Psychological, Physical and Mental Burdens of the Troops...

Most authors who write about war stories write vividly; this is the same with Tim O’Brien as he describes the lives of the soldiers by using his own experiences as knowledge. In his short story â€Å"The Things They Carried† he skillfully reveals realistic scenes that portray psychological, physical and mental burdens carried by every soldier. He illustrates these burdens by discussing the weights that the soldiers carry, their psychological stress and the mental stress they have to undergo as each of them endure the harshness and ambiguity of the Vietnam War. One question we have to ask ourselves is if the three kinds of burdens carried by the soldier’s are equal in size? â€Å"As if in slow motion, frame by frame, the world would take on the old†¦show more content†¦Dobbins the biggest man carries the M-60 machine gun that ways twenty three pounds and additionally he carries fifteen pounds of ammunition draped across his upper body. The soldiers also carry dead bodies when necessary, for example they carry Lavender’s body across to the field to wait for the helicopter â€Å"He was dead weight† (71). The term used by the soldiers to carry something was â€Å"hump† which symbolizes an obstacle. â€Å"In it’s transitive form, to hump meant to walk, or to march, but it implied burdens far beyond the intransitive† (69). To comfort themselves they carried items such as canned peaches, toothbrush, tranquilizers, diary, condoms and an old hunting hatchet. When the men discarded some of the weight, they knew of only two ways. The first is by throwing away weight while on marches. †They would often discard things along the route of the march† (71), the soldiers would do this because they knew that helicopters would always come with fresh supplies. The second method is to die on the field. â€Å"Go limp and tumble to the ground and let the muscles unwind and not speak and not budge...† (81). Mental problems are burdensome for the soldiers, since these burdens cannot be extinguished. When soldiers are at war they are surrounded by responsibility, death and destruction. Adding to all thisShow MoreRelatedThe Effect of Vietnam War on the Soldiers1679 Words   |  7 Pages The Vietnam War was the longest and the most unpopular American war of the twentieth century. The United States was involve in the Vietnam from 1944 to 1973, but it was only during the last years that the U.S deployed ground troops (Lawrence 1). For the first time the United states was the aggressor. Vietnam is situated thousands of miles from the United States, so Vietnam was not a direct threat to the United States’ safety. The Vietnam leader Ho Chi Minh seem to look up to the United States,Read More The Burdens of Lt. Jimmy Cross in Tim OBriens Story The Things They Carried1615 Words   |  7 PagesThe Burdens of Lt. 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Sample Marketing Plan Free Essays

