Locke and Rousseau on Social Contract Research Paper

Locke and Rousseau on Social Contract - Research Paper Example It is selfish in a way that they did not care for the welfare of other humans. Nevertheless, they were bounded by some natural laws that regulated their behavior. For instance, they were mindful of the rule that they should not hurt each other (Locke 192). They were ought to preserve the existence of humans on earth. Significantly, humans have deemed it necessary and convenient to make a social group (Locke 253). They have actually felt the importance of belongingness -- that is to become part of a human gathering. They have found it convenient to be able to utilize the skills of others to pursue an endeavor. In this sense, humans have learned to become social. They have considered the importance of others to their continued existence. As a consequence, relationships were formed. Forms of interactions have developed. Humans have known each other. They demonstrated ways to help others. In other words, mutual understanding has developed between them. This was the beginning of man to wo man interaction. As cited by Locke, "the first society was between man and wife" (253). This social inclination began the relation between parents and their children (Locke 253). Stated otherwise, the first social institution is the family. Locke specifically referred the family as a conjugal society (253). It is conjugal because the union of man and woman carries with it reciprocal benefits. Mutual assistance and support as well as communion of interests are examples of these benefits (Locke 253). These advantages may have driven humans to form a family. The family therefore is the first form of social group that humans have created. It is the original proof of society’s existence. In a family, humans could find security in all aspects. This finding as proposed by John Locke may have contributed to the present understanding of filial relationship. In another case, Locke included the topic on slavery. He emphasized the fact that slaves are not "part of civil society" (Locke 2 58). In this context, it can be claimed that to be part of civil society, a particular social group must have freedom. This freedom encompasses the right to own, use and enjoy a property. This could mean that an individual belonging to a civil society has the corresponding right to exercise his or her civil rights. To note, the right to own a property belongs to the larger scope of civil rights. As time goes by, humans have found it necessary to protect and preserve their life, liberty and estate (Locke 259). Locke actually considered the three as forms of property (Ashcraft 412). In such case, they formed a political society. In forming this society, the members of the civil society are to surrender some of their natural powers to "the hand of the community" in which they can ask for protection (Locke 260). This protection is made possible by the establishment of a political structure; hence, the creation of the government. This body politic would be the representative of the peopl e as a whole. For this body to be legalized, a majority consent from the community is needed (Laski 16). Locke actually preferred a commonwealth than absolute monarchy. He described the commonwealth as an independent community and not a democracy (Locke 301). For him, a commonwealth has three powers, legislative, executive and federative. These powers are ought to be separated according to Locke. At the end of his treatise, Locke

Empowerment in health promotion Essay Example | Topics and Well Written Essays - 3000 words

Empowerment in health promotion - Essay Example The aspects of empowerment, as used in general and in particular in the healthcare sector are presented below; emphasis is given on the theoretical approaches used for explaining the involvement of empowerment in the healthcare sector. It is proved that empowerment can be viable in health promotion but only if certain conditions exist; the internal and external environment of each case and the ability of the medical staff involved in the relevant schemes are quite important for ensuring the success of empowerment in the specific field. The differentiations identified in the interpretation of empowerment in health promotion can be considered as justified, taking into consideration the significant differences that can be identified in healthcare settings worldwide, as this issue is analytically explained below. 2. Meaning of empowerment In order to understand the role of empowerment in health promotion, it would be necessary to refer primarily to the context of empowerment, i.e. its ch aracteristics and mission, as identified in various social areas. Then, its use in health promotion could be evaluated taking into consideration the needs of the specific sector, as identified in healthcare settings worldwide. ... Based on the above definition, the following key characteristics of empowerment should be highlighted: empowerment needs to be provided, in other words, it cannot be assumed as existing. Rather it should be clearly given, under the terms that it can be used appropriately, meaning the skills and the capabilities of the person who is provided with empowerment (Barry et al. 2006). In any case, the discretion provided through empowerment is rather limited. In accordance with Ginnodo (1997) empowerment is differentiated from ‘dumping and anarchy’ (Ginnodo 1997, p.34). This means that empowerment needs to be based on specific rules/ suggestions which will be ordered without discriminating – always under the terms that the ‘empowered’ is able to understand and follow the particular orders. On the other hand, the elements and the requirements of empowerment can be differentiated across social and business activities; in business, the term empowerment is consi dered as a key tool for increasing motivation and self-confidence of employees (Quinn et al. 1998). From this point of view, in business area, empowerment is related to concepts and initiatives as organizational supervision, criteria of reward and job design (Quinn et al. 1998). Indeed, when empowerment needs to be evaluated as an element of the business environment, emphasis should be given to the following issue: at what level empowerment has actually promoted self-efficacy across the organization. At this point, the skills of the manager can be also revealed taking into consideration the tasks allocated to employees – under the terms that the goals set need to be achievable, based on the skills of each employee

