Word Lab 2 Ch 3 Free Essays

————————————————- Jonner Public Library Jonner Public Library 4992 Surrey Court, Jonner, MA 02198 ? 291-555-9454 ? Web Address: www. jpl. net March 10, 2012 Mr. We will write a custom essay sample on Word Lab 2 Ch 3 or any similar topic only for you Order Now Brent Jackson 5153 Anlyn Drive Jonner, MA 02198 Dear Mr. Jackson: Thank you for registering online for our spring classes. As a library patron, you are aware that we offer a great deal more than books and magazines. The table below outlines the classes for which you have registered, along with the dates and locations: Class| Date| Location| Intro to Windows 7| April 10| Room 10B| eBay Basics| April 18| Room 24C| Genealogy Searches| April 24| Room 10B| Overview of Office 2010| April 28| Room 22A| Note that all classes, regardless of date, begin at 10:00 a. m. and last four hours. Although no materials or textbooks are required for the classes, you are strongly encouraged to bring the following items: * Pens, pencils, or other writing implements * Blank CD or DVD to store documents and notes created during class * Notebook or loose-leaf binder for handwritten notes Your valid library card to verify enrollment eligibility Please note that no food or drinks are allowed in any of our computer facilities. If you have any questions or would like to register for additional courses, please contact me at (291) 555-9454 or via e-mail at mtlawrence@jpl. net. Again, thank you for your interest in and continued patronage of Jonner Public Library. We look forward to seeing you when your first class begins. Sincerely, Marcia Lawrence H ead Librarian How to cite Word Lab 2 Ch 3, Essay examples

Benefits and Disadvantages of Saas Free Samples for Students

Questions: 1.What is SaaS and outline its benefit and disadvantages. Explain your answer.2.What business risks had Liberty Wines faced?.3.What data and IT Problems were limiting FinCENs ability to Fight Financial Crime? Answers: 1.SaaS is the abbreviated form of Software as a Service is also known as a software which is on demand. In this software delivery model software and the information related to the same are stored in a centralised system and contacted with the help of a thin client which is generally a web browser via the internet such as Wikipedia. The said product is not required to be purchased and installed separately in a fix location (Clair, 2010). All it requires the user to pay a subscription fee and then pay as needed. The benefits offers by SaaS are as under: The capital investment in the hardware and software is very less. The service can be upgraded without adding any servers. The IT department can look into some other area of concern as SaaS does not demand any sort of maintenance. The software can be easily updated without disturbing the daily work of the organization. The disadvantages of using SaaS are as under: Exposure to sticker shock by the organizations is a very big drawback that SaaS offers. Even if at the outlook it may seem to be a cheap method of maintaining data but the additions that are to be made of various services as and when needed turns out to be very expensive. Vendor viability is a problem as there are many vendors in the market offering SaaS at a very low cost. Lastly it even fails to incorporate the new system with the one already installed in the organization. (McLellan, 2013) 2.Liberty Wines faced the biggest risk associated with the IT system which was installed in the organization since it was not of the latest version. The system was too outdated to cope up with the rising volume of data so much that the employees failed to reply to the customer queries on time. IT infrastructure of Liberty Wine had a negative impact on the competitive advantage of the company. It is not being able to sustain the expanding business requirements therefore leading toa loss of clientele. However, shifting of the companys IT system to virtualisation has benefited the company in the many ways. The same is illustrated below: First and foremost the Companys impact on the carbon footprint of the environment has got reduced by 60 percent due to reduction in the power and the usage of the number of air conditioners. The number of physical servers have also reduced to only three from ten along with one extra server for the purpose of server in case of any emergency or crashing of the system. The reduction led to savings in the office space thus reducing the cost as well. The App introduced by Liberty Wines was fast enough to help the employees interact with ease with the customers demands and questions without much of delay (Metzler 2011). 3.FinCen was unable to fight financial crime successfully before 2008 as the IT system installed was outdated which did not have the capability to process huge volumes of data regarding the money laundering and terrorism at the right time. Usage of off-line system instead of an online system also was a cause for the delay in distribution of data to the required agencies and bureaus who could then take an action against the said crime. FinCen should upgrade its present IT system in vogue along with the analytical potentials. If it upgrades its system then the bureau will be able to process data well on time. For the same tey have even launched an App to support the real time availability of data of the past 11 years to the various users such as government officials and law enforcement agencies. Financial intelligence is dependent upon successful scrutinising of the data which would depict all kind of illegal activities clearly. The same is very crucial for the national security as well as these financial agencies help to find out if any kind of illegitimate work is being carried out in the country which could impact the safety and security of the people staying. There main aim is to find out if any danger is about to approach and if so make the country aware so that adequate steps to mitigate the same are taken (Lowers, 2015). Recently Ann Martin an associate of FinCen had detected the financial crime which was taking place between USA and Mexico where the latter was supplying drug pills in USA and the proceeds were being deposited in a local bank and wired back to USA. She analysed the big data set and found out the entire of such an act and informed the Mexican Government (Davidson, 2011). The same was possible because of the fact that FinCen had also upgraded its IT system well enough to help perform such analysis. References Clair,G.S. (2010). Software-as-a-Service (SaaS). Retrieved from https://smr-knowledge.com/wp-content/uploads/2010/01/EOS-SaaS-White-Paper-2008.pdf Davidson,J. (2011). Rewards of federal service. Retrieved from https://www.washingtonpost.com/politics/rewards-of-federal-service/2011/09/15/gIQAMoPcVK_story.html?utm_term=.8231a02babd0 Lowers,M. (2015). The role of FinCen in BSA/AML. Retrieved from https://www.lowersriskgroup.com/blog/2015/03/30/role-of-fincen-in-bsa-aml/ McLellan,C. (2013). SaaS: Pros, cons and leading vendors. Retrieved from https://www.zdnet.com/article/saas-pros-cons-and-leading-vendors/ Metzler,J. (2011). Virtualisation : Benefits, Challenges, and Solutions. Retrieved from https://www.stotthoare.com.au/sites/default/files/files/1_16100_WhitePaper_VirtualizationBenefits_by_Webtorials.pdf

