HUMAN DEVELOPMENT AND LEARNING Essay Example | Topics and Well Written Essays - 750 words - 1

HUMAN DEVELOPMENT AND LEARNING - Essay Example This paper explores classroom and family environment and the influence both play in child development. Child Development and Learning 3 Dr. Maurice Elias begins his book, The Educator’s Guide to Emotional Intelligence, by summarizing what parents and community leaders have as goals of what they want children to know and be able to do when they leave school. He states, â€Å"This defines what we want our schools to teach.† (Elias, 2006). He offers the following list of what we want young people to be able to do when they leave school. ... that since â€Å"inner nature is good or neutral, rather than bad, it is best to bring it out and to encourage it rather than suppress it.† He continues, â€Å"If this essential core of the person is denied or suppressed, he gets sick, sometimes in obvious ways, sometimes immediately and sometimes later. All three of the psychologists cited in this paper predict a very negative consequence if a child does not mature Child Development and Learning 4 in the correct chronological sequence. There is consensus among these three psychologists that if a person does not have his needs met (Elias, 2006), if his essential core is denied or repressed (Maslow, 1968), if all of the aspects of what is the education of the whole child aren’t learned, if all eight of the stages aren’t successfully completed correctly and in the proper order, the person can expect to readdress what was missed as problems in the future (Erickson, 1980). There are long lists of skills and capabili ties which educators and psychologists agree children should develop. Here are three skills or personal capabilities that contribute to positive development in a wide range of life’s social roles and responsibilities: Creativity: thinking of, sharing and playing with new or unusual ideas Positive Self Image: valuing oneself and one's achievements Problem Solving: working towards a solution by analyzing a problem and forming strategies Two qualities of a family environment that contribute to development of the skills mentioned above may include the following possibilities. A family can make it a practice to introduce new opportunities of play, study or work and in that way address all three developmental issues. By carefully selecting the opportunity for creativity in thinking you will be teaching the person

Six sigma theory Essay Example | Topics and Well Written Essays - 250 words

Six sigma theory - Essay Example and then compare them to the statistics of their performance after which a measure is undertaken to help determine the suitability of current study strategies. Remarkably, a student who employs the six-sigma theory is observed to not only forgo their previous strategies, but also measure previous success based on these strategies, which facilitate the identification of where the problem is in case of deteriorating academic results. An eminent observation also in real life application of six-sigma theory in academics is the fundamental aim of the theory, which involves the implementation of improved measurement-based strategies (Rojas 104). These strategies focus on the improvement of the existing measures that help a student design and implement changes to the unsuccessful study process. The students is also matches his/her performance to develop the requirements needed for implementing the new study process. Additionally, a student is able constitute and implement new control that prevent the problem of failing in certain course/subjects and uphold the results achieved from the achievements. Another observation in the application of the theory in academics is that students are able to reflect on their improved strategies to safeguard long-lasting success. Rojas, Alejandro J. Sustaining Student Achievement: Six Sigma Strategies And Successful Urban School District Superintendents. 1st ed. Los Angeles, California: University of Southern California, 2008.

The Life of Saddam Hussein Essay Example for Free

The Life of Saddam Hussein Essay Saddam Hussein was born on April 28th 1937 in Al-Awja, a small Iraqi town. At a young age Hussain fled from his abusive father to live with his uncle who was a devoted Sunni Muslim. His uncle had Saddam attend a nationalist secondary school and after graduating Hussein studied law for three years but didnt earn a degree until he was older. At the age of 20 Hussein joined the Arab Ba’ath Socialist Party also known as ABSP. After receiving six months of jail time 5 years previous for political activities against the government he was again sentenced to jail for being part of ABSP. But while in jail Hussein was elected part of the ABSP’s Pan-Arab National Leadership. Saddam later would escape from jail and rise through the Ba’ath Party ranks. He earned a degree in law from Baghdad university which helped him become a powerful politician who was known for being â€Å"effective and progressive†. In 1972, he began developing a chemical weapons program and signed a treaty with the USSR for their friendship and cooperation. Throughout