Construction Procurement Methods Compared

Construction Procurement Methods Compared Procurement is comes from the word of procure which is means to bring about and to acquire. Method is about organized method, technique, process or procedure (Rosli Abdul Rashid 2006). Procurement method is an overall management structure and specific management practices used in the project such as houses, office buildings, shopping complex, roads, bridges etc. Traditionally, clients who wished to have projects constructed would invariably commission a designer, normal an architect for building projector an engineer for civil engineering projects. The designer would prepare drawings for the proposed scheme and, where the project was a sufficient size, a quantity surveyor would prepare estimates and documentation on which contractors could prepare their prices. Each of the different methods has been used at some time in the industry. New procurement systems will continue to be developed to meet new requirements and demands from clients, contactor and the professions (Allan Ashworth, 2008). There are many more types of procurement systems used in the construction industry nowadays. However, the focus is only on the type of procurement systems that commonly used in Malaysia for example traditional system, design and build, management contracting and construction management. 2.1 Concept of Traditional System Traditional System is also known as Design-Bid-Build (DBB). It is most common use in the construction industry. With this option, the client appoint an architect to prepare a brief, a scheme outline and working drawings, and to invite tenders and administer the project though issuing instructions, inspecting the work under construction and preparing certificates for payment. In another word, architect is to prepare design proposals to meet the client requirements. The architect may also, with the clients approval, appoint other consultant such as quantity surveyor and structural engineers. The contractor, who has no responsibility for the design, will usually be selected by competitive tendering. The design team work independently from the contractor, who is responsible for executing the construction work in accordance with the teams of the contract (Allan Ashworth, 2008). 2.1.1 Contractual relationships of Traditional System The client is in direct contractual relationship with the consultants on the one hand and the contractor on the other. Any contractual links for only where they clients make nominations is it advisable to recommend collateral agreements to protect his interests in respect of any matters which might lie outside the building contract (Stanley Cox and Hugh Clamp, 2003). 2.1.2 Management Relationship of Traditional System The figure 2.3 is the management relationship of the traditional system. Architect is as the lead designer to coordinate with Engineers on the part of M E works. Architects are also to ensure that the design complies with the local authority requirements. Besides that, Architects is to manage the whole project and supervise the works. Contractors to execute and complete the building works based on the design and specifications in the contracts. Contractors are to coordinate with the nominated Sub-contractors (NSC) on specialist works. 2.1.3 Advantages of Traditional System The quality of work is control by Client. Client can achieve the best price through competitive tendering. Clients can easily request any variation of the works. Clients interest is protected by the Consultants who serve as advisors and independent certifies in the building contracts. 2.1.4 Disadvantages of Traditional System From inception to completion of the project need relatively longer period. The communication channel among various consultants may be incompetent. Client maybe too difficult to coordinate with the various consultants. 2.2 Concept of Design Build Design Build (D B) is a procurement system where a single organization undertakes the responsibilities and risks for both the design and construction phased. There may be various levels of employer involvement in the design: in the pure form of D B, the client engages a building contractor at the outset who is then responsible both for the design and the construction of the work. The typical payment method for D B is a lump sum, payable in monthly installments, based on a cost document that forms part of the Contractor s Proposals which is itself a tendered or negotiated response to the Employers Requirements, documents that form the basis of the contract (W.Hughes, 2006). With D B, it is likely that in the absence of in-house professional staff, the client will wish to engage outside consultants to advise on the preparation of requirements and to evaluate and select tenders etc. the main contractual link is between client and the contractor and the clients agent or representative has only a limited role. The contractor might also have a contractual link with his own design consultants, and with sub-contractors and suppliers. As the contractor is wholly responsible for their performance, both in terms of design and construction, there might be less need for collateral agreements between them and the clients (Stanley Cox and Hugh Clamp, 2003). 2.2.1 Contractual relationships of Design Build With a design and build arrangement, instead of using and architect or engineer for a separate design service, the client chooses to employ a contractor directly for an all-in design and construction services. It may also be necessary and desirable to employ independent professional advisers to monitor the progress and quality of the contractors work and to agree the value of interim certificate for payment purposes (Allan Ashworth, 2008). 