string(35) " involves thousands of volunteers\." Plan Outline * 1. 0 Executive Summary * 2. 0 Situation Analysis * 3. We will write a custom essay sample on Sample Marketing Plan or any similar topic only for you Order Now 0 Marketing Strategy * 4. 0 Marketing Mix * Pricing * Promotion * Advertising * Public Relations * Direct Marketing * Web Plan * Website Goals * Website Marketing Strategy * Development Requirements * Website Milestones * Implementation Schedule * Milestones * Funding Plan * Funding Strategy * Funding Process * Funding Account Plan * Funding Pipeline * 5. 0 Financials * 6. 0 Controls Executive Summary 1. 0 Executive Summary All4Sports is a tax-exempt not-for-profit organization that provides the community with a complete youth sports program. All4Sports offers participants from kindergarten to high school positive learning and team experiences along with the opportunity to create life-long memories. All4Sports continues to be the premier provider of youth sports experiences, and seeks to make this experience affordable and available for all interested participants. This is done through a series of successful undraising activities, the role of the fundraising Foundation, and a solid financial approach to managing these resources. All4Sports now serves more than 24,000 participants in seven sports throughout the Jackson County area with additional youth participating on an out-of-district basis. Ongoing efforts are in place to continue to improve the quality and integrity of the program. The success of these efforts has been documented through studies that confirm the positive perception of the program wi thin the Jackson County area. Major challenges face All4Sports for the future. These include the uncertainties brought on by property tax changes, facility and capital requirements, the impact of alternative programs, and volunteer training and educational needs, to name a few. The Board of Directors, staff, and volunteers continue to work toward providing a quality experience in the most effective and efficient manner possible with optimism for the future of this exceptional organization. Situation Analysis 2. 0 Situation Analysis The need for youth sports programs is validated and magnified by information that attributes long-term value to participants in these programs. Numerous studies document the direct value of youth participation in sports. These studies indicate a direct correlation demonstrating that involvement in sports results in reducing the potential to become involved in drugs, sex, crime, and gang-related behaviors. Research indicates the economic, social and personal value of â€Å"investing† in the lives of children in a positive and constructive manner avoids the social and penal system costs that may later result. To meet this need, All4Sports offers an experience that serves as a personal â€Å"sports reference† for participants throughout their lives. These important benefits continue to validate the All4Sports concept. 2. 1 Market Needs The initial reasons for All4Sports remain constant. School-sponsored sports programs are severely limited in terms of age and range of events. Based on a recent study, 59% of the people in the Jackson County area surveyed believe the public school system fails to meet their sports experience expectations. Driven by economics, most notably with the passage of state legislation limiting school funding, many sports programs have not survived increasing economic pressures on the public school system. Property tax modifications may further impede the public school system’s ability to offer any more than the most basic classroom experiences. All4Sports seeks to serve all interested children from kindergarten through high school regardless of what the school they attend offers. There are absolutely no expectations regarding skill or experience, only the desire to participate. The All4Sports program is orchestrated to make this experience as accessible and affordable as possible to this audience. 2. 2 The Market All4Sports provides valuable team and social experiences for the increasing population of public, private, and home-schooled youth. All4Sports offers young people the opportunity to participate in a variety of team sports throughout the calendar year. Beginning in kindergarten, these experiences provide a source of recreation and simultaneously improve athletic skills, health and fitness as they offer experiences in teamwork, sportsmanship, fair play, cooperation and leadership. Increased self confidence is just one of the many intangible benefits this program offers. Market Analysis Market Analysis| | 2006| 2007| 2008| 2009| 2010| | Potential Customers| Growth| | | | | | CAGR| Public School Students| 6%| 1,947| 2,064| 2,188| 2,319| 2,458| 6. 00%| Private School Students| 9%| 388| 423| 461| 502| 547| 8. 97%| Home School Students| 17%| 107| 125| 146| 171| 200| 16. 93%| Total| 7. 03%| 2,442| 2,612| 2,795| 2,992| 3,205| 7. 03%| Market Analysis (Pie) 2. 2. 1 Market Demographics Market Ge ographics – All4Sports serves the Jackson County area with a total population in excess of 170,000 people. With a majority of participants from Medford, the program also has participation from surrounding communities, ncluding Central Point, Jacksonville, White City, and Ashland. Market Demographics – An estimated 45% of households in this area contain children under the age of 18. Each of these households averages 2. 1 children. Therefore, an estimated 39,000 children under the age of 18 are potential All4Sports participants. This number is determined annually from grade school enrollment within the areas served. Past data indicates that the highest level of participation occurs after Grade 2. Participation begins to drop in the middle school years, with a significant reduction in participation at Grade 9. A total of 59% of the participants are male and 41% female. Boys dominate football and girls dominate volleyball. These percentages constantly change due to trends in choice of sports, other alternatives offered in the market place, and other factors impacting participation and availability of these experiences. Market Psychographics – One of the most typical profiles of families interested in this type of program can be described by the following: * The parent/guardian works full-time in a traditional â€Å"8 to 5† schedule. * They have more than one child living at home. They are relatively active in their child’s life, but feel they have limited time. * They value the physical and social experience their child receives more than actual sports and skill-development aspects of the experience. Market Behaviors – All4Sports continues to enjoy a positive perception within the community. Studies report solid support of the concept and purpose of the organizat ion and an awareness of the problems inherent in a program that involves thousands of volunteers. You read "Sample Marketing Plan" in category "Marketing" Based on recently conducted research, more than 86% of the population in Jackson County area has some awareness of All4Sports. Most people report they are familiar with All4Sports through knowing a young person who has participated in an All4Sports program. Individual awareness levels are highest among adults in the 25-54 age range, and business owners and managers have a 93% awareness level. More than 82% of this group considers our program to have a positive influence on youth and a potential deterrent to violence and other anti-social behavior. This is one of the primary reasons people continue to support this program. Market Demographics Market Demographics| | | | | | Market Segments| Everyone gets to play! | Dominant Gender| Lead Sport| Multi-Programs| Out-of-Area| Public School Students| Be part of the competition! | Male 51%| Soccer| 0. 12| 0. 05| Private School Students| Join the team! | Male 54%| Basketball| 0. 28| 0. 08| Home School Students| Grade 1-12| Female 52%| Soccer| 0. 54| 0. 14| 2. 2. 2 Market Trends The significant market trends are as follows: * Diminishing financial support at all grade levels form public schools to facilitate sports activities for students. Increasing demands from children and their families to offer sports experiences at early ages, beginning at kindergarten. * Heightened awareness of the positive correlation with involvement in sports and reduced potential for involvement in violent activities. * Increasing interest from corporations to sponsor and support these types of community activities when they receive attribution for this involvement. Market Analysis (Trends) 2. 2. 3 Market Growth The program has experienced an average annual participation growth rate of 6% for the past five years. This is indicative of the growing needs of the market we serve. Based on school attendance projections, we expect to experience increased participation growth between 9% and 11% annually over the next three years. The most dramatic growth is expected in the soccer programs, which have an equal mix of boys and girls, with relatively static participation expected in most other sports. These trends are monitored, and to the degree possible, used to help predict future program demands. Market Analysis (C. A. G. R) 2. 3 The Company All4Sports is a tax-exempt, not-for-profit organization dedicated to presenting sports opportunities that are an integral part of each participant’s learning experience. This is done with the belief that every child should be able to participate in the program of his or her choice regardless of race, religion, creed, gender, ability, or financial status. This spirit is fostered in an environment where everyone has a chance to play and learn, regardless of skill. All4Sports’ long-term goal is to give its participants positive life-long memories of their youth sports experience. . 3. 1 Mission All4Sports is dedicated to providing all youth with the highest quality education and team experience through sports participation. Participants are treated with respect through the opportunity to experience growth in the areas of interacting with others, teamwork, sportsmanship, fair play, and skill development. The goal is to create a positive environment that fosters improved sel f-confidence and self-esteem through experiences in sports activities. 2. 3. 2 Service Offering The â€Å"All4Sports experience† is designed to offer the following to each participant:. Recreation through participation in organized team sports. * The opportunity to learn and experience a variety of sports. * A means to improve athletic skills. * A means to learn teamwork, sportsmanship, and fair play. * A source of fun and enjoyment to enrich their lives. * An opportunity to enhance their health and fitness. The parents and guardians of the participants also realize benefits. They are able to offer their children a positive, well-supervised experience as they learn the skills described above that does not necessarily require their time. 2. 3. 3 Positioning All4Sports offers a unique experience for children that want to to have an enjoyable sports experience. All youth between the ages of 5 and 18 can participate in one or more sports throughout the year. Their participation is not dependent upon their previous experience, skill level, or athletic ability. Everyone can play. The breadth, depth and overall quality of the sports experience we offer cannot be matched within our market. We work with parents and guardians to add to their child’s sports experiences. All4Sports exists to create a cherished childhood memory for each participant. . 3. 4 SWOT Summary The following outlines the most significant strengths and weaknesses internal to All4Sports, and the opportunities and threats that exist in our environment. Our objective is to leverage our strengths to take advantage of the opportunities our market presents, develop those areas that are weaknesses, and devise contingency plans to address threats if those should become a real ity. 2. 3. 4. 