My Desired Leadership Style the Transformational Leader

I aspire to be a transformational leader. Transformational leaders possess the unique to inspire their subordinates to be the best they can be. This leadership style can be used for good or bad some Dr. Martin Luther King Jr. and Adolf Hitler were both transformational leaders. No matter what the circumstances are that motivate a transformational leader, they must possess values that guide them through their leadership. There is no cookie cutter example of a transformational leader each leader has their own way of doing things but an authentic transformational leader must utilize certain skills, competencies, experiences, knowledge, and traits. I personally believe that it is very important for a leader to have a versatile leadership approach. As I have developed my leadership skills over the past few years I have experienced uncomfortable situations and different personalities than my own and I have had to evolve my or change my leadership style based on the circumstances that I was faced with. Although I have had to adopt some characteristics or traits from other leadership styles I believe my core leadership style would be considered transformational leadership. Based on what I know about myself and what I have learned from others is that I am currently a transformational leader, but I desire to be a better transformational leader. What is a Transformational Leader? Transformational leadership is a type of leadership style that leads to changes in those who follow. A leader who is transformational motivates by transforming the identities and goals of individuals to coincide with those of the group (Lovaglia, Lucas, & Baxter, 2012). Transformational leaders have the innate ability to inspire their followers into action to achieve a common goal. For example during the 2008 presidential campaign Barrack Obama used his transformational leadership style by inspiring many, who had never voted before to get out and vote. Through his inspirational speeches, grassroots movement to register voters, and his seemingly American Dream come true life story he was able to, for a short period of time inspire and motivate an otherwise jaded and broken country that had been fractured among racial and economic lines for years to believe in and demand change. Transformational leaders are generally energetic, enthusiastic and passionate, and they invoke a since of ownership and pride in their followers. When faced with a problem or issue within an organization the transformational leader can create relay a message so that it is either accepted with enthusiasm or without contention. Instead of trying to force change on their subordinates the transformational leader creates an atmosphere of even exchanges of thoughts and ideas toward the changes. This type of leader seeks to motivate followers by transforming their conceptions of self and their private goals to coincide with the larger purposes of the group. Rather than working for money, employees work to be part of the success of a larger mission. The concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns. According to Burns, transformational leadership can be seen when â€Å"leaders and followers make each other to advance to a higher level of moral and motivation. † Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goals. Later, researcher Bernard M. Bass expanded upon Burns original ideas to develop what is today referred to as Bass’ Transformational Leadership Theory. According to Bass, transformational leadership can be defined based on the impact that it has on followers. Transformational leaders, Bass suggested, garner trust, respect and admiration from their followers. Bass suggested that there are four components of a transformational leadership which are intellectual stimulation, individualized consideration, inspirational motivation and idealized influence. Intellectual stimulation is when the leader encourages their followers to be creativity, the followers is encouraged to explore new ways of doing things. Recognizing that all followers are not the same is an important aspect of a transformational leader’s influence, offering support and encouragement to individual followers, that leads to an increased since of accomplishment and self-esteem is considered individualized consideration. Inspirational motivation is when the leader can invoke the same passion and enthusiasm that they have about a vision and goal, in their followers. On January 20, 1961 President John F. Kennedy inspired and an entire county with one sentence from his inaugural speech â€Å"ask not what your country can do for you — ask what you can do for your country†. This important quote inspired Americans to take action and make changes during the 1960’s the country changed the way it looked at civil rights, women’s liberation and war. Idealized influence is the same as leading by example, because followers trust and respect the leader they tend to model their behavior and actions after the leader and began to internalize and adopt the leader’s ideas. Modern Day Transformational Leader A good example of a modern day transformational leader is Bill Gates, former chief executive and current chairman of Microsoft, the world’s largest personal-computer software company, which he co-founded with Paul Allen. Bill Gates can be considered a transformational leader because he is regarded by his followers as an expert and visionary in his field, also has gained respect and credibility based on his past management experience. Through his philanthropic work and can do attitude he leads by example. Transformational leaders build trust in their leadership and attainability of their goals through an image of seemingly unshakable self-confidence, strength of moral conviction, personal example and self-sacrifice, and unconventional tactics or behavior. They are perceived to have unusual insight and ability to act in a manner consistent with their vision and values. Gates has managed to display most of the characteristics of a transformational leader. Why I selected this Leadership style? The reason I chose transformational leadership as my desired leadership style because this leadership style is most aligned with my natural personality according to the traits of a transformational leader. I strive to be a transformational leader because transformational leaders in my experience are the most successful and have more respect and loyalty from their followers. Transformational leaders have the ability to make an impact on not only organizational growth but also the personal and professional growth of those that work for and with them. I want to be a transformational leader because I want to be a solution to the problem instead of complaining about or being part of the problem and I want to guide people to do the same. I live by the old adage â€Å"if you’re not part of the solution you are part of the problem†. Transformational leaders are part of the solution. Important Values The values I feel are important for me to model the transformational leadership style are adaptability, openness, enthusiasm, and morality. Adaptability is an important value for a transformational leader to have because they must adapt their leadership style to the different personalities, needs, and skills of their team. Act as a mentor or a coach more so than a boss. Assign and delegate work based on talents and interests, but also challenge their comfort zones. This was the value I struggle with the most because I am stubborn and I am at tine relentless in my beliefs and I sometime refuse to bend. In order for a transformational leaders to transform effectively they need to foster innovation by challenging assumptions about what can and cannot be done. React to mistakes and failures in a way that shows that risk-taking is condoned. Give support, provide resources, and remove barriers to change. Approach problems as learning opportunities. By showing that there is value in independent thinking and reward people who challenge. By allowing an atmosphere that promotes creativity and inspires change a leader has to be open to idea’s that are different. In order to guide a team in the direction the leader needs the group to go is by measuring and monitoring results in order to even began to inspire anytime of inspirational a leader needs to start with setting a vision, strategy, and goals. Then motivate them to bring their best by expressing the leader’s passion, by communicating with confidence and optimism, and connecting tasks to a greater purpose. It is important for a leader to have morals and lead by example, and act with integrity and ethical standards; with both behaviors and words. Just as small children mimic and emulate their parents, subordinates will take note of what their leader does and use it as a template for how they act and behave. It happens automatically and subconsciously, whether the behavior is positive or negative—people will follow a leader’s example. Model of a Transformational Leader In order to model the transformational leadership style there are certain skills competencies, experiences, knowledge and traits that a person needs to possess. According to the Piedmont Resources group a Real Estate consulting group and Small Business Advisor a transformational leader should possess 5 skills. Those skills are communicate vision and goals clearly and without uncertainty, being able to listen, collaborate and empower, build relationships, provide intellectual stimulation, and lead by example. In order for people to follow a leader a leader must be able to set the road map for the trip the group is about to take. A true leader provides a clear direction with confidence and certainty. Hearing a massage and listening to a message are not the same thing, they are not hearing is a biological process that can be scientifically explained, listening is a psychological phenomenon. Listening is the ability to process what you here. When a leader listens to their followers there collaboration becomes effective and then the leader can empower followers to create change. Relationship building is a given part of the leader and subordinate roles. Building Relationships that Work helps you revitalize the relationships that affect the quality and profitability of your business. It goes beyond strategies for influencing the behavior of others to provide a process for creating clear communications, effective collaboration, and relationships that achieve results (http://executiveeducation. wharton. upenn. edu, 2013). Transformational leaders stimulate the efforts of their followers as regards innovativeness and creativity, stimulate permanent reexamination of the existent assumptions, stimulate change in the way of thinking about problems, and plead the use of analogy and metaphor. The last and most important skill needed by a transformational leader is the ability to lead by example a transformational leader needs to show followers the correct behavior by modeling appropriate actions. For me I am fulfilling my dream of being a leader in my company. I feel that I possess most of the qualities of a transformational leader. My only problem is that I have I am fairly new and I do not have an extensive leadership background that is needed to be a strong transformational leader. I think that I possess all of the skills needed to be a transformational leader. In fact I was just evaluated 2 weeks ago by our company’s Vice President and I was complimented on being and effective and enthusiastic leader who turned a struggling team around. Conclusion Transformational leaders are individuals who with their own knowledge, imaginations and ability to influence the behavior of people, make conditions for transforming. The key to being a successful transformational leader is producing real change through people to achieve the company’s ultimate goal through inspiration rather than fear, intrinsic rewards rather than monetary rewards and creating an atmosphere of innovation. References http://executiveeducation.wharton.upenn.edu. (2013, July 13). Retrieved from The Wharton School :Aresty Institute of Executive Education: http://executiveeducation.wharton.upenn.edu/for-individuals/all-programs/building-relationships-that-work Lovaglia, M. J., Lucas, J. W., & Baxter, A. (2012). The Transforming Leader: New Approaches To Leadership For The Twenty-First Century. (C. S. Pearson, Ed.) San Francisco, California: Berrett-Koehler Publishers, Inc. Shriberg, D., & Shriberg, A. (2010). Practicing Leadership Principles and applications. Hoboken, NJ: John Wiley & Sons, Inc.

