. com to manage change and to implement competitive strategy (Block 3, p. 92) is a challenge since they operate in a dynamic and global environment. Amazon. com will therefore need to continually renew resources and capabilities to react to the opportunities and threats in their external environment and to ensure that their cross functional capabilities are integrated. 7. References 1. Block 3, Reading 10: Hitt, H. A. , Keats, B. W. and DeMarie, S. M. (1998) Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century, Academy of Management Executive, Vol. 12, No. 4 Academy of Managment 2. Block 3, Reading 3: Grant, R. M. 1991) The resource-based theory of competitive advantage: implications for strategy formulation,California Management Review, Vol. 33, Issue 3. By permission of the Regents. 3. Eisenhardt, K. and Martin, J. (2000) Dynamic capabilities: what are they? in The Open University (ed. ) Readings for Block 3, Milton Keynes, The Open University pp. 77-84 4. Grant, R. M. (2008), Contemporrary Strategy Analysis (6th edn), Oxford, Blackwell. 5. Leschly, S. , Roberts, M. J. and Sahlman, W. A. (2003) Amazon. com 2002, Harvard Business Review. 6. Lester, H. (2006), Creating a unique multi-channel customer experience, London, Fifty Lessons Ltd [online], http://openuniversity. fiftylessons. com. libezproxy. open. ac. uk/viewlesson. asp? 1=534 (accessed July 2009/2011) 7. Porter, M. E. (1985), Competitive Advantage, New York, Free Press. 8. The Open University (2009) B301 Making sense of strategy, Block 1 Introducing strategy, Milton Keynes, The Open University 9. The Open University (2010) B301 Making sense of strategy, Block 3 The strategy toolkit, Milton Keynes, The Open University 10. Viney, H. , Winchester, N. and Boojihawon (2010). B301, Block 3 The Strategy Toolkit: The Open University. 8. Appendices Appendix 1 [pic] Figure 1 Links between resources, capabilities and competitive advantage (adapated). [pic] Figure 2 Resources and capabilities of Amazon. Figure 3 The hierarchical structure of capabilities (The Open University, 2010 p. 80) (Adapted) Appendix 2 [pic] Appendix 3 [pic] 3. Group C analysis Introduction View comments on separate page Add your own comment Team Cs analysis is based on strengths, weaknesses, opportunities and threats of Amazons stakeholders as highlighted in the case study Amazon. com- 2002. The analysis is informed by a range of models including a stakeholder map and analyses of their power, classes and salience. Outcome of Group Analysis 3 most recent shown (view all) Add your own comment Strengths Amazon uses a superior online platform which can lead to competitors becoming partners so they can tap into that resource. This is a core organizational capability and exploits the technological skills of its highly qualified workforce, putting Amazon in a very strong position to build its businesses effectively, as evidenced by its other business areas (including warehousing, buying, shipping, security and distribution) and mutually beneficial partnerships (i. . with Toys R Us). Amazon has an experienced and accomplished CEO who has developed the Amazon brand into a household name following its successful diversification strategies. Customers use Amazon as a means of achieving convenience through shopping online with an established and recognized retailer with a reputation for secure handling of information and online safety. Weaknesses Amazons collaborative strengths also form part of its weakne sses in respect of reliance on third party distributors. This implies a shortage of expertise in some areas of Amazon’s operation, since they require this kind of collaborative relationship. Having such a strong reliance on the internet delivery model also leaves Amazon vulnerable to technological problems which could lose business and drive customers to its competitors who operate in broader ways (such as high street stores). The hasty expansion of Amazon’s businesses may affect internal procedures and systems. This could have a negative effect on levels of staff productivity and motivation which could have a detrimental effect on Amazon’s overall success. Opportunities Diversifying into new markets is an opportunity to grow its collaborative-focused businesses such as using Merchant. com to help other organisations manage their online services for a fee. This enabled Amazon to simultaneously exploit its superior technology and benefit its collaborative partnerships. Amazon has the potential to develop its technological advantages further in a similar way that it has with its Kindle. This could open up opportunities for collaboration with other high profile technology-focused companies such as Apple or Sony to design the next big gadget. Amazon has the potential to become ambassadors for Corporate Social Responsibility due to its local distribution channels (which are relatively green) as evidenced by the Kindle which has reduced the need for paperback books. This could support political affiliations, helping its long-term planning. Threats Hackers are a threat to Amazon’s online platform. If the wrong people get access to customer data it could destroy Amazon’s reputation for online safety. This could stop customers buying its products, and partners from collaborating. Changes in consumer buying habits can pose a significant threat. Between 2002 and 2007 the difference in spending between books and consumer electronics rose from $843m to $4,319m. Low entry barriers form a threat because there are potential competitors which Amazon must look out for to craft its strategies effectively. This, coupled with the potential for partners with ploys to gain best practice and then compete without collaboration means that Amazon must consider the true motives of its partners. Stakeholder Map I have identified Amazons stakeholders and attached a link to the stakeholder map. Stakeholders are described by Freeman ‘any group or individual who can affect or is affected by the achievement of the firm’s objectives’ (Freeman, 1984, p. 25) The stakeholders are prioritised by power, legitimacy and urgency, dependant on the number of categories they fit into they can be categorised in following sections: Latent Stakeholders – stakeholders who only have one attribute. Expectant Stakeholders – stakeholders who have two attributes. Definitive Stakeholder – stakeholders who have all the attributes. The more attributes stakeholders have the more of a priority they are to an organisation. Stakeholder Power Matrix View comments on separate page Add your own comment How should a business respond to variations in stakeholder power and influence? Completing a power matrix will help Amazon develop a communication plan that is aligned to each stakeholders focus and concerns. The matrix prioritises Amazon stakeholders in order of importance. The positioning on the grid is important; High power, interested people: these are the people with the greatest influence, every effort must be made to engage these stakeholders †¢ High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they lose interest. †¢ Low power, interested people: These people can often be very helpful with the detail of your project. †¢ Low power, less interested people: moni tor these people, but do not overburden them with excessive communication. †¢ Figure 1: Stakeholder power matrix of Amazon |High level of interest |Low level of interest | |High level of power |Shareholders, Partners, Customers |Government, Suppliers, creditors | |Low level of power |Pressure groups, the press, local communities, environmental agencies,|Every stakeholder will have some form of | | |employees |power | Stakeholder Classes Analysis Amazon. om stakeholder classes In carrying out stakeholders’ analyst (Mitchell et al, 1997) identify three attributes:   Power, legitimacy and urgency. He then formulated seven areas to class them in. |Stakeholder |Attributes: |Classification |   | | |power | | | | |legitimacy | | | | urgency | | | | | | | | |Management |X |Dominant |Bezos and his team are the brains behind | | |X | |Amozon. om | | |X | | | | | | | | |Third party sellers |X |Dependent |Z-shops/auctions | | |X | | | | |   | | | | | | | | |customers |X |dema nding |Always looking for new changes | | |X | | | | |   | | | | | | | | |employees |  Ã‚  Ã‚  Ã‚   X |Dangerous/dependent |The back bone of the company | | |X | | | | |   | | | | | | | | |partners |X |Definitive |Large corporation/Toys R Us | | |X | | | |   | | | | | | | | |suppliers |X |Definitive |close proximity | | |X | | | | |   | | | | | | | | |Government |X |   |Amazon. com have to abide by certain rules | | |X | |and regulation | | |   | | | | | | | | Stakeholder Salience Analysis The following analysis considered the salience of amazon. com’s stakeholders. STAKEHOLDER SALIENCE |  Ã‚   |Attributes Possessed |Stakeholder Classification | |Stakeholder |Legitimacy |Power |Urgency |   | |Bezos (owner) and Senior Management TeamBoard of Director|   |   |X   |Stakeholder dominant | | |X |X | |   | |Partners suppliers (eg Sotheby’s)    |   |   |Mutual power- dependence | | |X |X |   |relationship | |Shareholders |   |   |   |Mutual power-dependence relationship| | |X |X | | | | |   | | | | |Specialist employees and managers |   |   |   |Mutual power-dependence relationship| | |X |X | | | |Non specialist employees |   | | |Firm dominant | | |X | | | | |Small businesses Individuals that sell stock on website |   |   |   |Stakeholder interests – legitimacy | |   |X | | |not implied | |Third party sellers incl. mall Medium sized   traders |   |   |   |Basis for legitimacy of relationship| |that amazon purchased equity in |X | | | | |Media, Government, Customers |   |   |   |A relationship exists | | |X | | | | NB. Some legitimate stakeholders have little influencepower but it is important to remember that power can be acquired or lost (Mitchell et al, 1997). In addition, I have amended the table to reflect that stakeholders are more likely to move temporarily into a state of urgency. Managers need to pay particular attention if this occurs with stakeholders that possess both legitimacy and power. The first two listed have the highest salience  for managers. However, the needs of the other stakeholders need to be  considered in particular dormant shareholders who can  exert power  with urgency if necessary. References View comments on separate page Add your own comment The Open University, (2010) B301, Block3, The Strategy Toolkit, Milton Keynes, The Open University Stakeholder Map ( The Open University, Block 3, The Strategy Toolkit, 2010, p. 81-82) Stakeholder Power Matrix The Open University, Block 3, The Strategy Toolkit, 2010, p. 106) The Open University, (2010) B301, readings for Block 3, Milton Keynes, The Open University Stakeholder Classes (The Open University, Block 3, The strategy Toolkit, 2010, p. 101) The Open Univers ity, (2010) B301, Block 4,Collaborative Analysis, Milton Keynes, The Open University Amazon. com Case Study (The Open University, Block 4, Collaborative Analysis, 2010, p. 40-70) 4. Group D analysis Outcome of Group Analysis TEAM D – AMAZON. COM’S CORPORATE-LEVEL STRATEGIC CHOICES Bottom of Form ANSOFF’S VECTORS Top of Form Bottom of Form Recommendation: Amazon continues to pursue both market penetration and diversification. Market penetration: †¢ Amazon places an emphasis on customer experience; there’re no switching costs for their ‘customers for life’. †¢ Their technological platform makes it hard to compete due to start up costs and high levels of technical staff required to run the website (valuable, non imitable). Diversification: †¢ It already meets minimum requirement for the market’s KSF, and capitalises on the organisations resources and capabilities. †¢ There’s no unacceptable financial risk to endanger liquidity of the capital structure. †¢ Should not affect the organisations internal systems and procedures, or relationship with its stakeholders. Weaknesses: Possible over-dependence on third parties: contingencies would be required. †¢ Non English speaking market is as yet untouched potential – forming new partnerships where necessary to allow for diversification into new geographic markets of non English speaking readers is suitable, feasible and acceptable. CORPORATE RELATEDNESS Bottom of Form Recommendation: diversification. †¢ Amazon. com offers a single portal to provide convenience to their customer for the online shopping experience. †¢ Book business success expanded to shippable consumer goods. †¢ Diversification approach born through strategic alliances. †¢ Intangible resources were developed forming foundation for capabilities and core competencies. Used expertise and scaling capabilities to enter new markets and offer backend services, therefore gaining positioning with a USP. †¢ Foundation and infrastructure in place, therefore allowing to support the diversity of the offering concurrently. †¢ Synergies between organisations provided an entry point for everyone but allowed each organisation to operate independently. Using the value-creating strategies of diversification table (Hitt et al, 2003), Amazon is located within the Low opportunity of sharing assets/h igh corporate relatedness quadrant (APPENDIX 2 – CORPORATE RELATEDNESS). The high corporate relatedness could partly be explained as the result of their strategic alliances. Although having positioned the company as low operational relatedness, in this company synergy exists as the value created offering several products in a single website exceeds the value the user would have in the possible event they had to pay double shipment costs. SUITABLE, FEASIBLE, ACCEPTABLE Bottom of Form Suitable: Diversification complies with Amazon’s KSF (Selection, Price and Convenience). It also maximises resources and capabilities through the application of Barney’s VRIN model. Diversification overcomes threats including reducing competitors through forming mutually beneficial alliances. It operates according to Bezos’ vision for an online shop where anything can be bought. Feasible: Amazon’s strategy can be resourced because it uses a relatively inexpensive online platform and draws on trustworthy suppliers and skilled staff. Diversification shouldn’t affect Amazon unless they use unknown partners who don’t deliver. The competition’s likely to emulate Amazon or form partnerships with them. Neither approach should pose a threat. Acceptable: Amazon has a developed marketplace platform meaning low input costs and the ability to exploit its existing technology. It’s well established partnerships, meaning that its stakeholder relationships are likely to remain positive. Amazon’s able to rapidly deliver its provision meaning that diversification is unlikely to cause problematic procedural issues. TEAM PROCESS Bottom of Form Project Lead was the only assigned role. Due to larger group-numbers and less areas to cover 3 subgroups were formed and final allocation for separate report areas were agreed upon. Individual reports were put forward and best-bits merged to create a summarised version. These summaries were merged once again for the final  wiki. Wordcount: (545 words) APPENDIX 1 ANSOFFS VECTORS APPENDIX 2 – CORPORATE RELATEDNESS REFERENCES. APPENDIX 1 ANSOFFS VECTORS Market Penetration The use of the internet and access to high speed internet connection has enable Amazon. com with the use of its open minded and innovative team, to launch and develop what is today the biggest online bookstore anywhere in the world. The results of the stage 2 analyses indicate that a market penetration strategy was used effectively. Strategically located, Amazon developed brand eputation through its superior technology, skilled workforce and logistical capabilities that facilitated rapid growth and allowed Amazon to gain price