the 1970’s, Saddam Hussein led his nation through urbanization by providing electricity to rural Iraq and also developing national infrastructure. Hussein also helped his image grow when creating a state of the art public health system which was considered to be one of the best in the Middle East at the time. Hussein continued his accomplishments when being elected assistant secretary general of the National Pan- Arab Leadership. In the year 1979 Saddam earns three create accomplishments to his resume. First off, he was elected president of his homeland. Second, he was elected secretary general of the regional leadership of Ba’ath. Lastly, he was elected chairman of the Revolution Command Council. The 1970’s can be argued to be Saddams best decade before destroying his image throughout the world. After becoming president in 1979 Hussein started a war with neighboring Iran in 1980 after invading one of Iran’s oil provinces. It only took a year or two before Saddam used the chemical weapons produced from his chemical weapons program which began in 1972 to kill thousands of innocent people. Hussein showed his ruthless leadership when it came to those who were possible threats when Dr. Ibrahim (A man who was responsible for the death of a patient, and was later arrested) was found disassembled when delivered to his wife. Hussein once again displayed his cruelty when using his chemical weapons once again in 1988 in a Kurdish town killing 5,000 civilians. Soon after the war ended in a stalemate leaving both countries economies in ruins after borrowing tens of billions of dollars from other nations. In 1990, Saddam invaded the oil rich and prospering Kuwait so that Iraq could sell the oil to help pay back their debt. Hussein argued that Kuwait was â€Å"historically an integral part of Iraq. † After invading Kuwait Saddam merged the two countries on August 2nd. The invasion of Kuwait started a Gulf War which lasted only a year. In 2002 Saddam Hussein was elected president for the 5th straight time winning 99 percent of the vote in a noncompetitive poll. A year later Hussin denies inspectors to search for any nuclear weapons in his country. Ultimately Bush gave Saddam and ultimatum for him and his two sons Uday and Qusay to flee the country in 48 hours or the U. S. will use force. Saddam stood his ground and told the U. S. moved in with Operation Iraqi Freedom. Iraqs capital was soon taken over forcing the nations president to flee. Nine months later Saddam Hussein was captured by coalition forces and handed over to the Iraqi government. Hussein was first trialed in July of 2004 for the death of about 150 Shi’a. On October 19th trial began in Iraq, Hussein refused to show his face or reconize the authority of the court. A second trial opened up in 2006 after charges of genocide. On the 5th of November Saddam Hussein was convicted of the charges and is sentenced to death by hanging. Two others were also convicted and given the same punishment. Saddam Hussein was hung on December 30th 2006 at the age of 69. Saddam Hussein wasn’t always known for being a cruel and evil leader. During his 20’s and 30’s he helped his country prosper and urbanize. He donated money to farmers, brought electricity to most of Iraq, and many other notable contributions to his country and the Middle East. When Saddam Hussein became president that is when things started to go down hill for his reputation of being caring for his country. The beginning half of Saddam Hussein’s life can be inspirational, but the second half can be classified as evil and an example of what leaders can do when feared by most of the world.

Strategic Management Of Ryanair Commerce Essay

Strategic Management Of Ryanair Commerce Essay Ryanair was set up in 1985 andzz is one of the oldest and most successful low-cost airlines of Europe. In fact, Ryanair was one of the first independent airlines in Ireland. In 2001, many believed that Ryanair was like the Wal-Mart and Southwest Airlines of Europe. Ryanair transformed the Irish air services market where other airlines like Avair failed to compete with the more powerful national carrier Aer Lingus. 2. INTRODUCTRION RYANAIR: The ‘Southwest of European Airlines in 2007 Ryanair, Europes biggest low-fares airline (LFA ) reported its third quarter results for 2007 with net profits dropping 27 percent compared to a net profit of 48 million a year earlier. Ryanair cited poor market conditions, fuel costs (oil prices at $90 a barrel) and concerns on recession in the UK and many other European economies for its current performance and not so strong future profit expectations. With average winter fares dropping almost 5 percent its underlying net profit in the three months to end December fell to 35 million euros ($52 million). Other factors that contributed included doubling of airport charges combined with reduction of winter capacity at Stinted , significant cost increases at Dublin Airport combined with longer sector lengths and staff costs which increased by 18 pct to 67 million euros. Ryanairs net profit figure excluded a one-off gain of 12.1 million euros ($17.99 million) arising from the disposal of 5 Boeing 737-800 aircrafts. 