Discuss the ways in which women’s domestic role

Beginning in the home, a woman's role is socially constructed from an early age. A woman's role models are traditionally her parents and many women naturally follow in their mothers footsteps. However, this can often work In reverse and women of whose mothers stayed at home In a domestic care role then go on to carve careers for themselves. Although these days women do have careers they are still socially seen as the homemaker regardless of this.A woman's domestic role is often run alongside other work and a great number of women choose careers which are care eased. The sexual division of labor is at the heart of gender inequality, which is underpinned by the patriarchal family structure where the man Is the highest authority and sole provider and there Is a rolled dolls of tasks and responsibilities, all of which have been regulated by social norms that have become constructed and ingrained over time. Florence Nightingale was a great influence in creating the nursing/caring role.She acknowledged that a great number of women naturally progressed into care roles and so she introduced the role of a nurse yet it was not a consider profession at this point Medical stations in the Crimean war were poorly staffed with awful medical and sanitary conditions. This was reported by the media In Britain. Florence Nightingale, one of 38 voluntary nurses traveled to Turkey to help relieve the situation. Nightingale worked towards improvements in sanitation, nutrition, and activity for the patients of the hospitals.Death rates were reduced dramatically with the introduction of such measures. Nightingale kept meticulous records of the number of deaths, and the causes of deaths, so that on her return to Great Britain she could Justify the need for Improving conditions In hospitals. Criticisms of Florence Nightingale have been that she created a female occupation, excluding males based around her view that women were naturally caring and naturally gifted at looking after people. This only emphasized ‘female virtues' especially in the media as they made this her main point even though there was much more to her than Just this point. As a result of what she did the beliefs of the male professionals were further supported. Those beliefs being that women are innate males in the workforce and the nursing role was stereotyped as a role which only women performed bringing with It the stereotype which we still hold today. Even now, with many more men taking on the role of the nurse we seem to find this unusual and sometimes quite a surprise.During this time the education system excluded women from the ability to gain scientific knowledge and the medical profession denied access to women who actually had managed to gain education. After Florence Nightingale, Ethel Bedford Fenwick (who is she) said that by 1901 , although we had moved on from the workhouses there was still no professional nurses in Britain and campaigned for a nationally recognized training sys tem to create an actual nursing ‘profession' This era was such named the era of the ministering angel' She worked to elevate nursing from the time of Florence Nightingale.During much of the 20th Century there was little progress with the imbalance of male to female care professions, even with the introduction of the INS women still made up the majority of the workforce in the INS with the male professions making up the majority of top rank Jobs, such as surgeons and insulates, much higher paid, recognized and respected professions. Domestic service of all kinds was the single largest employer of women (40 per cent of female occupations stated in the census of 1851 in provincial cities and 50 per cent in London).The textile and clothing sectors came a close second (http:// www. BBC. Co. UK/history/British/Victorians/women's_work_OLL . SHTML) A greater number of women than men choose Job roles in the care industry. Ann Oakley refers to this as being the influence of gender oscil lation and the women's domestic role in the home throughout history. This fact adds to the divide between men and women in the health and social care sector with statistics showing that in 2010 for an example, women made up 74% of the workforce in the INS and men only 26%.Even the most educated women earn less than men, women generally receive a lower return on their education and workplace discrimination against women is reflected in pay irrespective of educational level. In 2009 the BAM report was released, highlighting the inequality in male and female salaries within the health care industry. An average gap of El 5,245 between men and women in the same reversions. â€Å"Our results show that men and women with identical experience and expertise are paid differently – which suggests evidence of discrimination† (BAM 2009) It seems women are discriminated against due to her weakness in her ability to move.

Challenges to The Walt Disney Company

Challenges to The Walt Disney Company The Walt Disney Company Strategic Issues First Strategic Issue Walt Disney has experienced various strategic issues, and their strategic approaches have led to success. Its strategic management has identified the fact that their competitors could take advantage of the strategic weaknesses and pull the company behind in terms of market position. Although the issues are limited in such a successful company, they deserve maximum attention, as it is possible for them to act as threats towards the future welfare of the entire business. From a quick SWOT analysis, Disney’s strengths are diversity and the surplus cash it attains from its business operations. Its weaknesses include the two strategic issues it is recently facing, its opportunities are expansion possibilities, and its threats include stiff competition. One of these strategic issues that Walt Disney has been facing is the loss of a good number of subscribers in the ESPN. Recently, the Entertainment and Sports Programming Network of Disney is holding fewer consumers as compared to the past years when the company began. The major reason leading to this shift of customers to other internet programs that offer similar services is the fact that watching sports with Disney has turned out to be more expensive as compared to watching the same sports in other internet platforms. Its historical market position, which was high at that time, had been attained through appealing to customers regarding prices. When it is specifically about sports, there are different types of customers. Both adults and youths across the globe have high interests in sports. However, the youths appear to have more time to invest in the sports as compared to the time adults invest. Therefore, the larger portion of customers consists of young people, who in most cases are jobless or flexible in terms their jobs. It is a fact that with their flexibility regarding careers, the youth does not earn a lot of money, meaning the y will always take advantage of companies that deliver services at the least cost possible. When Disney was affordable, it appealed to the two categories of customers successfully by ensuring that it is the most affordable platform in the world. However, when the internet-based competitors found a way of broadcasting sports at lower prices and others free, Disney did not pay attention to the matching of these standards. For this reason, it lost the youths mostly to other companies. Losing its portion of youths to the competitors is a great issue, which, were it not for other strengths that exist in the business, would have caused the downfall of Disney as an international company. Second Strategic Issue The second strategic challenge that Disney is facing in the presence of its competitors is vitality in the market. Disney is dealing with entertainment, which is all about the preferences and tastes of customers. This dealing is capable of easily leading to its downfall if the c ompany’s management does not focus on the strategic approaches of satisfying the customers’ thirst in terms of what they have a passion for but does not exist in the market. In case the product exists already, it is the duty of the company to modify it and make it more interesting to the customers without altering the likes but scraping the dislikes. With this sensitivity, Disney has faced criticism every time it has a new release in the market as much as it faces motivating response. Bearing in mind that the two types of responses are from customers that the company takes as a duty to please, making changes to attract a larger portion of motivating customers than critics has been an all-time operational goal that may or may never be achieved. It becomes worse when during its evaluation, Disney realizes a loss of positive claims having turned to critics. This is always a clear message from the public that the company has made an unpleasant release and if they take it f or a trend, their market position will be at stake. This is how hard it is for Disney to maintain a good market position having concentrated on the customers’ taste and preferences alone. Other factors such as the cost of services make the situation worse than it already is. These two strategic issues only need to be attended to with the right approach in order to make the company’s future bright (Rukstad & Collis, 2009). Alternative