Motivating Employee During the Crisis Challenges and Directions

Company of Case Study: Dubai Real Estate Corporation, Wasl Properties Using the DREC and Wasl properties case, the company must resolve problems arising from noncompliance with all company policies being implemented (Robbins and Judge, 2007). The research of WASL and DREC is grounded on identifying possible internal conflicts and instituting policies to prevent escalation of misunderstanding and conflicts between employees and between departments of the organization.Advertising We will write a custom case study sample on Motivating Employee During the Crisis: Challenges and Directions specifically for you for only $16.05 $11/page Learn More Specifically, the research focuses on the organizational structure of the company called DREC. The research focuses on the functions and responsibilities of the company’s officers and employee. The officers must motivate its employees by directing them to the best solution to all challenges. Organization basic structure and functions. The officers and employees must comply with their reporting duties and responsibilities using the organizational chart. The organizational chart shows that WASL Organization is monitored by the board of directors. The chief executive officer, Mr. Hesham Al Qassim, reports directly to the board of directors. The chief operating officer, Mr. Adbulla Obaidalla, reports to the chief executive officer. Dubai Golf’s Christopher May reports to the Chief Executive Officer. The general manager for land assets management, Mr. Omer Al Maydoor, reports to the Chief Executive Officer. The general manager for facilities management, Mr. Mohammed Khoory, reports to the Chief Executive Officer. The general manager for property management, Mr. Zainab Mohammed, reports to the Chief Executive Officer. The general manager for projects management, Mr. Nabil Al Khaja, reports to the Chief Executive Officer. The general manager for business development, Mr. Adjitya Srivastav a, reports to the Chief Executive Officer. The general manager for hospitality, Mr. Abdulbasit Al Hai, reports to the Chief Executive Officer. The chief financial officer, Mr. Abdulkhaliq Ahmed, reports to the Chief Executive Officer. Further, there are employees reporting directly to the Chief Operating Officer, Mr. Abdulla Obaidalla.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The general manager of procurement and administration, Mr. Ahmed Al Sheryani, reports to the Chief Operating Officer. The Interim general manager for Marcom, Mr. Ahmed Al Sheryani, reports to the Chief Operating Officer. The general manager for human resources, Mr. Jassem Al Jasmi, reports to the Chief Operating Officer. The head of legal and board affairs, Mr. Roula Zahar, reports to the Chief Operating Officer. The head of business excellence, Mr. Satish Paryarath, reports to the Chief Operating Officer. Culture. Derek Torrington (2008) reiterated the two companies’ culture are grounded on the complying with all relevant company policies. Failure to comply with the company’s policy may result to termination or suspension. In terms of applying for a job, the job applicants are required to have good behavior or conduct. The job applicant must be at least 18 years old. The job applicant must posses the minimum requirements stated for a vacant job position. The requirements include the applicant’s educational requirements. The applicant must also have the minimum amount of experience for each job applied for. The applicant should have the competencies need for a job. For example, the accounting staff applicant should have a minimum amount of accounting work experience or the corresponding academic units in accounting. In addition, the applicant should have the necessary skills to perform one’s job responsibilities. For example, a welder must have education or practical welding experience gained from prior jobs. The applicant should pass all assessment requirements to be admitted to the company. In addition, the applicant must be mentally fit for the vacant position. The company prioritizes the hiring of local United Arab Emirates applicants over the foreign job applicants. The company also hires local residents with special needs with a few job responsibilities. Further, John Ivancevich (2006) theorized the two companies interview applicants in order to determine the applicant’s capacity to implement job responsibilities on time and with quality. The interviews will determine if the job applicant can easily achieve sales performance targets as well as monthly production and sales benchmarks. The company will send thank you letter to applicants who did not pass the application process. The selected applicant will be given an employment contract.Advertising We will write a custom case study sample on Motivating Employee During the Crisis: Challenges and Directions specifically for you for only $16.05 $11/page Learn More In addition, Robert Mathis (2010) emphasized the general manager of each department recommends the increase of each subordinate’s salaries or wages. The general managers can recommend the promotion of one or more subordinates under the general manager’s department or section. The general manager can report to the human resource department its human resources needs. The general manager has a hand in the scrutinizing if the subordinate has to be retrenched. The general manager has the authority to reprimand or suspend subordinates found violating the departments’ policies, procedures, and other internal rules. The manager has the authority to send the greenhorn employees and other subordinates for further job training. The Chief Executive Officer and the Chief Operating Officer can focus on compensation decisions. Both the Chief Executive Office r and the Chief Operating Officer can approve spot awards for deserving employees. The same Chief Executive Officer and the Chief Operating Officer can approve awards and rewards to employees who excel in their job responsibilities. Similarly, both officers can waive payments. However, the waiver must be based on the recommendations of the department managers and other superiors of the employees. The human resource officers can recommend to both Chief Executive Officer and the Chief Operating Officer the waiving of the employees’ salaries, increase, and promotions. The department heads can request for the reprimand, suspensions, or termination of erring subordinates. The same department heads can recommend the retraining of subordinates to improve their current production performance. The officers of the company may request for the retrenchment of employees who refuse to accept a change in work assignments. The officers can request for the salary increase, promotion, or rewar ds for subordinates surpassing production and sales benchmarks.