3. CURRENT FACT THAT MAKES RYANAIR SUCCESSFUL * the Worlds favourite airline * 37 bases and 950+ low fare routes across 26 countries, connecting 150 destinations * 210 new Boeing 737-800 aircraft with firm orders for a further 102 new aircraft * employs a team of more than 7 000 people * expects to carry approximately 66 million passengers 4. ENVIRONMNETAL ANALYSIS 4.1 PESTEL ANALYSIS For determining the key issues will be faced by any of internationally growing organisation such as Ryanair, PESTEL analysis plays a key role to highlight the problems in different sectors of competition issues. These factors are mentioned below: 4.1.1 POLITICAL FACTOR * Strengths and pressure of trade unions. * Global Village (I-e Growth and expansion of EU countries). * Terrorism increased number of security measures. * Involvement of environmental organisations is increasing environmental protection charges. * Support of French government to their own national airlines. 4.1.2 ECONOMIC FACTOR * Day by day increase in fuel charges.  · Devaluation of dollar price.  · Increase use of high speed travelling through cars and trains.  · European Union expansion. 4.1.3 SOCIAL FACTOR * Increase in grey market * Increasing travelling lifestyle * Increasing business travelling 4.1.4 TECHNOLOGICAL FACTOR  · Increasing volume of internet advertising.  · Use of satellite TV.  · Environmental friendly cars (Hybrid technology).  · Internet competition. 4.1.5 ENVIRONMENT FACTOR  · Control of noise level.  · Green house / carbon emission effect. 4.1.6 LEGAL FACTOR * Misleading advertisement driving towards increased number of allegations * Illegal subsidies for Airports * Wheelchair charges 4.2 PORTERS FIVE FORCES 4.2.1 BARGAINING POWER OF SUPPLIER (LOW) 1. Boeing is RAs main suppliers 2. Only 2 possible suppliers of planes Boeing and Airbus witching costs from one supplier to the other is high because all mechanics and pilots would have to be retrained. 3. Price of aviation fuel is directly related to the cost of oil (Ryanair controls these through hedging). 4. Regional Airports have little bargaining power as they are heavily dependent on one airline 5. Bigger airports, where Ryanairs competitors operate, have greater bargaining power. Ryanairs policy is to try and avoid these airports. 4.2.2 BUYER POWER (LOW) LOW Bargaining Power of Customers 1. Customers are price sensitive 2. Switching to another airline is relatively simple and is not related to high costs (Internet-all airlines are online) 3. Customers know about the cost of supplying the service 4. No loyalty 4.2.3 THREATS OF NEW ENTRANTS (HIGH) LOW New Entrants 1. Some barriers to entry (restricted number of licenses for air carriers) 2. High capital investment 3. Restricted slot 4.2.4 THREAT OF SUBSTITUTES (HIGH) 1. Fast speed trains running on short hales. 2. New hybrid technology introduced in the new cars which save fuel of holidaymakers and thay can enjoy nice breaks in different countries. 3. Other competitive new European airlines. 4.2.5 COMPETITIVE RIVALERY (MEDIUM) 1. Deregulations and increase in number of new routes will encourage other people carriers/ competitors to fill the gap which indicates the sign of increase in buyer power. 2. New mergers and alliances by big airlines such as British Airways and Iberia. 3. Other big competitors such as Air France and KLM etc. Will attract the customer by gathering the data of frequent flyers and offering them special perks/ discounts to increase their customer loyalty. 4. Various other airlines are thinking to provide comfort and extra services to their premium business passengers. 4.3 INDUSTRY PROFITABILITY 1. High forces are applied on other industrial competitors specially for new entrants as the gap in the industry is already covered by Ryanair and Easyjet after capturing low traffic airports. 2. By easily building a good infrastructure by Ryanair is made difficult for other competitors in industry to setup a new heavy budgeted cost to compete. 4.4 STRATEGIC GROUP ANALYSIS STRATEGIC GROUP Strategic group is the group of firms in an industry following the same or similar strategy along the strategic dimensions. (Page No. 129 Porter 1980) 1. In the light of all points discussed above, it is quite clarified that other strategic groups such as Easy Jet and Flybe are using nearly same kind of techniques to attract market share towards their company. 2. On the other hand, latest merger between British Airways and Iberia will be a new intimation for Ryanair in U.K as they will introduce low packages for American division where Iberia is already effectively working so that is the barrier for Ryanair to grow its market share in American region. 3. Cheap flights already offered by Lufthansa to get the good competition with Ryanair. 