Causes of Action Reduced Quality To address the above strategic issues and realize the best course of action, it is important that attention is afforded to the nature of the issues. This can be achieved through a value chain analysis that helps to indicate the company’s operational strategy and goals. The loss of Entertainment Sports Program Network subscribers must have been brought about by a faulty strategy in the organization’s way of setting its standards. To solve this, the company can buy the cheaper systems ado pted by competitors. When other internet service providers decided to engage in innovative ways of lowering their prices, the company did not embrace this idea, as it looked out for maintenance of quality. As a matter of fact, the internet services providers decided to adopt new and cheaper facilities that enhanced this reduction of prices to reach out to the customers whom in their opinion, watching sports had become expensive. While doing this, the first and most essential side effect they were likely to experience is the reduction of quality. Reduced Prices The company can as well alter their operations in a way to slightly reduce their prices and maintain quality at the same time. As much these services were to be availed to customers at a reduced cost, they were also to be displayed at lower qualities as compared to those displayed by Disney. In this case, the market of the ESPN was split into two. There is the lower quality of services available for those that prioritize the amount of money spent on entertainment, and the other sector of the market generates high quality of services for people who do not mind spending a fortune for the sake of quality. With this division, it means that Disney is not ready to compromise its quality of output in order to lower prices and accommodate more customers. This is how it ended up with a limited number of customers as compared to its competitors providing services through various internet platforms. Reducing prices with maintained quality will help to maintain the current customers and to bring back those that it lost to competitors. Stable Products Thirdly, the fact that Disney deals with mainly entertaining products is the main cause of the fact that it is faced with a strategic issue of dealing with customers’ tastes and preferences. In its market, Disney has a chance of securing its competitive advantage through dealing with motivational and educative films more than the entertaining movies. An educative product is easier to deal with in the sense that it will have nothing to do with the judgment of the customers, and the success will all depend on the effort of the company towards gathering as much knowledge in its products as possible. This way, it is possible to predict the responses of customers to its new releases. Additionally, these types of products will maintain the types of customers that the company is appealing to, bearing in mind that the youths would embrace guidance and the adults too will help respond positively to pieces of advice offered concerning their business and social lives. Just to make the point clear, it is for a fact that Disney has invested partly in these sectors, but the entertainment has taken a better part of its products. This has not only subjected it to the risk of customers’ responses based on their personal tastes and interests but also on the parental force against time wastage. Their cartoon products, for instance, are found to be excessively attractive to the children to the extent that they fail to attend to other demands such as academic works. This creates a force between the cartoon products and parents as they push the children to balance all aspects of life. On the contrary, parents also utilize the products in making promises and rewarding children whenever they want them to engage in or maintain good conduct. An example is a case where the children are motivated to work harder and perform better in class in order to be allowed to watch cartoon during their holidays. All it needs to do is buy facilities that will accommodate this type of production. This would make their output stable, predictable and more profiting. All the above alternatives can be implemented in Disney to stimulate its line of business (Rukstad & Collis, 2009). Recommendations Evaluation The alternative of making strategic alterations to reduce the expenses of producing their products in order to lower the prices of th eir services is a possible approach for the ESPN issue. This will allow them to avail the same quality of services to customers at an affordable price. This means that they will be appealing to both the customers that value quality more than cost and those that are out there negotiating for lower prices. In this situation, they will have attained competition perfection in the sense that competitors that offer services at lower prices as Disney does will not be providing as high quality as that of Disney. On this note, Disney can be boosted by other secondary factors such as making sure that there is a constant flow of game displays throughout the season. This means that they will be displaying sports events even when the companies with the poor quality of facilities will be facing breakdowns for one reason or another. Disney will be the home for customers who are not ready for interrupted sessions while watching matches. However, if Disney decides to follow suit as its competitors a nd produce low-quality products, it will be faced with the con of losing customers who value quality. These qualities of attraction will not only help Disney to retain its current customers but also bring back the youth it has lost as potential customers. This way, the current position of the company in the market will be maintained, and the opportunity to expand will have been utilized to make Disney’s future more promising. As its only con, Disney will experience an added cost of operating. This is why, on a personal level, I would recommend the alternative of making strategic alterations to reduce the expenses of producing their products in order to lower the prices of their services as an approach for the ESPN issue. If the cartoons and other entertainment films do not appear to be interesting to customers as the company expects it, there will be a decline of the income, as the customers will not purchase the product. The worst con of it is the fact that previews that are displayed before the release of the product may lead to customers shying away from the product early enough. The advantageous purpose of these previews is to help the company predict the performance of the product in the market before it is released. The response of customers may help to detect the problem awaiting the release of a new product, but it will not help in offering a solution for the problem. Therefore, although the company will avoid tampering with its good historic reputation, it will not have evaded losses as the product has already been produced, making this alternative not good enough. This is an indication that there is not short cut towards evading this instability other than engaging in more products that will promote positional security in the market. Hence, to curb the second strategic issue, I would recommend that Disney takes advantage of its stability in the market to seize the opportunity of expansion through dealing with the products that it has not dealt with before. Feasibility On the other hand, if Disney decides to embrace the cheap facilities like competitors have one to tamper with quality only for the sake of prices, they will end up losing customers that value quality, which is the major con of this alternative. Secondly, they will have performed below their operational standards of consistently maintaining the high quality of its products. The only advantage of this alternative is the fact that it will earn back its lost customers who value cheap products. The fact that the disadvantages exceed the advantages, in this case, makes this alternative not feasible. The alternative of displaying previews does not help to find solutions for the instability of products. This means that the act will not have delivered the major expectation, thus, making it not feasible. Implementation Disney should make plans to reduce the cost of running and lower the prices of their high-quality goods. This will help the company to reach out to the customers who do not watch Disney sports because of the high prices. Secondly, it should begin to take steps towards embracing other types of products in the market in order to attain stability. Since one of the strengths of Disney Company is that it always has a substantial flow of capital, this means it has the capability to indulge in the line of other products as heftily as it has done with entertainment. Therefore, all that Disney’s management requires is to make decisions based on the expansion strategies that concentrate on this mission as an operational goal. Offering other genres of films and movies will allow the company to attain stability in terms of its market position. Attracting the entire market with motivational and educative products is easier than the entertainment form of attraction. References Rukstad, M. G. & Collis, D. (2009). The Walt Disney Company: The Entertainment King . Brighton: Harvard Business School.