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In addition, Ronald Sims (2007) stated the company officers and employees should adhere to the company’s policy of conducting themselves and the business with the highest standards of legal, moral integrity, and ethical standards. Discrimination should be avoided. The officers and employees should endeavor to comply with the company’s vision and mission. The company officers must ensure that all new employees are briefed with the latest company policies. The employees are trained before they are assigned to each company equipment or job function to reduce damage. Damage usually occurs when the newly hired employed is at a lost when performing one’s job function. The supervisor or head must monitor and guide the new employee to ensure faster learning of the proper job performance. Environment. Jon Werner (2008) theorized the employees must work the safe and comfortable environment. Further, the employees’ work condition should be conducive to inspiring the employees to excel in their job responsibilities. The workplace must be well-ventilated. There is enough space for the worker to perform one’s function in a very comfortable manner. The company can also hire applicants by asking fellow workers to refer a friend or relative for the jobs vacancy. The hiring of relatives is discouraged, except when the chief executive officer allows such practices. The employees should be given the best opportunity to grow with the company. Seminars and additional trainings will help the employees enhance the quality of the production outputs. Work flow processes. The work process must comply with the line and staff organizational chart. The subordinate of the facilities management department should not perform the job of a subordinate of the lands asset department. The subordinate of the hospitality department should not perform the job of a subordinate of the property management department. The subordinate of the projects management departmen t should not perform the job of a subordinate of the business development department. Further, the general manager of the property management department should not report to the chief operating officer. The general manager of the property management department should not report to the chief operating officer. The general manager of the lands asset management department should not report to the chief operating officer. Similarly, the general manager of the facilities department should not report to the chief operating officer. OB link to the processes. The OB link to the processes should be implemented. Elwood Holton (2003) proposed the manager cannot hire a new employee without the approval of the human resource officer. The human resource manager should not increase the salary of an employee without the recommendation of the employee’s manager. The manager of the property management department cannot force an employee of the land assets department to perform the job of the p roperty management department’s absent subordinate. Based on the above discussion, the two companies, WASL and DRECT, must resolve problems arising from noncompliance with all company policies being implemented. The research of WASL and DREC is grounded on identifying possible internal conflicts and instituting policies to prevent escalation of misunderstanding and conflicts between employees and between departments of the organization. Specifically, the research focuses on the organizational structure of the company called DREC. The research focuses on the functions and responsibilities of the company’s officers and employee. All employees and officers must comply with company policies in order to achieve organizational goals and objectives. Indeed, the officers must motivate its employees by directing them to the best solution to all challenges. References Holton, E. (2003) Approaches to Training and Development. New York, Basic Press. Ivancevich, J. (2006) Human Res ource Management. New York, McGraw Hill Press. Mathis, Robert. (2010) Human Resource Management. New York, Cengage Press. Robbins, S Judge, T (2007). Organizational Behaviour. Upper Saddle River, Prentice Hall. Sims, R. (2007) Human Resource Management. New York: IA Press. Torrington, D. (2008) Human Resource Management. New York: Financial Times Press. Werner, J. (2008) Human Resource Development. New York: Cengage Press. This case study on Motivating Employee During the Crisis: Challenges and Directions was written and submitted by user Kaylynn Hebert to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Standard English Definitions and Controversies

Standard English Definitions and Controversies In the entry for Standard English in  The Oxford Companion to the English Language (1992), Tom McArthur observes that this widely used term...resists easy definition but is used as if most educated people nonetheless know precisely what it refers to. For some of those people, Standard English (SE) is a synonym for good or correct English usage. Others use the term to refer to a specific geographical dialect of English or a dialect favored by the most powerful and prestigious social group. Some linguists argue that there really is no single standard of English. It may be revealing to examine some of the presumptions that lie behind these various interpretations. The following commentsfrom linguists, lexicographers, grammarians, and journalistsare offered in the spirit of fostering discussion rather than resolving all the many complex issues that surround the term Standard English. Controversies and Observations About Standard English A Highly Elastic and Variable Term [W]hat counts as Standard English will depend on both the locality and the particular varieties that Standard English is being contrasted with. A form that is considered standard in one region may be nonstandard in another, and a form that is standard by contrast with one variety (for example the language of inner-city African Americans) may be considered nonstandard by contrast with the usage of middle-class professionals. No matter how it is interpreted, however, Standard English in this sense shouldnt be regarded as being necessarily correct or unexceptionable, since it will include many kinds of language that could be faulted on various grounds, like the language of corporate memos and television advertisements or the conversations of middle-class high-school students. Thus while the term can serve a useful descriptive purpose providing the context makes its meaning clear, it shouldnt be construed as conferring any absolute positive evaluation. (The American Heritage Dictionary of the English Language, 4th edition, 2000) What Standard English Is Not (i) It is not an arbitrary, a priori description of English, or of a form of English, devised by reference to standards of moral value, or literary merit, or supposed linguistic purity, or any other metaphysical yardstickin short, Standard English cannot be defined or described in terms such as the best English, or literary English, or Oxford English, or BBC English.(ii) It is not defined by reference to the usage of any particular group of English-users, and especially not by reference to a social classStandard English is not upper class English and it is encountered across the whole social spectrum, though not necessarily in equivalent use by all members of all classes.(iii) It is not statistically the most frequently occurring form of English, so that standard here does not mean most often heard.