advantage. Market Development At one point Amazon was roughly doubling its sales every quarter: at this stage they had nearly 340,000 customers with further hits numbering 80,000. However despite some countries having internet restrictions, as more of the world becomes internet-enabled, there is still potential for further growth here. Another weakness is that there are a limited number of offers for non English titles. Product Development From their original market plan which was sales of books, Amazon not only developed their product range, but they also developed their services as well, providing the ‘ultimate customer experience’ They then went on to launch an entire host of other items, including the launch of the Kindle eBook which resulted in an existing product (books) being made available to Amazon customers in a new way. Diversification Five years after starting up Amazon. com embarked upon a new strategy â€Å"the marketplace initiative. †   Online auctioning was implemented by the firm; this however was done by third party companies and individuals. Amazon was just the source through which these third party products were sold and Amazon was not accountable for these goods and services. This lead Amazon to realise they now served 2 different sets of customers: buyers and sellers. APPENDIX 2 – CORPORATE RELATEDNESS [pic] Adapted from Block 3 The strategy toolkit p. 223 REFERENCES.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Block 3 – The strategy toolkit Making Sense of Strategy.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Block 4 – Collaborative Analysis Making Sense of Strategy.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Readings for Block 3 – Reading 15 Making Sense of Strategy.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Team A, B C wikis. 5. Group E analysis Outcome of Group Analysis Introduction Team E undertook an evaluation of Amazons competitive level strategy, reporting back using Gerry Johnson et al. (2006) three sets of generic testing criteria: a) Suitability: In line with Jeff Bezos vision of uilding a place where people find and discover anything they might want to buy online (Amazon2002), Amazon is consistent with and fulfils the market KSF (A ppendix, Fig. 1) that it operates within by offering product variety, order fulfillment and competitive prices in a truly virtual model that eliminates a large portion of fulfillment costs and inventory risk. In theory, Amazons cost-leadership and differentiation strategy is suitable, since they are able to meet their customers’ needs (Fig. 2) and it gives them the opportunity to exploit their strengths[i]. Their strategy can become problematic if their technology platform is not continually being developed and therefore able to cope with Amazons continuous expansion. Amazon capitalized their resources and capabilities,[ii] to build awareness, increase traffic and sales. They were also pursuing their online commerce opportunities and solidifying and extending their position in the large markets where they noticed substantial opportunities. [iii] Amazon has accelerated their online commerce by creating value for their customers (Appendix, Fig. 3) and obtaining sustainable competitive advantage. b) Feasibility In practice, Amazon can achieve the required level of operational performance by delivering cost leadership advantage (Fig. 4 and Table1), assigning the necessary market capital due to its IPO, to raise capital and invest $800 million in technology (Grant: economies of scale and learning. Drivers: Quality of purchased products, features and performance and complementary services), creating market share, which stems from its original success and good name (Grants input costs/economies of scale and learning) and lowering costs by initiating redundancies and closing distribution and customer service centers (Grant: residual efficiency / input costs. Drivers: Technology embodied in design, the skill and experience of employees, location and degree of vertical integration). c) Acceptability There is a risk that Amazons relationships with their stakeholders (Fig. 5) can be affected if their increased purposed growth does not take in account that: †¢ International growth can add pressure to their internal systems and procedures which could affect profits. †¢ Increase in oil prices affect delivery costs. †¢ Not enough expertise in markets they are diversifying into a loss in returns. Increased third party suppliers/sellers may not provide same level of servi ce as Amazon directly, could impact the reputation potentially losing customers One of the key issues in shareholders management is the maximization of the long term cash flow by maintaining dynamic capabilities to preserve a degree of flexibility that can allow it to react to changes and keep the shareholder returns acceptable. Recommendations †¢ Have service level agreements of what is expected of suppliers and continue to monitor and develop customer feedback. †¢ Source local suppliers and distributors in countries such as Germany, UK, China Amazons overall sales, resulting in higher efficiency and better quality service. Setup business in countries with stable economies and governments †¢ Ensure their technology platform is continually being developed †¢ Carry out market research into the suitability, feasibility and acceptability of new strategies, products and services offered Process used by the team Team E was split in three sub-teams that bought together all three headings of the framework into one single agreed final report. [pic] [i] (Team A wiki, Appendix1 SWOT) [ii] (Team B wiki Fig. 2 RC Amazon) [iii] (Team A wiki, Appendix 1 SWOT) References 1. Leschly, S. , Roberts, M. J. and Sahlman, W. A. (2003) Amazon. com 2002, Harvard Business Review. 2. Viney, H. , Winchester, N. and Boojihawon (2010). B301, Block 3 The Strategy Toolkit: The Open University. 3. Grant, R. M. (2008), Contemporary Strategy Analysis (6th edn), Oxford, Blackwell. 4. Porter, M. E. (1985), Competitive Advantage, New York, Free Press. 5. Lester, H. (2006), Creating a unique multi-channel customer experience, London, Fifty Lessons Ltd [online], http://openuniversity. fiftylessons. com. libezproxy. open. ac. uk/viewlesson. asp? 1=534 (accessed July 2009/2011) 6. Block 3, Reading 3: Grant, R. M. (1991) The resource-based theory of competitive advantage: implications for strategy formulation, California Management Review, Vol. 33, Issue 3. By permission of the Regents. 7. Block 3, Reading 10: Hitt, H. A. , Keats, B. W. and DeMarie, S. M. (1998) Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century, Academy of Management Executive, Vol. 12, No. 4 Academy of Management. 8. 8. Viney, H. , Winchester, N. and Boojihawon (2010). B301, Block 3 The Strategy Toolkit: The Open University. 9. Leschly, S. , Roberts, M. J. and Sahlman, W. A. (2003) Amazon. com 2002, Harvard Business Review. APPENDIX Bottom of Form 1. Amazon. coms Key Success Factors. [pic] 2. Amazons customer needs. [pic] Figure 2, Amazon’s customer needs. 3. Markides'(1999) who, what, how’ framework (Block 3, p. 231). [pic] Figure 3, Markides'(1999) who, what, how’ framework (Block 3, p. 231). 4. Grants eight drivers of cost advantage (Block 3, p. 235) [pic] Figure 4, Drivers of cost advantage. 