1 Strengths The following outlines key strengths of the organization: Program Reputation – All4Sports is considered to be the premier choice for youth sports related experiences. There is now a generation of participants that send their children to participate in the program. Donor Base – We have developed a stable and loyal donor base from both private and corporate sources. Facilities Relationships – We depend on access to athletic facilities including gyms, soccer fields, football fields, softball and baseball fields. Close relationships and reciprocal maintenance agreements with public and private schools and church facilities are an invaluable asset to the organization. The Internet – Our website, www. all4sports. om, promises to be a significant technological solution for All4Sports in the area of registration, communication, and information delivery. The website has demonstrated the ability to provide more extensive and current information at reduced costs. We can reduce the need for printed materials, voice mail communication equipment, and staff payroll time. It has also allowed us to reallocate volunteer hours to better serve ou r program. 2. 3. 4. 2 Weaknesses Capital Requirements – All4Sports continues to make impressive improvements in the management of financial resources. Additional funds are needed to maintain the quality of the experiences offered and meet future program demands. The Fundraising Foundation’s strategy is to provide significant financial resources for All4Sports. The future depends on these resources in addition to revenues from participants and traditional fundraising events. Facilities – Our need for facilities is growing beyond what is now available. This is one of the most urgent challenges facing All4Sports. This essential component is threatened from several aspects. Increasing program needs, combined with recent restrictions and fees for the use of public school facilities, is an issue. Indoor facilities are virtually at capacity for basketball and volleyball games and tournaments. They are insufficient to support flexible and convenient practice schedules. Outdoor facilities are adequate, but the increasing demands of soccer presents concerns in this area as well. New and innovative alternatives must be explored and implemented to provide additional facilities to support the demands of the program. One alternative is to form â€Å"alliances† with public facilities to take on the management and maintenance of these facilities in exchange for scheduled use. Other potential options may include establishing relationships with private schools, churches and other institutions with available gym space. For example, successful experiences have occurred where All4Sports has taken the lead in the development and maintenance of outdoor fields on property owned by other not-for-profit organizations. Training and Education for Coaches and Officials – Individuals often have their first coaching experience with All4Sports. This presents the need to adequately train these individuals to enable them to better understand All4Sports’ philosophy, their responsibilities, potential liability issues, and appropriate behavior with participants. A more positive experience for participants, coaches and officials with an increased awareness of responsibilities are some of the goals. The resource demands of this training effort are tremendous. Staff Challenges and Attrition – The All4Sports’ staff experiences tremendous pressure due to workloads, dealing with parents, and addressing the issues of the program. These factors, combined with concerns regarding compensation, have resulted in undesirable turnover in important positions. 2. 3. 4. 3 Opportunities All4Sports competes for resources in a community with a high number of not-for-profit organizations per capita. Numerous organizations target personal and corporate dollars to augment other revenue sources. Based on this challenge, All4Sports must continue to demonstrate that it successfully offers a meaningful experience to participants, with short and long-term benefits, in a manner that effectively meets community needs. The following summarizes potential opportunities: Geographic Serving Area Issues – All4Sports continues to be a precedent-setting organization that attracts attention from surrounding communities. Decisions regarding the serving area will impact financial requirements and potentially open new revenue opportunities. This growth strategy must be managed and orchestrated in a manner that will add strength to the program. Soccer Interest – Soccer is the single fastest growing sport in terms of participation. With some participation trade-offs with boy’s football, this increasing interest in soccer is the most predominant reason for program growth and has added a more even balance to gender participation. There is an increasing demand for indoor soccer programs. Program Expansion – Program expansion also requires consideration and evaluation. This may include adding sports to the current venue or looking at offering these sports to older age groups, potentially including adult sports programs. Community Education – All4Sports must continue to tell its story to the community it serves. This message is one that reinforces the philosophy and the purpose for its existence. A well-informed community may effectively ensure public facilities are available for use based on reasonable expectations placed on All4Sports. 2. 3. 4. 4 Threats The major challenges All4Sports currently face include the following:. Property Tax Changes – The impact of property tax modifications on the public school systems, their support of sports programs, and their willingness to provide their facilities for use by All4Sports has not been determined. The precise ramifications of this measure may not be known for months, but all potential outcomes must be considered as plans are made for the coming year. Alternative Programs – The increasing impact from other programs, ranging from organization-sponsored to club sports, poses a threat to a segment of All4Sports’ market. These organizations target the highly skilled and committed players and coaches and are eroding the depth and breadth of All4Sports’ participant and coach resources. Legal and Liability Issues – All4Sports continues to be exposed to liability issues in many aspects of the experience it provides. The potential concerns range from health and safety issues to various forms of verbal or physical abuse. In an increasingly litigious society, there is always potential for legal action. The â€Å"Elite/Advanced† Sports Dilemma – Providing competitive environments for athletes with higher skill levels who seek to be in an intentionally competitive arena is in question. The threat of not offering this option is that these athletes may be drawn away from All4Sports by alternative programs. Some of the most highly trained and experienced coaches can also be attracted to these other programs. This issue challenges some of All4Sports’ most basic philosophies. 2. 4 Competition A number of other programs offer youth sports experiences. None of these programs offers the extensive range of experiences or infrastructure of All4Sports. Some programs do, however, offer specific attributes some participants and parents find attractive. This is particularly true for those who seek a higher level of competition and competitive screening of participants. 2. 4. 1 Direct Competition Direct competitors to All4Sports include: * Babe Ruth Baseball/American Legion Baseball Southern Oregon Volleyball * Rogue Valley Athletic Club Volleyball * AAU Basketball * YMCA Basketball * ASA Softball * Oregon Youth Soccer * AYSO Soccer * National Gymnastics Academy Other programs are also available through schools and other organizations. Although some variables are now in place, there are questions regarding the future of indoor soccer organizations. All4Sports possesses a commanding percentage of the total market share. This is based on the estimated number of participants compared to participation levels in other programs, both public and private. This share percentage drops in high school due to increased competition from other organizations as well as in-school programs offered through the public school system. Growth and Share Analysis Growth and Share| | | | | Competitor| Price| Growth Rate| Market Share| All4Sports| $85| 7%| 75%| Babe Ruth Baseball| $120| 3%| 2%| So. Oregon Volleyball| $150| 5%| 3%| AAU Basketball| $90| 4%| 5%| ASA Softball| $95| 2%| 5%| Oregon Youth Soccer| $110| 22%| 4%| AYSO Soccer| $105| 22%| 5%| | | | | Average| $107. 86| 9. 29%| 14. 14%| Total| $755. 00| 65. 00%| 99. 00%| Competitive Analysis Competitive Analysis| | | | | | | | #1| #2| #3| #4| #5| #6| Competitor| Babe Ruth Baseball| So. Ore. Volleyball| AAU Basketball| ASA Softball| Or. Youth Soccer| AYSO Soccer| | | | | | | | Product and/or Service| Babe Ruth Baseball| So. Ore. Volleyball| AAU Basketball| ASA Softball| Or. Youth Soccer| AYSO Soccer| Quality| 6| 7| 6| 5| 8| 8| Selection| 3| 3| 3| 3| 3| 3| Price| 7| 2| 7| 6| 8| 7| Scheduling| 6| 3| 8 | 9| 7| 6| | | | | | | | Location and Physical Appearance| Babe Ruth Baseball| So. Ore. Volleyball| AAU Basketball| ASA Softball| Or. Youth Soccer| AYSO Soccer| Facilities| 8| 4| 5| 6| 8| 4| Equipment| 4| 4| 6| 7| 5| 6| Coaching| 8| 5| 5| 9| 4| 5| Convenience Factors| 6| 6| 7| 8| 2| 8| Other| 0| 0| 0| 0| 0| 0| | | | | | | | Added Value Factors| Babe Ruth Baseball| So. Ore. Volleyball| AAU Basketball| ASA Softball| Or. Youth Soccer| AYSO Soccer| Parent/Guardian Communication| 2| 5| 5| 8| 5| 6| Experience| 4| 7| 7| 6| 3| 8| Expertise| 5| 6| 5| 6| 3| 9| Reputation| 6| 8| 7| 9| 5| 9| Image| 6| 6| 6| 9| 6| 6| Stability| 3| 5| 5| 6| 5| 6| Strategic Alliances| 2| 2| 2| 6| 8| 5| Other| 0| 0| 0| 0| 0| 0| | | | | | | | Other Marketing Activities| Babe Ruth Baseball| So. Ore. Volleyball| AAU Basketball| ASA Softball| Or. Youth Soccer| AYSO Soccer| Communications| 5| 5| 5| 5| 5| 5| Scholarships| 2| 8| 5| 4| 4| 6| Promotion| 2| 8| 2| 5| 4| 6| Facilitiy Relationships| 9| 5| 6| 9| 9| 5| Loyalty Components| 5| 5| 6| 8| 9| 9| Other| 0| 0| 0| 0| 0| 0| Total| 99| 104| 108| 134| 111| 127| Competitor by Growth and Share 2. 4. 2 Indirect Competition In a broad sense, All4Sports competes with all other after-school and extracurricular programs that do not involve sports. School theater programs and local arts programs compete for attendance to their programs and funding from parents and other organizations. While All4Sports does not predict a change in popularity of sports and the percentage of students who participate in sports programs in comparison to arts programs, it is a possibility in the future that trends could favor these alternative programs. All4Sports continues to compete with these programs by offering a fun and fulfilling sports experience for everyone involved. Marketing Strategy 3. 0 Marketing Strategy All4Sports strives to be the premier provider of sports experiences for children in the areas served. Programs are in place to simultaneously serve the needs of out-of-district participants in a manner that is positive for these participants and enhances revenue streams for All4Sports with minimal additional costs. The marketing strategy attempts to successfully communicate the unique value the program offers participants. This strategy redirects the focus from the â€Å"cost† issue to the benefits that participants and their guardians experience from involvement in the program. The marketing strategy will continue to identify the needs of the market and communicate with this audience in the most effective and positive manner possible. Ongoing efforts continually attempt to understand how All4Sports can maintain the quality and integrity of the program within the finite financial resources of participants and the community of donors and supporters. This challenge is increasing. As costs continue to increase in a number of areas, the demands and expectations of the participants and their parents do as well. All4Sports is constantly working to improve the program through improvements and changes in its structure and implementation. Quality and efficiency are just two goals of these changes. The growth strategy is based on continued attention to the quality of the experience in conjunction with identifying opportunities to expand the participation of the programs where possible. Recent changes in key areas, such as the facilities used for events, present ominous challenges for all aspects of the program. 3. 1 Value Proposition All4Sports does much more than simply provide access to sports for children, it provides the significant benefits that are associated with children’s involvement in sports programs. These benefits include reducing the likelihood of children becoming involved in drugs, crime and other illicit behavior. Research indicates the economic, social and personal value of â€Å"investing† in the lives of children in a positive and constructive manner avoids the social and penal system costs that may later result. To meet this need, All4Sports offers an experience that serves as a personal â€Å"sports reference† for participants throughout their lives. These important benefits continue to validate the All4Sports concept. 