2.2.2 Management Relationship of Design Build The figure 2.5 is the management relationship of the D B. Clients state his requirements through his consultants who prepares the Employers Requirement or conceptual design. D B Contractor is prepares the details design and prepare the cost proposals to the client. Therefore, successful D B contractors are responsible for designing, planning, organizing, constructing and controlling the whole project. The scope of the design obligation needs to be set out as clearly as possible. 2.2.3 Advantages of Design Build Ease of communication- Client only needs to liaise with one party i.e DB Contractor, it is direct contact with the client. Saving in time and cost of construction. The contractors experience with the project from inception. The option for contractor s to include their constructing capability in the proposed design. No claim for possible delays due to a lack of drawn information. 2.2.4 Disadvantages of Design Build Design possibilities are not explored in full and tend to be restricted by the D B Contractors standard design and construction method. Quality of materials may be compromised in view of the D B Contractors profit. Client is discouraged to order any variations of works. Client must select only D B Contractor with good reputation and track record. 2.3 Concept of Management Contracting The term management contracting is used to describe a method of organizing the project team and operating the construction process. The management contracting acts in a professional capacity, providing the management expertise and buildability requirement to the overheads and profits involved in return for a fee. The contractor does not therefore participate in the profitability of the construction work itself and does not directly employ any of the labour and plant, except possibly for those items involved in setting up of the site and the costs normally associated with preliminary works. Because the contractor is employed on a fee basis, the appointment can take place early during the design stage. The contractor is therefore able to provide a substantial input into the practical aspects of the building technology process. Each trade required for the project is tendered for independently by subcontractor, either upon the basis of the measured work packages or a lump sum. This should therefore result in the lowest cost for each trade and thus for the construction work as a whole. The management contractor assumes full responsibility for the control of the work on site (Allan Ashworth, 2008). 2.3.1 Contractual relationships of Management Contracting The contractual relationship in a management contract is between the client and the management contractor, with all works contactor in direct relationship with the latter. It may also be desirable to establish a contractual relationship between the client and each work contactors by means a collateral agreement. In construction management the contractual relationship is between the client and the construction manager, with all trades contractors in direct relationship with the former (Stanley Cox and Hugh Clamp, 2003). 2.3.2 Management Relationship of Management Contracting The figure 2.7 is the management relationship of the Management Contracting. Management contractor (MC) is to manage construction works for a management fee that comprises a percentage for profit and fixed overheads. Normally MC does not undertake the construction works by himself. Consultants prepare the design; MC determines construction/management method. This method is popular used in UK. 2.3.3 Advantages of Management Contracting Early appointment of contractor as a member of design team to provide management skill. Better coordination control of project through improved management qualities. Shorter project period because increase speed of design and construction 2.3.4 Disadvantages of Management Contracting Pressures on design team in preparation of various tender documentation and tender evaluation. 2.4 Concept of Construction Management The contractual arrangement and services rendered by a construction management firm are not dissimilar from those under management contracting. But relieving such an organization of contractual risk for the performance of sub-contractors is much more effective if they are not contractual intermediaries. Thus, the most significant characteristic of construction management is that there is no general contractor; instead there is a series of direct contractual links between the client and the trade contractors, making the role of the construction management more like a consultant than a contractor. The arrangement is used particularly by experienced clients on projects with short lead-times (W.Hughes, 2006). The construction manager is responsibility for the overall control of the design team and the various trade contractors, throughout both the design phase and the construction phase of the project (Allan Ashworth, 2008). 2.4.1 Contractual Relationship of Construction Management The construction manager is appointed after a careful selection process and is paid a management fee. One basic difference from a management contract is that the trades contracts, although arranged and administered by the construction manager, are direct between the client and the trade contracts. The construction manager is a coordinator, and usually cannot guarantee that the project will be finished to time or cost. The clients direct the project and the client is also likely to carry the greatest burden of the speculative risk (Stanley Cox and Hugh Clamp, 2003). 