5. Drivers of Amazon’s cost advantage (Block 3, p. 242) |  Economies of scale |Technical input–output |Amazon can purchase in bulk the firm is able to spread the costs | | |relationships; |of the items over a larger volume of output. Large warehouse | | |indivisibilities; |stores like Amazon dominate the retail industry that used to be | | |specialization |made of small, local stores. The threat of substitute products is| | | |low due to the high barriers to entry, and there are no switching| | | |costs for customers (easy to buy from competitors) | |Economies of learning |Increased individual skills; |Organizations ‘learn by doing’. One of Amazon’s KSF is its | | |improved organizational |technologically experienced employees. . | | |routines | | |Production Techniques |Process innovation; |Amazon. com sells its entire inventory every 25 days! | |re-engineering of business | | | |processes | | |Product design |Standardization of designs and |Amazon have diversified into e-books via the Kindle, made | | |components; design for |possible by their knowledge of technology, research/development | | |manufacture |and unique resources | |Input costs |Location advantages; ownership |Amazon is successfully implementing a cost leadership / | | |of low-cost inputs; non-union |differentiation strategy enabling it to increase its market | | |labour; bar gaining power |share. Supplier power is limited, as Amazon is potent customer, | | | |suppliers would not wish to lose them. Buyer power is low, as | | | |Amazon tends to offer the most competitive all round customer | | | |experience. | |Capacity utilization |Ratio of fixed to variable |Amazon’s cash flow cycle allowed it to receive money from a | | |costs; fast and flexible |customer before it has paid its supplier giving the financial | | |capacity adjustment |market more faith in Amazon allowing it to finance itself more | | | |easily. |Residual efficiency |Removal of organizational |Team A identified Amazon’s $800m investment made in advanced | | |slack; achievement of |technology in order to stand as the platform above competitors. | | |X-efficiency; presence of |Team B identified that Amazon’s skilled staff and e-business | | |employee motivation and strong |systems as two of its most valuable attributes. | | |organizational culture; | | | |managerial effectiveness. | | Table 1, Drivers of cost advantage. 6. Amazon’s stakeholder map. [pic] Figure 5, Amazons Stakeholders. Amazon needs to consider the implications their strategic decisions have on their Stakeholders â€Å"any group or individual who can effect or is affected by the achievement of the firm’s objectives† (Freeman, 1984, p25) Part 2 Critical assessment of group analysis a) External analysis (Group A) Amazon’s internal environment was analysed to identify their opportunities and threats (Appendix 1, figure 3). The distinction of Amazon’s far, near and competitive environments (appendix 1, figure 1) could have been illustrated (Block 3, p. 18). a) Far environment Amazon’s far environment’ (Block 3, p. 18) include ‘sociological, technological, economic and political’ forces (STEP model Block 3, p. 18). The relationship between these factors was explained, but not identified. The ‘online retail spending forecast’ (Block 4, Exhibit 3, on p. 57) identifies a sociological force, showing the changes in their customer behaviour and the apparel opportunity. The increase in active and new customers and a rise in internet purchases are shown in Exhibit 1b (Block 4, p. 54). Technological development provides a opportunity for growth and is supported by the international internet statistics, 2002 (Block 4, Exhibit 11 on p. 0). ‘Legal’ and ‘environmental’ considerations should have been considered, referring to the extended model of Fahey and Narayanan’s framework (Block 3, p. 23). Amazon’s international expansion (Block 4, Exhibit 4b) lead to increased legal factors affectin g their operations due to different governments and regulations and can impact profitability (Block 3, p. 25). b) Near environment The failed to illustrate the analysis of Amazon’s near environment using Porter’s five forces framework (Block 3, p. 27). International internet statistics, 2002 (Block 4, Exhibit 11 on p. 70) shows that ‘government’ should be included as a sixth force (Block 3, p. 18 – Rugman and Verbeke), since it affect the structure of Amazon’s industry and profitability (Readings for Block 3, p. 17). See Appendix 1, figure 2. ‘Growth, technological, collaborative and flexibility opportunities’ was vaguely mentioned and further influences could have been identified i. e. brand development (Doyle, 2002), advanced technology and infrastructure which is not imitable (Block 3, p. 60 – Barney’s VRIN) and differentiation. c) Competitive environment The strategic group map (Block 3, p. 45 – Grant, 20 08, p. 118) clearly showed Amazon’s position in ‘geographical scope’ and ‘product range’. Amazon is a market leader since it is not easy to imitate their brand, their infrastructure or the way they do things (Barney’s VRIN). Although all the criticism on organisations pursuing a dual strategy I feel that they are correct in stating that Amazon compete both on a cost leadership and differentiation strategy (Block 3, p. 46 – Porter, 1985, p. 12). Porter’s generic strategies (Block 3, p. 46) could have been used to support this, as illustrated in figure 4. This report gave me an insight of Amazon’s industry, their competitors and competitive environment; they pursue both cost leadership and differentiation strategies. To identify the opportunities and threats they should have referred to the SWOT analysis in their appendix. b) Internal analysis (Group B) Amazon’s internal environment was analysed with the objective to identify their strengths and weaknesses. See appendix 1, figure 3 for the SWOT ordering framework (Block 3, p. 191). ) Internal Analysis, a Resource Based View Figure 1 (appendix 1) illustrates the ideal relationship between Amazon’s resources, capabilities a nd competitive advantage (Block 3, p. 67); which should have been adapted more specifically to Amazon. ‘Casual ambiguity’ (Block 3, p. 61) is noticeable due to the difficulty to link and establish Amazon’s resources, capabilities and competitive advantage. Their KSFs should have been identified, since resources and capabilities arguably will only have value if they permit to satisfy the KSFs (Block 3, p. 61). Amazon’s tangible, intangible resources and their capabilities were illustrated in figure 2, appendix 1. Further referencing could have been made to the case study for example Exhibit 2b (Block 4, p. 56), the comparison between Amazon and a typical book retail operating cycle. This shows Amazon’s unique resources and capabilities which are not easily imitable. Grant’s (1991) steps of strategy formation (Readings for Block 3, p. 49) could have been included and annotated with an example within Amazon. Barney’s VRIS concept (Block 3, p. 61) was illustrated well and it has been reported back to the SWOT analysis. The analysis did not identify which of Amazon resources have all four attributes and if it provides sustainable competitive advantage. b) Resources and capabilities in the Value Chain Value creation was shown (Appendix 2) using Porter’s value chain. Amazon’s services and logistical processes are seen to add value, for example their operating cycle in comparison to a book retailing operating cycle (Block 4, Exhibit 2b). This highlights the importance of Amazon’s assets in achieving competitive advantage. The limitation of the value chain analysis is that it mostly concentrates on identifying an organisation’s strengths and not their weaknesses. c) Amazon’s Dynamic Capabilities Appendix 1 the ‘hierarchical structure of capabilities’, illustrated Amazon’s excellence of customer support through their cross-functional capabilities. Capabilities are dynamic since Amazon is required to adapt their resources and capabilities to the changes in their competitive environment and to the industry’s KSFs. Amazon’s dynamic capabilities allow them to have a proactive flexible strategy which helps building on their strengths with the support from resources and capabilities to exploit opportunities or avoid risks. They concluded with a focus on Amazon’s strengths and weaknesses and looking at their resources and capabilities. They should have identified where Amazon need to renew their resources and capabilities to react to the opportunities. c)   Stakeholder Analysis (Group