3. 2 Critical Issues Our strengths are impressive. Our weaknesses are identified and have potential solutions. All4Sports could be described as in a â€Å"speculative† situation. We are presented with numerous opportunities and also have threats that present a level of risk. However, we have a chance to experience large returns on our efforts if we can continue to capture the largest market share and are not negatively impacted by the alternative programs in our market. We are well positioned in the market. We have the ability to continue to offer the greatest value and we take advantage of our economies of scale. The critical issues include the following: * Continuing to offer programs that are perceived to be positive, enriching, and affordable compared to the alternatives in our area. Attract participants on a return basis throughout their kindergarten through their high-school years. * Be perceived by public, private, and home schooling providers as a valuable resource that complements the academic experiences they offer. 3. 3 Financial Objectives 1. Raise a minimum of $575,000 through non-participation fees from sources including donations, contributions , special events, gifts-in-kind, and grants. 2. Increase corporate donations and contributions to exceed 12% of the total revenues. 3. Accomplish our program goals within the allocated budget of $1,510,000. 3. Marketing Objectives The objective is to provide this valuable experience to as many children as possible in a positive and supportive manner. A positive, constructive and meaningful experience is the sought-after result of the All4Sports experience. This experience may assist individuals to better understand the necessary skills that life demands and empower them to realize the choices and options available to them. 1. Provide a positive experience to 27,500 youth through the current academic year and enable their parent/guardian to appreciate the value of this experience for their child. 2. Accomplish our program goals within the allocated budget of $1,510,000. 3. Expand the program to two new schools within our serving area by August, prior to the next academic year. 3. 5 Target Market Strategy The target market for All4Sports continues to be youth between the ages of 5 and 18 who have some interest in participating in competitive sports. This may be their first organized sports experience, and All4Sports strives to make it the most positive and successful experience possible. Another area of the target market focuses on addressing the growing interest and demands for outdoor and indoor soccer. . 6 Messaging The core message of All4Sports is one of value: All4Sports teaches children and families the value of physical fitness, sportsmanship, practice, and teamwork through sports and activities. All4Sports fine-tunes its message depending on the target market while keeping the core message intact. 3. 6. 1 Branding The All4Sports brand communicates our complete commitment to sports and to the children and families that are served by the organization. The brand embodies the values that we believe sports participation instills in children and also communicates to sponsors our communicates to supporting hose values in the community. The All4Sports brand is included on banners at all of our sporting events and on uniforms. This branding is used to remind parents and others at sporting events that the events are funded by All4Sports and that All4Sports is the predominant source for youth sports in the region. Target Market Messaging Target Market Messaging| | | Market Segments| Messaging| Public School Students| More options, more possibilities, more resources| Private School Students| Get out and play! | Home School Students| New friends, new opportunities| 3. 7 Strategy Pyramids All4Sports focuses on achieving success in these four basic areas with the resources available to our program: * Equal opportunity to participate, regardless of skill level. * A wholesome, positive, safe, and value-oriented atmosphere in which participants learn teamwork, sportsmanship and interactive skills. * An acceptable outlet for youthful energy. * A broad variety of sports experiences to further develop self-esteem and personal confidence. STRATEGY #1 Program Expansion Tactic #1-A School expansion * Program 1-A New school campaign * Program 1-B Jacksonville campaign Tactic #1-B â€Å"All4Soccer† * Program 2-A School presentations Program 2-B Free soccer clinics * Program 2-C Participation in high school regional soccer play-offs * Program 2-D Special needs scholarship program STRATEGY #2 Fundraising Tactic #2-A Corporate donor base * Program 1-A â€Å"Taking Care of Donors† Committee * Program 1-B Corporate contact program Tactic #2-B Special Events * Program 2-A Taste of Medford to add Spring event * Program 2-B Grant application program focus Marketing Mix 4. 0 Marketing Mix While All4Sports is a non-profit organization, we must continue to devote a portion of our budget to promotion to continue to ensure broad participation in the sporting programs that we offer. Strong participation ensures that All4Sports can create leagues in every sport so that good and varied competition can be offered. Strong participation also means that All4Sports can offer sporting programs to all skill levels across a broad spectrum of programs, ensuring that anyone who wants to participate can participate. The All4Sports marketing mix consists of a pricing strategy that fosters participation while adequately funding operations and a promotion strategy that ensures continued participation in our programs. 4. 1 Pricing All4Sports strives to minimize costs for all participants to ensure that everyone who wants to participate in sporting programs has an opportunity to do so. 4. 2 Promotion All4Sports’ promotion strategy is a three-pronged approach of advertising, public relations and direct marketing. Because All4Sports has a limited marketing budget, All4Sports will take a more grass-routes approach and leverage PR and volunteers to assist with marketing to our target audiences. 4. 2. 1 Advertising All4Sports does not have a large advertising budget and will not be advertising in the TV or radio media. Instead, All4Sports will focus on more highly-targeted campaigns to reach students and parents where they are most: school. All4Sports will print flyers and brochures to be left at all area schools and will also provide them to school Physical Education instructors so that the brochures can be passed on to students. In addition, All4Sports will schedule demonstrations at area schools in cooperation with PE teachers to expose students to sports that they might not have seen before, such as lacrosse. Additional brand awareness and advertising will come in the form of banners at All4Sports’ sporting events and logos on our team uniforms. This will ensure that any parents or students watching the events will know where to go to participate. Finally, All4Sports will run limited newspaper campaigns during the sign-up periods at the beginning of each sporting season to attract new participants. Advertising Milestones Milestones| | | | | | | Advertising| Start Date| End Date| Budget| Manager| Department| Brochure Design| 1/4/2006| 1/15/2006| $200| Eric| Design| Newspaper Ad Design| 1/15/2006| 1/30/2006| $200| Eric| Design| Printing| 9/5/2006| 12/1/2006| $2,500| Eric| Design| Newspaper Ad – Spring| 3/1/2006| 3/30/2006| $800| Cindy| Staff| Newspaper Ad – Summer| 5/1/2006| 5/30/2006| $800| Cindy| Staff| Newspaper Ad – Fall| 8/1/2006| 8/30/2006| $800| Cindy| Staff| Other| 12/1/2006| 12/1/2006| $0| N/A| N/A| Total Advertising Budget| | | $5,300| | | 4. 2. 2 Public Relations Leveraging local public relations resources is key to All4Sports’ promotion strategy. All4Sports will alert local TV networks and newspapers to championship games and all-star athletes in the programs in the hopes of generating local coverage and student profiles. In addition, press releases will be issued announcing new programs and exceptional achievements by local athletes involved in All4Sports programs. PR Milestones Milestones| | | | | | | PR| Start Date| End Date| Budget| Manager| Department| New Programs Press Release| 3/15/2006| 1/15/2006| $80| Jan| Marketing| Winter Season Highlights Pitch| 3/1/2006| 3/30/2006| $0| Jan| Marketing| Other| 1/1/2006| 1/15/2006| $0| ABC| Department| Total PR Budget| | | $80| | | 4. 2. 3 Direct Marketing As new families move to the area, it is important that All4Sports establish contact so that parents and students are aware of the offerings available. To reach these families, All4Sports will use a direct marketing strategy of leaving leaflets and flyers in mailboxes and recruit volunteers to call families to describe the programs offered. Direct Marketing Milestones Milestones| | | | | | Direct Marketing| Start Date| End Date| Budget| Department| New Family Contact Program| 1/1/2006| 9/30/2006| $0| Marketing| Other| 1/1/2006| 1/15/2006| $0| Department| Total Direct Marketing Budget| | | $0| | 4. 3 Web Plan The All4Sports website will be an information hub and reduce the logistics required to sign-up students for programs during each season. While the investment to get the site up and running will be significant from a time perspective, it will pay off by reducing the number of phone calls to the All4Sports administrative office and it will reduce overall administrative costs by automating portions of the sign-up process. 4. 3. 1 Website Goals The All4Sports website has two goals: 1. To serve as an information hub for participants in the various programs. The site will be used to communicate practice times, game times and locations, and scores and other highlights from games. In addition, site users will be able to sign up for the All4Sports email newsletter to receive weekly updates of scores, program updates and general All4Sports announcements. 2. To reduce administrative costs by automating portions of the program sign-up process. The All4Sports web site will allow students and parents to sign-up for various programs. By collecting this information electronically, All4Sports will reduce the amount of double-data-entry and facilitate the process of managing a large number of applications. 4. 3. 2 Website Marketing Strategy All4Sports will communicate the existance of the web site in all printed material and on the automated phone system at the All4Sports office. 4. 3. 3 Development Requirements The All4Sports web site will be custom designed and developed to manage the unique needs of the organization. Some development time will be donated from a local web site design and development company in exchange for some marketing on the web site itself. Web development will be in two phases that correspond with the website goals: 1. Basic communication platform. This phase of web development will build the informational portion of the web site that will allow for easy posting of team schedules and game results. 2. Application submission platform. This second phase will develop the database and submission process that will allow participants to join sporting programs online and allow for the program coordinators to access those applications and process them. 4. 4 Implementation Schedule The following chart and table identify the key marketing programs. Dates and budgets are specified, and the â€Å"Chairpeople† are informed of the programs. We will track plan-vs. actual results for each of these programs and evaluate them at our quarterly Board of Directors meetings. If necessary, the programs will be revised if we discover they are not accomplishing the intended goal. Milestones | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 4. 5 Funding Plan Outside funding is critical to All4Sports’ future success. All4Sports will focus on corporate sponsors, local fundraising with parents, and government grants. All4Sports aims to raise 30% of funding from corporate sponsors, 30% from grants, and 40% from individuals in the community. 4. 5. 