4.5 RESOURCED-BASED OF RYANAIR The resource based view does not focus so much on the actual labour and capital deployed by the company, but rather on the way in which these resources are utilised. (Strategic Planning, Prof. Alex Scott 2008) Resources are tangible and intangible assets a firm uses to choose and implement its strategies. Capabilities are the skills a firm uses to bring its resources to bear. The capabilities of the firm are: * Lowest airfare rates * Simple processes (no frills) * Large brand awareness * Clear offer (focuses on particular market segment) * Innovative strategies on cost cutting * Quick turnaround time The resource-based approach uses various terms for different types of resources. Resources include physical resources, human resources, financial resources and intellectual resources. Competences arise from the continual deployment and integration of resources over time and across activities. Core competences are necessary for successful performance. Distinctive capabilities are competences superior to competitors. Taken together these can be regarded as the companys strategic capabilities. 4.6 ANALYSIS OF CORE COMPETENCIES Threshold Capabilities Resources Competencies Threshold Resources Threshold Competences Tangible Ø Fleer Commonality Ø Quantitative Carrier Services Ø Keep maintaining Low Cost Ø Online Reservation Resources Ø Load Competence Intangible Ø Experienced/ Specialised Management Ø Customer Service Capabilities for Competitive Analysis Unique Resources Core Competences Tangible Ø Flight Frequency Ø Cargo Service Quality Ø Objective to Keep Low customer Fare Ø Provide Good Service of Online Booking/ No Luggage Booking Ø Low Fare Air Carrier in European Industry Intangible Ø Michael OLeary Ø In Flight Customer Care 4.7 USE OF PORTERS VALUE CHAIN MODEL BY RYANAIR RYAN1 4.8 OPPORTUNITIES: Europes bloodbath (again) 4.8.1 RECESSIONARY CONDITIONS SUIT TRUE LCCS BEST The synchronised global economic recession has handed Ryanair and similar carriers near-perfect operating conditions. As Ryanair explains, this recession has encouraged passengers to become much more price sensitive which is why they are switching to Ryanairs low fares and unbeatable customer service over all other competitors. The carriers near term outlook is bloody brilliant, according to Mr OLeary, who has warned, were determined there will be no green shoots of recovery for any of our competitors. In the coming Winter, there will be a bloodbath and we will be causing that bloodbath. The carrier expects a 15-20% reduction in average fares this year to around â‚ ¬32 per passenger. Ryanair is banking on several of its smaller rivals being unable to withstand falls of this magnitude over a sustained period. The resulting rationalisation of capacity would lead to a stabilisation of yields after the bloodbath or so the theory goes. Regardless, Ryanair is in a position to profit handsomely over the next 12 months. Ryanairs CFO, Howard Millar, summed it up; were the only airline in Europe predicting a profit for next year at this point in time. The airline forecasts a profit after tax of between â‚ ¬200 million to â‚ ¬300 million for the year ending 31-Mar-2010. 4.8.2 COLLAPSING AIRCRAFT ORDER BOOKS: Ryanair is also on the offensive for a cheap aircraft deal to cover its requirement for 200-300 aircraft between 2013 and 2016. Talks with Boeing have reportedly been scheduled for late Summer. With its negative net order book this year and a customer that is arguably too big to lose, Boeing may be more willing to deal than Airbus. The US dollar is certainly heading in the right direction for Ryanair at present, with a substantial delivery log. But both manufacturers know Ryanair needs more aircraft to keep its model working next decade and will not be too eager to discount. Contrary to OLearys charge that the aircraft order backlogs of Airbus and Boeing are collapsing, although there has been some churn in orders, the manufacturers still hold the upper hand. 12-18 months from now, it might be a different story. 4.9 THREATS: Distract and conquer 4.9.1 AER LINGUS HOBBLED, LUFTHANSA NEXT? Many analysts view Ryanairs pursuit of Aer Lingus as misguided by delusions of grandeur. It has certainly cost Ryanair dear, with another EUR222.5 million writedown of its investment booked in 2008/09. But Ryanairs total outlay for Aer Lingus shares will be a small price to pay for neutralising what was a well-oiled machine just a few years ago. Thanks to Ryanairs effective interference, Aer Lingus is now leaderless and adrift, discounting aggressively to raise cash to stay in the game. It may not survive the Winter independently. Some sort of rescue possibly involving Ryanair would result in a rationalisation of capacity and a restoration of yields in the LCCs core UK-Ireland markets. That too would help Ryanair, although the carrier would benefit more from simply growing its market even further. The airline posted a net loss of EUR169.2 million for the 12 months ended 31-Mar-2009, compared with a EUR390.7 million net profit a year earlier. Ryanair said it fell into the red chiefly because of a EUR222.5 million accounting write-down on the value of its 29.8% stake in Aer Lingus and higher jet fuel costs. Its pre-exceptionals operating profit was down 74% to EUR144.2 million, producing an operating margin of just under 5% well down on previous form. Ryanair operating profit margin FY06 to FY09 Source: Centre for Asia Pacific Aviation Ryanair The Master of Distraction, OLeary, has