Fundamental Differences between Communism and Liberal Capitalism after Essay

Fundamental Differences between Communism and Liberal Capitalism after WWII - Essay Example Communism, on the other hand, refers to the communal ownership of public resources. Under liberal capitalism, everyone has the same share of resources and there is expected to be as little government intervention as possible. Communism is geared towards placing the ownership of resources to the people where these resources are owned communally. There exist some fundamental differences between communism and liberal capitalism. The role of individual changes depending on whether communism or liberal capitalism is at work. With liberal capitalism, each individual is independent and is expected to make their personal decisions. Under communism, each individual is supposed to contribute to the common good of the society by being a part of the production system. Under liberal capitalism, wealth is distributed unevenly unlike in communism where each individual in the society co-owns the wealth and the national resources. Under capitalism, each individual has their own wealth and this wealth is owned privately. Communists believe that each person’s needs are equal and equally important and in this regard argue that resources should be shared equally. At the same time, communists believe that by working together as a team, people can achieve more and this will lead to the welfare of the community as a whole. Liberal capitalists have different views on this. To begin with, a liberal capitalist society, it is believed when individual compete against each other, they will be the most productive and this will eventually work for the best of everyone. One of the best examples of liberal capitalism is probably the United States of America. Liberal capitalism in America has led to the inventions of so many technologies that have made the lives of people so much easier. In liberal capitalist economies such as the United States of America, individuals are rewarded for their contribution to the societies.

School Finance in New Jersey Essay Example | Topics and Well Written Essays - 750 words

School Finance in New Jersey - Essay Example Free education for students who come from poor neighborhoods set a leveled ground for employment and competition in a knowledge-driven market. Other private universities and schools receive income from; school fees, selling and leasing commodities, real estate business, foreign corporate equities, debt securities, treasury securities, corporate bonds, common stock and mortgage-backed securities1. In New Jersey, tax levied on the property is $1 for every $100 of assessed taxable value. The tax bill paid by schools in the district is calculated using a general tax rate of 0.03758 (New Jersey State, 2012). A property that has an assessed value of $200,000 pays a tax bill of $7,516. This is the total amount of $1 for every $100 in the value of the property2. The greatest financial challenge facing the school district in New Jersey is the freezing of financial aid that assists the public schools. The state froze this aid under the federal and state mandate. Due to this freezing legislatio n, the level of student enrollment and costs of learning and property are on the increase. Also, it has led to a loss of about $846 million that was allocated for school finance New Jersey state (New Jersey School Board Association, 2010). Other financial challenges include schools that are waiting for the funding of construction of educational facilities. This delays educational development in the school district. New Jersey experiences shortage of education, technology, world languages, Math, preschool and science teachers. New Jersey state legislation has focused on increasing the property tax to cater for free education, but the 2008 financial crisis cast a dark shade on the growth of free education system in the district because the government and federal funding was cut due to the crisis, and a slow but developing economy. Roles of Principals in Budget Development School principals are the leaders in New Jersey school system. They not only communicate with teachers and student s, but also plan for school facilities, educational trips and advanced learning system. The principals record the number of certified teachers in their schools and the amount of salaries and other benefits they are paid. Salaries and benefits for assisting, substitute and relief teachers are also recorded and included in the budget. The principal records the number of classroom and cafeteria supplies as well as the materials needed. New Jersey State gives principals $2,000 as budget guidance for supplies and materials (New Jersey Department of Education, 2006). Technology costs are included in the budget for improvement of computer usage in classrooms. Principals budget for new classrooms that require furniture, computers and academic supplies among others. The total amount of funds for start-up classrooms in New Jersey is $14,450.3 Field trips are organized by teachers, but the principal takes the initiative to issue funds and budget for them in advance. Management salaries and ben efits are also calculated and recorded in the budget. The Self-Sufficiency School Principals Principals in New Jersey State are given the freedom and respect to manage their own budget system in accordance with state legislation. It is extremely essential for principals to manage their own budgets because different public and private schools have their own unique setting in terms of educational constructions, equipment and

What_is_the_marketing_research_and_is_it_useful Essay

What_is_the_marketing_research_and_is_it_useful - Essay Example Understanding the concept of marketing research and its critical importance was the major objective of the current report. It was found that market research entails both advantages and disadvantages. However, advantages outweigh the disadvantages and as a result, market research proves to be a crucial and necessary part of marketing programs conducted in an organisation. Market research transforms raw data into meaningful intelligence. According to American Marketing Association (2014), market research can be defined as a function that links customer, consumer and public to companies and marketers through multiple information mediums. This information is further used for distinguishing and defining numerous marketing problems or threats and opportunities. Various applications of this information include generation, refinement and evaluation of marketing actions, monitoring of marketing performance and facilitation of enhanced understanding and knowledge of marketing. Market research targets the specific information required to address the above issues, design unique methods for collecting data and information, manage as well as implement the collected and filtered data and prepare results and strategize the implications into beneficial action plans (Andreasen, 2002). Market research is conducted in two major forms, pure or basic research and applied research. Basic research is implemented when a researcher wants to discover new information or knowledge. After conducting the research, proper usage of the information is decided. Large corporations and universities generally conduct such researches. On the other hand, applied market research involves planned research wherein the findings are utilized for solving a specific issue or problem (Andreasen, 2002). In general, marketing experts working either for a corporate or independent

Managing Organisational Change Assessment 3 Essay

Managing Organisational Change Assessment 3 - Essay Example Still, despite the paramount importance of change and the need for continual evolution in the corporate world, there is no dearth of organizations who pathetically fail to qualify the preliminary challenge of recognizing the urgency to alter and change, what to speak of ensuing adjustments and planning. The organization under consideration that is Rondell Data Corporation is an apt example of such a dilemma where an organization fails to acknowledge the pressing need for change, despite being aware of the debilitating warning signals and unhealthy symptoms. Acceptance of change within organisations is a trait that often percolates down from top to bottom (Clement, 1994, p.1). It is the cardinal duty of the top management within an organisation, whether it is the president or the top executives, to clear the behavioural or cultural obstacles that hamper change (Beer, Eisenstat & Spector, 1990, p. 158-166). Specifically speaking, it is the prerogative of the top management to take the necessary steps to bring about the desired changes in all the three aspects of organisational culture i.e. assumptions, values and artefacts, to aid and assist the painful process of change (Schein, 1985, p.25). However, the top management at Rondell seems to be utterly confused or self complacent. The President i.e. Bill Hunt is well aware of the problems being faced by the organisation, but has still chosen to ignore the urgent need for fostering the requisite changes within the organisation. He prefers to act more of an academician, which goes well with his background and favours to delegate the onus for change to his immediate subordinates. To assess an organization's culture, it is often more relevant to consider the behaviours and performance rather then blindly appreciating the stressed upon values (Clement, 1994, p.2). His insistence on maintaining the family spirit at Rondell is not matched by the required levels of output and success.Frank Forbus, though being the incharge of one of the most crucial departments at Rondell i.e. Engineering Services Department, is caught in a precarious situation. Rather then performing the core task of extending engineering related backup and assistance to the concerned departments, most of his time and efforts seems to be engaged in soliciting the cooperation and support of other departmental heads. His commitment and credibility is being severely jeopardized by the limited job security that his position commands (Becker, 1960, p.14). Doc Reeves though enjoys a position of unique importance at Rondell, appears to be least committed to administrative procedures, schedules and deadlines. He is infact more of a visionary academician who prefers to work in isolation from the overall production and sales objectives, a flaw that is severely compromising the sustainability of Rondell (McFarlane, 1993,

Sexual Harassment at the Workplace Essay Example | Topics and Well Written Essays - 250 words

Sexual Harassment at the Workplace - Essay Example Mary makes the right decision to report the matter to the HR manager. Had she had reported the case to other authority directly; the outcome would cause a tainted reputation for the company. The HR manager has an obligation of investigating the case and investigate the occurrences. Reporting to the HR is helpful in gauging the impact of the case considering Bobby and Marry had a relationship at one time. The HR manager has an obligation to ensure a resolution of the matter in the best manner. The best resolution, for this case, maybe mediation. Mediation is the most suitable form of conflict resolution for this case because the company has a reputation to uphold to the public. If Bobby is guilty, the HR manager should ask Marty to report the matter to the authority, just in case there are future complications between the conflicting parties. The HR manager also needs to restore between Mary and Bobby for a healthy working environment. The HR department is in charge of regulating ethi cs at the places.