(iv) It is not imposed upon those who use it. True, its use by an individual may be largely the result of a long process of education; but Standard English is neither the product of lingui stic planning or philosophy (for example as exists for French in the deliberations of the Academie Francaise, or policies devised in similar terms for Hebrew, Irish, Welsh, Bahasa Malaysia, etc); nor is it a closely-defined norm whose use and maintenance is monitored by some quasi-official body, with penalties imposed for non-use or mis-use. Standard English evolved: it was not produced by conscious design. (Peter Strevens, What Is Standard English? RELC Journal, Singapore, 1981) Written English and Spoken English There are many grammar books, dictionaries and guides to English usage which describe and give advice on the standard English that appears in writing...[T]hese books are widely used for guidance on what constitutes standard English. However, there is often also a tendency to apply these judgments, which are about written English, to spoken English. But the norms of spoken and written language are not the same; people dont talk like books even in the most formal of situations or contexts. If you cant refer to a written norm to describe spoken language, then, as we have seen, you base your judgments on the speech of the best people, the educated or higher social classes. But basing your judgments on the usage of the educated is not without its difficulties. Speakers, even educated ones, use a variety of different forms... (Linda Thomas, Ishtla Singh, Jean Stilwell Peccei, and Jason Jones, Language, Society and Power: An Introduction. Routledge, 2004) Although Standard English is the kind of English in which all native speakers learn to read and write, most people do not actually speak it. (Peter Trudgill and Jean Hannah,  International English: A Guide to the Varieties of Standard English, 5th ed. Routledge, 2013) Standard English Is a Dialect If Standard English is not therefore a language, an accent, a style or a register, then of course we are obliged to say what it actually is. The answer is, as at least most British sociolinguists are agreed, that Standard English is a dialect...Standard English is simply one variety of English among many. It is a sub-variety of English... Historically, we can say that Standard English was selected (though of course, unlike many other languages, not by any overt or conscious decision) as the variety to become the standard variety precisely because it was the variety associated with the social group with the highest degree of power, wealth and prestige. Subsequent developments have reinforced its social character: the fact that it has been employed as the dialect of an education to which pupils, especially in earlier centuries, have had differential access depending on their social class background. (Peter Trudgill, Standard English: What It Isn’t, in Standard English: The Widening Debate, edited by Tony Bex and Richard J. Watts. Routledge, 1999) The Official Dialect In countries where the majority speak English as their first language one dialect is used nationally for official purposes. It is called Standard English. Standard English is the national dialect that generally appears in print. It is taught in schools, and students are expected to use it in their essays. It is the norm for dictionaries and grammars. We expect to find it in official typed communications, such as letters from government officials, solicitors, and accountants. We expect to hear it in national news broadcasts and documentary programmes on radio or television. Within each national variety the standard dialect is relatively homogeneous in grammar, vocabulary, spelling, and punctuation (Sidney Greenbaum, An Introduction to English Grammar. Longman, 1991) The Grammar of Standard English The grammar of Standard English is much more stable and uniform than its pronunciation or word stock: there is remarkably little dispute about what is grammatical (in compliance with the rules of grammar) and what isnt. Of course, the small number of controversial points that there aretrouble spots like who versus whomget all the public discussion in language columns and letters to the editor, so it may seem as if there is much turmoil; but the passions evinced over such problematic points should not obscure the fact that for the vast majority of questions about whats allowed in Standard English, the answers are clear. (Rodney Huddleston and Geoffrey K. Pullum, A Students Introduction to English Grammar. Cambridge University Press, 2006) The Guardians of Standard English The so-called native speakers of standard Englishes are those people who have somehow espoused a particular set of conventions that loosely have to do with the way English has been codified and prescribed in dictionaries, grammar books and guides to good speaking and writing. This group of people includes a large number of those who, having espoused the conventions, nevertheless do not consider themselves to be excellent users of those conventions. For many of these so-called native speakers the English language is a unique entity that exists outside or beyond its users. Rather than considering themselves owners of English, users often think of themselves as guardians of something precious: they wince when they hear or read uses of English that they consider to be sub-standard, and they worry, in their letters to newspapers, that the language is becoming degraded... Those who do feel they have rights and privileges, who have a sense of ownership of the English language and who can make pronouncements about what is or is not acceptable, as well as those to whom these attributes are accorded by others, do not necessarily belong to a speech community whose members learned English in infancy. Native speakers of non-standard varieties of English, in other words, the majority of native speakers of English, have never had any real authority over Standard English and have never owned it. The actual proprietors may, after all, simply be those who have learned thoroughly how to use a standard English to enjoy the sense of empowerment that comes with it. So those who make authoritative pronouncements about a standard English are simply those who, irrespective of accidents of birth, have elevated themselves, or been elevated, to positions of authority in academe or publishing or in other public areas. Whether or not their pronouncements will continue to be accepted is another matter. (Paul Roberts, Set Us Free From Standard English. The Guardian, January 24, 2002) Toward a Definition of SE From the dozens of definitions [of Standard English] available in the literature on English, we may extract five essential characteristics. On this basis, we may define the Standard English of an English-speaking country as a minority variety (identified chiefly by its vocabulary, grammar, and orthography) which carries most prestige and is most widely understood. (David Crystal, The Cambridge Encyclopedia of the English Language. Cambridge University Press, 2003) SE is a variety of Englisha distinctive combination of linguistic features with a particular role to play...The linguistic features of SE are chiefly matters of grammar, vocabulary, and orthography (spelling