Category: Management

Logistics Management Essay.
Logistics Management
Introduction
The management skills and perspective of the 20th century are not sufficient to meet the challenges anticipated for the 21st Century. The requisite paradigm shift described in the literature includes a cross-functional, multidimensional, lifecycle approach that emphasizes the full integration of enterprise infrastructure elements: technology, process, and people. Logistics management methodology applied by logisticians in integrated logistics synthesizes acquisition theory; operational theory, supply chain management theory and uses related models, tools, techniques, and practices. Focusing on this cost-effective requirement often overlooks the need for communication, coordination, and control functions among the components. Meeting this need requires the ability to visualize the overall scope of work, to define all the components, their interfaces and interdependences, the individual and collective deliverables, as well as all life cycle activities, their costs, and performance tracking indicators throughout the project (Rivers).

Logistics is receiving increasing attention in the press and in universities around the globe. Managers once considered the logistics function to be a non-strategic component of the firm. Today more firms are realizing the strategic importance of logistics, both from a cost management standpoint, and as a way to improve customer responsiveness. Logistics practice offers a blended management and leadership approach based on an integrated synthesis of all methodologies, theories, tools, and techniques of management-related specialty disciplines currently available. Logistics theory provides a clear-cut approach for turning ideas into plans and those plans into actions producing entities, which are effective, efficient, sustainable, improve-able, as well as retire-able and/or recycle-able. Today the multi-dimensional model used by logisticians provides the initial planning, funding, and controlling activities that help assure consumers or users will receive products and service which meet all system requirements and can be supported economically and expeditiously throughout its life cycle.
This paper explores a broad area of logistics management. Firstly, it provides the definition and overview of logistics management. Then role of logistics in organization is considered thoroughly from the various aspects. Following, the logistics management strategy is discussed briefly. Finally, some conclusive remarks are presented, stressing the role of logistics manager in organization.
Definition
The first use of “logistics in management was when Alexander the Great used planning during his reign as Macedonian Ruler,” according to (Van Mieghw 67). Glaskowsky, Hudson, and Ivie depicts how Swiss Baron Antione-Henry Jomini defined logistics as the practical art of moving armies. They illustrate that as with other management concepts, the origins of the term Logistics as found in the military. Authors state, “evidently the term logistics is in the process and until logistics matures and shapes, content and emphasis it derives from the concrete environment we must accept it.” (Glaskowsky, Hudson, and Ivie 324)
Thus, logistics is not susceptible to a single, simple, and permanent definition. It is a broad field of endeavor consisting of many interdisciplinary activities that, when applied together, constitute the art of science of logistics. Jones adds logistics as an ancient art and emerging science. (Jones 324) For most of this period, people have had difficulty in agreeing on its precise definition. Even today, the meaning of logistics is somewhat inexact. Henn further expounds on the definition of logistics as “the integrated design, management, and operation of physical, human, financial and information resources over the lifetime of a product, system, or service (as cited in Glaskowsky et al. 23).” In economic terms, it creates time and place utility in contrast to form utility.
Jones goes further in stating that logistics is a broad field of endeavor consisting of many interdisciplinary activities. The Greek word for logistics deals with mathematical calculations, while its French usage relates to the supplying, quartering and movement of troops The United States gave the word a much broader definition, which is that of total support of a product during its system life cycle (Jones).
SOLE defines logistics as the art and science of management, engineering, and technical activities concerned with requirements, design, supplying and maintaining resources to support objectives, plans and operations of a firm (http://www.sole.org/). Related functions/activities must be performed, managed and organized as integrated systems and subsystems. The depth of knowledge implied for professional personnel involved in logistics is considerable – certainly more than one could reasonably expect to find within a single individual. The necessary systems viewpoint with proper attention to details suggests a team composed to experts (http://www.sole.org/).
The Council of Logistics Management defines logistics as follows:
Logistics is that part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point of origin to the point of consumption in order to meet customers’ requirements (as cited in Bowersox, Closs, and Stank).
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Yet, teambuilding and other related team skills do not constitute a major portion of the required skill levels and training curricula in logistics programs. Glaskowsky et al. observe that the use of clearly defined terms can provide time savings, but it has taken marketing, production scholars and executives six decades to organize their terminology in a usable, time-saving, and almost universally understandable form.
Logistics means different things to different people. In the United States, the term is recognized in many areas, but the meaning and definitions vary considerably from organization to organization. In countries outside of the United States, in many instances the term is not known, even though there are many activities that are directly comparable. Further, most countries are not organized to implement the integrated approach to logistics marketing management. In essence, logistics is still a relatively new term and is not generally recognized on a universal basis. However, concepts of logistics and the techniques employed to accomplish logistics functions are equally applicable throughout the world (Glaskowsky et al.)
What are some of the Logistics Characteristics that can identify and define influencing skills? They are legitimization, knowledge, reference groups, competency, and openness in communication. The specific competencies that are required for professionals to influence people are a degree of personal security, situational skill, independence and courage of judgment, ability to abstract and conceptualize, mental flexibility, tolerance for ambiguity, ability to analyze and synthesize, and negotiation skills (Bowersox, Closs, and Stank).
Logistics Management
Logistics can be generalized as time and place utility, and value of resources, especially when in a theorized, or unapplied state. Logistics management, on the other hand, relates logistics to a specific system, product or service. In fact, in the absence of a system, product or service, there is no need for the application of Logistics. Logistics managers integrate areas of system, product or service. These essential building blocks include such items as maintenance planning, computer resources support, facilities, supply support, support and test equipment, packaging, handling, storage and transportation, manpower and personnel, training and training systems, and technical data (Bowersox, Closs, and Stank).
Logistics Management Teams are currently used as the mechanism to control and integrate these elements into a greater whole. Integration is essential between the logistics discipline and the other related disciplines that are essential to ensure a successful system. These disciplines include marketing management, cost – both design to cost and life cycle cost, systems engineering, software engineering, test and evaluation, and manufacturing management (Glaskowsky et al.)
Logistics typically is considered to be an operational-level concern, but is often a production and operations sub-function. In some firms, logistics can be important enough to warrant a level of organization that is comparable to other main functions such as manufacturing and marketing. Many strategists seek to identify, develop and guard their firms’ core or distinctive competence, that key skill that accounts for the most (and/or most defensible) value found in end products and services (Bowersox, Closs, and Stank).
In identifying best practices among organizations, the benchmarking technique is frequently used. In benchmarking with others, an organization (a) determines how leading organizations perform a specific process, (b) compares their methods to its own, and (c) uses the information to improve upon or completely changes its process(es). Benchmarking is typically an internal process; performed by personnel within an organization who already have a thorough knowledge of the process under review (Glaskowsky et al.)
With the definition of management in mind one can discuss the antecedents and consequences of operational and behavior theory and their relationship in support of the proposition that Logisticians are professional. At the turn of the 20th Century Frederich Winslow Taylor’s Principle of Scientific Management held that the task was designed so management was done correctly and motivation was, soldiering. This concept was the way to organize work (Glaskowsky et al.).
Concurrent engineering is the term most U.S. Companies now use as the best practice to accomplish the needed interdisciplinary system integration. A full-time multidisciplinary permanent task force that remains in force throughout the duration of the project, and integrated for the specific timeframe of the systems life cycle should handle each new project. These are conceptual (also known as feasibility, definition, or need) phase, design and development phase, test and evaluation phase, manufacturing/production/construction phase, use (also known as deployment, operations and support) phase, and disposal/recycling phase. An examination of each of these phases in the systems Life cycle reveals that logistics effort and tasks are an integral part of each phase in the systems life cycle as marketing should be. Product definition throughout the systems life cycle remains the unifying theme and area of common interest among all participants. (Hurley et al.)
Integrated systems management can be applied to all the products, systems and services within a geographic boundary, such as a nation. President Clinton, in the 1994 National Security Strategy, defines our national security as consisting of our military capability and an integrated economic capability. In its Joint Military Logistics Course the Industrial College of the Armed Forces identifies joint strategic level logistics as the application of national resources and our national industrial base to the achievement of national economic strategy (Bowersox, Closs, and Stank).
Jones, in his Integrated Logistics Support Handbook, captures the essence of applied logistics by dividing it into two phases. “Phase I, referred to as Acquisition Logistics or Logistics Engineering, and includes everything that is done to plan and acquire support before a system is delivered to the user. Phase 2, referred to as Tactical/Operational Logistics or Product Support includes the things that are done to support the system while it is being used. He notes actions that occur during phase 1 dictate how well the system will be supported during phase 2.” (Jones 324)
Commercial customers are more prone to replace their systems; and commercial manufacturers are more prone to facilitate system replacement. The market manager uses terms such as new and improved product, the newest and latest model, and the all-new model, commercial terms that belie this phenomenon. Longevity, however, still remains the bellwether of a good design. The goal of acquisition logistics management and engineering is the concurrent fielding, and delivery of the product through the achievement of a cost-effective, supportable product and a total system, but this cannot be done in a vacuum – it must work with the other related disciplines that contribute to the total system characteristics such as performance, manufacturability, testability, safety, marketing and cost.
Ben Blanchard addresses “product support in the commercial sector to include such activities as material flow, product distribution, transportation, warehousing, and the like (27).” His more general definition is well-suited to defining product support as the composite of all considerations needed to assure the effective economic support of a system throughout its programmed life cycle. Most modern manufacturers and marketing managers of durable goods realize the importance of a responsible product support organization and the cost of a dissatisfied customer. The goal remains excellent performance in service or at least satisfactory use.
Here one can see the idea confirmed that logistics management has to utilize the total integrated system of management for improvement to gain recognition of Logistics as an element of management. Funds and assets are continually being reduced while there is even more pressure to increase profit margins. This intensifies the pressures exerted on the CEO’s of companies, government and military leaders. Logistics managers have created a culture in their management approach to gain more flexibility and improve operations. They have to fulfill their responsibilities as stewards of the organizations.
The Role of Logistics in the Organization
While organizations have long considered logistics as an organizational stepchild (Kiessling, Harvey, and Garrison), the logistics function is increasingly playing a strategic role in organizations (Zacharia and Mentzer). In searching for sustainable competitive advantages, today’s organizations increasingly focus on developing and improving their logistics capabilities (Bowersox, Closs, and Stank). Leveraging logistics “allows organizations to achieve customer satisfaction through inventory availability, timely delivery, and less product failure” (Mentzer and Williams 33). Integrating logistics into corporate strategy has a greater effect on customer value than any other process (Bowersox, Closs, and Stank).
Based on an extensive review of previous customer service research, Flint and Mentzer suggest that logistics service capabilities can be leveraged to: increase market share, enable mass customization, create effective customer response-based systems that may out perform anticipatory systems, create value through service performance, complement marketing’s design of customer services, positively affect customer satisfaction and, in turn, corporate performance, provide a differentiating competitive advantage, and segment customers. Logistics plays a strategic role in many companies (Mentzer and Williams).