Personal Career Statement Example | Topics and Well Written Essays - 250 words - 1

Career - Personal Statement Example a nurse one day so I can help ill people with care and affection and looking after them will also make me happy as I believe that it will give me peace and satisfaction and life to me is helping others and becoming a nurse will not only earn me prosperity and respect among others but it will also be a great way to please God. I am a responsible person and I believe that I will be able to look after patients in an organized and proper way once I become a nurse. I know that it is not easy to become a nurse as it requires passion determination hard work and last but not the least devotion which is also an important element but I am firm and satisfied with my decision as it will provide me a chance to help people in pain, help people who are sick and it will also make me feel more for humanity .becoming a nurse will bring a sense of responsibility in my life which will also affect my personal life also in a positive way. According to me a modern nurse should be good at communication and handling patients and his relatives. Communication is very important as patients who are ill needs care and communicating with them in a proper way by means of encouraging them will provide them with lots of hope .Moreover a nurse should be a good listener as it let their patients to develop trust on her. She should be confident and should owe the ability to tackle hard situations as one come across many hard situations when working as a medical employee. Nurses should be available for night duties and should not hesitate as they are performing a noble job. They should share a good understanding with their assigned doctors, pharmacists and dieticians and they should keep an eye on patient and his intake of recommended medicines as prescribed by the doctor. Nurses are responsible for dealing with ill patients not only by providing them with medicines but also by understanding their priorities and state of mind and sho wing affection to them. Nurses are basic representatives of healthy

Total computer Inc Case Study Example | Topics and Well Written Essays - 250 words

Total computer Inc - Case Study Example Although he states that the money indicated is correct, he does not state the exact money. For this confirmation to be used in editing additional information from documents that show that the transaction took place such as cash receipts and delivery documents. In the last example, the auditor did not receive a confirmation response by email. This necessitated the undertaking of additional procedures such as examination of cash receipts and the contract between Total Computer Inc and Dot. Bomb Inc. These additional procedures helped in arranging for payments and correcting procedural issues where there was a violation of the contract between these two companies. When dealing with account receivable balances, examination of the well stated confirmation records are adequate for auditing. However, in cases where the auditor is not in a position to get the confirmation messages, additional procedures can be carried out. These are documents that indicate the existence of the transaction or the assertion. This ranges from cash receipts, shipping documentation and others that show that the transaction took

The Evolving Shape of Elite Politics Essay Example for Free

The Evolving Shape of Elite Politics Essay This paper looks at four changes within China in the past decade that has contributed to the political changes emerging in China. First the generational changes within the top leadership of China, second the economic development and differentiation. Third the events of Tianenmen square in 1989 and their subsequent influence. Fourth the changing domestic and international political environments that have emerged post-Cold War. These four factors have interacted and impacted each other in creating the current political environment. While Deng Xiaoping, the paramount Leader considered he and many of his cohorts the second generation of leadership, in reality they were still from the first generation. With the passing of Li Xiannian (Jiangs closest political supporter), Hu Qiaomu, Chen Yun, and Dengs death in 1997, the revolutionary generation no longer dominated the political scene. Jiang Zemin and his generation were technocrats who were promoted through bureaucratic service. They were trained to focus on the many problems China was facing, rather than the ideological agendas previous leaders had focused on. Without revolutionary contributions these new leaders needed to legitimize their role. This was done through enforcement of norms and procedures, as well as a forge of policies and consensus. Because of these changes the National Peoples Congress (NPC) and special committees have been able to take a more active role as well as force some constraints. The role of law (or the need for it) has also found greater emphasis in Chinese politics. Since Tianenmen the economy in China has more than doubled its size. The structure of the economy has drastically changed with the growth of the private economy. There has been a continual growth in foreign trade. Utilizing Chinas comparative advantage they have developed labor-intensive industries and increased their international export markets. They are also developing high-tech/information industries. The township and village enterprise (TVE) sector was privatized and grew rapidly, but is currently suffering stagnation in job creation. State enterprises have performed poorly. With diversification of economic interests, reforms have created job loss (39 million between 1996-2000) both urban as well as rural. The government is facing more demands from various interest groups and finding a need to be more accommodating with society. The government expanded the role of intermediate associations to articulate the interests of various groups. But it is very limited according to western standards. There has also been an increase in the number of strikes and demonstrations, with better organization and more diverse groups participating than in the past. While the government will suppress these actions, they also must take them into account in order to avoid rebellion. Counterrevolutionary labels are no longer a feasible ploy to suppress protests. Interregional and intraregional income inequalities (thought to stem in part from the abuse of political power) have given rise to issues of social justice. These demands are represented by millions of workers and farmers rather than (as in the past) a small group of intellectuals. In the 1980s there were two political choices, conservatism and reform. Reformers tried to instigate two separations; enterprises from the government, and the Party from the government. These moves had weakened the Partys political dominance. The Tiananmen demonstrations and crackdown made leaders realize the importance of social stability. This and the break-up of the Soviet Union forced the leadership to recognize a third possibility, social, political and economic collapse. Intellectuals and reformers tempered their desire for rapid political change. A push for a multi party system and electoral democracy declined; there was still a demand for social or economic democracy or equality however. The 15th Party Congress report emphasized their desired direction of separating enterprises and the government; its pursuit of membership to the WTO reinforces this direction. The Party has managed to keep within bounds the conflict of social stability and enterprise reform from creating a divide and possible leadership crisis from occurring. The end of socialism in Eastern Europe had many intellectuals in China rethinking their economic and political reforms. They saw Russia face economic and political decline with social disorder, corruption and crime. This caused some in China to question neo-liberal economics, political democracy, and other Western practices. This allowed the government more freedom to reject Western models and bring in incremental reform. In the early 1990s relations with the U.S. became tenser. The U.S. was opposed to China hosting the 2000 Olympics. Many Chinese perceived the country they admired not only reject their government but also oppose them as a nation. The American political and economic model became less appealing to Chinese and demand for democratic reform was reduced. Generational transformations of leadership, the growth and diversification of societal interests, and changes in domestic and international political context have strengthened the role of political norms, diminished the role of ideology, enhanced institutions and begun to forge a new state-society relationship and a new sense of nationalism. While ideology has played a diminished role in Chinese society, the leaders ideology still exists, it forms and shapes his style of leadership, and distinguishes him from other leaders eras. Mao was seen as a central political leader able to instill unity; Dengs role was seen as decentralizing and getting the economy going. Jiang has not been able to portray a strong vision, often a weakness of technocrats whose main strength is to fix problems. He must also contend with problems at home and abroad. When Jiang engages with the world, domestically he is seen as moving away from Chinese interests. To establish legitimacy Jiang was determined to form an ideological system. This system he believed would increase his present influence and also his future influence and power. (Only he would have the ability to decide if policy is being followed or not). There does not appear to be an evolution of leadership from individual leader to institutions. In 2000 Jiang introduced Three Representations these being the Party represents the broad mass of the population, advanced culture, and advanced forces of production. Jiangs push for improving the construction of Party style brings into question Marxist ideology. The plenum views Marxism as a methodology for understanding the world rather than a set of conclusions. Jiang went further and declared class struggle dead, and there by opening up the door for capitalists to enter the Party. He also called for a re-evaluation of Marxist theory on labor and labor value. Fewsmiths logic follows; if wages are determined by supply and demand (neoclassical view) there cannot be exploitation. If the exploitation idea is not Party doctrine, there leaves little need for a Communist Party. Jiang called for inner-Party reform to further democratic reform, it was thought by some that Party reform was needed to increase its legitimacy. (But a democratic opening any time soon shouldnt be expected). With an absence of revolutionary legitimacy, ideology has lost its persuasive influence, and Party discipline has declined, personal power and ties appears to be more important. Tang Tsou identified the central characteristic of 20th century Chinese politics as monistic, unified and indivisible. We can see examples of this in Jiangs reshaping of an ideology, marking it as his, and securing his authority through promoting his protà ¯Ã‚ ¿Ã‚ ½gà ¯Ã‚ ¿Ã‚ ½s. There exists a cultural framework, a personalistic system and ideological system to support the Party line. Factionalism is not tolerated so efforts to thwart that line are a threat to enter into a game to win all. It is more than one leader replacing another, it is a re-orientation of Party policy and often occurs during a period of crisis such as following Tiananmen, where a redefining of the Party line was done in a way to weaken and marginalize Deng. Another example was a 10,000 character manifestos that challenged Jiang to define his line. Jiang s agreement to step down as general secretary of the 16th Party Congress while alive and well is an unprecedented step in the transition of power. His replacement Hu Jintao is not considered a Jiang loyalist. Jiangs only hope of continuing to exercise power after Hu replaces him is by consolidating his ideological vision and promoting those loyal to him that will keep him in the loop. Jiangs only hope of maintaining influence is through informal politics. Other top leaders also participate in informal politics as manifested when Jiang tried to promote Zeng and was thwarted. Many believe the reason had more to do with bureaucratic and individual interest than ideological concerns. Will Jiang be able to retain power and influence after he leaves office? That question reflects the change of era and the role of formal norms, and weakening ideology-taking place in China. We have seen changes in state/society relations, the role of ideology, and an increase in norms and institutions. All these have conditioned the rules of the game in Chinese politics. Social divisions have emerged, with corruption and advantages given to special interests at the expense of laws and institutions. Globalization and the entrance of China into the WTO is another potential for disrupting politics and society in China. The authors main arguments is that with a generational change, economic development, and the environment of Tianenmen Square; and the changing situation with other superpowers like the Soviet Union and the U.S., China is changing and becoming more economically democratic and showing signs of a softening toward political change as well. That being said, he points out that ideology is still an important factor in Chinese politics, and that there is a strong tendency in the Party to operate under a personalistic system. While it is a big change to have a leader step down in China while he is still alive, Jiang is trying to hold on to his power through his ideology and live on through his policies, much like previous leaders ideologies transcended their era. This paper helps us understand that change is a slow process and culture and values run very deep. It brings to mind the saying The more things change, the more they stay the same. The first half of the paper covered well the four changes that have occurred and interacted to create change within the political system. His introductory was good and gave a good overall view of the political climate that existed previously and also the new developments and there effect on Chinese politics. The second half of the paper however did not utilize those four factors well in making his case that these factors were influential in party politics. He mainly focused on the generational aspect and the importance of personal ties in Chinese politics. He also researched Jiangs legitimacy and steps taken to earn him influence after his tenure is over. While Fewsmith was able to provide a lot of information and overall history as well as emerging trends, his focus was too wide to give enough empirical evidence to support any of his ideas fully. I would like to have read more about the economic development changes and reforms that have created inequality and civil unrest; and how t he Party is managing those to maintain stability. He Jiang has struggled with his legitimacy much of his time in office. He didnt have revolutionary ties, the party discipline is not as strong as in previous years, and he did not have an ideology. He has had to resort to different measures to gain his legitimacy. By creating an ideology he also hoped to gain legitimacy in his position. He knew he was leaving office but as those before him he wanted to leave his mark and influence decisions for future generations. I wonder the intent behind Jiangs bold statements. Is it possible that by declaring class struggle dead and making an opening for capitalists, Jiang hoped to garner future support from potentially powerful allies; or is he really pushing for reform? His call for a party reform to be more democratic, his allowing more political participation or representation than previously are other ways he tried to gain legitimacy. Were those moves inspired by a need to gain more Party consensus, were they motivated by political pressure, we re they self motivated, was he testing the waters, or is change in the near future inevitable? The author proposes the new government is able to make changes and do things differently than the first generation of leaders because no one is around to enforce old party politics. The new generation is more technocrats and we have seen an increase of norms and procedures and consensus being followed yet party lines run long and deep. Is there really a generational change among Chinas leaders or are they being replaced with Protà ¯Ã‚ ¿Ã‚ ½gà ¯Ã‚ ¿Ã‚ ½s from the past such as Deng Xi8aopias in Hu. Even with Deng being dead, he still lives on through his protà ¯Ã‚ ¿Ã‚ ½gà ¯Ã‚ ¿Ã‚ ½ Jiang and now Hu. Hu is not a loyalist to Jiang, with Jiang being unable to promote his followers to high positions or to replace him it would appear as if Jiangs power is weak or is it that norms and institutions are becoming more powerful than the old personalistic system? The author mentioned Tianenmen demonstrations and the collapse of the Soviet Union being important factors in creating change in elite politics. Previously the only options available seemed conservative or reform but after these events, social, political and economic collapse seemed another option. For this reason stability is very important in Chinese politics. They will avoid any rapid political change to avoid chaos. There is a strong need to reform, especially government enterprises. With such a large percentage of people being out of work because of these reforms, and more potential changes on the way with membership to the WTO, how is the government going to be able to keep such tight control and maintain stability?