and punctuation). It is important to note that SE is not a matter of pronunciation. . . .SE is the variety of English which carries most prestige within a country... In the words of one US linguist, SE is the English used by the powerful.The prestige attached to SE is recognized by adult members of the community, and this motivates them to recommend SE as a desirable educational target...Although SE is widely understood, it is not widely produced. Only a minority of people within a country...actually use it when they talk...Similarly, when they writeitself a minority activitythe consistent use of SE is required only in certain tasks (such as a letter to a newspaper, but not necessarily to a close friend). More than anywhere else, SE is to be found in print. The Ongoing Debate It is in fact a great pity that the standard English debate is marred by the sort of conceptual confusions and political posturings (no matter how poorly expressed) ...For  I think there are genuine questions to be asked about what we might mean by standards in relation to speech and writing. There is a great deal to be done in this respect and proper arguments to be made, but one thing is clear for sure. The answer does not lie in some simple-minded recourse to the practice of the best authors or the admired literature of the past, valuable though that writing is. Nor does the answer reside in rules for speech laid down by either the educated of any official body held to be able to guarantee spoken correctness. The answers to the real questions will be found to be much more complex, difficult and challenging than those currently on offer. For these reasons they might be more successful. (Tony Crowley, Curiouser and Curiouser: Falling Standards in the Standard English Debate, in Standard English: The Widening Debate, edited by Tony Bex and Richard J. Watts. Routledge, 1999)

Should smoking be outlawed in public areas Essay

Should smoking be outlawed in public areas - Essay Example public places should be outlawed, because it causes passive smoking, where those who are not smoking and perhaps are not smokers end up inhaling the smoke. This passive smoking has various effects; causes cancer, irritation, complications in children, fertility problems among others. Tobacco smoke includes over 4000 chemicals in the form of particles, and in these, approximately 60 substances contained in the tobacco smoke are known to causes of cancer. Lung cancer is the most common form of cancer caused by smoking. It is estimated that passive smokers have a 25% chance of developing lung cancer. Passive smoking causes irritation especially to non-smokers. The irritation may be visible irritation, but cigarette smoke is known to contain substances that cause irritation to the tissues of the respiratory system. There can also be irritation of the eye, causes cough, migraines, dizziness, nausea and other forms of irritation that the different non-smokers may exhibit. Children’s’ immune system is not fully developed, and passive smoking is extremely dangerous on them. Some of its effects on children are; asthmatic attacks, it may affect the mental growth of children. Studies also show that exposing children to passive smoking makes them more vulnerable to bronchitis and pneumonia, and will most likely be admitted in hospital for treatment in their first year of life. Passive smoking also causes fertility problems in women. Women affected by passive smoking have a 68% chance of developing fertility complications than those who have not been exposed. They may experience miscarriages and may find it very difficult to

Managing Diversity Assignment Example | Topics and Well Written Essays - 1250 words

Managing Diversity - Assignment Example This research intends to provide a more integrated perspective considering the difficulties in forming the conceptual links and difficulty in the comparability of constructs of measure and measurement. The common argument is that motivation denotes the best umbrella that includes all members and sub units of any organization and does not pin down a measurable construct. Intrinsic Motivation Intrinsic motivation refers to the motivation that sources from within an individual rather than from any other external sources like rewards, salary increase and or grade improvement. This motivation comes from the pleasure that an individual gets from the task he is pursuing or the sense of satisfaction on completion of a certain given task (Lucas, 2012). An intrinsically motivated person will function willingly because the task he is performing is enjoyable or has passion for it. He works to solve a problem that is challenging and provide a sense of pleasure and task completion too (Bennett, 20 04). The dire point of reference is that the intrinsically motivated person does not work because of the reward attached to the task but works g to get enjoyment from the task. However, this does not mean that the intrinsic motivated person does not seek for rewards but it rather means that the external reward is not enough to keep the person motivated. For example in a tamed case, a student may want to get a good grade on a given assignment, however, if the assignment is not interesting, the possibility of a good grade is not sufficient to maintain students motivation in the projects efforts. Psychologists argue that people perform better when they perform a task because they have passion for it rather than when a reward is designated (Tony, 2002). There is a current common question whether or not the extrinsic motivation top a persons has an effect on the intrinsic motivation. Researches have shown that having an extrinsic motivation fir something that would naturally be intrinsic ally motivated decreases the intrinsic motivation (Wilson, 2005). Researches have shown that, how an individual perceives the rewards determines whether it has effect on the intrinsic motivation. For example, an athlete may feel that the reward may be due to his foreseen incompetency and this significantly lower his intrinsic motivation. Another athlete may be extrinsically rewarded and directly translate to a positive feedback. The common argument is that individuals differ enormously in what makes them happy. There is no reason as to why money or grades for students should not improve their performance what matters are the individual difference and the different motivation ways (Lucas, 2012). All researchers have assumed that rewards simply make the person less interested in the intrinsic joys of an activity. Rewards may generally cause an individual to pursue an individual less because of the effects that come along with the rewarding like performance anxiety. Therefore, the gene ral impression that comes along with extrinsic rewarding is that, rewarding undermines the intrinsic motivation (Bennett, 2004). Too many studies have supposedly proved that intrinsic motivation has serious flaws in logic and too many uncontrolled variables that requires more scientific rigor. Ethnocentrism This is the habit of looking at the world primarily from the dimension of ethnic culture an event, which has proven significant in the social sciences (Lucas, 2012). Ethnocentric has bias

Caribou coffee company inc.