C) Team C analyzed Amazon’s stakeholders reporting back on SWOT. a) Stakeholder Map and Power Matrix The stakeholders map identifies Amazon’s stakeholders and is supported by the stakeholder power matrix which indicates whether stakeholders have the capacity to influence the implementation or the criteria upon which Amazon’s strategy is based. It is not clear if Amazon’s strategy is based on ‘criteria or operational power’ (Block 3, p. 106). This can be referred back to the ‘resource dependency theory’ (Block 3, p. 97 – Pfeffer, 1981), showing how one business unit within Amazon can be dependent on another. Amazon therefore needs to take stakeholders into consideration who contributes significant resources when strategy is formulated. b) Stakeholder classes To identify stakeholder types emerging from combinations of attributes: power, legitimacy and urgency (Readings for Block 3, p. 9) they should have used the ‘qualitative classes of a stakeholder’ (Readings for Block 3, p. 99). The analysis of Amazon’s stake holder groups, classified them with the use of the former mentioned attributes. It involves a different aspects to take into consideration which they supported with examples from Amazon but did not report back to the weaknesses and threats. c) Stakeholder Salience Analysis Amazon’s stakeholders were categorised in terms of salience. The possession of attributes should be treated as dynamic, since situations might arise due to urgency and this would influence the decision (Mitchell et el. , 1997). Stakeholders can affect Amazon’s objectives (Block 3, p. 6) due to salience which is linked to CSR i. e. they are using environmentally friendly packing. A stakeholder working in warehousing or distribution might have felt that this is urgent where others did not, but since more customers are environmentally focused this provided a coalition of power to make the decision. a) SWOT analysis This group should revise the structure of their outcome by ending with the SWOT analysis where they mainly had to focus on the threats and weaknesses (Appendix 1, figure 3). Amazon’s weaknesses such as their dependency on third party distributers could also be an opportunity to exploit, using their resources and capabilities. The changes in consumer behaviour identified as a threat; could also be an opportunity for them if the changes in the market are in their favour. They supported this with facts from the exhibits, increase in spending. Further evidence could have been used to confirm what attributes (power, legitimacy and urgency) their consumers have. From a stakeholder perspective they have identified Amazon’s strengths, weaknesses and opportunities and threats well. d) Corporate Analysis (Group D) Amazon’s corporate-level strategy was evaluated using Ansoff’s vectors with the recommendation to pursue both market penetration and differentiation strategies and reporting back to suitability, acceptability and feasibility (Johnson et al. , 2006). I do not agree with their recommendation; as they need to pursue another strategy when the market is saturated to continue growing. Amazon’s business plan included both the ‘retail model’ and their ‘marketplace model’ (Block 4, p. 40) which they then later integrated showing Amazon’s different growth strategies. a) Retail Model Amazon started as a book retailer with modest inventories, depended on distributors with a focus on growth following a ‘market penetration strategy’ (Block 3, p. 208 – Ansoff’s growth vectors). Amazon then evolved towards a ‘product development’ (Ansoff, 1987) growth strategy to incorporate a wider variety of products (Block 3, p. 40). During the expansion in 2000 (Exhibit 4, p. 8) they pursued a market development or a diversification strategy depending if they entered the new markets with existing or new products. Throughout Amazon’s evolution they have invested in buildin g out and integrating their technology to further develop their capabilities. b) Marketplace Model Amazon augment their retail commence model with the ‘marketplace initiative’ (Block 4, p. 40) focussing on third-party sellers. Retailers became interested in outsourcing their online presence. Amazon therefore served as an e-commerce outsourcing partner, developing commerce models and an auction capability, entering and building partnerships and they introduced zShops. Here they focussed pursuing on both market development and product development strategies. c) Integrating Amazon Amazon’s customer culture focuses on providing their customers with ‘selection, price and convenience’. They changed to a ‘single-store strategy’ from having third-party commerce in distinct areas to selling alongside them on their website. Amazon continually expands their product lines by diversification (Ansoff, 1987) of commerce and developing multiple partnership strategies such as marketing deals and syndicated stores etc. As a result Amazon remains competitive and continually grows. The apparel opportunity posed different options to Amazon i. e. partnerships or stocking the items themselves. I personally feel that the integrated approach would be better, as they would then share their resources and capabilities which will enable them to exploit further opportunities. d) Recommendation and suitability, feasibility and acceptability Amazon has to continually adapt to their growth strategy due to the importance of ’market share, service capabilities and differentiation’ (Barney’s VRIN), to exploit opportunities and overcome weaknesses. Looking at Amazon’s retail, marketplace and integrated models we have seen them pursuing multiple growth strategies (see appendix 1, Ansoff’s four growth strategies)which was suitable at the time and feasible due to their resources and capabilities and lastly acceptable (Johnson et al. , 2006) due to expanding the selection available to customers. I agree with their recommendation to pursue a strategy of diversification especially looking at the apparel opportunity but in other areas of the business they might consider product development or market development strategies depending on the SWOT analysis. e) Corporate relatedness Since Amazon establish economies of scope with their operating models (Block 4, Exhibit 2b) and have the ’technology, processes and competencies’ which other retailers prefer to outsource. I therefore agree that Amazon has an opportunity of sharing their assets whilst having low corporate relatedness (Hitt et al. , 2003 – Block 3, p. 223) with the retailers or partners. e) Competitive analysis (Group E) The outcome of Amazons competitive level strategy evaluation did not recommend which of Porter’s competitive strategies should be pursued (Block 3, p. 245). a) Resources and capabilities available to the Amazon Amazon integrate, build, and reconfigured their internal and external competencies to address changing environments and to build their dynamic capabilities (Reading’s for Block 3, p. 77 Teece et al. ). Investments resulted in online retailing technologies, website personalization features, warehousing, reliable IT systems, customer relationship systems and new products leading to competitive advantage through both cost and differentiation (Block 3, p. 245) strategies. b) The industry key success factors (KSFs) KSFs refer to the limited number of areas in which satisfactory results will ensure successful competitive performance† (Rockart and Bullen, 1981). Amazon needs to focus on their success to build their capabilities, this helps to understand the key areas in which they should invest their time and resources. Amazon’s KSFs is identified in Appendix 1, figure 6. c) The nature of Amazon’s external environment To evaluate Amazon’s competitive level strategy they need to look at their external environment to identify their competitive position and determine opportunities and threats (Porter’s five forces framework). Group A’s