While there are a number of reasons for the growing influence of logistics in business strategy, one of the main reasons for its increased recognition in organizations is because of its role in providing the flow of valued information into and throughout the organization (Flint et al.). Because of its expanding responsibilities of managing business-to-business relationships and as a boundary pner, logistics is increasingly in the position to collect and provide valued information.
The Role of Logistics as a Relationship Manager
Environmental complexity and global competitive pressures have driven organizations to move away from traditional arms-length exchanges toward closer and long-term interorganizational relationships. Organizations are nurturing these collaborative relationships in order to leverage the resources of other supply chain members (Bowersox et al.). For example, recent research suggests that market oriented firms may form collaborative arrangements to gain access to market intelligence (Martin and Grbac).
In terms of forming relationships with downstream supply chain members, relationship marketing has emerged as a top priority, such that loyal customers are seen as assets that must be cultivated and leveraged (Kiessling et al.). This requires a market-oriented focus on anticipating and responding to changes in customer’s desired value (Flint, et al.). It has been argued that customer-contact employees other than the marketing employees (e.g., logistics employees) are at the heart of relationship marketing (Min and Mentzer). Logistics, for example, becomes particularly important to relationship marketing when customers need continuous and periodic delivery of services that are important, variable in quality, and/or complex (Min and Mentzer).
In addition, the formation and maintenance of close, long-term interorganizational relationships with upstream and downstream supply chain members are important in developing and implementing time-based competitive strategies, such as just-in-time (JIT), quick-response (QR), vendor-managed inventory (VMI), continuous replenishment programs (CRP), and collaborative planning forecasting and replenishment (CPFR) (Zacharia and Mentzer). Inherent in these interorganizational collaborative supply chain initiatives is the “inter-penetration” of organizational boundaries (Kiessling et al.). In coordinating these complex processes, several organizational boundaries must be crossed and horizontal connections must be made (Zacharia and Mentzer). The involvement of logistics employees is critical to these supply chain initiatives, because it requires organizations to coordinate the manufacturing and logistics processes with those of their supply chain partners to drive cost reduction and increase understanding of customers in order to enhance effectiveness.
Although relationship marketing and time-based competitive strategies add value, the added value arises from and relies on the organization’s intermingling with entities in its external environment (Kiessling et al.). They rely on individual boundary pners from each organization to regularly interact with one another in determining market, industry, and organization specific fluctuations and requirements, maintaining relationships, and gathering market intelligence (Flint et al.).
In particular, business-to-business relationships require a tremendous amount of participation of boundary pning logistics personnel. Relationships with and knowledge of specific entities often are developed by the same set of individuals. Logistics customer service personnel, because of the relationships they develop with multiple distinct sets of customers, often generate unique insight into customers’ backgrounds, behaviors, and propensities.
The Role of Logistics as a Boundary Spanning Function
One of the essential dilemma’s faced by managers is the maintenance of effective internal operations while maintaining a flow of new ideas for continued improvements (Schwab, Ungson, and Brown). To accomplish this, managers must wade into the ocean of events that surround them, actively try to make sense of those events, and react accordingly (Schwab et al.). Individuals within functions attempt to capture and make sense of events that surround them by interacting with other functions within the organization and events that surround them beyond the walls of the organization.
Similarly, the market orientation behavior of generating market intelligence requires individuals within a function to p the boundaries of both their function and their organization. Although some scholars have conceptualized boundary pning as the interaction between an organization and its external environment (Kiessling, Harvey, and Garrison), boundary pning plays a key role in intraorganizational and interorganizational contexts (Rangarajan et al.).
With “over ninety percent of all logistical work taking place outside the vision of any supervisor” (Bowersox, Closs, and Stank 7), frontline logistics employees and the logistics managers they report to act as boundary pners. Each has the opportunity to facilitate the exchange of intelligence derived from the various markets (customer, supplier, competitor, etc.) and, based on such intelligence, assess customer needs (Kiessling, Harvey, and Garrison). Moorman and Rust  suggest that the focus of the customer-service delivery connection, the design and delivery actions involved in providing a firm’s goods and services to the customer, “is generally the frontline employee who is involved in moving products from one firm to another,” i.e., the logisticians (184).
Frontline logistics employees have access to important market knowledge through the customer-service delivery connection. In fact, frontline logisticians, such as the motor carrier operator, may spend more time face-to-face with key customer representatives than any other company employee (Bowersox, Closs, and Stank). A motor carrier operator may learn customer and/or competitor information, for example, as he or she is allowed to freely mingle in typically restricted areas while his or her truck is being unloaded (Kiessling, Harvey, and Garrison).
In the past, contacts between organizations were limited to lower-level sales representatives calling on buyers who emphasized prices, quantities, and deals (Rangarajan et al.). With the blitz of relationship management and time-based competitive strategies, however, logistics analysts, managers, and executives have gained the responsibilities of harmonizing interorganizational systems, sharing logistics and product movement information with suppliers and customers, and joint interorganizational planning for promotional activity and product changes (Rangarajan et al.). Also, while carrying out the purchasing and procurement activities, logistics professionals may learn about a competitor’s supply issues during visits to major suppliers’ facilities and share that intelligence throughout his or her organization to develop a campaign that takes advantage of the competitor’s supply issue.
The logistics boundary pner’s role has extended beyond the traditional transaction type mentality (i.e., truck driver, material handler, purchaser) to relationship development, understanding customer value, and market intelligence collector (Bowersox, Closs, and Stank). As organizations increasingly extend their boundaries globally and, thus, physically distance themselves with customers and suppliers, the logistics boundary pner becomes even more central to identifying and responding to market intelligence. Furthermore, the alleviation of many of the traditional front-line logistics employee responsibilities as a result of automated technology innovations and the removal of many routine managerial activities from advances in information technology has pressed the logistician to evolve “into an innovative, knowledge gatherer” (Kiessling et al. 99).
Logistics Management Strategy
Chow, Heaver, and Henriksson, for example, studied the relationship between strategy, structure, and firm performance as a means of expanding the logistics literature. The improved integration of logistics and key decisions of the firm, including strategy and structure, is important to firm efficiency and continued success. Their general management strategy was operationalized using Porter’s typologies. Chow et al., defined logistics strategy “as a pattern of action plans designed for the purpose of achieving logistics goals” (296). In their framework, logistics strategy used the Bowersox, Daugherty et al. typology because it allowed the assessment of “organizational mechanisms rather than only performance objectives” (295). They argued that uncertainty about which organizational structure to select required additional research. They conceptualized structure as including centralization, formalization, and integration. By including integration the authors hoped to be able to expand their research efforts to capture information related to supply chain activities.
Bowersox, Daugherty et al., examined the concept of logistics strategy in their evaluation of leading edge firms. Logistics strategy deals with management objectives regarding the firm’s relationships with other firms, which includes daily contact with customers along with channel members and service providers (101). Assessing firm strategy necessitated asking manufacturer, retailer, and wholesaler managers how they would classify their company’s logistics strategy. The respondents generally reported that they were concerned with flexibility and responsiveness, which are closely related. Logistics strategy is described using three strategic orientations for the logistics function of a firm — process, market, or channel. Specific definitions are provides in Table 2.1.
In this research, Bowersox, Daugherty et al. found that more of the manufacturing firms responded with a process strategy, than either of the other two. Specifically, 58% selected process, 28% selected market, 9% selected channel, and the remaining 9% opting for “other” (104). More recently, this construct has generated similar results in research conducted by Bowersox, Closs, and Stank. The process strategy garnered 50.0%, market 25.5%, and channel 15.4%, with 9.1% selecting “other.”
Table 2.1: Logistics Strategies
Process
A process-based strategy is concerned with managing a broad group of logistics activities as a value added chain. Emphasis is on achieving efficiency from managing purchasing, manufacturing, scheduling, and physical distribution as an integrated system.
Market
A market-based strategy is concerned with managing a limited group of logistics activities for a multi-division single business unit or across multiple business units. The logistics organization seeks to make joint product shipments to common customers for different product groups and seeks to facilitate sales ad logistical coordination by a single order-invoice. Often the senior sales and logistics executives report to the same manager.
Channel
A channel-based strategy is concerned with managing logistics activities performed jointly with dealers and distributors. The strategic orientation places a great deal of attention on external control. Significant amounts of finished inventory are typically maintained forward or downstream in the distribution channel.
Adpted from: Bowersox, Daugherty, Droge, Rogers, and Wardlow 103
After examining the literature, the basic distinction between process, market, and channel logistics strategies is the context of the logistics effort. Process logistics strategy, for example, deals internally within a single organization. It requires logistics managers to work closely with other functional areas within a single firm to ensure logistics efficiencies are achieved. Market strategy, however, requires logistics managers to consider other business units and their logistics activities, to make decisions that benefit the entire corporation. An effort to consolidate shipments across several divisions of a larger organization ensures more efficient transportation, as well as a more unified “face” to the customer. This strategy necessitates balancing both an internal and external focus to be effective. Channel strategy expands the logistics manager’s scope and entails coordination with other supply chain members. It requires firms to work closely with suppliers and potentially customers to achieve logistics efficiencies. In general, the Bowersox, Daugherty et al. typology places logistics strategy on a continuum from an internal to external focus.
The process-market-channel typology is not the only logistics strategy classification scheme. McGinnis and Kohn originally developed their own typology for logistics strategy. They cluster analyzed their data and determined that four strategies: intensive logistics strategy, integrated logistics strategy, low integration logistics strategy, and low effectiveness logistics strategy. However, in a later work McGinnis and Kohn abandoned their previous typology and reverted to the process, market, and channel typology.
In their research, McGinnis and Kohn noted that the process-market-channel typology is “worthy of research” and indicated “additional research is needed to develop further the logistics strategy scales, and to explore linkages of logistics strategy with organizational strategy and organizational environment” (20). Clinton and Closs in their article “Logistics Strategy: Does It Exist?” examined Bowersox, Daugherty et al. and McGinnis and Kohn logistics strategy typologies. They concluded that the McGinnis and Kohn strategies were really a subset of the process-market-channel strategies (Clinton and Closs 23) and used the process-market-channel typology. Logistics strategy can be operationalized in many ways, as alluded to above. The process-market-channel typology provides a way to operationalize logistics strategy to evaluate its impact, both internally and externally.
Conclusion
Logistics is becoming increasingly important to firms around the globe. In the past, the logistics function was often viewed as a cost center, i.e., a function that had to be done to carry out business. Today, managers are elevating logistics to a strategic role in the company. Managers realize that improvements in logistics can provide competitive advantage through cost containment and enhanced customer service (Bowersox et al.). An important step in achieving these goals is to examine the importance of information technology on the success of the logistics function.
One of the essential dilemma’s faced by managers is the maintenance of effective internal operations while maintaining a flow of new ideas for continued improvements. The logistics manager must use physical production processes, products, process design, information systems, management technology and product material technologies as interdependent elements in their strategies to enable the three critical management tasks of problem solving, information management, streamlining of the cost factor, scheduling and performance goals.
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Logistics Management Essay