2.4.2 Management Relationship of Construction Management The figure 2.9 is the management relationship of the Construction Management. Construction Management is separating consultants/designers from management of the project. Construction Manager (CM) replace designer in administration of contract except design/ certification matters. CM concentrates on managing time/ cost using his unique construction expertise. Clients selects all trade contractors and CM managers the project for a fee. 2.4.3 Advantages of Construction Management: Independent management function. Reduction in project durations and costs. Design team able to concentrate on design. No conflict of interest between design and production. 2.4.4 Disadvantages of construction Management: Additional management cost. Erosion of Architects power and responsibilities. 2.5 Summary Traditional Speed: Not the fastest of methods. Complexity: Desirable to have all information at tender stage. Consider two stages or negotiated tendering. Quality: Basically straightforward, but complications can rise if the client requires that certain sub-contractors are used. Clients require certain standards to be shown or described. Contractor is wholly responsible for achieving the stated quality on site. Design and Build Speed:Â  Relatively fast method. Complexity:Â  Pre-tender time largely depends on the amount of the detail in the clients requirements. Construction time reduced because design and building proceed parallel. Quality:Â  A sufficient single contractual arrangement integrating design and construction expertise within one countable organisation. Client has no direct control over the contractors performance. Contractor design expertise may be limited. Client has little say in the choice of specialist sub-contractors. Management Contracting Speed:Â  Early start on site is possible, long before tenders have even been invited for some of the works packages. Complexity:Â  Design and construction skills integrated at an early stage. Complex management operation requiring sophisticated techniques. Quality:Â  Client requires certain standards to be shown or described. Managing contractor responsible for quality of work and materials on site. Construction Management Speed:Â  Relatively fast method. The individual trade contractors are in direct contract with the client. Complexity:Â  Design team able to concentrate on design.Construction Manager concentrates on managing time/ cost using his unique construction expertise. Quality:Â  Construction Manager replace designer in administration of contract except design/ certification matters. 2.5.1 Summary Traditional Flexibility: Clients control design and variations to a large extent. Certainty: Certainty in cost and time before commitment to build. Clear accountability and cost monitoring at all stages. Responsibility: Can be clear-cut division of design and construction. Confusion possible where there is some design input from contractor or specialist sub-contractor and suppliers. Design and Build Flexibility:Â  Virtually none for the client once the contract is signed, without heavy cost penalties. Flexibility in developing details or making substitutions is to the contractors advantage. Certainty:Â  There is a guaranteed cost and completion date. Responsibility:Â  Can be clear division, but confused where the clients requirement are details as this reduces reliance on the contractor or design or performance. Limited role for clients representative during construction. Management Contracting Flexibility:Â  Client can modify or develop design requirements during construction. Managing contactor can adjust programme and costs. Certainty:Â  Client is committed to start building on a cost plan, project drawings and specifications only. Responsibility:Â  Success depends on the management contractors skills. An element of trust is essentials. The professionals team must be well coordinated through all the stages. Construction Management Flexibility:Â  Clients selects all trade contractors and CM managers the project for a fee Certainty:Â  Usually cannot guarantee that the project will be finished to time or cost Responsibility:Â  Success depends on the Construction Manager. 2.5.2 Summary Traditional Advantages: The quality of work is control by Client and Client can achieve the best price through competitive tendering. Disadvantages: From inception to completion of the project need relatively longer period. Summary: Benefits in cost and quality but at the expense of time. Design and Build Advantages:Â  Saving in time and cost of construction. Disadvantages:Â  Quality of materials may be compromised in view of the DB Contractors profit. Summary:Â  Benefits in cost and time but at the expense of quality. Management Contracting Advantages:Â  Increase speed of design and construction, hence shorter project period. Disadvantages:Â  Pressures exerted on design team in preparation of various tender documentation and tender evaluation. Summary:Â  Benefits in time and quality but at the expense of cost. Construction Management Advantages:Â  Reduction in project durations and Design team able to concentrate on design. Disadvantages:Â  Additional management cost and erosion of Architects power and responsibilities. Summary:Â  Benefits in time and quality but at the expense of cost. 2.6 Conclusion As a conclusion, the traditional approach to construction has been to appoint a team of consultants to prepare a design and estimate, and to select an independent constructor. The final would calculate the actual projects costs, develop a programme to fit within the period laid down in the contract, organise the workers and materials deliveries and construct to the standards quality specified in the contact documentations. The client would prefer single point responsibility and a truly fixed price and for projects to be completed as required. Procurement procedures remain is a dynamic activity. They will continue to develop to meet the changing and challenging needs of society and the circumstances under which the industry will find itself working. There are no standard procurement solutions, but each individual projects needs to be considered independently and analysed accordingly. However, is a need to evaluate more carefully the procedures being recommended in order to develop good practice in procurement and to improve the image of the industry.