external analysis should have been used. Supplier power is low as Amazon provide their customer base a ecommerce platform. Buyer power is low, since Amazon provides the most competitive all round customer experience (SWOT – strength); including variety based on their operating cycle (Block 4, p. 56). Amazon capabilities of ecommerce platforms (Barney’s VRIN) give them competitive power; supported by their customer-centric culture (Block 3, p. 247). Competitors fail to compete directly with Amazon, as they provide customer experience which is not imitable. The threat of substitution is moderate; customers can find the products from competitors i. e. Barnes Noble or Ebay. Their selection, price and convenience (SWOT – strength) makes them unique. The barriers to enter are high; Amazon therefore exploited their capabilities in commerce and by developing partnerships with other retailers (SWOT – opportunity). d) Objectives of key stakeholders Markides'(1999) who, what, how’ framework (Block 3, p. 31) gives an overview of who Amazon’s customers are, what value proposition do they make to customers i. e. variety of products at low cost. And the way the value is delivered i. e. through their reliable web infrastructure. Amazon’s stakeholderâ₠¬â„¢s main objective is a ‘vision of ultimate selection’ by providing ‘a place where people can come to find and discover anything they might want to buy online’ (Block 4, p. 40). With their focus on serving customers (see appendix 1, figure 6) they started embracing ‘selection, price and convenience’ on which they base their customer experience. In addition to these objectives, also feel that the main focus for the key stakeholders for Amazon is growth and profit maximisation. ) Recommendation and suitability, feasibility and acceptability Amazon’s core competitive strategy has been to focus on the customer experience; however, they also compete on time, price, convenience, loyalty, reputation and innovation. They focussed on Grant’s ‘drivers of cost advantage’ (Block 3, p. 235); this shows that a competitive strategy should not only be based on a cost focus. My recommendation is that they continue pursuing both a co st and differentiation advantage; by developing their capabilities across functions. Creating a sustainable competitive advantage, Amazon differentiates with service and cost sectors made possible with their strong, supportive and complex organisational culture (Block 3, p. 246) Amazon’s integrated cost leadership and differentiation strategy is ‘suitable’, as it identifies their opportunities i. e. he apparel opportunity where they capitalise their resources and capabilities which conforms to the KSFs. Their strategy of both options is ‘feasible’ but I feel that the partnership option is more feasible, due to the complexity of the apparel industry. The strategy is ‘acceptable’ since the apparel commerce was forecasted to grow at 34% from 2002 – 2007 with an estimated market segment at $203 billion per year. Although this seems like a profitable option there is still a risk involved due to the complexity of the industry. Part 3 Ev idencing of contribution to groups a) Stage 2 Group B was responsible to undertake an analysis of Amazon’s resources and capabilities. We were divided into three subgroups, where my subgroup was responsible for identifying Amazon’s resources and capabilities and their attributes; evaluate their competitive advantage and strategic implications. Amazon’s resources and capabilities provide the basic direction of their strategy and I incorporated this into Grant’s strategy formation framework. Drawing from the internal analysis I was able to identify Amazon’s strengths and weaknesses (SWOT analysis) and we illustrated the links between Amazon’s resources, capabilities and competitive advantage (Block 3, p. 67). See my individual contribution (Resources and capabilities/strengths and weaknesses, 20 June 2011, 00:30): http://learn. open. ac. uk/mod/forumng/discuss. php? d=541629#p4181476 Once everyone posted their individual analysis I took on the role as ‘project manager’ to encourage each sub-group to combine their contributions, see my post (Sub-group planning for wiki draft, 20 June 2011, 14:15): http://learn. open. ac. uk/mod/forumng/discuss. php? d=539832#p4187538 I chased the progress of both sub-group 1 and 3 to post their collated contribution for their group. (Sub-groups 1 3, 21 June 2011, 23:13) http://learn. open. ac. uk/mod/forumng/discuss. php? d=539832#p4216747 I was assigned the task to produce the final report in SWOT format based all the contributions with a deadline for day 12 (22/06/2011) and my efforts was then reviewed. See final SWOT Analysis, 23 June 2011, 09:27: http://learn. open. ac. uk/mod/forumng/discuss. php? d=547063#p4236069 I was assigned the role as editor of all the contributions and posted the information onto the Wiki, which was further checked by Nadia. We have been corresponding in regards to the outcome of the group analysis and wiki structure on the forum (wiki structure): http://learn. open. ac. uk/mod/forumng/discuss. php? d=542800#p4143951 Further evidence of my contribution is evident on the editing I have done on the wiki; please see the link for the history: http://learn. open. ac. uk/mod/ouwiki/history. php? id=530424group=181907 I really enjoyed working as part of Group B, the communication and team work between members was really good. The project manager (Nadia Curtis) assigned everyone’s responsibilities out well including the deadlines. b) Stage 3 Group E was undertaking a critical evaluation of Amazon’s competitive-level strategic choices. This group started off slowly and it seemed that most people were reluctant to be the project manager. I suggested that we all should post the important aspects that needs to be included in the analysis and from there assign responsibilities (Responsibilities delegation, 25 June 2011, 14:08): http://learn. open. ac. uk/mod/forumng/discuss. php? d=556960#p4264437 Diana Sacuiu took lead and decided on subgroups and delegation of responsibilities reporting back to suitability, acceptability or feasibility. My sub-group was responsible for looking at Amazon’s competitive-level strategy from a ‘suitability’ point of view. My individual task was to identify Amazon’s resources and capabilities and the way they relate to external opportunities (Diana Sacuiu, 26 June 2011, 20:20): http://learn. open. ac. uk/mod/forumng/discuss. php? d=558651#p4277348 I identified Amazon’s resources and capabilities and explained how they are used to exploit opportunities, how capabilities are developed and enables them to pursue both an integrated cost-leadership and differentiation strategy (Block 3, p. 247). See link (Competitive level strategy from a suitability point of view, 28 June 2011, 23:36): http://learn. open. ac. uk/mod/forumng/discuss. php? d=558823#p4305912 We put our sub-groups information together which I edited and included figures to reduce our word count: 1. Draft 1: http://learn. open. ac. k/mod/forumng/discuss. php? d=562267#p4310586 2. Draft 2: http://learn. open. ac. uk/mod/forumng/discuss. php? d=562267#p4313345 3. Draft 3: http://learn. open. ac. uk/mod/forumng/discuss. php? d=562267 #p4322730 4. Draft 3 (2): http://learn. open. ac. uk/mod/forumng/discuss. php? d=562267#p4324685 I further supported sub-group three with a figure to help reduce their word count, see my post (30 June 2011, 16:05): http://learn. open. ac. uk/mod/forumng/discuss. php? d=562267#p4324971 I also checked the spelling, format and I added the relevant references to our group’s final report (1 July 2011, 14:05): http://learn. open. ac. uk/mod/forumng/discuss. php? =562267#p4335805 Although this group did not collaborate as much, we were able to finish our evaluation of Amazon’s competitive-level strategy and reporting back upon its suitability, acceptability and