Waste Management Critical Analysis.
Management of municipal solid waste (MSW) or otherwise known as trash or garbage is an ongoing environmental and economic issue not only in the Unites States but also around the world especially in a developing country like the Philippines. The need for a community assessment that aims at assessing the current problems related to the way trash is managed in Pateros, the smallest district in Metro Manila, has been identified. A community assessment is a systemic process of understanding a health problem for the purpose of priority setting or developing an action plan (Escoffery et al, 2004).
Before I initiate a community assessment in the area of Pateros, I would have to follow a guide to effectively accomplish the assessment. The matter of solid waste and its management in Metro Manila had catapulted itself into the limelight in 2000, during which a number of issues plagued the solid waste management sector (Navarro, 2003). Tragically, excessive open dumping of solid waste combined with the seasonal monsoon rains at the Payatas site, the largest active open dumpsite in the Philippines, in July 2000 caused a large-scale slope failure that resulted in the deaths of hundreds of scavengers (Mair, n. . ). As a Health Educator, I am tasked to assess the needs of this community in relation to the management of waste and how it can be improved to minimize and prevent the health hazards that threatens the health of the citizens of Pateros. There are four phases in the community assessment. The initial phase is the needs assessment planning phase. Determining the purpose and objectives of a community is the first step that falls under this phase.
I have already identified that the purpose of conducting an assessment in the district of Pateros are the current problems related to the way that trash is managed WASTE MANAGEMENT ASSESSMENT 2 in this community and how it can be improved to minimize and prevent the health hazards that threatens the health of the citizens of Pateros. Second step is to identify and involve the stakeholders. It is critical to have members of the agency and community involved in the planning of the assessment.

Stakeholders are gatekeepers to the community for the process (Escoffery et al, 2004). I will have to gather a community advisor board that will compromise of representatives from the local community council, health department, medical practices, local business owners and hospitals. Third step is to identify the population of interest or community. The local community advisory board has identified local citizens within the boundaries of the district of Pateros as the intended population to assess. The fourth step is to develop an operational management plan.
Under this step, the health agency that I work for should establish the logistics of the assessment. This means that the plan should outline the details that will determine data indicators and sources, prioritization methods; role of the stakeholders; how the meetings will be facilitated and organized and ways to build consensus and management conflict (Petersen & Alexander, 2001). The health agency has developed steps for the assessment utilizing the Health Education Planning model. Once the assessment planning is complete, the assessment moves to the data collection phase.
This phase includes (1) talking to key informants who are community leaders who are in the position to know the community very well, (2) identifying community indicators for assessment in which identified previously as the overwhelming trash that is poorly managed by the community, (3) identifying data sources which was identified from research done regarding Metro Manila’s waste management from previous years WASTE MANAGEMENT ASSESSMENT 3 and compared it to data to other ASEAN countries, (4) conducting a community profile by gathering information from local census and other governmental agencies such as Metro Manila developing agency and by conducting tour of the community, (5) conducting a resource inventory in which the assessment team developed a list of community agencies and contacts who could assist with the improvement of waste management in Pateros and lastly but not the least (6) gathering and reviewing existing and obtaining new data by using quantitative and qualitative methods regarding the opinions, attitudes, behaviors and thoughts of the community and individual community members about the current problems to the way trash is managed in Pateros.
Methods used to acquire data included mailed and door-to-door surveys, self-administered questionnaires, focus group, community forums and in-depth interviews. After collecting the data for assessment, reviewing the data should be run to answer the main assessment questions (Escoffery et al, 2004). Results from data findings should be summarized and concise when presented to the advisory board. The assessment team and stakeholders should come to a consensus regarding the district of Pateros’ primary needs based on the assessment results. Prioritizing needs is necessary to identify ways to address the issue at hand. Finally, the health agency can now develop an action plan from the culmination of the collected data.
When making recommendations for an action plan, the agency should reexamine the purpose and questions of the assessment in presenting data (Escoffery et al, 2004). The recommendation plan should coincide directly to what was discovered from the assessment results and should involve the entire assessment committee in the process. The final action plan should identify ways of how WASTE MANAGEMENT ASSESSMENT 3 to improve waste management in Pateros, the expected time frame that the plan will be implemented and required resources to fulfill the plan. Sharing the assessment results to the citizens of Pateros is an important part of the whole community assessment.
The community will appreciate that their input has been sought and is valuable to the development of a course of action. The agency should make the assessment results user-friendly so every individual community member may understand it. Once the plan is in place, the agency should establish methods of monitoring and evaluating the action plan to ensure that the programs implemented are addressing the issues and needs of the district of Pateros. Therefore, this evaluation continues the cycle of community assessment and slowly transition the leadership from the health agency to the local advisory board to other community partners to help take the lead in implementing and monitoring activities related to the action plan in the community (Escoffery et al, 2004).