1 Funding Strategy Corporate fundraising and grant writing will be handled by All4Sports staff internally. All4Sports will target corporate sponsors and offer them individual sport sponsorship that could involve anything from purchasing uniforms and equipment to cash sponsorship for more general use within the All4Sports organization. Fundraising from individuals will be coordinated by internal stuff, but will rely heavily on volunteers to run fundraising events. Fundraising events will include standards such as bake sales and car washes. All4Sports will also directly solicit additional donations from parents in addition to basic membership fees. 4. 5. 2 Funding Process Corporate funding and grant writing meetings will occur once a month to review status, possible funding in the pipeline, and status of grant applications. Potential funding sources will be identified using the local chamber of commerce directory. We will contact them directly to seek sponsorship and will present to them the branding opportunities as well as the benefits that All4Sports provides to the community. Follow up calls will be scheduled 1 week and again 1 month after the initial meetings. Internally, we will schedule regular fund raising events for the community. These will usually occur at the beginning of each sports season and special events will be held to raise money for individual trips and events. Funding Account Plan | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Funding Pipeline | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Financials 5. 0 Financials All4Sports is committed to balancing its operating budget and operating on a solid financial foundation. These efforts are based on a mixture of fundraising, charitable gifting, tournaments, and fees. Just as revenues are tracked, internal expenses are closely monitored. The goal of All4Sports is to continue to provide a quality youth sports experience at an affordable cost. This is a tremendous challenge, due to the size of the program, unpredictable costs in areas such as facilities, and uncertainties in participant revenues. All4Sports is intentionally emphasizing the need to reduce reliance on fee-based revenues and look toward contributions from other sources, particularly businesses, to support the program. This approach will enable the program to realize the objective of keeping fees affordable while continuing to offer a quality program for all participants. All4Sports has an independent auditor’s report conducted annually that includes financial statements and additional information. The following information is based on the prior two Independent Auditor’s Reports. The following summarizes key facts regarding the financial status of All4Sports and its results from last year: * Revenues last year totaled $1,732,658. * A total of 65% of those revenues are from Participation Fees, Donations and Contributions, Special Events, and Gifts-in-Kind. * – Supervision Grants account for a combined 34%. * Expenses for last year were $366 over revenues. * â€Å"People-related† expenditures represent 47% of expenditures. * Non-program operations account for 9% of the total expenditures. . 1 Break-even Analysis Our break-even analysis is based on the ongoing overhead costs we incur to keep the doors of All4Sports open. Fixed costs including the building lease, payroll, utilities, and marketing costs are an estimated $10,250. This number level is due to our dependence on volunteers to run our program. Our assumptions on the average unit revenue are based on t he average participant fee. The result of this analysis offers general insight regarding the number of average participants we must have involved in the program each month. Break-even Analysis . 2 Funding Forecast Monthly revenues for this calendar year will fluctuate based on the seasonality of the sports offered and the projected level of participation in each sport. The forecasted revenues range from a dramatic low of $16,535 in September as schools are getting started, to a high of $115,360 in November with the Fall Soccer, Tackle Football, and Volleyball seasons overlapping. Donor Drive – The Donor Drive effort depends on the commitment of key volunteers to raise funds through corporate and individual contributors throughout the area. This includes leveraging the resources of corporate sponsors and initiating an Adopt-A-School Scholarship Fund Sponsors program where businesses are partnered with specific schools. Sponsors and Donors are recognized in numerous ways for the valuable role they play in the organization. A Taste of Medford – All4Sports has created a culinary tradition with the fundraising event â€Å"A Taste of Medford. † Restaurants from throughout the area come together to offer a taste of their menu, and businesses and individuals pay admission to sample their cuisine throughout the evening. Since its inception, this highly publicized event has become an annual highlight and a financial success for more than a decade. This is due to continued public appeal, corporate sponsorships, and experienced volunteer leadership. Value Checks – Since 1993, All4Sports T-ball, baseball, and softball participants have sold these sought-after coupon books. The relationship with and support of numerous businesses throughout the area also provide an effective promotional medium for marketing efforts. Grants – All4Sports continues to identify grants on a national and local basis that complement the goals and efforts of the program. Grant sources have included the U. S. Department of Housing Urban Development, Recreational Activities Valuing Education and Sports (RAVES), and the Willard Family Foundation. Work continues to expand the impact of the All4Sports Foundation. The recent adoption of by-laws further recognizes and empowers this entity. The Foundation will establish relationships with key individuals and organizations that desire to provide significant financial support to All4Sports on an ongoing basis. The long-term objective is to provide financial stability to support program quality and expansion and reduce dependence on program fees. Costs associated with facilities are just one example of the need for these resources in addition to the other revenue sources for the program. 5. 2. 1 Funding by Participant Fees The following summarizes the projected revenue from participant fees on a monthly basis for the upcoming year. Note the variance based on sports season and overlapping sports. Funding Breakdown by Participant Fees Monthly 5. 2. 2 Funding by Fundraising Events Our fundraising events are a critical component to our revenue base, particularly in relation to the â€Å"Taste of Oregon† and â€Å"Value checks† efforts. Funding Breakdown by Fundraising Events Monthly . 2. 3 Funding by Donations Donations from private and corporate sources are one of the most stable and predictable sources of income. Our objective is to increase corporate contributions. Gifts-in-kind offset program costs, such as when sports equipment is donated, and goods are also supplied for the various auction events held. Funding Breakdown by Donations Monthly 5. 3 Expense Forecast Our expense budget is based on maximizing the return from our marketing and promotion efforts. We must closely monitor this return to determine what events are generating the most revenue based on the actual dollar investment. Another resource we consider is the number of volunteer hours required, based on a â€Å"ceiling† of hours, that we have access to each year from our volunteer base. 5. 3. 1 Expense by Program Program expenses are contained due to volunteer hours. It is clear that All4Sports is a volunteer-driven organization. The work of volunteers is an integral part of All4Sports. For example, last year’s programs consisted of 2,045 teams with an estimated 4,230 head and assistant coaches volunteering an estimated 300,000 hours. Based on a recent study by Anderson Research, All4Sports enjoys a positive perception among the coaches involved in the rogram. The number of teams and coaches is greater for next year and the perceptions are anticipated to be as positive. All4Sports could not survive without this invaluable and committed resource. Annual recognition programs, awards, and events are designed to acknowledge the irreplaceable roles these volunteers play. Expense Breakdown by Pr ogram Monthly 5. 3. 2 Expense by Administrative Administrative expenses are based on supporting our staff, along with temporary employees that are brought on to meet seasonal demands. Expense Breakdown by Administrative Monthly 5. 3. 3 Expense by Fundraising Fundraising expenses relate to costs incurred to identify, communicate, and receive donations from private and corporate donors. Expense Breakdown by Fundraising Monthly 5. 4 Contribution Margin Based on past performance, our fundraising efforts are realistic. We enjoyed a $20,000 surplus last year and hope to have a similar experience in the year ahead. The challenges will be to develop greater revenue streams from corporate sponsors and to become proportionately less dependent on participation fees. This is expected to offer a more stable source of revenue for the future and reduce the efforts to secure these funds. We expect our special-event fundraising activities and individual contributions to remain relatively constant as a percent of total revenues. The involvement of the Board of Directors and the formation of the foundation committee will be critical to our success in this area. Controls 6. 0 Controls The purpose of the All4Sports marketing plan is to serve as a guide to the staff, the Board of Directors, and the volunteers to continue to improve the organization and its ability to serve the youth of Jackson County. We must take action to accomplish our goals. Failing to implement even one of the programs could be devastating to our success. . 1 Implementation All4Sports will have weekly Milestones Meetings to review current milestone status, funding status, and status of the actual programs. For All4Sports, it’s critical that there is a consistent focus on implementation in order to not only maintain strong programs, but to maintain strong relationships with funding sources. The following Funding Source Lifetime Value table shows the long-term value of our average corporate funding sources which is testament to the need for focus on implementation of both funding milestones and program quality. . 2 Keys to Success * Expand into new areas within Jackson County that desire access to All4Sports activities. * Leverage the growth offered by the increasing interest in soccer in the Fall and Spring programs. * Identify additional facilities to support future growth and offer greater flexibility in scheduling. * Continue to develop the donor base and corporate contributions that add to the financial resources of the participant fees. 6. 3 Contingency Planning The following lists, in order of probability beginning with the highest potential for change that will impact this marketing plan, the future of All4Sports: * Major philosophy shift regarding the use of public and/or private school facilities. * The rapid growth of one of the alternative programs that significantly reduces our market share and our ability to operate one or more of our programs. * Legal action due to injury or negligence that causes severe financial damage to the organization. 6. 4 Market Research All4Sports will continue to monitor public school funding and private school ttendance to determine how to refocus promotion activities if necessary. From a funding perspective, All4Sports will monitor government grant availability and apply for new grants as they become available. 6. 5 CRM Plans In the case of All4Sports, there are two primary customers: program participants and funding sources. It is important to have a good CRM system in place to track these two groups. A ll4Sports will use the CRM system to track continued participation in programs and to contact students whose participation changes. For funding sources, the CRM system will be used to track the stages of donors in the funding process and ensure that donors are contacted on a regular basis and kept up-to-date with All4Sports programs. 6. 6 Marketing Organization All4Sports fundraising is run by Doug Johnston. Doug has 15 years of fundraising experience for nonprofit groups and has written numerous successful grants. Doug has two staff assistants who help manage the fundraising process. Marketing and promotion is run by June Gibbons. June is responsible for maintaining participation in All4Sports’ programs and promoting the programs to new students and families. How to cite Sample Marketing Plan, Essays