Marketing Philosophy Essay Example for Free

Marketing Philosophy Essay Efforts of reviewing and modelling marketing elements, concepts and philosophical attitudes were numerous and effective. But with new challenges causing hurdles in making marketing function more effective on macro- and micro- level of the economy, a revision of marketing philosophy is always at place. Elements of marketing philosophy Dibb and Simkin (2004)| Lancaster and Reynolds (2005)| Blythe (2005)| Drummond and Ensor (2005)| Morgan (1996)| 1. Production orientation 2. Financial orientation 3. Sales orientation 4. Marketing orientation 5. Customer orientation 6. Competitor orientation 7. Interfunctional Coordination| 1. Production orientation 2. Sales orientation 3. Marketing Orientation| 1. Production orientation 2. Product orientation 3. Sales orientation 4. Customer orientation 5. Societal marketing 6. Relationship Marketing| 1. Production orientation 2. Product orientation 3. Sales orientation 4. Financial orientation 5. Marketing Orientation| 1. Cost philosophy 2. Product philosophy 3. Production philosophy 4. Sales philosophy 5. Erratic philosophy 6. Marketing philosophy 7. Social marketing philosophy| As indicated in Table 1, authors tend to use various terms for the elements of marketing philosophy: a) ‘orientation’ (Dibb and Simkin, 2004; Lancaster and Reynolds, 2005; Blythe, 2005; Drummond and Ensor, 2005); b) ‘philosophy’ (Morgan, 1996); c) ‘concept’ (Kotler and Armstrong, 2008). Even the Lithuanian authors, who wrote the first university book on marketing, professors Pranulis, Pajuodis, Virvilaite and Urbonavicius (1999, 2000 and 2008) have used the Lithuanian counterpart word ‘orientation’. Following this broad tendency of the term ‘orientation’ usage, here, in this article, the choice of the ‘orientation’ term will be applied. The renowned American professors Kotler and Armstrong (2008, pp.9-12) indicated that their choice of marketing management orientations were as follows: * the production concept, * the product concept, * the selling concept, * the marketing concept. * the societal marketing concept. A similar opinion was expressed by a group of Lithuanian marketing professors, where they classified marketing orientations as follows (Pranulis et al., 1999, 2000): a) production orientation, b) product orientation, c) selling orientation, d) marketing orientation; e) socialethical marketing orientation. Because of the difficulty of incorporating all the various facets of marketing into a single definition, Lancaster and Reynolds (2005) distinguished features of the subject in the following statements (Lancaster and Reynolds, 2005, p.16): †¢ â€Å"Marketing is dynamic and operational, requiring action as well as planning. †¢ Marketing requires an improved form of business organisation, although this on its own is not enough. †¢ Marketing is an important functional area of management, often based in a single physical location. More importantly, it is an overall business philosophy that should be adopted by everybody in the entire organisation. †¢ The marketing concept states that the identification, satisfaction and retention of customers is the key to long-term survival and prosperity. †¢ Marketing involves planning and control. †¢ The principle of marketing states that all business decisions should be made with primary consideration of customer requirements. †¢ Marketing focuses attention from production towards the needs and wants of the market place. †¢ Marketing is concerned with obtaining value from the market by offering items of value to the market. It does this by producing goods and services that satisfy the genuine needs and wants of specifically defined target markets. †¢ The distinguishing feature of a marketing orientated organisation is the way in which it strives to provide customer satisfaction as a way of achieving its own business objectives.† The author of the article proposes the following perception on the classification of marketing orientations, which constitute the marketing philosophy essence: 1) the production orientation, 2) the product orientation, 3) the financial orientation, 4) the selling orientation, 5) the marketing orientation, 6) the market orientation (which extends to internal and external orientations), 7) the social-ethical marketing orientation, 8) the holistic marketing orientation (which extends to internal marketing orientation, integrated marketing orientation, social marketing orientation relationship marketing orientation). The holistic marketing concept was proposed by Kotler and Keller (2007) but it was not mentioned or wider discussed in the textbook of Principles of Marketing (Kotler and Armstrong, 2008), but introduced in their co-operative book on Marketing Management (2007). For this reason, it is viable to include this new orientation in the proposed model (Figure 3), as it integrated at least four other sub-orientations: a) internal marketing orientation, b) integrated marketing orientation, c) social marketing orientation and d) relationship marketing orientation. Internal marketing orientation will be directly dealing with a Marketing Department within an organisation. It will directly subordinate to the senior management level and other organisational department, emphasising the organisational culture and micro-climate, suitable for effective work and success factors in marketing performance. Integrated marketing orientation would focus towards integrated marketing communications, the cost-effective selection of marketing channels and integrated development of products and services within the scope, demand and challenges of the national and international markets. Social marketing orientation would be focusing on the concept of societal marketing proposed by Kotler and Armstrong (2008), where the basic societal marketing triangle is based on the well-being of the community, incorporating the corporate social responsibility of companies and non-profit organisations, legal issues and environmental protection issues, which altogether streamline the sustainable development of the economy and consumption patterns. Relationship marketing orientation would be concerned with fostering the customercompany relationship with consumers, offering value added products and services. This orientation will also foster the company-partner company (B2B) relationship, seeking trust and reliability in partner selection process and its maintenance for coming years. Therefore, marketing channels should be effectively developed to reduce costs and enhance profitability ratios for all three market participants: a) producers, b) distributors and sellers, c) consumers. The market orientation is proposed to be grouped as internal and external orientations. Though Narver and Slater (1990) proposed a model that identified the components of market orientation as: †¢ Customer orientation, which incorporates customers’ perceptions and understanding by customers’ creating value, offering cost-effective solutions to satisfy their needs. †¢ Competitor orientation emphasises one of the marketing’s functions, i.e., to seek competitive advantage in the market. Competitor analysis, performed in various techniques (e.g. PESTED analysis, Porter’s forces analysis, Boston matrix analysis, etc.), gives a company tools to objectively evaluate competitors’ capabilities and results on the market. †¢ Organizational culture if analysed on an individual basis could be either included into market orientation factor or in the holistic marketing orientation, depending how integrative the marketing philosophy is on an organisational level. Organisational culture should support customer service and customer relationship development throughemployee performance prism. †¢ Interfunctional coordination should focus on the interaction between internal functional areas of the organization which best serve customer need and satisfaction, which in other cases would correspond to the relationship marketing orientation (Kotler and Keller, 2007). †¢ Long-term focus would incorporate the consideration of how the above can be sustained, and financially viable, over the long term. In this paper the proposition by Drummond et al (2000) is closer to the author’s perception of market orientation, therefore the constituent parts of the market orientation are considered to be the balance between: a) External market orientation: customers, competitors and other external stakeholders. b) Internal market orientation: employees and other internal stakeholders. Marketing Orientation The term marketing is used extensively in modern life. If you stop someone in the street and ask them what it means, they will probably use words like advertising, market research and a modern word for selling. In fact, marketing is a lot more than just selling, advertising and research, although all of these functions are important aspects of marketing. The Chartered Lrstitute of Marketing in the UK defines marketing as follows: Marketing is the management process which identifies, anticipates, and supplies customer requirements efficiently and profitably. So what is marketing orientation? In the next sections we shall explore this. First we will consider what it means for an organisation to adopt a marketing-based business philosophy. We shall then consider the evolution of the marketing concept and look at how marketing orientation has influenced organizational structures in business. An Overview of a Marketing-based Business Philosophy The points below describe marketing and its role in a marketing based business philosophy. We shall then go on to consider a marketing-based philosophy in more detail. * Marketing is a management process, and the support of management for the marketing concept is a key element in its success. Today, a company has to be marketing orientated if it is to be successful. * Marketing is involved with identifying customer requirements usually with market research. * We have to consider current needs and anticipate the requirements of the customer in the future. This requires planning a very important aspect of the marketing process. The satisfaction of the needs will require the supplier to provide benefits the right market offering at the right place at the right time. * Truly market-driven companies adopt strategic level marketing, where marketing has a key role in defining the long-term objectives and mission of the company. In this way, a strategic framework is established whereby the customer is placed at the centre of the organisations activities. * Marketing is not just for profit-making companies. Marketing is for any organisation that has customers, and that includes charities and government bodies. Very many selling jobs in fact are in non-profit-making organisations, although very often the people who have those jobs would not think of themselves as salespeople! Marketing is a business philosophy, the process responsible for anticipating, identifying and satisfying customer current and future needs. The marketing philosophy developed out of the need by producer manufacturers, whose focus was on efficient production, to compete more effectively in their markets. They turned their attention away from mass production at lowest unit cost to try to anticipate the specific needs of customers and produce products/services whose benefits would satisfy those needs. Marketing is sometimes referred to as a pull strategy. The principle is that we understand customer needs and produce products or services, which meet those needs through specific benefits. Customers will want to purchase products or services, which they perceive as meeting their needs and wants. Literature review on marketing challenges in the new millennium The precondition, which fostered to review the challenges for the marketing in the new millennium, was the statements in various forms and shapes, which appeared during the past decade in text books, social networks, media and social forums. The selection of disturbing statements were selected and presented here for the discussion. The biased perception of marketing functions and orientations at the dawn of the new millennium is not compelling. Traditional (conventional) marketing is visualised as a dead function, notwithstanding the critics of modern marketing practice. The critics bring up the issues of lost customers, mass marketing and viral marketing. Therefore, a more fundamental change for marketing is at stake – towards a more \personal touch in the field, as well emphasised by Spellings (2009). Boynett and Boynett (2003) in their book on â€Å"The Guru Guideâ„ ¢ to Marketing: A Concise Guide to the Best Ideas from Today’s Top Marketers† have also identified a number of citations, which question the future of marketing and its conventional functionality. It is apparent that marketing is becoming a multi-disciplinary theory, which inevitably incorporates postmodern aspects of the markets and consumption patterns and consumer behaviour. Selected statements on the death of traditional marketing in the new millennium Authors/sources| Statements| Boyett and Boyett (2003, p.1)| Death-of-marketing gurus rationalize their hyperbole by explaining that marketing is in the throes of fundamental change.| World of DTC Marketing (2008)| Conventional marketing is dead| Bishop (2009)| Marketing is dead; long live marketing: Attracting consumers in the post-mass marketing era| Big Marketing Ideas (2009)| The reason we say viral marketing is dead is not because content no longer spreads in the same way – quite the contrary. But the idea that you could create a flash game or a funny video and expect it to get a million hits and downloads within a week is now patently naà ¯ve. | Wymore (2009)| Forget direct mail, television advertising, and other mass media marketing. They just don’t work anymore. Traditional marketing is dead. In other words, these marketing chestnuts simply don’t stand out in today’s noisy media market.