Waste Management Critical Analysis

Ethical Management.
The Study of Ethical Management While there might be many reasons why unethical behavior happens, this essay loud be looking at three of them in particular: 1) Personal Gain, 2) Strong Organizational Identification, and 3) Personality.. To examine the relationship between organizations and why ethical issues occur within them, we first define the term “Business” and “Businessperson”. The book, “Business Ethics”, written by William(2008), states that a business can represent and range from a start-up venture by some students, to a multinational corporation.
Businessperson might be a sole proprietor running a business for themselves, or a CEO responsible for a multinational corporation. To take a broader view, we view the consciousness under the personal point of view. And couple them with the other individuals who are within the organization. This would allow us to see why unethical behavior can derive not only from the top management, but from every aspect of the organization. To expound on the Individual, we refer to the book written by Schmucks(2010), “Managerial Ethics”, where he Identified “four Individual decision-making styles”.
The first belongs to an individualist mentality, this mentality ignores the stakeholders. The second mentality is altruistic, where the benefit of others is of the essence. The hired group is the pragmatists, and lastly, the idealist, whose decisions are governed by principles and rules. Common Ethical Issues faced In the Banking sector 1) Insiders Trading Insider trading, defined by Cornell university Law School, is when company’s stocks or other securities are traded by Individuals who have access to undisclosed and comprehend the concerns of insider trading, we refer to the paper by Yelling & Hue- Liana(1998).

Two things must first be addressed. First, who do these insiders refer to? Secondly, how is insider trading illegal? By definition from the U. S. Securities and Exchange Commission(S. E. C. ), insiders are, “chairmen, directors, officers, etc. , and principal shareholders with 10 percent or more of their own firm’s common stock”. People in these positions are likely to be able to gain access to the firm’s undisclosed information. However, not all insiders trading are illegal.
For example, managers of firms can often purchase its own firm’s stocks to increase their own individual share and voting power within the firm. This train of thought also believes that the more stock of the firm the manager holds, the greater their ownership and thus a higher org morale is derived from it. Insiders are still allowed to purchase its own firm’s stock, if they truly believe that it is a good investment. Insider trading becomes illegal however, when trades are made by insiders with the prior knowledge of an announcement for the investor’s personal gain.
When an act as such is committed, insider trading becomes illegal. This action is deemed unethical as it is unfair to investors who do not possess the material information. Other transgressions can include the handling of undisclosed firm’s information from a firm’s insider to a public investor. For a trade to occur under the basis of the privileged information, and for the recipient to have personally gained from the trade, both parties can be charged under the S. E. C. ‘s regulation of Fair Disclosure.
An example of illegal insider trading within banks can be seen from as recently as January 16, 2014, where David Michael Stuntman from J. P. Morgan colluded with Christopher John Tyndale from Meyers Associates. As “long time close personal friends”, the Financial Industry Regulatory Authority(Flora) discovered that Stuntman had shared material, undisclosed information with Tyndale over a p of 19 months. This information included pending corporate mergers and acquisition transactions, which allowed Tyndale to make informed, no-risk trading using personal and family accounts. Quoting from Cameron K.
Bunkhouses, he said, “David Stuntman had the keys to the kingdom through his position at J. P. Morgan as a gatekeeper.. “, we can see to how unethical behavior driven by an individual in the position of power, can taint the image of the firm. Enforcements have been put in place to prevent and to deter insiders from carrying out such behaviors. The SEC has instituted new rules, Bibb-1 ND Bibb-2 under the code of Federal Regulations, and the enforcement of these regulations being made global Just recently in 2013 after the insider trading inquiry regarding the acquisition of H.
J. Heinz Company. 2) Profits before Ethics The relationship between business ethics and profits can be complicated at times. Profits values will sometimes conflict with ethical values which will lead to unethical business behavior in the manager’s bid to raise profits within the firm, consequentially affecting the firm’s stakeholders. Watkins (2011) brings about the argument that for those who ethics concerns, the refillable opportunities, a factor that links to the Goldman Rule.
The rule states that the greater the profitable opportunities, the higher the opportunity cost for the firm to consider ethical behaviors. This is further described by Weber (2006), as he states that companies are not evaluated on their success based on “their reputation for ethics”, but on the basis of profitability. It is plausible now to see why banks are driven by a sole concern for profit and to raise the value of their stock. With that in mind, what are some ethical boundaries a bank could trespass upon?
As corporation whose sole objective is to increase profit, they carries the potential turn a blind eye to internal ethics; explained in the book by Reynolds (2011) titled, “Ethics in Investment Banking”, which defines internal ethics as ethical considerations in regards to their employees’ welfare and the considerations in the use of the shareholder resources. These transgressions can range in forms of overworking employees, to an audit coverage of losses to portray a higher stock market price.
As individuals looking for greater profits either for self or the firm, especially under the investment wings of banks, individuals can turn rogue and make unauthorized transactions which goes beyond the risk limits of the banks in hope of a greater profit. Jerome Service’s case in 2008; where even the hierarchy turned a blind eye to his risks due to the profit he was generating, and Nick Lesson’s famous collapse of Barings Bank in 1995 are two such examples. ) Investments in environmentally harmful industries Environmentally harmful projects have been a major factor against Global Warming Awareness efforts. Such investments are being funneled by banks who are less ethical in the area of sustainability. There have been numerous campaigns to counter banks from investing into unethical projects, some of which protestors even boycotted such banks. Citreous the world’s largest project finance bank has been known to grant loans to these projects, which are harming the environment.
Citreous was indirectly related to the Samisen pipeline in Peru which has at least 5 spillages along the pipeline to date. Which not only damages the local ecosystems, but also detrimental to the livelihood of people around the world and threatens the well-being of mankind via climate change (Hogue, 2002). A glimpse of such unethical activities reveals something prevalent. It destroys our natural environment, by means of deforestation and the release of harmful gases from the burning of fossil fuels.
However, Citreous has yet see that their funding of major oil drilling and pipe laying companies not only worsens the global warming situation but also encourages environmental insecurity. Several other big-scale European banks, such as Dutch Bank and BAN Omar, came up with a policy which prevented funding of these industries. According to (BAN Nards) sustainability policy, “limited to financing of impasses or projects related to timber, paper, agricultural plantations, mining and/ or oil and gas. The bank would consider exceptions only “when extractions are delicately prepared, and holds responsibility on issues of national forest projects can be seen from analyzing the Banking Environment Initiative (BE’), it aims to lead the banking industry in directing bank investments towards environmentally and socially sustainable economic development. The objective of the BEE is to also unravel ways to invest in clean energy and soft commodities.
As quoted from (CAPS, inline), “the group, currently comprises of 10 global banking institutions which stretches across Asia to Europe, the United States and Latin America. ” The best way of creating a united force amongst them was if they were acting on behalf of their clients. Consumer Goods Forum (SGF) has the intention to eliminate deforestation from their supply chain. As such they would prefer to form alliances with banks and work together to counter and ultimately eliminate deforestation. Banks have got to find ways to come up with a significant source of funding to finance the Journey to sustainability. False Accounting Frauds False accounting fraud, defined by the United Kingdom’s police, is the practice where a business, works in tandem with an accounting firm to overstate or understate company’s asset or liabilities with the intention of making the business appear financially stronger or healthier than it really is. As there are a multitude of reasons to commit false accounting fraud, we will not be listing all. False accounting allows for a corporation to gain higher credit ratings, report unrealistic profits, and hide losses to appeal to potential shareholders with an inflated share price.
Some extraordinary cases which occurred regarding the falsification of accounts are such as the Enron scandal in 2001; where the audit and accountancy firm, Arthur Andersen was involved and convicted of assisting in audit fraud and subsequently dissolved. Enron was declared bankrupt and new laws were instituted to increase the accountability of firms who are auditing to remain independent of the clients whom they audit. To see a case within the banking sector, a spectacular saga which took the world by storm in the last decade was the Lehman Brothers’ scandal in 2008.
Chief Financial Officer, Erin Calla endorsed, to utilize Report 105(An accounting maneuver which allows short-term repurchase agreement to be tabulated as sales. The cash obtained are used to pay debts/liabilities, which in return, allow the firm to appear that it has decreased its leverages by repaying debts transitory), concealing the fact that the firm was selling assets away at a loss. Ernst & Young, one of the largest accounting firms, which had signed clean audit opinions, surreptitiously neglected the unethical steps taken by Lehman Brothers’ to camouflage financial problems.
This lead to Lehman Brothers’ being able to conceal up to $50 billion loss in loan debts by passing them off as profit, making the financial statements of Lehman Brothers’ looking more impressive that it really was. This nudged the share prices of Lehman Brothers’ up to a skyrocketing high of $86. 18 per share. Case study: Union Bank of Switzerland the Code Of Conduct from UBS should first be examined. The Code of Conduct by UBS can be summarized into 3 essential points. 1) Ethical and Responsible Behavior, 2) Work Environment and Disciplinary Measure, and 3) Social Responsibility.
We will reek down what the Bus’s code of conduct aims to assure both its partners about its business policies. 1) Ethical and Responsible Behavior This part of the Code of Conduct gives us the assurance of compliance with laws, rules and regulation locally in the countries they operate in. To do so, there is a check and balance system within UBS to prevent crimes such money laundering and corruption, and also a promise to keep Bus’s operations transparent with the regulators and to cooperate with investigation. To quote UBS stand on their Ethical Behavior, “We apply high ethical standards to all our activities and decisions.
When seceding on the appropriate course of action, we take into account not only compliance with laws, rules and regulation, but also whether a decision or activity is consistent with our values of honesty, fairness and respect”. Furthermore, UBS assures that all the assets entrusted to them will be properly handled to prevent misuse of it. 2) Work Environment and Disciplinary Measures In view of financial fraud, UBS does not tolerate transgressions against the UBS code or any external governing policies and rules.
The bank empowers the management to be diligent to enforce these conducts, and that no one is above these disciplinary actions. Weightlessness are encouraged via an intranet site or hotlist to report unethical finds with a party not under the Jurisdiction of the employee’s superiors but within the authority of the bank anonymously. To encourage its employees, there is a compensation system in place to reward long-term performances and sustainable gains rather than short-term success. 3) Social Responsibility UBS promises to be a bank which is sustainable which cares for the society by protecting the environment.
In its business ventures it promises to consider the environmental risks. For industries looking for loans, UBS considers the environmental impacts before issuing out these loans so as to not encourage environmental degradation. After looking at the various promises UBS makes in its code of conduct, the following points will begin to look at the issues which UBS has encountered, and how they have kept true to their code of conduct. Seek Diabolic was born in Ghana but raised and educated in Britain. He worked as a trader in bank under the I-J investment banking arm.
He was termed the rising star within his department. However what came next for this young rising star of a trader was a shock to the entire bank, he lost $2. Ban worth of shareholder resources on unauthorized trades. Wasn’t there regulations preventing it? Didn’t the code of conduct promise proper handling of Bus’s assets? He first began his illicit deals in to the back office. This led to the back office being ignorant of the unauthorized trades as the regular books did not show it, instead, the profits were filed into a secret account called his Umbrella.
Diabolism’s desk colleagues admitted to being in the know of the secret accounts, and his two bosses did not enquire into the suspicion despite the daily trading maximums being exceeded. This breakdown in corporate beliefs at the managerial level led to the unethical trading arising within the ranks of the department, and it going by unnoticed. While the integrity of the individual must be questioned, the work culture of UBS could be a factor to encourage the individual to behave unethically. Since the incident, UBS has taken a few measures to facilitate the new risk management practices.
Firstly, the bank has taken step to refrain from proprietary trading. A bank would engage in proprietary trading as it benefits firms to make extra revenue. However, the disadvantage of imaging in this form of trading is that with high returns, often comes high risks. Conclusion In summary, how ethical management is derived has no hard and fast rule. However, implementations such as a Code of Conduct, or a company policy helps in setting the tone right within an organization. Through the paper, it is seen how ethical dilemmas can arise on an individual level or an organizational level.