Business Analysis and Evaluation

Question: Case study on Billabong International Ltds. Answer: 1.0 Introduction Billabong International Ltds (BBL) is a listed company based in Australia. Its main activities relating to business is to distribute, market, retail and wholesale eye wears, wetsuits and clothing.. It is doing business in more than 100 countries and has more than 11000 stores all over the world. It has almost 6000 employees (Whelan, Woodhead and Cliff 2014). Major brands of Billabong are Von Zipper, Kustom, Sector 9, and Xcel. It was founded in the year 1973 in the gold coast of Australia. At beginning, it used to sell products locally, in the 80s it entered into world market and in 90s; it grew at an extraordinary rate. In this assignment, security market analysis, credit analysis and distress analysis will be made to understand the current and future prospects of Billabong. 2.0 Discussion In this section, a detailed analysis of Securities and credit aspects of Billabong International Ltd will be analyzed. Distress prediction will be done based on financial statement analysis and ratio derived from it, based on which recommendation will be given. 2.1 Security Analysis In this section, analysis of Billabong International Ltds tradable securities will be done and their market value will be determined, which will examine the risk and return of individual and group securities. 2.1.1 Market Efficiency: The market efficiency of Billabong can be determined from the analysis of its securities. Billabong capital structure consists of only ordinary shares and there is no debt. The debts shown in the balance sheet consists of bank overdraft, short-term borrowings (Damodaran 2016). Debt-equity ratio of Billabong is currently 0.92 which means its equity is more than debt and it is a good sign for the company. There is no need for the company to introduce more funds in the form of Debt or equity without issuing convertible debentures because it has sufficient capacity. 2.1.2 Fund management and Security analysis: The approach towards Fund management varies form company to company. In the year, 2000 billabong share was first listed in the Security Exchange of Australia when it made its Initial Public Offerings (IPO). It issued 2.6 million shares in the market. Investment can be managed actively or passively. Analysis of active portfolio depends heavily on the security analysis to calculate whether the shares of the company are mispriced or not (Klti, Kotronis and Smith 2013). While in case of passive analysis, the portfolio manager avoids the cost of security analysis and fund management is based on the market index and performance of the sector. 2.1.3 Process of Comprehensive Security Analysis: This process involves the following steps- (i) Selection of candidates for analysis: It is obviously not possible to analyze all the securities so a fraction of securities is taken on which focus is given. Fund are generally invested in stocks which carry a certain rate of return accompanied with risk. Another approach of selecting stock is to take few firms in the industry whose shares are mispriced and meet certain criteria. Various question that are addressed in this section are risk profile of the company and volatility of the stock. (ii) Market expectation: While conduction security analysis to identify whether the securities are mispriced or not, the market expectation along with the analysts expectation is to be taken into account. It is possible to observe the price of the stock with respect to reflection in the market analysis and compare with the expectation of the analyst. However, share price gives only a statistical summary. To understand the future performance of the company a detailed analysis its revenue, operating cost and earning is required to be done (Klti et al. 2013). (iii) Analyst Expectation: It is based on the study of various data and information available from the annual report of the company. Analyst can use method like Capital Asset Pricing Model (CAPM), Beta analysis and Dividend Pricing Model (DDM) derive the stock price of the company (Barberis et al. 2015). The Earning Per Share (EPS) of Billabong is to be assessed to predict the future outcome of the company. 2.1.4 Final Product of security Analysis: In this section, advice is given on whether the share of the company is trading rich or cheap in the market. Based on that whether to purchase or sell the shares is determined. In making a recommendation, the time horizon of investment is to be taken into account whether it is a long-term or short-term investment, which is based on forecast and summarizing the report (Michaelides et al. 2013). 2.2 Credit Analysis In this section, the repayment capacity of Billabong is assessed based on the financial standing of the company and the ability of the company to repay its short-term and long-term debt is assessed. 2.2.1 Potential borrowers financial status: Financial status of the borrower to repay its debts can be determined on the analysis of liquidity ratio of the company, which comprises of current ratio and quick ratio. Current ratio of Billabong is 2.19 for the year 2015, which indicates that is capability to repay its debt is very good (Spronk, Steuer and Zopounidis 2016). Current ratio of 2 is generally acceptable for a company and a minimum ratio of 1:1 is required. It is falls below 1 then it is a danger situation for the company. Therefore, it can be said that Billabong is in a very good position to repay its all kinds of debt. 2.2.2 Purpose of credit: Company takes loan for various purposes like running day-to-day activities, increasing its capital base, setting up new ventures and expanding existing capacity. Loan is taken based on its short term or long term needs. Currently Billabong is struggling to be in the market therefore, it has accepted to debt of $360 million from a private equity. Because of this buyout, 34% of the controlling power has gone in the hands of firms who have provided the fund. To come out of this financial crisis it has accepted that funding otherwise its market share would have been in stake. 2.2.3 Nature of credit: The above funding is in the form of the long-term which is required as Billabong is restructuring its operation process and capital structure to survive in this competitive market and to give a strong financial base to the company (Bluhm, Overbeck and Wagner 2016). On the announcement of this deal, the share price of Billabong has fallen by 42.8%. It was in urgent need of the credit has it reported a loss of $ 360 million. This deal was a lifesaver for Billabong. 2.2.4 Term and Ability to repay: The term of the debt is 6 years which carries a fixed rate of interest of 11.9% per annum of which 5.9% is payable in cash and 6.0% is payable in kind at the option of the company. There is a facility of prepayment premium if the loan is repaid early. From the analysis of current ratio (2.19) and quick ratio (1.35), it can be said that Billabong has the ability to repay its debts. Quick ratio gives a much comprehensive idea of the liquidity position of the company (Baghai, Servaes and Tamayo 2014). It excludes those items, which may take time to convert into cash, and includes those items, which can be easily converted into cash. 2.2.5 Security: In this long-term financing, Billabong has to issue 29.6 million options to the consortium, which can be exercised at a price of $ 0.50 per share. In addition to this, Billabong has committed to provide a multi currency that is asset based rotating a credit facility of US $ 140 million. 2.2.6 Loan Covenants: Covenants attached to this long term funding is that C/O Consortium will be able to nominate representative in the board of directors of Billabong (Spronk et al. 2016). It means the funders will have a controlling power on the management of the company. Billabong has accepted the proposal as the history of the finders say that they have good record in the retail and other market (Golin and Delhaise 2013). 2.3 Distress Prediction In this section, analysis will be made based on data and ratios available from the financial statement of Billabong. 2.3.1 Financial Statement Analysis and Listed Debt: Given below is the financial statement and various ratio analysis of Billabong- Billabong (Table-1) INCOME STATEMENT 2013 2014 2015 Revenue 1341 1121 1052 Less: Cost of goods sold 651 556 495 Gross profit 690 565 557 Less: operating Expenses 1511 633 557 Operating Profit -821 -68 0 Add: Other Income 21 -9 28 Less: Other Expenses 0 0 0 Earning before interest and taxes -800 -77 28 Less: Interest 27 82 34 Earning before taxes -827 -159 -6 Less: Provision for tax 33 75 -12 Earning after tax / Net profit -860 -234 6 weighted average number of shares 2931 2905 2884 BALANCE SHEET 2013 2014 2015 Asset Current asset 899 622 496 Receivable 245 204 154 Other Current Asset 654 418 342 Non Current Asset 1181 390 256 Total Asset (a) 2080 1012 752 Liabilty and shareholders fund Current liability 611 612 226 Non Current Liability 440 128 256 Long term Debt 242 0 208 Other Non Current Liability 198 128 48 Total liability (b) 1051 740 482 Equity / Net worth (a-b) 1029 272 270 RATIO ANALYSIS 2013 2014 2015 Variance Profitability Ratio Net margin (Net profit/Turnover*100) -64.13% -20.87% 0.57% 43.26% 21.44% Return on asset (Net profit/Total asset*100) -41.35% -23.12% 0.80% 18.22% 23.92% Return on Equity (Net profit/Equity*100) -83.58% -86.03% 2.22% -2.45% 88.25% Asset Turnover (Turnover/Total Asset) 0.64 1.11 1.40 0.46 0.29 Earning per share (EPS) (Net profit/Number of shares) -0.29 -0.08 0.00 0.21 0.08 Liquidity Ratio Current Ratio (Current Asset/Current Liability) 1.47 1.02 2.19 -0.46 1.18 Debt Equity ratio (Long term debt/Equity) 0.24 0.00 0.77 -0.24 0.77 Activity Ratio Receivable turnover (Turnover/Account Receivable) 5.47 5.50 6.83 0.02 1.34 From the above Table-1, it can be clearly understood that Billabong has been running in losses in the year 2013 and 2014. It has just been able to achieve its break-even and achieve a net profit margin of 0.57% in the year 2015. Therefore, it can be said that 2013 and 2014 were an economic down turn for Billabong. All kind of profitability ratio has fallen during the year 2013 and 2014. Its EPS is already Zero, which indicates a major restructuring of its capital structure is needed (Bluhm, Overbeck, and Wagner 2016). Due to this reason, Billabong has accepted the long-term credit of $360 million to save itself from this down turn, which is listed in the Australian Stock Exchange. 2.3.2 Factors that drive Debt rating: Factors that affect credit rating are history of the organization taking the debt. If there is a case, of late payment or payment is missed then it will give lower rating. The lender may also check the accounts and if there is a case of multiple accounts opening in short period of time then rating will be lower (Gratch et al. 2014). It is recommended not to take rating from many sources as higher number of rating will result in higher number of searches which will led to a lower rating. 2.3.4 Prediction of Distress and Turnaround: Billabong has incurred huge losses in the year 2013 and 2014. It has just been able to turnaround in the year 2015. Therefore, it can be said that the decision of the company to take the long term financing of $ 360 million from a private equity was a good decision to survive and thrive in this competitive market. 3.0 Conclusion In short, it can be said that Billabong has seen massive growth in the beginning years but in the recent years, it has been running in losses. Therefore, to survive in this market they have taken a long term financing from a private equity. Due to this agreement share price of the company has dropped at lot but at the same time, it has been able to generate profit in the year 2015. Therefore, it is recommended for the company to maintain its current capital structure and try to introduce innovative product in the market so that it can gain its market share which was which lost during the recent years. Billabong is very well known for its reputation so is its expected that it will turn around in the near future provide it take some good business decision and make their shareholder understand that. References Baghai, R.P., Servaes, H. and Tamayo, A., 2014. Have rating agencies become more conservative? Implications for capital structure and debt pricing.The Journal of Finance,69(5), pp.1961-2005. Barberis, N., Greenwood, R., Jin, L. and Shleifer, A., 2015. X-CAPM: An extrapolative capital asset pricing model.Journal of Financial Economics,115(1), pp.1-24. Bluhm, C., Overbeck, L. and Wagner, C., 2016.Introduction to credit risk modeling. Crc Press. Damodaran, A., 2016.Damodaran on valuation: security analysis for investment and corporate finance(Vol. 324). John Wiley Sons. Golin, J. and Delhaise, P., 2013.The bank credit analysis handbook: a guide for analysts, bankers and investors. John Wiley Sons. Gratch, J., Artstein, R., Lucas, G.M., Stratou, G., Scherer, S., Nazarian, A., Wood, R., Boberg, J., DeVault, D., Marsella, S. and Traum, D.R., 2014, May. The Distress Analysis Interview Corpus of human and computer interviews. InLREC(pp. 3123-3128). Klti, R., Kotronis, V. and Smith, P., 2013, October. Openflow: A security analysis. In2013 21st IEEE International Conference on Network Protocols (ICNP)(pp. 1-6). IEEE. Michaelides, A., Milidonis, A., Nishiotis, G.P. and Papakyriakou, P., 2015. The adverse effects of systematic leakage ahead of official sovereign debt rating announcements.Journal of Financial Economics,116(3), pp.526-547. Spronk, J., Steuer, R.E. and Zopounidis, C., 2016. Multicriteria decision aid/analysis in finance. InMultiple Criteria Decision Analysis(pp. 1011-1065). Springer New York. Whelan, J.A., Woodhead, J.D. and Cliff, J., 2014. Zircon SHRIMP UPb, SIMS O and LA-ICPMS Hf Isotopic Data for Granitic Gneiss of the Billabong Complex, Tanami Region.Northern Territory Geological Survey, Record,2.