Caribou coffee company inc. Introduction This assignment presents an analysis on Caribou Coffee Company Inc. (Case study 28 Dess, Lumpkin and Eisner, 2008.) An overview of the industry, in which the company operates, is provided, with an analysis of the company itself. From the outset, an overview of Caribou Coffee Company Inc. is presented; a business segment analysis, and identification of the companys major competitors. The assignment comments on the Companys financial outlook, to year ending September 2009. Whilst some discussion is made in text, for the purposes of the word limit of this assignment, this analysis will appear in the appendices. The assignment concludes with recommendations as to the future direction of Caribou Coffee Company Inc. The work is sourced from existing literature and referenced throughout. Company Overview Caribou Coffee Company Inc., (Caribou) is a specialty retailer of coffees, teas, bakery goods, and related merchandise. As of September, 2009, Caribou Coffee had 525 coffeehouses, which includes 112 franchised and licensed locations, predominantly in the US as well as international expansion to Asia, the Middle East and the United Arab Emirates (UAE.) Caribou targets its customers by offering gourmet coffee and espresso based beverages in addition to specialty teas, baked goods, whole bean coffee, branded merchandise and related products. Furthermore, it sells whole bean and ground coffee to grocery stores, mass merchandisers, office coffee providers, airlines, hotels, sports and entertainment venues, university campuses and online customers. Caribou focuses on creating a unique experience for customers through a combination of high-quality products, a comfortable and welcoming coffeehouse environment, in ski-lodge style, and a unique style of customer service (Caribou Coffee Compan y, Inc., 2009.) The company presents its mission statement as follows: â€Å"Our mission at Caribou Coffee is to provide a total experience that makes the day better.† (Caribou Coffee Company, Inc., 2009) Market competition includes Starbucks, local and regional coffeehouses, restaurants, coffee shops and to some extent, Dunkin Donuts and McDonalds (See also: Dess, Lumpkin and Eisner, 2008.) The Company is a majority-owned subsidiary of Caribou Holding Company Limited and trades on the NASDAQ under the ticker (CBOU) (NASDQ, 2009) (Web-link provided.) Industry Definition Caribou operates in the fast food industry; the fast food market can be defined as the sale of food and drinks for immediate consumption either on the premises or in designated food areas which may be shared with other foodservice operators, or for consumption elsewhere; this definition excludes sales through vending machines and is restricted to sales in specific foodservice channels (Data Monitor, 2008) (Web-link provided.) All market values are given in operator buying prices that is the amount spent by foodservice operators on the food and drink that they serve and not the amount the consumers spend on food and drinks. The difference is the increase various companies add to cover their costs and generate a profit. Consequently, this values the market in terms of the amount of money for which food and drink manufacturers are competing. In terms of market segmentation, Caribou belongs to one of four: Quick service restaurants, take-away, mobile and street vendors, and leisure locations. However, in terms of the coffee industry, this comprises two business segments whole bean coffee and coffee beverages sales (see also: Dess et al, 2008.) Caribou has three reportable operating segments these being: retail, commercial and franchise. Arcapita Bank (Arcapita) based in Bahrain, has been the majority shareholder of the company, since 2000, with 60.6% holdings (NASDAQ, 2009) (Web-link provided.) For Caribou, however, the competitive market, along with a potential class-action lawsuit involving store managers, has caused some serious issues, including increasingly high net losses and decreasing stock price over the past few years (Caribou Coffee Company Inc., 2009.) By providing â€Å"an experience that will make the day better,† Caribou Coffee has created competitive advantage in their store operations, but the question remains whether they can maintain this and use it to sustain their growth strategy. Creating strong human capital is the foundation for the companys differentiation strategy (see also: Dess, Lumpkin and Eisner, 2008; Shultz, 1961.) One of the issues that will be analysed in this case is whether or not Caribous attempts in developing human capital, will enable them to achieve Case Study: Caribou Coffee Company, Inc A Strategic Analysis a sustainable competitive advantage given the competition and threats they are facing. In order for Caribou to maintain its competitive advantage it must continue to create differentiation in its coffeehouses through their human capital. The company has developed strong capabilities in recruiting, developing, and retaining their employees (Caribou Coffee Company Inc., 2009) but this can be easily copied by competitors however, this is not enough to sustain their advantages. To continue to expand they must maintain their strong focus on human capital, in addition to developing their other strengths to create a bundle of resources as the basis of differentiation. Brief Profile of the Industry The global fast food market has exhibited strong growth over the past five years; however, it is predicted to decline in the years leading up to 2015 (Dess et al, 2008.) The market generated total revenues of $154.7 billion in 2008 which represented a Compound Annual Growth Rate (CAGR) of 6.6% for the period 2004-2008. By comparison, the European and Asia-Pacific markets grew with CAGRs of 4.4% and 10.3% respectively over the same period and reached values of $26.5 billion and $47.1 billion in 2008 (Data Monitor, 2008.) The number of transactions increased with a CAGR of 2.2%, during the period 2004-2008, to attain a total of 85.8 billion, in 2008. The number of transactions is predicted to rise to 97.0 billion transactions by the end of 2013 thus, representing a CAGR of 2% for the period 2008-2013 (Data Monitor, 2008.) External Analysis PESTEL Political Caribou, like the rest of the food industry is directly concerned with public health and, as such government legislation is in place. Caribou, like all fast food manufacturers must strictly adhere to the regulations of the market in which it supplies its products. For example, frozen food must not be kept above -15C for longer than two hours over a 24 hour period. Furthermore, heating and cooling commercial buildings requires roughly six times more electricity. Since the government in several countries regulates electricity, then Caribou is highly vulnerable to government legislation. Economic A number of positive and negative factors can affect Caribous market growth, as well as the industry. For example, the increases in the price of coffee beans, milk as well as the worldwide economic recession and decreased globalisation of the economy and culture. The latter is evident by the introduction of products from Asia, Latin America and Eastern Europe. Furthermore, demographic changes have increased the demand for, and consumption of fast foods and, for Caribou, this has impacted on their product performance, business profitability, production costs and firms overheads. In 2007-2008 Caribou reported that their production costs significantly increased as a result of higher wage demands due to global economic difficulties. In addition to being the majority shareholder, Arcapita also has two seats on the Board of Directors but its controlling interest could represent an overhang on the stock. Arcapita requires Caribou to operate in accordance with Islamic principles which may limit financial flexibility and impact the perception of the brand. Social