Ethical Management

Managerial Skills – Essay.
This essay will argue that without good managerial skills, a business is far from becoming successful. Firstly, this essay will discuss the importance of: communicating with foreign colleagues, wielding dealt Influence and delving attention deliberately to enhance proficiency of the workers, Secondly, It will evaluate and analyses how effective the three skills are In today’s dynamic work environment. Based on some examples, the problems faced by managers will be transparent, and what precautions need to be taken should also be visible to help improve managerial skills.
Communication for managers is the most important skill managers need to adapt fore any other skill because, if a manager is not flawless in communicating with colleagues or workers, then simply a manager has failed to be a manager. Communication is essential for effective functioning in every part of an organization which will facilitate organizational success (Effective Communication in the workplace, 2012). For example, Millions, (2012), a Korean CEO running a software company In Shanghai Is facing difficulties In retailing the Chinese workers.
The mall problem faced by the CEO is language barrier so the decision- making process becomes tough for the CEO. Due to this effect, there will be an unskilled management team and this may result in boredom of the workers, delay in organizations project deadlines, reduced profits and lastly goodwill of the organization will be hampered. Without communication in today’s environment, managerial work is not tough, it’s merely impossible. Communication may be of two types, it may be verbal or non- verbal, managers need to be effective on both cases.

Managers should be able to communicate non-verbally as good as they may communicate verbally. This is because sometimes agreements between businesses are sometimes done non- urbanely, In this case managers should be able to set out clearly his requirements and the terms and conditions of the agreement and also understand clearly the opposing terms and conditions, otherwise the manager will cause a great mishap for the business and this will result in an adverse effect on reputation for the manager.
A When all members of a team, department, or organization are able to communicate effectively with each other and with people outside their group, they are much more likely to perform well. The successful manager, therefore, needs effective communication skills in order to have a good workplace, become successful and attain the goals of the organization. Even though communication is the most important factor for a success seeking manager, nowadays digital influence is also one of the main factors which need to be taken into consideration by the managers.
Technology in the workplace allows businesses to expand quickly and efficiently. Business technology such as video conferencing, social networks and virtual office technology has removed workplace boundaries that previously limited business expansion. With business technology, companies can target a wider customer base and grow to higher levels. A manager deeds to be flexible/adaptable to change in different environments (Required skills of a manager, 2012). A manager who is not familiar with latest technology, there will be less room for improvement for the organization.
Most work nowadays is being done electronically, data analysis is done electronically and because of technology, information has become readily available to make better decisions and improvements. Digital influence has actually reduced the per head workforce needed at an organization, this means, a work that used to take two to three people to get done now can be done by one person using a computer. Office technology saves time by speeding up the work flow process. Technology systems save space, paper and printing costs. The use of computer systems allow corrections to be made instantly.
Resources like electronic files and access to information technology are available with the click of a button. By reducing the number of workers and using more technology, expenses for the organizations will fall resulting in increased profits. Technology in the workplace practically eliminates space and time. Video conferencing technology lets businesses on any part of the globe interact with one another. Technology reduces travel costs because businesses can set up virtual meetings and distribute data without the need to be in the same room. Technology allows businesses to establish a global presence at a fraction of the cost.
Cromwell, (2009), sates a very important fact, ‘The role that technology plays for the business sector cannot be taken for granted. If we were to take away that technology trade and commerce, the world will come to a standstill and the global economy would collapse’. It is almost impossible to conduct a business without the use of technology. A simple example an be used, Dreamers, the founder and chief technology officer of Hubbubs (web marketing company) has 216,000 Linked group for entrepreneurs and 98,000 twitter followers. How is this relevant to digital influence?
Well, Dreamers uses his Linked members to get multi-rater feedback from other entrepreneurs for Stack overflow and also hosts Q community through where he gets valuable information for improvements. By doing this, Dreamers has managed to build his reputation, specialization and network position to one of the world’s best marketing company (3 Management Skills every 21st century manager needs, 2012). This is why digital influence is necessary for every manager to become successful and achieve the Lastly, dividing attention deliberately, in other words attention to detail is also important for managers.
At work places, people’s minds normally drift away, this is normal as our minds are meant to multi task. Research has shown that internal factors (business related stress) rather than external factors (social stress) cause distractions. How can this be resolved? Managers need to focus on detail and make a job as less stressful as possible for employers, like when an employee takes a break o use social networks like Backbone or Twitter at a workplace, normally managers don’t accept this type of behaviors, they consider it distracting. Actually, a study at the University of Melbourne of 300 students resulted in a really fascinating outcome.
It showed that even though people use internet at workplace for socializing, their productivity increases by 10% (3 Management Skills every 21st century manager needs, 2012). There are other ways managers could actually increase effectiveness to become successful. Managers could have regular meetings with staff members, insult why there is a lack of performance, create pairs of employees so they may double-check work for errors and also managers may provide incentives for toughness (How to improve attention to detail in employees, 2012).
Managers need to create a friendly environment for workers so they are not undermined by stress. Managers need to think from the organizations perspective, how the goals can be achieved and how effectively and efficiently they can be achieved. Managers to have a great skill for dividing attention deliberately, which is known as ‘Satisfying sessions’, this means choose the first satisfactory alternative that comes to their attention and allocate work accordingly (Shoehorning, p. 75).
Three major abilities managers need to consider in order to become successful: communicating effectively, technology innovation, and attention to detail. To conclude, managers who do not have the skills cited above will have a hard time in coping with the business world today, managers are responsible for making sure that this happens. If a team is working really hard but not delivering what is needed, then they are not effective. Effectiveness is measured by setting out clear objectives before work starts and then evaluating whether the objectives have been met or not.
Managers not only need to be good at what they do, but their level of communication should be high in order to be an effective manager and by acquiring the three key skills, managers are well set off to becoming prosperous. In management, operating in efficient and in effective ways is a key to good performance and to successfully reaching the goals set for the business. Looking at the interplay of the two characteristics can give a clear insight into the ideal behavior for a successful anger when faced with tasks which must be completed quickly, but also completed in such a way that the key goals are attained.