Buddhism Essay examples -- Papers Religion India Essays Religious

Buddhism Works Cited Missing Buddhism is the religion of about one eighth of the world's people (Gaer 27). Buddhism is the name for a complex system of beliefs developed around the teachings of a single man. The Buddha, whose name was Siddhartha Gautama, lived 2,500 years ago in India. There are now dozens of different schools of Buddhist philosophy throughout Asia. These schools, or sects, have different writings and languages and have grown up in different cultures. There is no one single "Bible" of Buddhism, but all Buddhists share some basic beliefs. Buddhism is a Western word. The religion is known in the East as the Buddha-Dharma, or the teachings of the Buddha (Kelen 10). These teachings, based on his personal experience of Enlightenment, or Awakening, form the foundation of Buddhism. For every Buddhist the religion is both a discipline and a body of beliefs: that is, Buddhists share beliefs about the nature of the world and how to act within it. Budh in the Indian Sanskrit language means "to wake up, to know." Buddha means "the Awakened or Enlightened One," and all Buddhist teachings try to share the Buddha's experience of awakening to truth. Having led an â€Å"indulgent life as a young man,† (Stryk 15) Siddhartha Gautama decided to pursue â€Å"a course of bitter self-denialâ€Å"(Stryk 18). Yet he felt that this brought him no closer to the truth he sought than the rich life he had led. One day he felt close to reaching his truth, and he sat down under a tree now known as the Bo tree. There he attained the bliss and knowledge he had been seeking. Legend has it that, though tempted by evil demons, he sat quietly under the tree for 49 days. This became known as the Immovable Spot. Once Siddhartha Gautama was ... ... have achieved Nirvana, total bliss† (Kelen 90). He is shown as calm and loving, usually with a soft smile and radiant energy ( Kelen 93). Some scenes show the Buddha at key moments of his life, for example, sitting under the Bo tree. Others illustrate his teachings. There is a story that tells of the Buddha offering his body as food for a hungry mother tiger and her cubs because he felt that all life was sacred. This scene is a popular visual theme in the cave temples of China and Japan. Other Buddhist paintings illustrate the sacred writings, as stained glass windows were created to illustrate the Bible in many Christian churches. Since Buddhists believe that anyone can be on the path toward Enlightenment, these visual images of the Buddha along his own path are a helpful addition to the writings that people study. They make the texts more personal and inviting.

Characteristics of the breakfast cereal industry Essay

Brand History Breakfast cereals are not a homogenous product. The ready-to-eat breakfast cereal industry may be characterized by relatively low economies of scale and relatively low levels of technology. In other words, the entry into this industry is easy. Between the 1950s and the 1970s there was no entry of new firms in the industry even though all the incumbent firms such as Kellogg, General Mills, General Foods and Quaker Oats, made significant profits. Later however, there was the entry of new low-end companies in the markets and the number of brands sold by these firms also increased substantially from 25 to more than 80, and this number is still on a rise (Cabral, 2000, p. 265-266). Pricing trends For decades the breakfast cereal market was one of the most profitable in the United States. The industry had a consolidated structure dominated by Kellogg, General Mills and Kraft Foods with its Post brand. Strong brand loyalty, coupled with control over the allocation of supermarket shelf space, helped to limit the potential for new entry. Meanwhile the steady demand growth of around 3% per annum kept the industry revenues expanding. Also Kellogg, which accounted for over 40 percent of the market share, acted as the price leader in the industry for years in the industry. Every year Kellogg increased cereal prices, its rivals followed and industry profits too remained high. However, this favorable structure started to change in the early 1990s when the growth in demand slowed and then stagnated as the lifestyle and hence food patterns changed and the market saw the rise of powerful discounters such as Wal-Mart that started promoting their own brand of cereal. As sales of cheaper store-brand cereals began to take-ff, supermarkets no longer were as dependent on brand names to bring in traffic and hence they started to demand lower prices from the branded cereal manufacturers. Initially, the branded cereal manufacturers tried to hold against these adverse trends. However, in 1996 Kraft which was then owned by Philip Morris aggressively cut prices by 20 % for its Post brand in am attempt to gain market share. Kellogg son followed with a 19 percent price cut on two-third of its brands and General Mills quickly did the same. However, this too did not change the consumption pattern the growth rates of which remained flat and revenues then started going down for all the branded cereals (Hill, Jones, 2009, p. 52). The trend continued in 2000s also and the situation worsened with the private-label sales