feasibility, see final wiki link: http://learn. open. ac. uk/mod/ouwiki/view. php? id=530430group=181907page=Outcome+of+Group+Analysis Part 4 Reflecting on group decision making Looking at the collaborative work of the groups I will be identifying if the process is rational, political with evidence of power positions o r authority (Readings for Block 3, p. 250) or if there are any noticeable importance of chance which can be referred to as the garbage can model (Readings for Block 3, p. 257). From doing the collaborative exercises I have noticed that the decision- making process which included deciding what information to include for the outcome of each group was a political process (Pettigrew, 1973 Readings for Block 3, p. 246). Political behaviour has been defined as behaviour of individuals, or in collective terms; by sub-units, within an organisation that makes a claim against the resource-sharing system of the organisation (Readings for Block 3, p. 247) or in this case the group. It was decided within the groups which individuals will take on which roles such as editor, project manager and project chaser etc. The groups were then divided into sub-groups which had specialized tasks which are interdependent for the outcome. I have noticed power conflicts within the groups due to the perception of interdependence (Thompson, 1961- Readings for Block 3, p. 248) of resources for the final outcome. This was when each sub-groups’ contribution was collaborated for the final outcome, as it seemed to be influenced by the editor or project manager exercising authority over what information to use (Talcott Parsons – Readings Block 3, p. 249) . This shows that the decision making process deviates from the proposed rational model of decision making, I therefore agree with Simon’s (1979, Block 3, p. 261) assumption of ‘bounded rationality’ and ‘satisficing’ (Block 3, p. 262) for the decision making process of the groups. Group B agreed that the final wiki should be checked by Nadia and I did not ag

20 Critical Essay Topics on Environment Health and Development

20 Critical Essay Topics on Environment Health and Development Before delving into today’s topic, it’s best we understand what the environment means and why its health is so important to human development and the earth’s entire ecosystem. The environment is everything- both indoors and outdoor- around us. It is made up of the air we breathe, the food we consume, the parks we visit, your workspace as well as your relaxation spots. Therefore, land, the atmospheres and the world’s rivers and oceans are how make up the environment. Since we reside in the earth’s environment, it is important to note everything that affects us both negatively and positively in order to reduce the negatives while maximizing the positives which make the topic on environmental health quite important to the human race. Therefore, this article will focus on helping everyone interested in writing critically on environmental health and development with the needed assistance to write in an effective manner that will pass your message across in a succinct manner to your intended audience. In order to help you do this, below are 20 essay topics on environment, its health and how it affects human development for you to choose from when working on your critical project. Rounding up the provided topics will be a sample essay draft exploring one of the provided topics in such a way that it provides you with clear guidelines on how to kick-start your chosen essay: The importance of Environmental Health to Human Development Discussing the Effects of Culture and Civilization to Environmental Health How Can the Environment Affect Women’s Health? The Impact of the Earth’s Environment to Child-mortality Rate The Impact of Environmental Health on the Economy of Developing Countries The Importance of Safeguarding Environmental Health Is Global Warming Harmful to Environmental and Human Health? The Effects of Indoor Air Pollution to Environmental Health the Impact of a Working Environment to our Personal Health The Ozone Layers Role in Protecting the Earth’s Ecosystem Water Contamination and its Hazards to Plant and Animal Life The Impact of Air Pollution to Economic Growth Environmental Pollution and the Global Burden of Disease Global Environmental Health and Building Sustainable Cities The Importance of Environmental Health in Achieving Sustainable Development Goals The Harmful Effects of Lead Exposure to Environmental Health The Effects of Pesticide Exposure in Third World Countries Driving Government Policies Through Environmental Health Research The Impact of Mercury Exposure to the World’s Oceans Global Waste Disposal and its Effects on Environmental Health As promised, above are the 20 timely essay topics on environment and the need to preserve the earth’s ecosystems developed for writing critical essays on this subject manner. The above topics cover a wide range of factors that are both natural and manmade combined with their effects on the environment. As it happens, we provide you with 10 facts on environmental health and development as well as in-depth for a critical essay. Lastly, a critical essay discussing one of the provided essay topics on environment will be provided as a guideline below. Sample Critical Essay: The Impact of the Earth’s Environmental Health on Child Mortality Rate The task of studying environmental health, human’s negative impact on it and how it can be curbed or reduced to its bare minimums is important to human development. And this importance is better understood when we consider the havoc diseases due to pollution wreck on the world’s most vulnerable citizens- our children. This essay will attempt to explore the impact of environmental health to child-mortality rate on a global scale as well as discuss ways to improve the environment we currently reside in. Environmental health is influenced by diverse factors such as the quality of air around us, the health of the world’s waterways and the manufacturing as well as human day-to-day activities. Sad to say, the factors affecting the environment in the 21st century are mostly negative for poor mining and manufacturing practices as well as the use of unhealthy facilities, machines and waste disposal techniques have taken their toll on every aspect of the earth’s environment. Now, recent studies from the World Health Organization (WHO) on environmental health paints a bleak picture for the survival of children born in underdeveloped, developing and developed nations worldwide due to the real possibility of kids being harmed by overexposure to the earth’s environment. As expected, the situation is bleaker in 3rd world and developing countries as children born into these vicinities are exposed to elements dangerous to their positive development. In 2014, the WHO reported that approximately 6.6million children under the ages of five die every year from a combination of factors such as poor health care, congenital diseases and yes, environmental factors. The study went further to state that a third of these deaths are due to the state of the environment health and could have been prevented if exposure to hazardous environmental elements were eliminated which indirectly points their death to human practices. This statistic raises the question of if humans truly contribute to a third of the current child-mortality rate due to their practices and the following paragraphs will attempt to answer this question. Asthma has been given the notorious tag as the number cause of death in children under the age of 5 and this respiratory condition is in most cases caused by the quality of air a child breathes in. And the air our children take in has been contaminated by emissions from automobiles, pesticide, lead and other harmful elements human everyday activity produces. Landfills have also been attributed to producing its own