| Spellings (2009)| â€Å"Mass Marketing is Dead. Make Way For Personal Marketing†: The days of mass marketing are coming to an end as we enter a new era of personal marketing. Personal marketing will require more work, more preparation, and smarter implementation, but the rewards will be vastly better than the mass marketing approach.| Selected marketing challenges in the new millennium Sutton and Klein (2003)| Blythe (2005)| Kashani (2005)| Brown (2008)| Kotler and Armstrong (2008)| Bishop (2009)| †¢ Increasing market complexity †¢ Accelerating demand for speed to market †¢ Growing need to capture marketing knowledge †¢ Increasing availability of innovative marketing technologies †¢ Escalating demand for marketing efficiency and effectiveness| †¢ Relationship marketing development †¢ Service quality enhancement †¢ Internet marketing development †¢ Marketing ethics †¢ Marketing strategy revisited| †¢ Commoditisation (change in technologies, more informed customer, more intense competition) †¢ Consolidation(mergers acquisitions) †¢ Power shift †¢ Margin erosion †¢ Value focus| Postmodern challenges: †¢ Hyperreality †¢ Fragmentation †¢ Reversed production and consumption †¢ Decentred subjects †¢ Juxtaposition of opposites| †¢ The new digital age †¢ Rapid globalisation †¢ The call for more ethics and social responsibility †¢ Growth of non-profit marketing| †¢ Aggressive innovations †¢ Building a strong value proposition †¢ Engagement and connection to the customer †¢ Delivering customer experiences at or above expectations| It could be generalised that marketing in the 21st century presents many new postmodern challenges (see Table 3): †¢ shrinking markets, which in effect implies fragmentation and decentralised subjects (Brown, 2008), followed by increasing market complexity (Sutton and Klein, 2003) and market globalisation (Kotler and Armstrong, 2008); †¢ green issues (Blythe, 2005), more marketing ethics (Blythe, 2005; Kotler and Armstrong, 2008) and social responsibility (Kotler and Armstrong, 2008); †¢ marketing strategy revisited (Blythe, 2005) through accelerating the demand for marketing efficiency and effectiveness (Sutton and Klein, 2003) and speed to market (Sutton and Klein, 2003), and aggressive innovations (Bishop, 2009); †¢ advancements in technologies in the digital age (Kotler and Armstrong, 2008), including Internet, commoditisation (Kashani, 2005), communications (Bishop, 2009), internet marketing development (Blythe, 2005), increasing availability of innovative marketing technologies (Sutton and Klein, 2003); †¢ engagement and connection to the customer (Bishop, 2009), through service quality enhancement (Blythe, 2005), delivering customer experiences at or above expectations (Bishop, 2009), rapidly changing public attitudes towards consumption (Sutton and Klein, 2003); †¢ building a strong value proposition (Bishop, 2009) through growing need to capture marketing knowledge (Sutton and Klein, 2003), power shift (Kashani, 2005) and reversed production and consumption (Brown, 2008). Therefore, marketers are facing the re-evaluation of marketing strategy, applying new tools and sophisticated techniques in the new millennium, where changes are of a constant nature. â€Å"Ultimately, the firms who take the greatest care of their customers’ interests are the ones most likely to maintain their competitive edge in a cut-throat world† (Blythe, 2005 p.332). The case of coffee bars: applying marketing orientations and marketing challenges in the new millennium. In practice, each company selects business and marketing philosophy which suits it best. The decision depends on the company’s type, size, products and services it produces, distributes and sells and etc. In order to apply marketing orientations and marketing challenges to a practical situation, two companies in coffee bars sector: a) an international company STARBUCKS (the USA) and b) a national company COFFEE INN (Lithuania). Their briefs and marketing philosophies will be discussed bellow. The case of Starbucks (the USA) Probably one of the most famous brands in the United States and now in the whole world, reflecting the specific lifestyle of the few generations, is definitely Starbucks. Starbucks is the largest coffee-house company in the world, offering a wide range of various coffees, hot and cold coffee and non-coffee drinks, sandwiches and sweet snacks. Founded in 1979, only as a coffee bean retailer Starbucks became a coffee-house selling coffee drinks as well as beans, when its present headmaster Howard Schultz came in and bought the company from its former owners in 1987. Since then, an extraordinary quick expansion in the Unites States, and from 1996 in the whole world, has begun. Now, Starbucks owns approximately 16 000 stores in the world and announces about opening 900 new stores outside United States in 2009 (on the other hand, Starbucks is closing the same amount of stores in the United States) (www.strabucks.com). It is obvious, that such a big success would be impossible without well selected and formulated marketing philosophy. As one of the most innovative companies in the world Starbucks has chosen social-ethical marketing orientation and declares care for the environment and common wealth as well as for people. The main idea of their philosophy is defined in the Starbucks mission statement. Starbucks has two mission statements which are placed in the official company’s website : „To inspire and nurture human spirit – one person, one cup, and one neighbourhood at a timeâ€Å" and „Starbucks is committed to a role of environmental leadership in all facets of our businessâ€Å" (www.strabucks.com). Social-ethical marketing orientation is getting a trendy buzz word, as environmental and ecological problems are on the increase. Some years ago Starbucks was criticised for wasting resources by using paper and plastic cups, for wasting water and even funding Israel army (Vitkus, 2009). Now this company is shown as the best example of environmental friendly business in the business schools around the world. Starbucks announces its corporate social responsibility Annual reports for the public; here the company describes their attention to the employees, customers and the environment, manifesting marketing orientation, marketorientation and holistic marketing orientation. They started to use cups from recycled paper or biodegradable plastic. Social responsibility is also emphasised in their coffee-bars’ design, posters and various promotional campaigns (the integrated marketing sub-orientation in the holistic marketing orientation). According to Pranulis et al (2008), the main idea of marketing orientation is to create the circle of loyal clients rather than one-time buyers. Starbucks could be called a champion in this field too. The chairman of Starbucks Howard Schultz explains, that a person gets more than just coffee when he/she visits Starbucks – „he gets great people, first-rate music and a comfortable and upbeat meeting place† (www.strabucks.com). That’s why people all around the world are willing to pay for coffee more than in other coffee-bars – they buy and experience, not a drink (the selling orientation). According to Howard Schultz, Starbucks build personal relationships with each of their customers (this implies the relationship marketing sub-orientation in the holistic marketing orientation). Even the waiters at Starbucks are called baristas to make them feel exceptional and proud about their workplace, not to feel just simple service workers (internal marketing sub-orientation in the holistic marketing orientation). Another core element of marketing concept (Pranulis et al., 2008, Kotler and Keller, 2007) is to appeal to customers’ needs. Starbucks does everything to achieve its costumers’ satisfaction. They were the first who offered free internet at their coffee-bars and started to open the stores 10 minutes before the actual opening time just to make customers always feel welcome and happy. Viral marketing has also become one of the most important features of Starbucks‘. You can hardly find and advertisement in any newspaper or marketplace, but they build extremely strong relationships by using social networks, internet and mouth-to-mouth marketing, which means Starbucks meets the marketing challenges of a) the digital age, b) value proposition, c) connecting to customers, d) corporate social responsibility, e) green issues and f) overall revised marketing strategy, g) market shrinking factors (as Starbucks was forced to close down 600 coffee-bars in the USA during the economic slowdown (Milasius, 2008)). The case of Coffee Inn (Lithuania) The other company selected for a comparative study is a national company, located only in Lithuania. Coffee Inn is a coffee-bars’ chain opened a few years ago in Vilnius, the capital city of the country. Started from just one coffee-bar, Coffee Inn now owns 7 coffee-bars in Vilnius and one in Kaunas in 2007 (Vaitiekuniene, 2007). At first, Coffee Inn came into the market with the same concept as Starbucks did. It sells coffee and various coffee drinks, served in paper cups, sandwiches and desserts in small, cosy coffee-bars, located in the city centre. The main difference between Starbucks and Coffee Inn is that Starbucks is a big global company (the globalisation challenge) and can afford applying social-ethical marketing orientation, while Coffee Inn is still too small to afford huge investments for various socialprojects and campaigns and it has chosen the marketing orientation. However, Coffee Inn expands constantly, therefore, sooner or later this company will also apply social-ethical marketing oreintation (now Coffee Inn supports various cultural festivals, such as cultural night TebÃ… «nie naktis, or Street music day, not financially, but by helping to promote them, or by prolonging their opening hours during these festivals). The main idea, the co-owner of Coffee Inn Nidas Kiuberis explains, is that they sell a feeling of pleasure rather than just a cup of coffee (Obcarskaite, 2009). It seems extremely similar to Starbucks idea. The waiters are called baristas too, Coffee Inn also offers free internet access and their menu is quite similar to Starbucks one. Lithuanians sometimes even claim that Coffee Inn tries to copy Starbucks. On the other hand, there are a lot of cafeterias offering similar facilities (e.g., Vero Cafe, Double Coffee and etc.), and Coffee Inn is not an exception. However, Coffee Inn is a lot smaller as coffee-bars’ chain than Starbucks and for this reason it is much easier to control it. Being small enables Coffee Inn to be more flexible and to react to customers’ demands and wants quicker and to create new demands and wants at the same time (marketing orientation). Coffee Inn constantly offers new drinks, snacks and other features (product orientation). They were one of the first who invited customers to come together with their pets, set free book collection and invited everyone to come to read or to donate a book (the communication challenge). While talking about customers’ loyalty, new technologies play an important part here too (the technological challenge): Coffee Inn keeps exceptionally close relationships with its customers using Facebook social network, writing the blog and honestly replying to all the letters and comments. The co-owner Nidas Kiuberis maintains the Coffee Inn blog himself – this is very important, as customers notice, that director of the company itself pays attention to their opinion (Milasius, 2008). Nidas Kiuberis explains, they are following â€Å"guerilla marketing† ideas, because it is the best solution for a small business without large budget, where creativity and energy are the most important things (Obcarskaite, 2009). â€Å"Viral marketing and personal blog writing costs nothing and gives better results, than advertisement on TV – your loyalty for customers loyalty, these are the things every company seeks, especially in a crisis time† (Obcarskaite, 2009). As a result, Coffee Inn has created a steady circle of loyal customers, who are indifferent to similar competitors, such as Vero Cafe, offers. The Evolution of the Marketing Concept Marketing is basically about anticipating and serving customer needs, but where does the concept come from? In fact, even though the term marketing quite modern, the idea of customer orientation is as old as trade itself. For example, if we looked at a pre-Industrial Revolution village, we would see a number of trades-people such as the blacksmith at work. These people provided the villagers with what they wanted. There was no question of producing large volumes of goods and assuming that people would take them. Everything was made to order – the customer had needs and the supplier met them. Conclusions In the changing market environment with changing customer behaviour and seeking business opportunities, companies face marketing challenges on a daily basis. In the process of theoretical research, a modified model of marketing orientations, which form the marketing philosophy, was proposed, comprising eight major orientations, where market orientation and the holistic marketing orientation are split into further sub-orientations. The other task for the author was to review and structure marketing challenges in the new millennium and test these issues in two cases of coffee-bars sector on international (Starbucks) and national (Coffee Inn in Lithuania) markets. Starbucks and Coffee Inn both follow similar marketing orientations. Starbucks follows social-ethical marketing orientation as a basis of business, while Coffee Inn is being still guided by the marketing orientation. Both companies sell an experience, rather than just coffee and image is very important for the customers of these companies as they are mainly young people (20-40 years of age, Miksys, 2008). Both companies use viral marketing techniques, though Coffee Inn can create closer relationships with its customers, because it is able to react to changes quicker. Loyal customers could be called the biggest strength and competitive advantage of these companies as they do not compete on price, just by creating exceptional atmosphere.