Over the past 10-15 years, women have become more financially independent and entered the workforce, and the number of single households and single parents has increased, which has further increased the average disposable income. All of these factors favour fast foods. Specialty coffee is a strong and growing industry in the US. Specialty coffee consumption increased by more than 48% from 2001 to 2006 and the market is estimated to be over $11 billion annually (Dess et al, 2008.) The number of coffeehouses grew from only 500 units in 1991 to 24,000 units in 2006, but the industry remains highly fragmented (with the exception of market leader Starbucks) (Dess et al, 2008.) The reason for such growth is the consumer trend to specialty and traditional products such as micro brewed beer, single malt liquor, and organic foods. Coffee is seen as a new quality beverage, there is an expanding menu, and coffeehouses have become the â€Å"third place† for social consumption. However, the demand for coffee could fall as a result of changes in consumer preferences or concerns about caffeine. Technological Caribou has tapped into the market with their dedicated website. The site is interactive in style and content, with imagery or promotions based on business rules or consumer preferences. This provides the site visitor with more relevant information on coffee types or coffeehouses. Caribous marketing team can also update the site to keep the content fresh for site visitors. Caribou can also monitor consumer responses therefore, looking at new initiatives to meet consumer needs. Environmental As demonstrated, Caribou has many outlets throughout the US and its expansion to the Middle East, Asia and UAE. This means that the company could be affected by regional and national weather which may impact upon consumer preferences and needs. In terms of Corporate Social Responsibility and sustainability, Caribou actively supports sustainable coffee production; for every pound of coffee the company purchases, a significant proportion of money is granted to sustain socially responsible initiatives in coffee-producing communities. Legal Caribou is not without exposure to the potential legal institutions of regional states within the US and those governing the countries outside of the US, where the company has its units. In 2008, Caribou faced legal proceedings, which was filed by three of its former employees, regarding overtime payments. The case was financially settled however, this left an element of disdain amongst other employees and, to a certain extent, consumers (Dayton Business Journal, 2008.) (Web-link provided.) Five Forces Analysis (Porter) Rivalry, Threat of Substitutes, Buyer Power, Supplier Power, Barriers to Entry Rivalry among competitors is quite commonplace in the coffee industry consequently, Caribou must maintain its differentiation to maintain their customers loyalty. There is strong competition in the coffeehouse industry, which is characterised by not only from the industry leader, but also from the threat of new entrants and substitutes attracted by such huge growth (see also Porter.) Caribous position is under threat from emerging and current competitors who have a differentiated approach to the provision of coffee. Caribou competes with specialty coffeehouses; including Starbucks, doughnut shops, bakery-cafà ©s, and traditional quick-service restaurants therefore it must maintain a differentiated concept to continue building on its market share. Caribou is under threat from Starbucks because they have increased their long-term store goals from 30,000 to a target of 40,000 (Starbucks, 2009; web-link provided.) As industry leader, Starbucks is committed to maintaining its domination of the industry, which gives them an overwhelming advantage which means that Caribou, and all the others, struggle to become the recognised second-place coffee ho use. In this instance, the buyer power is very high due to the many choices and the switching costs for going from one coffeehouse to another being so low. In order to create a good quality beverage suppliers need to provide quality coffee beans and, since these are an essential commodity, suppliers are unable to place controlling price demands. Caribous position in the coffeehouse industry is encouraging; when one examines the conditions and different forces that are present in the industry, as well as taking into account its incremental expansion over the years, however, strong competition and buyer power limits profit potential. Partial SWOT Analysis Opportunities and Threats Opportunities Caribou recognises the long-term potential to invest in 2,500 locations which the company believes is achievable based upon limited penetration across markets outside of Minnesota. The company has already increased market penetration by company and franchises in the Middle East and Asia. Furthermore, the company intends to build upon and increase its broader licensing strategy including more franchised stores in the US (see also: Dess, Lumpkin and Eisner, 2008.) This should lead to more profitability for Caribou. Threats A too aggressive growth plan requires Caribou to execute an active development schedule whilst managing existing operations across a range of markets. Consistent performance depends upon suitable locations as well as the recruitment and retention of staff. Consumers in the new markets may not embrace Caribous concept to the same extent as in the core markets such as Minnesota. Inflation for key inputs, for example coffee labour, could impact, as the company may not be able to pass through sizeable price increases and the demand for coffee could diminish as a result of consumer preferences or health concerns about core products for example, caffeinated drinks. Internal Analysis Caribou has been able to achieve a competitive advantage by fulfilling customers needs by placing emphasis on its human and social capital; however, the company is at risk of being compromised as a result of recent events. Developing human capital is embedded within Caribous strategic initiatives, to improve operations by improving their selection and training of coffeehouse personnel (Caribou Coffee Company, 2009.) Through the creation of human capital Caribou has been able to create domination between the individual capabilities, skills, knowledge, and experiences of the companys employees. Shultz, (1961) discusses human capital in more detail. At Caribou, the human capital is built through the extensive training procedures that help create customer satisfaction; social capital is created through the network of relationships that the employees have throughout the company (Caribou Coffee Company, 2009.) Three main interdependent activities of creating human capital i.e., attracting, developing, and retaining, are an organisations main focus (Shultz, 1961.) Caribou attracts human capital by implementing very selective hiring practices. The most important part of Caribous human capital is their focus on creating operational excellence through extensive training procedures; the training at Caribou is very important and continuous, as they believe it is the employees who create the great products or customer service that differentiated the company. The training of employees was believed to be central to fulfilling the mission of creating â€Å"an experience that makes the day better† (Caribou Coffee Company Inc., 2009.) The company implemented this into all of their training practices as one of the companys core competencies that would create strong commitment in their employees. All new employees were given instructions to become ‘drink certified, in-store Certified Instr uctor Trainers provided ongoing instruction in presentation and service, and courses were offered through Caribou College to improve career skills (Caribou Coffee Company, 2009.) The company also retained their human capital