now turned his attention to Lufthansa. The German carrier is unlikely to be flattered that Ryanair has identified it as its next biggest threat, but would do well to maintain focused on the delicate task of empire building. If Lufthansa can effectively integrate Austrian Airlines, Brussels Airlines and bmi (plus one or two others), the group will pose a major threat to Ryanairs dominance, particularly as European economic conditions improve. But Ryanairs organic growth is arguably a better bet. 4.9.2 FUEL THREAT NEUTRALISED Surging world oil prices could hamper efforts by many airlines to stem losses this year. After a hedging misstep last year (which contributed to a 59% surge in fuel costs to EUR1.3 billion), Ryanair looks to have got it right, hedging 90% of its fuel requirements for the first three quarters of the current financial year (to 31-Dec-2009) at USD62 per barrel (although there was no word about currency hedging in the report). If oil prices remain at current levels, Ryanair expects its full-year fuel bill will be EUR450 million lower than last year. This factor alone makes its current earnings guidance appear conservative. Over the longer term, Ryanair faces a massive conundrum regarding fuel costs. Unlike McDonalds, Aldi and Ikea, Ryanair is unable to control its fundamental cost line. It may have missed the chance to lock-in fuel prices at low levels (like Southwest did at the start of this decade) for the next few years. The airline faces a medium to long-term margin squeeze as fuel costs rise on a scale it cannot cover with ancillary revenues. http://www.centreforaviation.com/news/2009/06/03/ryanair-swot-analysis-addicted-to-growth-a-great-model-for-bad-times/page1 5. POSITIONING DEFINITION Positioning is the act of designing the companys offering and image to occupy a distinctive place in the mind of the target market. The goal is to locate the brand in the minds of consumers to maximize the potential benefit to the firm. (Marketing Management, Philip Kotler Kevin Lane Keller 2006) RYAN-2 Ryanair has the purest form of low cost airline in Europe. Ryanair boasts many No.1s: †¢ No.1 for passenger traffic- over 23m for 2004 overtaking Easyjet. †¢ No.1 for passenger growth- 50% + this year. †¢ No.1 for European routes (149) and bases (11). †¢ No.1 for customer service delivery- punctuality, flight completion and fewest lost baggage. 6. PORTERS GENERIC STRATEGY So as we can see from the above representation Ryanair is the most radical low cost airline, it * Differs from the closest competitor on the graph (i.e. Easyjet) because it uses secondary airports * To lower its cost base whereas Easyjet does not. Virgin Express is nearly stuck in the middle; it * Still offers seat allocations†¦ Aer Lingus is an interesting case as it has been gradually getting * Closer to the low cost model on its short haul flights. Ryanair comes out as the purest low cost carrier. * Also in appendix is a comparison of Ryanair against other LCC and traditional carriers based on * Some key operational measures. (Revenue, employee/passenger, revenue/employee†¦). 7. CRITICAL KEY SUCCESS FACTORS †¢ low ticket prices †¢ frequent departures †¢ possibility of advanced reservations (online reservation and luggage bookings) †¢ reliable baggage handling COST REDUCTION STRATEGY †¢ fleet commonality †¢ contracting out services †¢ airport charges and route policies †¢ managed staff costs †¢ productivity and managed marketing costs 7.1 FLEET COMMONALITY †¢ Only one kind of plane (Boeing Planes) †¢ Limits the costs for: Ø Staff training Ø Maintenance services and facility of obtaining spares Ø Facility in scheduling aircraft and crew assignment 7.2 CONTRACTING OUT SERVICES †¢ ancillary revenue 16% of profit (revenue from non-ticket ources) Ø deals with Hertz car rental hotels Ø ticketing handling (phone cards bus tickets) Ø aircraft handling 7.3 AIRPORT CHARGES AND ROUTE POLICIES †¢ no use of travel agents no agency commissions (saves 15% on agency fees) †¢ direct marketing techniques to recruit and retain customers (Effective use of internet sources) †¢ use of secondary and regional airports encourages: Ø no traffic jams Ø fees incomparably lower 7.4 MANAGED STAFF COSTS †¢ modest salary performance related pay structure helps to increases productivity †¢ pilots recruited when being pilot cadets so that will help and encourage them to: Ø work hard Ø take early promotion Ø move on after 10 years to further their careers Ø cabin crew pay for their uniforms to be cleaned that tends to: Ø invest in their own training Ø responsible for passenger safety and ancillary revenues on board 7.5 PRODUCTIVITY AND MANAGED MARKETING COSTS †¢ spend as little as possible †¢ national and regional Irish and UK newspaper, on radio on television †¢ no advertising agency †¢ OLeary himself overseas promotion †¢ simple adverts (No hidden charges onn time of booking) 8. COMPETETIVE ADVANTAGES †¢ one class travel †¢ ticketless boarding †¢ flying to secondary airports †¢ point-to-point flying †¢ in-house marketing †¢ no frills †¢ reduced turnaround times †¢ no refund policy †¢ corporate partnerships (WITH SUPPLIERS) †¢ no cargo