Suitable For Discharge Back Into The Environment Environmental Sciences Essay

Suitable For Discharge Back Into The Environment Environmental Sciences Essay The environment that we live in is our most valuable asset and we must not damage it by polluting the air, water ways and the earth. The concern about our environment has been taken into a serious matter in which all people and industries must play their part in keeping our environment clean and safe to live for a long time to come. The implementation of waste water treatment in private sector was a good effort from keeping the environment from being damage. In general, wastewater treatment is the process of taking wastewater and making it suitable for discharge back into the environment. Blower is one of mechanical devices that play very important role in waste water treatment. Its main function is to supply pressurized air with sufficient oxygen to meet process needs. Air is forced by blower to diffuser provide an aeration to encourage the growth of bacteria/microorganism in the water to break down the pollutants. Blowers come with variety of types; one of them is roots blower which most suitable uses for industrial waste water treatment. However, the disability of roots blower to function will bring major problem to waste water treatment section. The sewage cannot be treating because there is no air supply for aeration process. This disability may due to over-running, age factor and inner parts problem. More than that, whole manufacturing plant also will be affecting where the production line have to stop their operation because the treated discharge waste water unable to comply Standard B, Environmental Quality Act and Regulation. They also have to face loss such as the cost of downtime or shut down. This problem frequently happens in Synthomer Pasir Gudang Plant. More worse, every time the roots blower having problem, Engineering Department especially Mechanical Maintenance branch face difficulties to lift and move out the heavy blower from Blower Room. What burden them over the years is there are no proper ways to lift and move out dysfunction blower from Blower Room to send for servicing and maintenance activities. Since this project is based on my experience from previous Industrial Training, I was given an opportunity and encouragement from Engineering Department, Synthomer Pasir Gudang Plant to study the problem and design suitable blower lifter inside their Blower Room in order to helps them for maintenance works. Problem Statement The current technique used to lift and move out dysfunction blower is by hanging the chain block on the 6(six) inch stainless steel pipeline by using webbing sling. This technique is too dangerous and the possibility of the pipeline to crack and damage is very high because cannot withstand anymore the weight of the dysfunction blower after frequent usage. Besides that, improper technique of lifting heavy loads can cause hazard on workers also damage on equipments due to very low safety awareness. Other than that, the current technique just limited to lift blower itself only. Other equipments such as motor is beyond its capabilities. Fig. 1 below shows the 6(six) inch stainless steel pipeline used as a support to withstand the weight of dysfunction blower in order to lift and move out for maintenance works. H:DCIM102_PANAP1020888.JPGH:DCIM102_PANAP1020894.JPG Fig 1 The 6(six) inch stainless steel pipeline used as support to lift and move out blower These problems have motivate this project to design fully safe of new technique to lift and move out blowers as well as other equipments in order to help maintenance work involve in Blower Room, Waste Water Treatment Section, Synthomer Pasir Gudang Plant. Objective The aims of this project are: To design suitable blower lifter for maintenance activities at Blower Room, Waste Water Treatment, Synthomer Pasir Gudang Plant To propose fabrication of blower lifter Scope of Project The scope of this project will focus on design blower lifter based on problems involve in Blower Room, Waste Water Treatment Section, Synthomer Pasir Gudang Plant. The data and problems are taken directly from Synthomer Pasir Gudang Plant and any related data from others company that have Waste Water Treatment Plant will be neglected. However, if any Wastewater Treatment Plant that have exactly same configuration (Fig.2) as Blower Room in Synthomer Pasir Gudang Plant, the data involve in this project is acceptable to use. In addition, to achieve the project objectives, all information about the structure, configuration of equipments, and maintenance activities in Blower Room area is crucial in this project. C:UsersfasrayDesktoppart 7practikalpictureIMG_5216.JPGC:UsersfasrayDesktoppart 7practikalpictureIMG_5217.JPG Fig. 2 Configuration of equipments in Blower Room Blower Room, Synthomer Pasir Gudang Plant contains 5 units of blower (include motor, silencer, check valve, safety valve and pressure gauge), 10 units of butterfly valve, 2 units of room silencer, pipeline and fittings. Significant of Project The significant of this project can be dividing into two main groups; significant to Safety Maintenance work. 1) Safety The significant this project on safety is to: Reduce accident during maintenance work. Prevent equipments from damage. Provide proper way to lift heavy equipments. 2) Maintenance works Blower lifter help to improve and ease maintenance works involve in Blower Room area. This will ease the operators and technician works as this lifter will reduce the time of assembles and dissembles activities as well as reduce manpower/workers used while doing maintenance works. Besides that, the lifter could increase the worker productivity by the elimination of non-value adding material handling tasks from their work scope. Methodology Observation from industrial training Company needs Identify needs and problem define PDS Lit. Rev. Establish Target Specification Brainstorming Generate Product Concept Generate multiple concepts Concept Evaluation Pugh Chart Test against Specification CAD Detail Design FEM Simulation Testing Refinement Propose Fabrication Process Method Identify needs and problem define Ability to generate good engineering specification shows the person really understand the problems [1][2]. The initial stage of design process requires person to select specific client and identify need [3]. In this stage, there are two methods to identify the need: through observation from previous industrial training and need from employees, Synthomer Pasir Gudang Plant especially workers at Mechanical Maintenance branch, Engineering Department. Establish Target Specification Based on the workers needs and problem define from the observation, a list of target specification will establish [2]. The method to generate specification is using Product Design Specification (PDS) diagram and some literature review from existing product in market. Generate Product Concept [1] Ullman [2] epingger [3] paul m educate engineer [v] Filipp0 pds Task Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Project title selection Understanding the project title Determined the project objective Brainstorming Collecting data Literature review Report Writing Presentation Lagend: Planning Actual SFSFSF Task Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Conceptual Design Identify Need Problem Definition Establish Target Specification Generate Product Concept System-Level Design Select Product Concept(s) Test product Concept(s) Final Product Specification Plan Downstream Development Detail Design Details Drawing Bill of Materials Costing Testing Refinement Presentation Report Submission Lagend: Planning Actual F Methodology CHAPTER 2 Basic Wastewater treatment Process The goal of waste water treatment plant is to protect the environment in a manner commensurate with socio-economic and public health concerns. Wastewater is a combination of water and waste carried water come from homes, industrial and commercial facilities and institutions. Wastewater generally contains high levels of organic material, toxic, numerous pathogenic microorganisms and nutrients that extremely hazards to public health as well as lead to environmental pollution. So, wastewater must be treated appropriately before dispose to surroundings. Treatment of waste water usually carried out in four stages (Fig. 3), commonly referred as preliminary, primary, secondary and tertiary treatment [5]. Preliminary Primary Secondary Tertiaryhttp://www.membrane-solutions.com/img/product/water-treatment-process.jpg Fig. 3 Various treatment levels in a waste-water treatment plant flow diagram 1. Preliminary treatment Preliminary treatment prepares waste-water influent for further treatment by reducing or eliminating non-favourable waste-water characteristics that might otherwise impede operation or excessively increase maintenance of downstream processes and equipment. These characteristics include large solids and rags, abrasive grit, odours, and, in certain cases, unacceptable for organic loadings. Preliminary treatment processes consist of physical unit operations, namely screening and commination for the removal of debris and rags, grit removal for the elimination of coarse suspended matter, and flotation for the removal of oil and grease. Other preliminary treatment operations include flow equalization, septage handling, and odour control. 2. Primary treatment Primary treatment involves the partial removal of suspended solids and organic matter from the wastewater by means of physical operations such as screening and sedimentation. Pre-aeration with chemical additions is used to enhance primary treatment. Primary treatment acts as an earlier step for secondary treatment where the aimed of this stage is to produce a liquid effluent that suitable for downstream biological treatment and separate out the solids as a sludge that can be economically and conveniently treated before ultimate disposal. 3. Secondary treatment Secondary treatment is a stage where removal of soluble, colloidal organics and suspended solids happen after escaped the primary treatment. The process typically done through biological processes, commonly treated by using activated sludge, fixed-film reactors, or lagoon systems and sedimentation. 4. Tertiary or advanced waste-water treatment Tertiary treatment goes beyond the level of secondary treatment with 99 percent of impurities such as significant amounts of nitrogen, phosphorus, heavy metals, biodegradable organics, bacteria and viruses is removes from sewage where producing an effluent at almost drinking-water quality. In addition to biological nutrient removal processes, unit operations frequently used for this purpose include chemical coagulation, flocculation and sedimentation, followed by filtration and activated carbon. Less frequently used processes include ion exchange and reverse osmosis for specific ion removal or for dissolved solids reduction. [5] Metcalf and Eddy. Wastewater Engineering: Treatment, Disposal and Reuse. 3rd ed. New York: McGraw Hill, 1991. Process Flow Diagram The high organic load wastewater stream from the production plant is transferred to Equalization tank #1 (EQ-1) where organic and hydraulic Loading is equalized. Air is supply to the equalization tank for mixing and to prevent the wastewater from septic condition. When the accumulate wastewater reach to the set point level, the EQ pump will transfer the wastewater to Equalization tank #2 (EQ-2) and to mix with the other composite wastewater from the production plant. The organic and hydraulic loading is equalized again for further biological treatment. The composite wastewater from EQ-2 shall be transferred and pumped for Secondary Treatment, an aerobic treatment system namely Alternative Intermittent Cyclic Reactor (AICAR) via neutralization tank. pH of the wastewater is adjusted to ensure the aerobic digester operates at its optimum efficiency. All chemical dosing pumps are synchronized with the level switch. The pH is monitored and adjusted according to the set points by an automatic dosing pump system. Three (3) AICAR reactors are designed to handle the wastewater at an average flow from EQ-2. Each AICAR consist of two sub-reactors. AICAR operates in continuous mode on alternatively feeding and discharging wastewater from the reactor. One AICAR is allowed to stop for maintenance at one time while the others shall be at maximum operating efficiency. AICAR operates at 3 cycles per day per reactor in normal operation . During maintenance, only two AICAR reactors are set for running mode . When AICAR-1 is in feeding mode, first half of the reactor is in aeration while second half of the reactor is in settling and decanting mode. The circulation/sludge pump will be turned on to equalize solids content in aeration tank and at the same time, the sludge pump will operate as sludge wastage pump. At this stage, AICAR-2 3 are fully in aeration basis where the blower BL-02 and BL-03 are operating against the dissolved oxygen level in the reactor. The blower-diffuser system is provided to maintain the oxygen requirement in the aerobic treatment system. The air supply system is controlled by the online dissolved oxygen (DO) meter and the frequency of the blower motor is varied against DO content in water during normal aeration cycle. However, there will be a fix blower operation frequency during the feeding cycle to ensure sufficient oxygen provided for high organic load during feeding. The secondary treated wastewater is collected in the weir compartment of all AICAR and distributed into BioNET (Biological New Environmental Technology) reactor as tertiary treatment system. BioNET will act as a biological polishing system for refractory COD and at the same time will function as an ammonia nitrogen removal system BioNET reactor consists of two parallel lines (Figure 5). The reactors are filled with porous PU foam or non-woven fibres as reactors carriers that offer a large surface area for micro-organism adherence and growth. Wastewater will flow from the bottom of the BioNET reactor and in contact with the organism which attached to the BioNET carriers. BioNET will be backwashed to release excessive bio-growth to maintain the efficiency of the bacterial digestion. The SOP for the BioNET operation is shown in Table 1. All AICAR and BioNET operation will be prefixed with PLC system. After tertiary treatment, the treated wastewater will then flow into a Clarifier for solids separation. Patented Settling Tube is used in the modified clarifier to separate solid/biomass and supernatant or clear water is discharge to main drain as final discharge treated water. Electromagnetic flowmeter, pH The final discharge water. Flow and pH monitoring is to fulfil the regulatory requirement by the DOE. Wastage sludge from AICAR and settled sludge from Clarifier shall discharge to the drum thickener for thickening purposes before transferred to sludge holding tank. Wastage sludge from sludge holding tank is conditioned with polymer prior for dewatering.