by implementing rewards that are both tangible and intangible. Shultz (1961) discusses reward mechanisms in more detail. Caribou follows a pay-for-performance philosophy which enables the company to identify and reward team members whom achieve high performance standards. Employees would work harder to make their coffeehouse the best since the bonuses for managers and the coffeehouse was based on sales, profit, and customer service. The company has a belief that excellence is a product of hard work; this sounds good to consumers because they will get the best, but may be a negative for the employees and will make it harder to have employees contributing to human capital. These factors are what created effective human capital for only a certain time, but other issues is not allowing them to sustain that advantage. Caribou has a culture that allowed a place â€Å"Where Entrepreneurial Spirit Roams Free† (see also: Dess et al, 2008.) The company is not overly structured, which is why employees are able to work on a variety of different projects and take on an extensive range of responsibility; moreover, Caribou has a culture which includes a strong belief in promoting from within the company, which creates a future to work toward for employees. The company is more on the personal or relaxed side where they would communicate in person rather than through emails and they would have a dress code that was business casual. These different aspects of company culture, creates social capital that gains employee loyalty for Caribou; it has a strong belief that customer service is led by their employees and that their selective hiring practices, extensive training, and low turnover created superior employees (Caribou Coffee Company, 2009.) Caribou has created differentiation by implementing a strategy dedicated to creating human capital as a way to better meet consumer needs, but in the changing and rapidly growing industry it will be very difficult to create a sustainable competitive advantage. This strategy has been successful in creating competitive advantage at the business level however; it is arguable whether this is a source of sustainable advantage since this advantage is based on resources and capabilities that can be too easily imitated by competitors. Having dedicated employees creates a value for Caribou, which differentiates them from other coffeehouses; the companys culture has created a value that creates a common purpose for the employees and the company, which creates an effective outcome when presenting service or products to consumers. The challenges that Caribou is facing through the stock declines, company losses, or even the manager demands for overtime pay can possibly weaken their human capital as a source of competitive advantage. Also, the effects of the external environment can significantly impact upon the company if they remain on the same path. The changes that Caribou is facing will send them into a decline of their human capital as a source of competitive advantage, if they do not do anything to add to or change their strategy. SWOT Analysis Strengths and Weaknesses Strengths Specialty coffee sales in the US are on the increase; the factors that are driving growth are a greater awareness of the quality differences between specialty brands and commercial grades. Caribou sells it appeal as their coffee houses are an ideal gathering place, especially amongst teenagers and young adults. Caribou recognises there is a high demand for the variety of their beverages and these can be customised to cater for individual consumer preference. Penetration for coffee consumption is low (16% daily consumption by US population) relative to overall coffee consumption (57%); this is indicative of a major opportunity for growth; Caribou is performing well compared to other competitors and is set to take advantage of the booming industry. Caribou has created a distinctive position through providing high quality coffee in comfortable, ski-lodge like atmosphere, which distinguishes itself from the chic, upmarket approach used by its competitors, in the main, Starbucks. This concept is good; as it enables the company to capitalise on favourable trends in the specialty coffee market. The quality of Caribous custom roasted coffee has been the key to its success, with taste tests demonstrating that consumers prefer Caribou coffee by a significant margin over other competitors (Caribou Coffee Company Inc, 2009.) In terms of Caribous financial position, the last quarter to year ending September 2009, demonstrated a fourth consecutive quarter of positive earnings. These results are driven by strong implementation at every level of the Caribou with a fundamental focus on expansion and diversification, which is a key component of Caribous future growth strategy. Caribou focuses on maintaining its position as a branded coffee company and are making the necessary investments to expand the brand. Financially, Caribou is in a good position to secure further expansion in the future. Weaknesses Caribou competes with specialty coffeehouses, with its main competitor being Starbucks. Caribou must maintain a differentiated concept to continue building its share of the market. During the financial year 2003-2008, Caribou announced net operating losses and negative free cash flow (Caribou Coffee Company Inc., 2009.) Hence, the company needs to improve profitability and operating cash flow in order to sustain growth and achieve a health long term financial position. In terms of geographic concentration, Caribou is predisposed to local economic, meteorological factors and political issues. Conclusion and Recommendations With the industry leader creating new goals that target to make them almost a monopoly in the world of coffee, Caribou is in danger of losing its competitive advantage. This source of social and human capital is a key source of Caribous competitive advantage, but even that is in decline. In order to compete in the industry and even possibly surpass the industry leader, Starbucks, Caribou must have a sustainable competitive advantage. After conducting an internal analysis of the firm, it is clear that Caribou needs to maintain or better its human capital; it needs to implement the same practices, but the company must also consider implementing a way to satisfy overtime pay because the fact that managers work overtime shows dedication like an owner, but maintaining that belief is important for the company. Caribou has created a coffeehouse that is seen as an escape for consumers that helps the company maintain its differentiation from other coffeehouses, but the company is in its stag es of decline if no changes are implemented (Caribou Coffee Company, 2009.) Although Caribous focus on human and social capital has created a temporary competitive advantage, in the current competitive environment these are likely to become necessary success factors, not valuable, rare, inimitable, and non-substitutable core competencies. It is more likely that their human and social capital, superior product quality, store design and atmosphere provide a collection of resources that can create sustainable competitive advantage. Porter (1985.) As Caribou continue to shift their strategies to meet politico-economic and socio-cultural demands, like most in this industry sector, the company is not able to predict the economic and social challenges to which consumers and businesses will be exposed. However, the company believes that it is in a very good position to enable it to react and respond to these challenges because of their remarkable customer loyalty, their unique product brand and its attractive price-value position. As it places emphasis on coffee, a nd combination beverages, the company will, undoubtedly, innovate by creating new products and experiences which complement the coffeehouse experience and drive transactions.