SPIDERS Essays - Venomous Spiders, Spider, Arachnid, Spinneret

SPIDERS Michelle Reynolds Pope Science January 06, 1999 Outline Title Introduction: I.The first sub-topic A. Distinctive Characteristics 1.Detail of the external anatomy 2.Detail of the sensory organs B.Circulation and locomotion 1.Detail of the circulitary system 2.Detail of the respiratory system II.The second sub-topic A.Digestion, Venom, and Spider Silk 1.Detail of the digestive system 2.Details of venom and spider silk Conclusion: Spiders are a very special unique and complexed Arachnids Michelle Reynolds Ms. Pope Science January 06, 1999 SPIDERS The word spider came from an Old English verb spinnan. Spinnan means ?to spin.? People in Eroupe see spiders with distaste, in African and in American cultures spiders are respected. Spiders are the most abundant and distinctive of all earthly predators. Most of the time they are not dangerous to us, spiders eat almost always insects and are found in places from the Tundras all the way to the low forrests They play abig job in taking care of the insect population, even the ones that can give us diseases. Distinctive Characteristics Even though insects and spiders belong to the group called, Arthopoda, they look so different from each other so they are put into different classes. The Insects and the Arachnids. Scientists think that these two classes split up thousands of years ago. External Anatomy Spiders come in different sizes, some of them are only 0.1 centimeter long,and some of the are more than 4 inches long. They have two body parts and eight legs. The spiders head and thorax are one body part. The thorax is the chest area of a spider. The abdomen or the stomache is the second body part Each leg has seven sections, and on the tips of many spiders legs are two tiny claws. Spiders that make a web use these claws and their notched hairs, to walk on their webs without sticking to them. Like insects, spiders have a body shell called an exoskeleton. This shell covers the body and the legs and keeps the spider from drying out. Much like our skin is to us. And to support the spider like our bones support us. Spiders even have a skelton inside called the internal skeleton. This is where the muscles attach. Unlike insects, spiders don't have antennaes. They do have two things near their mouths these are called pedipalps. They are used by spiders to handle their food. The palps of a baby male spider look like boxing gloves. When they grow up the palps are used for breeding. Sensory Organs Spiders have eight eyes in two groups and some spiders can see images. Others can't and they have to rely on feel like those on webs. Web weaving spiders eat, breed, and lay their eggs from silk threads. The main part of a spiders senses are two types of hair. The tiny ones have nerves. When these hairs are bent they send information to the brain and may cause it to run away or get ready to attack. They also sense touch, vibration and air flow. The second type of hair are the even tinier one these keep an eye out for pressure changes in the air. Curculation and Locomotion Spiders have an open circulatory system this means that they have no blood vessels or arteries. Instead, the blood oozes between the spiders flesh, and collects in little pockets on the underside of the body. A good circulation is very important to the spiders legs. When spiders don't get enough water, their legs fold up and they can't move them. Respiration Spiders have different kind of respitory systems. Some have a tubular tracheae, some have book lungs, and others have both. They first spiders to live had one or two pairpairs of book lungs. The spiders now days have one pair of book lungs and a pair of tubular tracheae. Digestion Spiders are th only animal to digest their food on the out side of their bodies. The gut of the spider is behind its stomach, and part of it goes into the front legs. This lets the spiders to live for days without eating. Venom Almost all spiders have venom glands. Most spider venoms are not harmful to us, but the black black widow and the brown recluse spiders will poisen us. Spider Silk What makes a spider a spider? They can spin a web. All spiders, even baby ones, have silk glands and spinning organs called spinnerets. The silk glands push the web out and the spinnerets weave the web. Works Cited First reference. The Comptons Interactive Enclopedia CD ROM. Additional reference. The Discovery Channel On-Line on the

12 Greatest Visual Artists of All Time

12 Greatest Visual Artists of All Time If you ask art historians who the greatest visual artists of all time are, there would be a multitude of different names. Of course,  there are several standards by which you can measure who the best artists of all time are. Unfortunately, the art world has been  historically dominated by men, and women artists are seldom mentioned despite their enormous contributions. It is important that women artists are also recognized as part of the canon, though, for their work is also of superior and enduring quality, and some even achieved success in their own day despite great societal obstacles. There are several factors that would determine if a particular artist makes the list. One of them is the trend and fashion of the moment that the artist lived, another is the longevity of an artists popularity. The impact made by an artist on his contemporaries is yet another factor to consider. In the long run, determining who are the greatest artists of all time may be a subjective opinion;  however, based on public opinion and what the museums say, the 10  best visual artists of all time are: 1.  Michelangelo (1475-1564) Michelangelo is regarded as the greatest sculptor and painter of all time. He was a major figure of the Renaissance in Italy, especially in Florence and Rome. Even today, some of his marble carvings have a flawless beauty. Michelangelo is popularly known for the Italian Renaissance sculpture as well as the Sistine Chapel frescoes, among other incredible works of art. 2.  Rembrandt van Rijn  (1606-1669) Rembrandt is a Dutch painting genius who created several masterpieces. Rembrandt is particularly renowned for his passion for history painting and still life portraits. He made several canvasses famous for their emotional content, which is why Rembrandt was branded as a realist painter. 3. Pablo Picasso (1881-1973) Pablo Picasso, the founder of cubism, is one of the most influential artists in history. He was a sculptor, printmaker, painter, and ceramicist. He produced several of the greatest paintings of the 20th century. Born to a painter father, Picasso received all the needed encouragement to build a successful painting career. This gave him the privilege to study art in some of the finest art schools in Spain. He was among the 250 sculptors who exhibited the 3rd Sculpture International held in America. His style and technique was exceptionally prolific throughout his lifetime, producing a total number of 50,000 artworks, including drawings, paintings, and sculptures, among others. Of all  forms of art, Picasso excelled most in painting. 4. Leonardo da Vinci (1452-1519) Leonardo was born in Florence, Italy. Despite living several centuries ago, he still remains one of the most influential artists of all time. His only training was in the field of science and he was apprenticed at an early age to a renown Florence painter of the  time.  Leonardo was regarded as an intellectual in his lifetime because of his passion for science. Leonardos contributions to the art world were small, but two of his paintings are the most popular today: Mona Lisa and The Last Supper, which is the only surviving fresco of Leonardo da Vinci. The fact that his interest ranged beyond art could have been the reason why his input was very small. In his lifetime, so engrossed was he in physics and mechanics, that he created workable artistic designs for bicycles, among other things. This is what is popularly believed to be the cause of his failure to complete several of his paintings and art projects. There are also credible reports that he spent a significant amount of time thinking and testing scientific laws, as well as writing his observations about them. 5. Claude Monet  (1840-1926) Claude Monet is popularly regarded as the founder of French Impressionist painting. Monet had an incredible passion for documenting the countryside in his numerous paintings. This was the birth of his impressionist paintings. When Monet went to Paris, he observed several artists copying the popular works of other artists. Rather than follow this trend, Monet developed the habit of sitting by an available window and painting what he saw. Gradually, Monet became popular for his impressionism. He influenced several young artists and made them commit to impressionism, and within a short period of time, Impressionism became a popular form of painting in Paris. Sometime in 1874, the first impressionism exhibition took place in Paris. In that exhibition, Monet presented a total of 12 artworks, which included five paintings and seven pastels. 6. Vincent van Gogh (1853-1890) Born in the Netherlands, van Gogh was a remarkable painter whose works of art are still sold at unbelievable prices across the world today. His contribution to art was basically painting. He created many still-life paintings, several of them were portraits of friends and acquaintances. In all, van Gogh completed about 800 paintings. One thing that distinguished him as a painter was his grasp for color relationship and unique brushwork. His work is still a great source of inspiration for  several impressionists all over the world. 7. Auguste Rodin (1840-1917) Rodin was a workaholic and a dedicated sculptor. He is a worthy successor to great minds like Michelangelo. Rodin is popularly considered the best sculptor of the modern era. His success is derived from his ability to model stone and clay in complex manners. During his lifetime, Rodin earned a living collaborating with established sculptors on several projects. 8. Jan van Eyck (1390-1441) He is one of the most remarkable Northern Renaissance artists and many of his works are greatly copied today. Aside from working for the court, van Eyck produced several paintings for private clients. One thing that was peculiar to him is that he was the only painter in his era to sign his canvasses. 9. Donatello (1386-1466) Donatello is regarded as the greatest sculptor of the 15th century. He was no doubt one of the best artists of that era. He was very skillful with wood, terracotta, and stone. 10. Peter Paul Rubens  (1571-1640) Peter Rubens was the most influential figure in counter-reformation baroque art. His contribution to art was basically paintings; however, he produced almost all possible genres of paintings. He was very versatile, producing cartoons and book illustrations as well as sketches for metal work and sculptures. 11.  Ãƒâ€°lisabeth Louise  Vigà ©e-Le Brun (1755-1842) Vigà ©e-Le Brun was one of the most renowned portraitists of 18th century France and the most famous woman artist in Europe. Through talent and perseverance, she achieved  success in one of the most turbulent periods of French and European history and became one of Queen Marie Antoinettes favorite painters. She painted more than 20 portraits of Marie Antoinette, along with portraits of other European aristocrats, actors, and writers, primarily women. She was elected to art academies in 10 different cities. She  created over 900 paintings in her lifetime, including roughly 600 portraits and 200 landscapes. 12. Georgia OKeeffe (1887-1986) Georgia OKeeffe was one of the most important and successful artists of the 20th century. She was one of the first American artists to embrace abstraction and became one of the leaders of the American Modernist  movement. Her art is personal and innovative. She is known for paintings of large abstract flowers, dramatic New York skyscrapers, and southwestern landscapes.