Managerial Skills – Essay

Watershed Management.
Society and Polity 2010 Watershed Management – A Hope for Sustainable Development Table of Contents Watershed2 Integrated Watershed Management2 Categorization of Watersheds2 Need for Watershed Management:3 Characteristics of Watershed Management:3 Successful case of Watershed management in Maharashtra3 Approaches/methods used for people’s participation4 Persuasion4 Gandhian Approach4 Creation of a common platform4 Selfless leadership5 Identification of the most pressing common problem5 Achievements at Ralegan Siddhi5 ————————————————-
Watershed Management: A Hope for Sustainable Development Watershed A Watershed is defined as a topographically delineated geographical area in which the entire run-off tends to converge, through the existing drainage system, to the common outlet of the area for subsequent disposal. In other words, a watershed is an independent drainage unit. Integrated Watershed Management It is the process of creating and implementing plans, programs, and projects to sustain and enhance watershed functions that affect the plant, animal, and human communities within a watershed boundary Categorization of Watersheds
Watersheds are categorized on the basis of the following criteria: * Based on Size: Based on size, the watersheds can be classified into micro, mini and large watersheds. The watersheds with area less than 500 ha are called as micro watersheds. The watersheds with area more than 500 ha but less than 2000 ha are called as mini watersheds. The watersheds with area more than 2000 ha are called as large watersheds. * Based on Drainage: Based on drainage, watersheds can be classified into drains and streams. Drains refer to the smaller water channels whereas streams refer to the larger water channels. Based on Shape: Based on shape, watersheds can be classified into two types namely fan-shaped and fern-shaped. Fan shaped watersheds are those which are circular or nearly circular in shape. Fern shaped watersheds are those which are elongated in shape. * Based on Other Criteria: Watersheds can also be classified according to other factors viz. altitude (high watersheds and flat watersheds), moisture content (arid watersheds and wet watersheds), type of soil (black-soil watersheds and red-soil watersheds), etc. Need for Watershed Management:

Watersheds are an asset and therefore they need to be managed properly so that we are able to utilize them in the years to come. They act as a source of water for the people living in and around watershed areas. They help in maintaining the nutrients of the soil, thereby supporting the agriculture sector to give a sustained yield. They also act as a good source of irrigation for the fields throughout the year. Since they support vegetation, they also help in reducing soil erosion as the roots of the vegetation hold together the top layer of the fertile soil.
They also help in the development of the forests as they act as good source of water for the forest flora and fauna. Objectives: * Water has multiples uses and must be managed in an integrated way. * Water should be managed at the lowest appropriate level. * Water allocation should take account of the interests of all who are affected. * Water should be recognised and treated as an economic good. Strategies: * A long term, viable sustainable future for basin stake holders. * Equitable access to water resources for water users. The application of principles of demand management for efficient utilisation. * Prevention of further environmental degradation (short term) and the restoration of degraded resources (long term). Characteristics of Watershed Management: * Allowing an adequate supply of water that is sustainable over many years. * Maintains water quality at level that meets government standards and other social water quality objectives. * Allows sustainable economic development over the short and long term. Successful case of Watershed management in Maharashtra Development fundamentally refers to human beings.
It should be a human experience to meet people’s physical, mental and emotional aspirations and potentials, not just in economic terms but should also lead to a sense of self-sufficiency and fulfilment. Ralegan Siddhi, often termed as an oasis of greenery surrounded by dry and bare hilly tracts is a unique example of transformation from poverty to plenty and a living model of people’s participation in natural resource management in a watershed. Ralegan Siddhi is a small village with an area of 982 ha in Parner county (taluka) of Ahmadnagar district, Maharashtra, India.
It is a drought-prone and resource poor area with annual rainfall ranging between 50-700 mm and temperature varying between 28°C and 44°C. The village is surrounded by small hillocks on the northeast and southern sides. The land is undulating and slopes vary from 3-15%. The 1991 Census enumerated a population of 1,982 living in 310 households (presently estimated to be around 325). The sex-ratio being 902 females per 1,000 males (1,029 in 1971; 1,013 in 1981). The continued decrease in the ratio is explained as the return of male folk to the village with improvement in the socio-economic conditions of the village.
Backward classes (scheduled castes and scheduled tribes) constitute only 14. 23% of the total population. Marathas of Khatri caste out-number other castes and constitute nearly two-third of the families. Among others are the backward castes including Mhar, Chamar, Bharhadi, Pardi, Sutar, Barber, Fishermen, Matang etc. By 1975, prior to intervention by Mr. Anna Hazare, the village had become quite notorious with all sorts of social evils, moral down fall and with badly shattered economic conditions. In general, the village presented the profile of a poverty-stricken and debt-ridden society.
Scarcity of water was key to distress which limited the prospects of agriculture. The water table was below 20 m, most of the wells used to dry up during summer and the drinking water had to be fetched from the neighbouring villages. The high rate of surface run off, due to high degree of slope and lack of vegetative cover had washed away the top fertile layer of the soils. Barely 20 ha of the village area was under irrigation. As a consequence the agricultural production was too meagre to support and sustain the livelihoods of the people particularly the resource poor farmers.
Not even 30% of the food grain requirements could be met from rain-fed mono-cropping practised in the village. Approaches/methods used for people’s participation The approaches/methods used by him for the participation of farmers in natural resource management works are highlighted below. Persuasion First of all, Anna went through a careful envisioning of the deteriorating situation in village life and decided to initiate through religion-moral undercurrent by persuading the people for reconstruction of Sant Yadava Baba temple.
But he failed to impress and influence the people at large, primarily because the people were too busy with their own business and the worldly affairs. Gandhian Approach The second step was to set up examples by self-practising rather than mere preaching as Mahatma Gandhi used to do. Initially it went on unnoticed but in due course it gathered momentum. Particularly, he tried to organize the youths of the village under ‘Tarun Mandal’ (youth organization). Besides, participation from all the sections of society was ensured and encouraged.
Creation of a common platform Keeping all the differences and disparities aside, a common platform and meeting ground was created in the form of Sant Yadav Baba’s temple. People started sitting in groups during evenings and discussing about the affairs of the village and common concern. Thus, the process of friendship, cooperation and communication started. Selfless leadership Anna himself invested all the money he had (Rs. 20,000) for purchasing building materials for the temple before asking others to contribute. Identification of the most pressing common problem
The main reason of disintegration, division and distress of the village society was the lack of a sound livelihood support system. The economy of the village was agrarian and shortage of water for irrigation was the major constraint to its development. Thus, assured availability of water was collectively identified as the top priority in a meeting of villagers. Achievements at Ralegan Siddhi Successful abolition of social evils like alcoholism, dowry, corruption and the caste system. These changes paved the way for positive steps to development.
Regeneration of watershed resources through people’s participation, a living example of watershed development and management. Development of agriculture and allied sectors by better farming practices and cropping patterns, judicious use of water by introducing drip irrigation system, yield enhancement etc. as a result the village where nearly three-fourth population was below poverty line, has become self sufficient and is surplus in food grains, today. Conclusion * Improving agricultural productivity. * Improving vegetative covers. * Increasing fodder & food availability. Reducing soil erosion & nutrient loss. * Improve water availability of surface & groundwater. * Enhancing quality of life among local communities.
The case study shows the success of Gandhian approach to people’s participation in watershed management. Since 1975, this has resulted into participation of all the 325 village families, renovation of a temple, stopping illicit liquor distillation, water harvesting in 4 small watersheds, construction of many check dams, plantation of five hundred thousand forest trees, controlled grazing, raising of ground water level rom 20 m depth to 6. 5 m, sale of onions worth Rs. 80 million in 1995 alone (exchange rate in June 1995 1 US$ = Rs. 31. 3), solar street lights, village toilets, biogas, organic farming, introduction of livestock, a full high school, institutionalization of decision making at village assembly level, local voluntary organizational capacity building, acceptance and application of voluntary code of conduct, formation of different action committees, etc. References

Watershed Management

In management woman beter than men.
Well friends, its not Important how many things are you managing at a time. Its Important how EFFICIeNTLY are you manning those things. Im not doubting on the capabilities of women. But I would like to discus here one condition. If a women faces some issues in her home. Will those issues be affecting the decision she will make in office afterwards. 2. Yes, women can manage better than man. They have equal abilities along with men. They can also tackle the situations better than men. They can take right decision in a right time. They have good leadership qualities. 3.
In my view. Women are the best managers. Women can handle the office work as well as household work equally… They take the right decisions at right time. But Men are physically tougher and the women are mentally tougher. 4. A women can be a good manager but the quality of the manager not depend on the gender. A person is good manager who have the skills to motivate the employs, give the direction and maintain the interest and to work with the employs in effectively and efficient manner. 5. Yes, women are better manger bozo they are hard work and they know their responsibilities. . Yes, Women are the best manager than men. Because they easily manage In both family as well as office. And also they have good leadership quality to run the team. 7. Women have different quality than men. Like they have patient, good time management skills and responsible. Men have deferent qualities than women. He can do the work at under pressure , he has daring. But Now days It Isn’t new to women are CEO or MD of an big organization. Here strange but true there are only couple of women. But almost 80% there are men. 8.
In my opinion , I will say that women are the good managers compare to men cause ,women have the capability of managing all the circumstances, they have their own planning of getting reed of any difficulties at any situation simply we can say that they are having more patience, women are having more guts to face any problem than men which helps the women to be grow better In way than the men. 9. Women are the good managers Bcc they know their responsibilities where men’s are Just need only enjoyment they don’t take life as serious but women take life as serious and they want to achieve something In life then men. 10.