fair share of pollutants thereby adding waste disposal to the list of things harming the environment. In conclusion, the solution to drastically reducing the child-mortality rate lies in our ability to be more accountable on how we work and leave our lives both indoors and outdoors. Going green in manufacturing factories, the integration of recycling policies and participation of the world’s government in ensuring sustainable environments will be important in solving the current child mortality rate the world witnesses. Here we come to the end of these guidelines on drafting an essay topic on environment. So do not hesitate to select a topic from the above and use the sample essay as a tutorial for writing yours. References: The 1999 International Environmental Monitor Survey, Environics International, Ltd . (2000). The Coming Green Wave: Global Public Opinion on the Environment. environics.net/eil/ WHO Press Release. (2000). who.int/inf-pr-2000/en/pr2000-46.html Pretoria: Department of Water Affairs and Forestry. (2007). Annual Report of the Department of Water Affairs and Forestry for 2006/07. dwaf.gov.za/Documents/ AnnualReports/2007.asp Gordon, M Simon, L. (2000). Environmental Change and Human Health. https://www.sei-international.org/mediamanager/documents/Publications/Risk-livelihoods/environmental_change_human_health_africa.pdf Cortinas de Nava, C. (1996). Worldwide overview of hazardous wastes. Toxicology and Industrial Health. 12(2):127-138. Murray, F. (1998). Regional Air Pollution in Developing Countries: Background Document for Policy Dialogue Bangkok. Satterhwaite, D. (1999). The Links between Poverty and the Environment in Urban Areas of Africa, Asia and Latin America.

International Standards and Information Systems Quality Management Essay

International Standards and Information Systems Quality Management - Essay Example Quality Management System is defined as a â€Å"set of coordinated activities to direct and control an organization in order to continually improve effectiveness and efficiency of its performance.† These activities are well integrated and synchronized that the understanding of one would not lead to understanding of the entire system as a whole (Gitlow, 2001). The basic purpose is not to detect the defective products after production rather than focusing in producing quality products free of any defects. Implementation of an effective quality management system would benefit an organization whether in manufacturing, service industry or public sector. These companies generally employ some information system to communicate within the organization and to supplier and customers external to the organization. The underlying concept is customer, supplier and the organization working together for their mutual interest. To implement said concept, efforts are required to integrate and str engthen interfaces not only between immediate customers and suppliers but also beyond that are linked to any organization. An efficient and effective quality management system would help in building customer’s confidence on organization’s ability to produce quality products and services, and deliver desired objectives while meeting their wants, needs and expectations. In similar way, quality management system enables an organization to achieve its objectives defined in its policy and strategy with minimum and effective utilization of resources at an optimum cost. Quality management system interfaces all activities of the organization in a coordinated manner starting from identification of customer requirements to meeting customer’s satisfaction at every step of the process. It can be compared to a wedge that ensures consistency of gains along the quality journey by preventing good practices from sliding back as shown below (Business Balls, 2008). An effective qu ality management system would improve process control, reduce waste, decrease costs, increase market share and help to meet customer’s expectations. Quality and Evaluation of Information Systems Evaluation of information systems is a crucial subject for the researchers and practitioners aiming for improvements in the processes of designing and developing the information systems (Checkland & Holwell, 1998). The evaluation of an information system

The various ways in which the Hindus image God or the divine Essay

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Review and critical analysis of any four articles - Essay Example Election process from the nomination, the conventions and elections has been discussed in this book. The Article of Americas Evolving Electorate by Nate Cohn This article talks of the demographic system in an electorate. This article analyses on the population target of a given candidate. The article starts by analyzing the Clinton and Bush election season. This election time the candidates targeted a given population in their campaigns trail. According to the article George W Bush targeted the Populist population, who were compassionate conservatives. Whereas Bill Clinton targeted college women, the graduates and the less religious voters. This according to the article was insufficient for Bill Clinton to conquer George Bush in the 2 election seasons. Over time the demographic targets of the Republican Party has changed, it is on an estimate of eight years basing on the article. This change has then lead to the majority win of votes by the democrats, hence the Obama Administration. The change in voter’s numbers was as a result of the shift of the new diverse young voters who joined the democrats. An Estimated increase from 23% to 25% of votes in favor of the democrats. The article also establishes the Current Presidents camp had a larger share of Non American voters this were: The African American, Hispanians and The Asian voters.The republicans were also into gaining of voters from the democrats strong holds. They shifted inwards south of the believed Democrats strong holds. But their efforts were not fruitful as the couldn’t counter the democrats gain of voters. The Author Nate Cohn goes on explaining of the Democrats gains of voters who were the white Americans from the South.The democrats targeted a given voter population of which included the young white and those that occupied the well educated sub-urbans.These shifts of demographic interests were not for a short period as it was thought to be. The shifts was a reflection of shifts of votes which was for the advantage of the democrats. They were establishing a base of votes which they could use to gain on the republican votes. The Article also focused on the turnout of voters, this was specifically the Republican Party. The focus was during the congressional and local elections. Basing on the article there was a notable reduction in the turnout of the republican voters. A critical analysis if the democratic analysis is inevitable is given in the article and how the Republican Party can adjust in a mind of compensation of the generational and demographic changes. There is an Emerging Democratic Majority, the effect of a majority democratic camp and it is predestined to be for some decades to come. The democratic majority is as a result of the gaining of Denver, Washington and Raleigh which are well educated suburbs. On analyzing of the article, for the republicans to counter the demographical gain by the democrats is by: instituting durable and ideological coalitions b efore a new social moderate generation is built. The article has been criticized on the share of white voters by the democrats; this is because the article has not pointed out the states of the survey. It has also been criticized of partisan comments. Though with the critics the article has proved to be very insightful and indeed helpful in the geographical analysis of voters in a voting season. Are we in An Electrol Realignment? By Sean Trende An electoral realignment refers to