service †¢ bargaining power †¢ new aircrafts †¢ owns own fleet †¢ operations denominated in euro †¢ hedge fuel risk †¢ highly successful ancillary service offering †¢ outsourcing of services at international airports †¢ advertising on airplanes †¢ uniform fleet †¢ high productivity †¢ general cost reductions †¢ eliminating seatback pockets †¢ no blankets or pillows †¢ airsickness bags distributed on request †¢ charges larger penalties for overweight luggage 9. BUILDING BLOCKS OF COMPETITIVE ADVANTAGE  · Hills Jones 2007 According to Hills Jones â€Å"Building the internal capabilities that deliver competitive advantage involves and integrated approach all areas of the organisation. These key capabilities involves in context of Ryanair are: 9.1 SUPERIOR EFFICIENCY (HIGH) As the competitive advantage of Ryanair reflects that the marketing strategy in respect of efficiency is very good (i-e Maximum number of flights to maximum destinations in minimum time interval). 9.2 SUPERIOR QUALITY (LOW) The policy of No Frills reflects the quality of customer services as ryanair promise to offer cheap flights but no extras on the top. 9.3 SUPERIOR INNOVATION (LOW) Ryanair is not that much innovative towards customer attraction in respect of giving them good attractive holiday packages, hotel stay or different classes of travelling (i-e Business class). 9.4 SUPERIOR CUSTOMER RESPONSIVENESS (HIGH) Customer responsiveness of ryanair is always high according to current market recession, as they offer cheapest flights to customer and this is the main key towards customer retention. 10. SUSTAINABLE COMPETITIVE ADVANTAGE Ryan Air continues acceleration towards the low cost airline in Europe is manages to maintain its leadership in cost reduction despite the presence of other low cost airlines. The successfulness of competitive advantage of the company include its ability to lower down costs to compete with low fares offered by other competitive carriers while at the same time remains profitable. This is done through: 10.1 FLEET COMMONALITY The airlines fleet is consist of Boeing 737, the most common aircraft being used by most of the carriers at present. Keep using the same aircrafts in the fleet made easy for ryanair to get spares and maintenance services easily. 10.2 CONTRACTING OUT OF SERVICES Other than Dublin Airport where the firm maintains its staff and services, Ryan Air outsources its contracts of aircraft handling, ticketing, baggage handling and other functions to third parties, so it makes easy for ryanair to get cheap competitive rates and make the long term contracts on the said rates. Third party contracts also limit Ryan Airs direct exposure to staff retention responsibilities and potential disputes. 10.3 AIRPORT CHARGES AND ROUTE POLICY Airport charges include landing fees, passenger loading fees, aircraft parking fees and noise surcharges. To make reduction in these particular charges ryanair avoids to use main congested airports and chooses secondary and regional airport destinations which works as effective competitive advantage to increase passengers output. 10.4 STAFF COSTS AND PRODUCTIVITY In order to control employee compensation costs, the firm implements a performance related pay structure. Although the company provides lower labor costs, the employees can earn additional pay or remuneration base on their performance. 10.5 MARKETING COST To reduce marketing costs, ryanair tries to avoid the services of travel agents. If it is necessary to get the travel agent services then it will be getting at lowest possible commission. Main advertisement tools of ryanair are newspapers, radio, television and its company website. 11. FUTURE STRATEGY AND RECOMMENDATIONS 11.1 MERGERS AND ACQUISITIONS Most important corporate level strategy in current economical condition of the world is to use mergers and acquisitions policy if necessary. As ryanair continues growth will help the company to think about to exquisite other companies such as Buzz, in order to improve its capabilities and acquire more competitive advantage. 11.2 STRATEGIC HUMAN RESOURCE MANAGEMENT The human resources of the company are not seen as a potential source of competitive advantage. The company do not seem to value its people. The belief is getting stronger that companys human resources strategy is the most important source of competitive advantage. Companys staff retention policy is the main objective of sustainable competitive advantage. In a fast-changing environment where technological innovations and other strategies can be copied, it is the human resources that bring a sustainable competitive advantage. Ryan Air, in its commitment to low-cost airfare have sacrificed its processes and services, but in the future ryanair will have to think to adopt some effective human resource strategies to make their staff work for them in the long run. REFERENCES 1. http://university-essays.tripod.com/porters_5_forces_analysis.html 2. http://www.slideshare.net/The_E_group/Ryanair-Study-version-7 3. Strategic Planning, Prof. Alex Scott 2008 4. Marketing Management, Philip Kotler Kevin Lane Keller 2006 5. http://www.centreforaviation.com/news/2009/06/03/ryanair-swot-analysis-addicted-to-growth-a-great-model-for-bad-times/page1 6. Clark, Andrew (2004), No How low can they go? The Guardian, June 5, 2004. 7. http://www.eubusiness.com/cgi-bin/item.cgi?id=17503 8. http://www.grin.com/e-book/50631/the-ryan-air-model-success-and-impact-on-the-european-aviation-market 9. http://www.bitterwallet.com/ryanair-immune-from-ad-regulations-while-oft-dilly-dally/12473