Yes women are better managers than men’s because in today’s world there is lots 1 OFF their household work and also her professions work properly. 1 1 . Although women have good managerial skills. But social culture,traditions forces women to resort to accept these managerial skills in outside their home. So their efficiency deteriorate. So these issues forces women to be under men. 12. It is obvious that women are good managers than men not because only one point I. E; Patience but also because of the her capability of handling every situation, room household work, children, and maintaining her professional life without getting irritated.
But on the other hand men have the wonderful capacity of taking the frustration that comes along their way in their Job. 13. Well, woman are good in management. Women don’t take things personally, they are patient when taking their decision. 14. Human beings are good managers, what I mean to say is both are having that capabilities. We have so many examples for men as well as women managers the qualities that the peoples are having leads them as managers, managing the people s not an ordinary issue so it requires patience, good communication skills and leadership skills. 5. Obviously women are good managers than men. Women have so much of patience they manage both their personal life and there work perfectly while this cannot be done by men. Women will think twice before performing any action. Women has excellent management skills when compared to men. 16. No,this is not true because it is all about having the managerial skill. Just like all the 100 rupee notes have same value and same power but the owner of that 100 rupee note is the one who have it in his/her pocket.
So the one who have the skill will be considered as a good or better MANAGER. 17. Well, I do not agree with this statement. Cause its all about the managerial skill. Man or woman whoever has the capability of managing company. He/she can be chosen as manager. May be woman has some inborn skill. But practice makes a man perfect. Through some training process a man’s skill can be developed. So,its obvious for being a manager, we need skill of managing, proper planning, communication skill all those. 18. We can’t put example like Janis kiwi rant, Mrs.. Nadir Gandhi.
Those designations ere very different from present work scenario. Today a working has to travel a lot to reach office, taking proper care of kids, balancing her personal and professional life, managing social issues in her immediate society! Now because of these all circumstances its not possible for a woman to be perfect in each work she does. So if we look practically on this topic. One has to conclude by saying men are better 19. According to my views a man be the good manger , a woman manage the home doesn’t mean that she manages the company too.

In management woman beter than men

Chad Thomas operation management case.
What types of decisions must Chad Thomas make dally for his company’s operations to run effectively? Over the long run? To be best serve external customers, the types of decisions Chad Thomas must make daily for running the company’s operations effectively that are including capability planning, process Improvement, managing production and project, managing and scheduling resources and quality control. It is exciting to have the business expansion and increasing sales in order to gain profit. However, In this case, Shad’s Creative Concept does not have the capability to meet the soaring customer demand.
Thus, identifying the company’s capability and production bottleneck are most important and must be considering at first. Secondly, design new processes to optimize the firm’s capability and maximize the production level thereby to shorten the lead time in order to lower Inventory warehouse and handling cost. The third, project production plans in monthly, weekly and dally basis. The next, since the company’s resources are limited, therefore, Chad must make decisions on managing and scheduling the limited materials, equipment, other facilities and human resources. Allocate resources effectively to optimize the reduction process.
Finally, to be best serve and satisfy customers, avoid defected products from the mass production process, the performance and quality control must be tracking. In addition, Chad might to think about to hire more staffs and rent a cheaper warehouse to handle the current problems. Over the long run, Chad must make visionary corporation strategy and the following production strategy. Maintaining the company’s existing capabilities and develop new capabilities to best serve customers. Expand the business by hiring another production team to concentrate to the standard line of furniture.

Expand the company’s facilities and managing resources, scheduling staff and make work plan. Measure the product quality, control the lead time and ensure to meet delivery schedule and customer satisfaction. 2. How did sales and marketing affect operations when they began to sell standard pieces to retail outlets? Due to Limited capableness of the company In the resource-poor setting, the operation of the company was affected by the sales and marketing when Chad creative concept began to sell standard pieces to retail outlets. The company’s production capability cannot meet the Increasing sales and marketing expansion.
This result has been leading the company’s product lead time increase by both the custom and standard line furniture. In addition, the company has to deal with the in process materials, and unfinished products by renting the expensive would affect the operation are the performance and quality control. This would be happened because the huge work load, tight production schedule and poor human resources, and this resulted in poor product quality and defected products. 3. How has the move to producing standard furniture affected the company’s financial structure?
Since the limited production capability is difficult to handle the increasing sales, order and huge customer demand. Many of the production plans cannot meet the schedule due to the shortage of experiences workers. There are more and more in process products and materials overstock in the plant and rented public warehouse which cannot meet the schedule to delivery to the customers. This result in a diminishing turnover of capital and therefore affect the company’s finance structure. 4. What might Chad Thomas have done differently to avoid some of the problems he now faces?
In order to avoid the current problems he facing right now, Chad might identify the plant’s production capability first and therefore to make an effective sales, order and production plan in the existing capability setting. The other alternative is to expand the business by purchasing more facilities, equipment and hiring more employees. Separate the custom and standard line furniture by funding another production team to concentrate on the standard line furniture. Hire an independent consultant in the plant to make wise advice for him. Find an cheaper warehouse therefore to cut the cost.

Chad Thomas operation management case

Sports management.
Sports management in schools is a very vital discipline whose role is to ensure that sports participants are well versed with the rules associated with a particular event. Sports in the United States are organized according to the rules and regulations that are set for national and State sports management and organization. Sports and game activities in the State of Florida are organized under the rule of Florida High School Athletic Association (FHSAA). It is unfortunate that if an AD is not familiar with the rules and regulations governing their State’s sporting activities they may end up not taking part in the sporting activities.

It is therefore important that all scholars, sports participants and school leaders as well as the society get awareness of the rules and regulations governing sporting activities in their States as well as the whole of the United States. Florida is a State that has been fully dedicated to providing the best possible educational services to her youth at different levels of academics. FHSAA was formed in 1920. The first group of school to unite and form the FHSAA included 29 principals of schools.