continuing to make inroads, gaining over 10 percent of the market. To top it all off, the sales of breakfast cereals started to contract at 1 percent per annum and the period between 1998-2001 saw the market leader Kellogg sliding down to the 2nd position for the first time in its history since its inception in 1906, by General Mills that continued to launch expensive price and promotion campaigns. To cover the rising cost General Mills raised prices in 2001 and competitors soon followed the trend. However, both Kellogg and General Mills tried to move further away from price competition in the industry by diversifying and focusing on brand extensions such as Special K on the behalf of Kellogg and new varieties of Cheerios. Special K was instrumental and helping Kellogg recapturing its market leadership position from General Mills and this renewed focus on non-price competition halted years of damaging price warfare (Hill, Jones, 2009, p. 52). Target markets The breakfast cereal industry targets several diverse markets but focuses upon two large ones namely the baby boomers and their children. Since a high proportion of the baby boomers are highly educated, health appeals are paramount. Thus many brands have placed emphasis on various types of oat-bran cereal. The other sizeable market, targeted to children is also highly developed. Various brands have successfully used sports personality and trade characters such as Tony the Tiger to attract the children towards their products and retain brand loyalty. The breakfast cereal industry has been adept at target market segmentation and promoting favorable brand images. The strategy of the overall industry especially Kellogg, the market leader, has been to provide a comprehensive assortment for the retailers targeting specific market segments (Michman, Mazze, 1999, p. 109-111) Competition Breakfast cereal industry faces competition from hand-held breakfast products such as bagels, muffins, doughnuts etc. These have in fact led to a decrease in the growth of the breakfast cereal industry. The industry also faces competition from frozen waffles, pancakes, and French toast brands which have proved to be a concern both in the past and the present. Many analysts consider that the competition is due to the change in dietary habits, though some also say that this has been due to th increase in cereal prices for the branded segment (Michman, Mazze, 1999, p. 112-113). Advertisements and Promotional activities From the time of WH Kellogg, the breakfast cereal industry has been dependent on marketing strategies and expensive promotions. In fact in 1909 itself the advertisement budget of Kellogg had reached 1 million per annum. Needless to say this is a major problem in the industry which has become price sensitive in present times. This activity has led to a decrease in profits and considering that the market share has not increased since the 1990s, this has become even more of a problem. There were also many insufficiencies generated by coupons and in-store promotions. For instance, more than 95 percent of the cereal coupons were thrown away and not redeemed and approximately half of the promotional expenditures did not reach the consumers in the form of lower prices. Because of these inefficiencies, as well as congressional investigations and competitive treats, the breakfast cereal industry has moved to lower prices. As the returns earned by the cereal manufacturers exceed most other grocery products, there is fierce competition among manufacturers (Michman, Mazze, 1999, p. 113-114). Factors contributing to success and failure There are a combination of variables that contribute to the successes and failure of the breakfast cereal industry. These variables and strategies include innovation, target-market segmentation, image, physical environment resources, and human resources. Such factors must be combined in various degrees for success. The breakfast cereal industry has shown innovation in product and packaging strategies. In addition to this, breakfast snack bars are a new innovation. The image of the breakfast cereal industry has been positive enough to withstand the assault of private-label brand sot a large extent. Also cereal manufacturers with their successful track records and huge advertisement budgets do not have much difficulty in convincing retailers to give their new product introduction a chance. In 1970s, Kellogg designed shelf space allocation programs for supermarkets. Sophisticated computers and programs developed by members of the breakfast cereal industry now help to allocate shelf space according to turnover. The breakfast cereal industry has also been successful in designing packaging for shipping and for display purposes. To sell their product brands and retain the company brand value, the breakfast cereal manufacturers have developed the strategy that links the brand name to the company name instead to identifying brand products by their individual brand names. For instance, Kellogg’s Rice Krispies and Special K, as well as General Mills’ Total Raisin Bran and Total Corn Flakes use this strategy. To fend off private brand competition by offering product line depth and high brand identification (Michman, Mazze, 1999, p. 114-115).