Physics of Water Waves :: Lab Report

All waves possess the properties of reflection, refraction, diffraction and interference. These phenomena's were observed with the use of a ripple tank. A ripple tank consists of a large rectangular tray with a transparent bottom. Water is placed in this tan to a depth of approximately one centimeter. A light source is then placed above the tray of water. When the water is disturbed it can be seen on a white surface positioned under the tray. The first phenomenon observed was reflection. It was found that water waves also follow the law of reflection. As straight waves strike a hard straight surface they are reflected at an angle equal to the angle of incidence. After reflection the wave has the same speed, frequency and wavelength as it did prior to the collision. This is similar to the reflection of circular waves off a straight barrier. The reflected waves are also circular, however they have a centre point that is position behind the barrier. This point is known as the "image" of the source. Reflection of a parabolic or concave barrier can be closely compared to that of light waves off a concave mirror. If the incident wave was straight, the reflected waves are curved, and they converge at a fixed focal point. After passing through the focus, the radius of the curves increase. The opposite is so when circular waves strike a concave barrier. The reflected waves are then straight. The next phenomenon observed was the refraction of water waves. The refraction was demonstrated in the ripple tank by dividing the tank into a deep and shallow region. This was achieved by placing a rectangular object into one end of the tank. When straight waves travel from a deep region of water into a shallow region, it is found that the speed of the waves is slower in the shallower region. Since the frequency of the wave stages the same, it is obvious that there must be a corresponding decrease in wavelength. If the waves pass from deep to shallow water at an angle other than

Free Beowulf Essays: The Qualities of a King :: Epic Beowulf essays

Beowulf: The Qualities of a King The story of Beowulf is one of courage, nobility, and heroism. Beowulf possesses each of these attributes both as a young prince and an elder king. These qualities allow him to become an honored king, yet they also lead to his death. His actions are to be viewed as a precedent for young princes and future kings. Clearly every young prince inspires to earn enough respect to become king in their latter years. Beowulf first earns this respect when he sails to Herot to kill Grendel, the monster that has been keeping the soldiers out of their home. Upon arrival in Herot, Beowulf brags of his past accomplishments, in order to earn some respect from Hrothgar and his men. In my youth I have set about many brave deeds.I had bound five, destroyed a family of giants, and at night in the waves slain water-monsters, suffered great pain, avenged an affliction of the Weater-Geats on those who had asked for trouble- ground enemies to bits. And now alone I shall settle affairs with Grendel, the monster, the demon. (Page 32) While this beast has killed many of Hrothgar's men, Beowulf vows to destroy him with his bare hands. Even after doing as he so promised, Beowulf has still not finished his duties. The following day, he is faced with another challenge; killing Grendel's angry mother. When Beowulf is asked to perform this task, he accepts whole heatedly , as he sees it as another chance to gain fame, "Let him who may get glory before death: that is best for the warrior after he has gone from life."(page 45) Once again, Beowulf returns successful in his battle with the monster, only to increase his popularity within his people. These courageous and heroic deeds are expected of any young or aging prince. Clearly Beowulf's brave encounters with these monsters show his king and followers that he is worthy of becoming a fearless leader. However, his ability to rule goes beyond those feats in battle. Beowulf was showered with gifts of gold and riches for his tremendous achievements of killing the monsters. This is where his manner is shown to be one of strong moral. While he could have easily kept them all for himself, Beowulf gives his rewards to his king, Higlac; as he was instructed to do. In addition, Beowulf declined his first offering at the throne. His sense of morality and loyalty to Higlac tells him that it is only right for Higlac's son to take the throne before himself. These decent acts should be wisely followed

Current Ethical Issues in Managerial Accounting Essay