Their first meeting was held at Florida University, (Gibson, et. al. 2002). “Since its formation it works hand in hand with member school in administering the best requirement in both academics and sports. In 1997 FHSAA was given statutory recognition by the Florida Legislature. The body was fully recognized as Florida’s interscholastic athletics organizing body. FHSAA has grown over time and currently it comprises of a membership of 748 schools. FHSAA seeks to promote, control, direct and supervise interscholastic athletics programs for member school.
The body establishes and maintains the rules and regulations that must be adhered to by the high school during sports to better education promotion. More so, the body cooperates closely with “Florida Department of Education” towards the development of athletic programs and promotion of sportsmanship in addition to teamwork participation among the students. Policy making and implementation that safeguards the wellbeing of all players and school athletics management is the role of FHSAA. This organization basically ensures that the high school student acquire equitable and fair participation in sporting activities.
The association offers championship sponsorship programs in which at least 720 student from 108 teams participate in athletic activities with the majority getting championship crowns for the year. FHSAA is dedicated to form leaders from the schools in which about 800,000 students have the opportunity of being trained as leaders, good citizenship codes and sportsmanship every year, (Gems, 2006). There are rules and regulation associated to the organization. FHSAA ensures that it upholds the legislative rules of Florida Legislature as well as to enforce eligibility regulations set by member schools to ensure fair and equitable competition.
Eligibility of participants is set according to certain levels of physical fitness, amateurism, academic status, attendance, and sportsmanship capability, participation frequency not forgetting the transfer cases associated to a student. Although the set rules and regulations apply to all students, changes may be achieved depending on the level of the school that request for the adjustment upon recommendation by the respective board representatives. The structure of FHSAA is formed of several leadership levels.
Any school; public and private, that wishes to subscribe to the rules and regulation of the Department of Education of Florida as well as FHSAA is a potential member. FHSAA is managed by a board of directors; 16 members, representative assembly of members (more than 60), advisory committee and appeals committee of 5 members. All of these organizational officers have different roles in policy formulation and implementation. The policy formulation process in the organization is admirable for the fact that all stakeholders at different levels including the student are part of decision making and policy formulation.
It is worth noting that the FHSAA is a subscriber of the national interscholastic laws as applied by the legislature and National Collegiate Athletic Association (NCAA) thus upholding the title 9 rules of gender balance in athletics. This rule allows each gender to play separately for boys and girls teams and encourages more female representation that in the past. Players may also be regulated according to their stature, body strength, age such that if a team is endangered by the presence of that particular player he/she may be barred from participation, (Burton, 2009).
If player are suspected of any substance and drug abuse within the sporting arena they are faced with automatic disqualification unless they are proven innocent after extermination. At present most players are using drug like steroids, heroine, cocaine among others to enable them compete their peers. Unfortunately, the laws and rules that have been put in place by the interscholastic and intercollegiate sports managers and policy makers in the State of Florida are tough and will not allow any drug abusers to thrive in game and sports at any cost.
Safety of players is ensured through a set of governing rules that advocate for single sex teams especially for players within and past puberty. In addition the FHSAA ensures that before athletics and sporting events are held the host complies with the set standards. For example, appropriate equipment, supply of necessities, there should be set time for practice in the schools plus appropriate schedule for different events. Availability of team coaches is an important factor in organization of any sporting activity.
Appropriate health facilities and support services must be provided. Students for different schools must be recruited according to the set standards. Despite the fact the Florida High school Athletics Association is a nonprofit making organization aimed at promoting the welfare of interscholastic sports, it may not be left behind in politics of sporting professionalism. Controversies are always on board when ever professionals meet. For example, national teams are currently facing a controversy on mobility of sports franchise by professionals.
The FHSAA is faced with leadership and policy making controversy. Money issues can not be left behind. Funding sports is not an easy task since it often gives leaders a hard time yet at the end of it all they are face with complains of missing items during certain events, (Staurowsky, & Sack, 1998). Allocation of awards is usually another hectic job for the organizers since they have to ensure that the best player gets the best prizes and the lowest a lower price.
Amateur athlete must also be awarded a prize for their effort if not performance. This motivates them to improve in the sport in future. FHSAA has always ensure sufficient communication technique through its website, newspapers, magazines and other forms of media to keep the school heads and sports administrators informed of its requirements. FHSAA has awards for both best academicians and athletes. For instance, the “FHSAA academic Team Champion Program” awards the best team in terms of cumulative average grade.
The Sportsmanship awards, Sunshine Cup awards are also good example of awards offered by FHSAA in its strive to maintain both academic Excellency and sports performance. In conclusion, the FHSAA is one of the most adorable and organized sports associations of the world due to the good work it does in school within Florida. Its main role is to produce team leaders and managers after school. The policy formulation process in FHSAA is all inclusive and worth emulation by others organizations who just dictate policies to their juniors. References Burton, L. J.
(2009). A Reinvigorated Call for Support of Title IX at the High School Level. The Journal of Physical Education, Recreation, & Dance. Vol. 80. Gems, R. G. (2006). The Athletic Crusade: Sport and American Cultural Imperialism. University of Nebraska Press. Gibson, H. , Willming, C. , & Holdnak, A. (2002). “We’re Gators. Not Just Gator Fans”: Serious Leisure and University of Florida Football. Journal of Leisure Research . Vol. 34 Staurowsky J. E. & Sack A. L. (1998) College Athletics for Hire: The Evolution and legacy of the NCAA’s Amateur Myth . Krieger.

Sports management

Using Two Contrasting Case Studies, Discuss Management Schemes.
Using two contrasting case studies, discuss management schemes in fragile environments. A fragile environment is when there the balance between climate, soils, vegetation, animal life and people could easily be upset and the ecosystem destroyed. In order to maintain a fragile environment dynamic sustainability needs to be established. An example of a fragile environment is the Serengeti National Park and Jau National Park. The Serengeti National Park is situated in the Tropical Grassland biome. This means that it has temperatures are high throughout the year averaging at around 28OC.
There are wet and dry seasons due to the movement of the ITCZ (Inter Tropical Conversion Zone). In the Serengeti there are long periods of drought during the dry season and during the wet season convectional rainfall results in heavy downpours. In the Serengeti management schemes are essential in order to maintain the ecosystem. One way that the ecosystem is maintained is through monitoring and controlling the number of elephants and fires within the ecosystem. In the past fires and elephants have shaped the ecosystem.
They both affect the vegetation within the Serengeti as they can destroy it. Elephants eat the tress and fires burn them into ash. The elephants and fires need to be controlled because if there are too many elephants or fires then the number of trees in the Serengeti will decrease but if there is not enough of them then again the ecosystem will change as they control the establishment of trees. Fire is monitored and controlled through the Park Ecology Department who ensure that there is enough fire but that they do not get out of hand.

The Serengeti is also managed by having a top-down approach to management where the park authorities co-operate with the Masai (indigenous people in the Serengeti). There is a game management strategy, which means that the Masai who live around the edge of the park are able to some controlled and licensed hunting of game so they do not hunt to much and endanger the animals there. This means that the hunting that the Masai do controls the herds, keeping them in balance with the grassland resources.
Hunting can stop the tendency to overgraze the area that can arise if the number of animals grows too high. The Serengeti also uses a strategy when it comes to the use of land. In order to maintain a balance between crop production for the animals and the local people the authorities have zoned the areas so that there is enough grazing land, and enough space in areas around the park for growing crops. The Jau National Park differs from the Serengeti as it has a double maxima of rainfall.
The National Park has very low annual temperature range with the temperature being between 26OC and 27OC throughout the year. The ecosystem contains three main vegetation types: dense tropical forest, seasonally flooded forest and dry shrub woodland. The Jau National Park also has management schemes in place in order to conserve the ecosystem. Jau National Park is one of the few conservation units in the Brazilian Amazon with a management plan that is both compete and being implemented.
To integrate local residents with conservation initiatives within the Park there are periodic meetings with residents to disseminate planning decisions, provide training for environmental education professionals and research on the economic valuation of natural resources. The management plan has three phases: I: protection, minimizing of impacts and integration with neighbors; II: research into and protection of biodiversity; III: specific activities. Jau National Park has a zoning plan in place with four management zones: 1.
Primitive – where there is minimum intervention and maximum protection. Nothing is done to the area and it is left to have its natural vegetation and animal species. 2. Extensive use – some human activity. This is where small tribes of indigenous people are allowed to live their chosen lifestyle in the area. 3. Intensive use – already altered by humans. This is where farming is allowed. 4. Special use – the park services core – this is where hotels and buildings are with toilets etc.

Using Two Contrasting Case Studies, Discuss Management Schemes

Operations and IT Management.
Information life cycle management (ILM) is the inclusive management approach of the flow of an information system’s data from the time it is created and in the initial storage stages to the time it becomes of no use or deleted. ILM facilitates for a more sophisticated storage management criterion. This data management approach allows new and frequently accessed data to be stored faster though in a slower device. In the storage industry, ILM has proven to be the catchphrase. This is because of the implementation of the new rules, regulations and other strategies for recovering disaster that face stored information.
These rules and data recovery methodologies have greatly assisted the information technology (IT) professionals experience the minimum management difficulties and also adhere, to the latter, the earlier stated new standards of the ILM approach. Since operations managers are concerned with the ways and procedures in which data is used while the IT managers deal with the storage and maintenance of these data, more often than not, differences arise between them. In remedying this, ILM has played a vital role in building a technological rapport between these personnel.
ILM is capable of achieving this through its ability to combine various processes and technologies which are the major determinants of the flow of data via the network environment. These technologies include assessment, classification, socialization, review and automation (Duplessie, Marrone, Kenniston, 2003). During the assessment phase, the IT managers are in a position to utilize the storage resource management (SRM) mechanisms in their efforts to determine what data is stored where within their storage devices.

Reports from the SRM tools help the IT managers understand the data usage prototypes by the operations managers thus easing their task to defragment the storage device appropriately for maximum utilization and also cut down the cost implications associated. Operations managers are the in-charges of the data usage in the various departments and are obliged to report the patterns of the data usage and the criticality of these data to the IT managers. Read also the Abco company manufactures electrical assemblies
This helps the IT personnel to prioritize the data on the basis of the prerequisites of the business hence creating a good social understanding between these managers. At this socialization stage, both the IT and the operations managers work together to classify the data on the bases of type, age, organization and value (Duplessie, Marrone, Kenniston, 2003). The IT department will therefore have been aided to rationally establish the ILM policies and standards.
Moreover, this managers’ collaboration avoids files duplications, excess capacities in either department or even the existed of unnecessary file in the storage devices. Classified data helps in determining the storage location and also eases its retrieval thus fostering the data automation process. Based on the users defined data retrieval policies, automation through Automated Data Migration (ADM) tools facilitates the transfers of data from one storage location to another and also from one user to the other.
This process saves storage and data migration costs by optimizing the resources for storage according to the data value. Additionally, automation boosts data disaster recovery thus ensuring the continuity of the business (Duplessie, Marrone, Kenniston, 2003). Therefore in conclusion, ILM gives remedies to pressing organizational challenges such as ineffective utilization of the storage devices, the cost implications of the storage, disaster recovery and the management of the storage to avoid data replications.
Since these are the conflict grounds for the IT and the operations managers, once solved makes these officials to be at peace and run the business smoothly.
References
Duplessie, S. , Marrone, N. & Kenniston, S. (2003). The New Buzzwords: Information Lifecycle Management.

Operations and IT Management