Problems in Management System Essay

Problems in Management system in Bangladesh and way to mitigate them Management problem is a fundamental challenge for the country. It is essential to have efficient cost management if we want to see ourselves as an industrialized nation Problems in the management systems are: 1. Problem of managing fund: The major problem a Business firm faces in its establishment period is the problem for capital or sufficient financing problem. One of the first questions any potential entrepreneur must ask is, â€Å"How do I get the money†? The type of the business may be anything but the money necessary for finance is must. Without necessary fuel (money) no ship (Small Business firm) can run As a new Business, there is very few chance to raises the capital from share market. Only personal and family funds and personal loan from the friends are major source. But in this way it is very hard to raise a sufficient amount of capital. 2. Lack of Govt activities: There is a nonstop echo by the government leaders, ‘Come Sun, Come Rain’; trying to state that there is a constructive and favorable atmosphere for investment in Bangladesh. The authorities are either not working together with the relevant people with adequate response, or they are aware of the reasons for the investors stepping away, however still do not want to resolve problems purposefully with the presumption of ‘ostrich attitude’. ?Administrative coordination problem– Policies and the implementation processes are not materialized simultaneously because of lack of administrative communication and coordination among the government agencies. This situation results in high business costs and hassles for investors ? Good governance – Good governance can be defined as a desired condition of management and operations. Good governance along with efficient leadership is achieved by bringing accountability in politics and bureaucracy. Government has to reform its policies and business practices to attain good governance. Good governance can bring about efficient and productive sized government, necessary reformation of legal and judicial system, Fiscal policy and infrastructural reforms, eradication of corruption, bureaucracy and dishonesty, and many more improvements in the country. 3. Corruption: Culture and society have become corrupted through sick politics. The bureaucrats and regulatory bodies are steeped in corruption. For business enterprise, corruption works as taxation or lubrication cost. This corruption would not go up to such an extent if there were appropriate and strong legal and regulatory controls and motivational salary levels. Many companies regard bribery as just one of the costs of doing business (‘Lubrication Cost’) and show these payments as legitimate business expenses. 4. Political and Social Instability: Political and social instability is another big problem. Whether it is a giant company or a Small Business the success of a business is greatly dependant on the political and social stability of a country. Every business firm is dependant on production or purchasing and selling. In Bangladesh our political and social climate is not stable at all. There is a condition of pre-war between the ruling party and the opposition. Always they are face to face with each other. Very often they call ‘Hartal’ and strikes. Such a loss can not be sustained. According to a UNDP research strike has led to 3-4% GDP losses during the 1990s. In the period of 1991-1996, 173 days of ‘Hartal’ were been called in total. It was 140 in 1996-2001 sessions. This creates immense burden on the business firms as the shops often get vandalized during strike violence. 5. Poor law and order situation: A sound law and order situation help flourish business. But the situation has deteriorated over the years. Recent drive to improve the situation has helped but it has done damage to the business communities’ confidence. 6. Shortage of Power and Utility supply: Electricity, Gas, Water, Telephone etc. are some prerequisites for a business. In Bangladesh only the sufferer know how tough it is to get those connections. You need to pay a handsome amount o bribes to a invisible hand. Bangladesh faces a system loss often more than 40% of the gross power generation probing with the lowest per capita power consumption and network coverage of electrification among developing countries. This creates immense discouragement for investment in the power intensive industries. 7. Communication and Transportation Problem Though Bangladesh is a flat country without many obstacles like hills, but some advantage position with hundreds of river all over the country, still communication and transportation is a big problem here. Water way and Railway is used as easy way of transportation all over the world, but we use road as mostly used way of transportation. This road transportation is expensive and not easy. After the British has left this indo bangle sub-continent we could not expand much our Railway, meanwhile many route and stations are closed. Water ways are almost closed due to filtration and not for proper dredging. 8. Effect of business friendly environment: At present business friendly environment is not present in most of the cases due to: A. Differential treatment : Even though the prevailing regulations provide for equality in treatment of local and foreign investors, certain inequitable conventions are practiced with the foreign investors. Such inequalities are evident in cases of authorization necessities for foreign investment, barriers against capacity expansion, supplier’s credit, etc. B. Back up industry: Garments industry is the main foreign income source of Bangladesh, but we are not in good position as mentioned in above paragraphs. For raw materials of these garments we have to depend on another country, we could not create back up industries for this sector so past decades. So we are always in tension for this sector. C. Monopoly market: Monopoly market is not at all good for business. For example at present China is enjoying monopoly market in electronics and mobile phone market in Bangladesh. Once upon a time City Cell was the only mobile phone company in Bangladesh. Then