No company can nowadays afford to function alone. Partnerships are increasingly getting important and the effective exchange of information can determine profit or loss. An important method to cope with the increasing complexity is called supply chain management (SCM). It is enterprise-wide planning, management and control of all logistics tasks in the value chain. I decided to choose this topic because I had the chance to work with the system in practice in the Automotive Lighting plant in Jihlava. I want to explain the origins of this technology and take a closer look at its major features. I will also try to show how this system increases business value and where its limitations are. Last but not least I show some example of practical use in small and medium companies and I will try to determine the latest trends in the industry of this technology. My chosen company is SAP which produces software in the fields of ERP, CRM and SCM. The term supply chain management was named by Keith Oliver in 1992, economists called this the creation era. In the so-called integration era, SCM got developed along with Electronic Data Interchange (EDI) and Enterprise Resource Planning (ERP) systems with the internet-based collaborative systems. SCM is starting to get widely used in the globalization era in the late 1980s. In the 1990s companies began to outsource manufacturing and distribution. This new step created need for manufacturing and distribution networks with many supply chains. (Haag, Cummings, McCubbrey, Pinsonneault, Donovan 2006) One of the major features of the SCM Software from SAP is that it can quickly help a company to adapt in changes in supply and demand. There are newly developed tools to measure and report data and to provide a framework for good decision making in managerial accounting. One of the tools I find very attractive is the Manufacturing and Supply Planning. This feature can forecast demand and accelerate production planning and the scheduling process. What company stakeholders typically provide input? What is the role of the financial staff? The Braskem Company, with headquarters in Sao Paulo, Brazil is producing Chemicals, with 6750 employees and $27. 7 billion revenue. The SAP software for SCM managed to optimize the supply chain processes and also increased sales forecast accuracy. The result was a 90% reduction of inefficiency-related logistics costs and $3 million value enerated in the first year after implementation of the software. (SAP, 2013) Because there are many factors in a supply chain a problem in one of them could negatively influence the whole chain. If there is an unexpected event, it can have negative effects on the company. A new trend suddenly appearing in the demand can delay production and produce extra costs. One solution is to get information from more sources and paste them to the software. (Kallrath, Maindl 2006) There is software for smaller business called sap business one. This software is scaled to Enterprise Resources planning, analytics and databases for small businesses. SAP Enterprise on the other hand, provides all the complex and flexible solutions for large companies. sap business one comes with significantly lowers costs to introduce and to educate staff in a company. The total cost of ownership is significantly lower than the corresponding implementation of SAP Enterprise. (SAP, 2013) The company danisco, from Denmark and the industry of consumer products improved their supply chain efficiency across the organization. They managed to increase forecast accuracy with the SAP CRM software. On a 6-month timescale, the implementation of the software across 69 sites in 21 countries increased supply chain efficiency resulting in cost optimization and enhancing customer service. (SAP, 2013) The global brand Ferrero Group from Italia also used SAP software to enhance and reduce the cost of planning improvements. The company managed to shorten the job chains for demand and supply network planning. The benefits of these solutions are clearly stated. The need of purchasing additional hardware was eliminated, while the system performance was improved by 200%. SAP, 2013) Mibelle AG Cosmetics is a medium-sized company from Switzerland which produces consumer cosmetics. The greatest benefit was the improvement of planning and warehouse transparence and precision while new partners from Switzerland and abroad emerged. The SAP software was chosen because of the easy implementation to the existing ERP application. (SAP, 2013) The future of the global companies is depending on a well processed SCM. Companies like SAP provide outstanding software and research in this field. As I know from my experience from Automotive Lighting s. . o. in Jihlava, a plant producing the head-lights for the Volkswagen Group TM and Japanese car producers, well implemented SCM management is the key factor in the success of such a company. The industry is constantly developing and new technologies are emerging but software products like that from SAP is being produced and updated constantly. Although crisis is decreasing our business opportunities, in my opinion the constant research and development in the field of SCM is a key factor for success in our time coined by the term of hyper-competition.