the use of cell phone was very limited due to high call rate and High package charge. Only few people could afford it. Then came Grameen phone in the Cell phone market, But still then the call charge was quite high 7 taka/min. Then came Bangla link, Warid, Tele talk and Rabi (Alkatel) At that time monopoly market in cell phone market collapsed, people now can use any cell phone of any operator easily at a quite acceptable call rate. And business of all operator is expanding day by day. So competition market is good for business and users end (users have option) 9. Lack of efficient distribution channels: Bangladesh has one of the flattest land structures in the world. The lack of obstacles (hills, desert etc) and presence of cheaper transportation option (waterway) makes the country any supply channel manager’s dream. But unfortunately the real picture is somewhat different. The businesses lose near 40% of the perishable items due to lack of efficient distribution channel. Lack of supply chain management knowledge, a weak transportation system, and corrupt road authorities are some factors that contribute to make the system inefficient. 10. Lack of necessary raw material Lack of necessary raw material is another problem. Everyone need run and run for raw materials. Here we don’t have a definite supply chain of raw materials and the producers. Entrepreneurs are ready to pay necessary money for it but there is no instable supply. Sometimes there is nothing found when necessary, sometimes all are very high in price and sometimes adequate raw materials are in the market and it is more than necessary. 11. Skilled labor: Bangladesh may be the land of cheap labor but they are also unskilled. The training institutions are not sufficient to provide the quality labor force the businesses need. 12. Lack of proper business knowledge: Most of the entrepreneurs of Bangladesh apply the traditional hit and miss approach with their businesses. They have little institutional knowledge and have little access to training as very few organizations offer quality facility. In absence of know-how relating to general accounting, branding, taxation, law etc the businesses tend to miss the opportunity that the regulatory environment offers. Internet can play a vital role here for knowledge dissemination but the access to the net is not that easy. 13. Lack of connectivity: The world has moved on to connect itself to the World Wide Web whereas Bangladesh is lagging far behind. Across the world innovative business are emerging using a clicks and mortar business model. They are leveraging the full potential of the World Wide Web. As the access to high-speed internet connection becoming cheaper by the day around the world the story is quite different for Bangladesh. Businesses have to pay a handsome amount in fact one of the world steepest fees to get access to the web. But the scenario is changing in the consumer front. Consumers now have access to the web through their cell. There is a huge opportunity to cater to the foreign customers by displaying the product in the web. But the high-speed internet connectivity is yet to reach the acceptable standard. 14. Absence of realistic data; For a proper business environment requirement of realistic data is very important. In Bangladesh perspective we are short of that both in public and private sector. For example we do not have data regarding requirement of demand of electricity for which we could not plan for production of electricity. Shortage of data sometime creates abnormal situation in our daily market life and our people can not make a plan for demand and supply. (Example: Price of commodity item, Rice, Oil etc). 15. Human Resource Management (HRM) The goals of HRM should not only be limited to ‘a shoulder to cry on’ for the employees. The HRM of an organization should involve themselves in staffing, training and development, motivation and maintenance of the employees ‘If employers don’t give a chance to the young professionals in this line and if they don’t train them, then HR positions will be taken by other nationalities and thus it would be a big loss . 16. Internal management problems: From any giant company to a cottage shop good management is a must for success. Management people should know all the arts of management. There are some problems in management cases of Bangladesh, and for this reason ?-Cannot identify target market or target customer. -Does not plan. ?-Believes advertising is an expense not an investment. ?-Only primary knowledge of pricing policy and strategy. ?-Cannot identify trading area. ?-Cannot delegate. ?-Believes loan would solve every problem. All these problems are usually created by an unskilled management people. And it is it is more that skilled people are not available in the market. Management problems are: Suggestions: Here we are some suggestions that may be helpful to improve the Management sector in Bangladesh. ?As capital is the major problem for l Business development in Bangladesh special emphasis should be put here. Commercial banks should finance Business by giving loan in low interest and for long term in easy way. ?Government should take proper steps to solve problems in the field of Coordination, Planning, and bureaucratic hassle. Red tapism must be abolished. Corrupted officials need to be punished and replaced. ?Political and social instability should be maintained. Terrorism must be sustained and keep under control. Most of our politicians are business men. So they should come in same platform for the betterment of their business and for the greater interest of the country. Govt should be in hard line to maintain law and order situation in the country at any coast. All politicians should help the Govt to wiped up the so called â€Å"Chadabaz† and â€Å"Mastan† ? For the development of the country there is nothing short cut without improving the utility services, especially in case of electricity. Govt has to plan for next decades not only for next one or two years. ?In the o rganizations there should be proper â€Å"Organizational behavior† to protect labor unrest and unseen problems from the employees. ?Training is a continuous process. It is an end less journey