A Tale Of Two Cities Essays - English-language Films, Literature

A Tale of Two Cities Throughout the book, A Tale of Two Cities the theme of sacrifice is used to help the reader realize the cost of life, as well as to develop the plot through the effects of those sacrifices. Through the characters of Sydney Carton, Dr. Manette, and Ms. Pross the theme of sacrifice is developed. The theme of sacrifice brings key aspects of the plot together, and Carton's sacrifice brings the novel to closer in the end. Sydney Carton paid the highest cost of sacrifice with his life, and in doing so he was very similar to Jesus Christ. Carton laid down his life for a man who had never done anything for him and who in fact had abused his relationship as demonstrated on page 191 when Carton describes himself in Darnay's view as "a dissolute dog who has never done any good, and never will." Similarly Jesus Christ let himself be beaten, abused, and killed for the same people who spit in his face. Other people in both cases thought that Jesus and Carton were not thought to be much more that dogs, while they both sacrificed their lives so these people who treated them like dogs could live. Both Carton's and Jesus' sacrifice was inspired by a deep desperate love for which they were willing to do anything. Carton was willing to die for Lucie because of his desperate, scandalous love for her, just as Jesus showed his love for man when he was willing to give up his life for every man. This level of love makes the sacrifice even more valuable and brings things to closure. Finally, Carton and Jesus both knew that through their sacrifice, others could have life. Carton's death breathed life into Darnay just as Jesus Christ's death breathes life into those who trust in him. The importance of their death is that it brings life. The role of Carton's sacrifice in the plot is that the cost of life is sometimes high. Through his sacrifice the cost and privilege of living can be measured, just as Christians can see the true cost and privilege of life through Jesus Christ's sacrifice. Dr. Manette also sacrificed much of his life by giving up his own personal goals and agenda for Lucie. On page 125 Dr. Manette says, "any fancies, any reasons, and apprehensions, anything whatsoever, new or old against the man she really loved?they shall all be obliterated for her sake." Dr. Manette was willing to relinquish his own personal feelings or perhaps "rights" so that Lucie may be happy. He set aside, "anything whatsoever" in order for Lucie to marry the man she loves. Dr. Manette did anything he could to save Darnay from death, even to the point where Madame Defarge mocked him saying, "Save him now, my Doctor save him!" Dr. Manette had always been suspicious about Darnay, but he put aside his doubts in to Make Lucie happy. Deep down he knew that Darnay was an Evermond?, but he sacrificed his own feelings for Lucie's feelings. Thirdly, Dr. Manette gave up all of his desires, hopes, thoughts of revenge for Lucie, as demonstrated when he says, "She is everything to me; more t o me than suffering, more to me than wrong, more to me?." Dr. Manette had years of anger and revenge stored up him from when he was imprisoned, yet he forgot about all of it and only tried to make Lucie happy and make up for the many years he had lost. Dr. Manette's pain was so great that he often reverts to the insanity that was caused from his imprisonment, while he still does everything he can even though his pain is so great that he can not physically control it. Manette laid down his life so that Lucie could fully live. Ms. Pross sacrificed her life day by day for Lucie to have a better life. Ms. Pross simply devoted her life to Lucie, and her well being which is shown when Mr. Lorry describes Ms. Pross's devotion, "there is nothing better in the world than the faithful service of the heart; so rendered and so free from any mercenary taint" (87). Ms. Pross was sacrificed things

Engish Language- Discourse in Action Essay Example | Topics and Well Written Essays - 1500 words

Engish Language- Discourse in Action - Essay Example Us† (Text C) which use simple imperative forms of the verb â€Å"join.† There can be no ambiguity in the urge to follow this instruction, but Text C supplements the bare command with the use of the inclusive pronoun â€Å"us†, and the supplementary heading â€Å"Get involved.† The difference here is one of emphasis, whereby Text L stresses the recognition factor of its party name â€Å"Labour† and Text C stresses the element of belonging to a group. The connotations are political for Text L and personal for Text C, which indeed reflects the philosophy of collective and historic activism on the left, and individualism on the right. The most obvious linguistic difference between the two texts is the register of the preliminary introduction . Text L has an informal style, starting with an open question â€Å"Do you feel the same way we do about the kind of Britain you want to live in?† The question addresses the reader directly and suggests implicitly that a â€Å"yes† response is required. The next paragraph consists of three phrases separated by semi-colons and arranged as if they were a sentence unit. There is no main verb in this unit, however, and so it does not qualify as a proper sentence. This style is reminiscent of spoken language, where less attention is paid to the rules of formal grammar. The intention here is no doubt to make the process of joining the Labour party appear to be a casual, everyday event, which does not require any deep thought or special preparation. These three follow-up phrases make use of the rhetorical device of repetition, in a sequence: â€Å"A Britain where the re is†¦; where education is†¦and where you and your family†¦Ã¢â‚¬  (Text L) This usage is reminiscent of the speech-making techniques of former Labour Leader Tony Blair, whose personal style, no doubt heavily influenced by professional script writers, included many such non-grammatical phrases The informality of Text L continues with a further command, expanding the title of the

Waste Elimination Coursework Example | Topics and Well Written Essays - 1500 words

Waste Elimination - Coursework Example In the several groups identified by economist, Taiichi Ohno, there is the imperative need of identifying some of them and breaking them down in an effort to acquire greater understanding of their effects and subsequent characteristics. These waste groups include, damage caused by the waste to the environment, the waste in production and the waste brought about in motion. Baltimore Green Construction is a company based in Maryland that has made tremendous efforts in resolving the various waste issues experienced today. Focusing on the first category identified, there are very many effects caused by waste products to the environment and the affected are not only people, but also other organisms in the environment. One of the major problems that waste products have on the environment is pollution. Pollution is a problem that has affected many countries in the 21st century and the amount of waste products that bring about this is in a very large amount. Characterization of pollution is i nto three groups, one of the vast types is air pollution, the other type of pollution identified is water pollution, and then there is the less but still epidemic soil pollution. Focusing on air pollution, the major factor to identify with this is global warming. Many companies in the contemporary world manufacture and produce goods using industries and factories that do not have proper waste disposal systems. However, one of the ways through which Baltimore Green Construction has

Organisational Behavior Notes Essay Example for Free

Organisational Behavior Notes Essay Definition * The study of human behaviour, attitudes and performance within organisational setting to improve performance and differences. * Frameworks of theories, methods and principles from disciplines such as psychology, sociology, political * The organisational Iceberg The study of organisational behaviour embraces, therefore an understanding of * The nature and purpose of the organisation * The human element and behaviour of people * Business strategy, organisational processes and the execution of work * The process of management as an integrating and co-ordinating activity * Social responsibilities and business ethics * The external environment of which the organisation is part of and * The need for organisation success and survival. The Pyschological Contract * The PC is not a formal written document that is referred to but a people organisation relationship where mutual expectations and satisfaction of needs are implied. * Important to enhance the level of trust and teamwork. * Human capital to be seen as a responsibility and a resources to be added to * Two observations in human behaviour at work * Peter Principle * Parkinson’s law ../2 The pyschological contract: possible examples of individual and organisational expectations Individual’s expectations of the organisation * Provide safe and hygienic working conditions. * Make every reasonable effort to provide job security. * Attempt to provide challenging and satisfying jobs, and reduce alienating aspects of work. * Adopy equitable human resource management policicies and procedures. * Respect the role of trade union officials and staff representatives. * Consult fully with staff and allow genuine participation in decisions which affect them. * Implement best practice in equal opportunity policies and precedures. * Reward all staff fairly according to their contribution and performance. * Provide reasonable opportunities for personal development and career progression. * Treat members of staff wit respect. * Demonstrate an understanding and considerate attitude towards personal problems of staff. Organisation’s Expectations of the Individual * Uphold the ideology of the organisation and the corporate image. * Work diligently in pursuit of organisational objectives. * Adhere to the rules, policicies and procedures of the organisation. * Respect the reasonable authority of senior members of staff. * Not to take advantage of goodwill shown by the management. * Be responsive to the leadership influence. * Demonstrate loyalty, respect confidentiality and not betray positions of trust. * Maintain harmonious relationships with work colleagues. * Not to abuse organisational facilities such as email or internet access. * Observe reasonable and acceptable standards of dress and appearance. * Show respect and consolidation to customers and suppliers. A pyshcological contract is not only measured in monetary value or in exchange of goods or services, it is in essence the exchange or sharing beliefs and values, expectations and satisfactions. Mutuality is the base principle of the pyshcological contract and consensus or mutual understanding is the basis of mutuality. Ideally therefore self-interest should be balanced with common interest in a win-win arrangement. In the past this unspoken contract might have implied that employees could expect job security and adequate rewards from their employer in exchange for hard work and loyalty. Today’s pyshological contract may be different, in line with a changed working environment that includes factors such as increased rationalism, technological changes, and management aproaches such as outsourcing. The new pyschological contract may revolve more around an employer’s willingness to assist you in developing your skills to order to maintain your marketability. The Peter Principle This is concerned with the study of occupational incompetence and the study of hierarchies. In a hierarchy every employee tends to rise to their level of incompetence. Employees competence in their postion are promoted and competence is each new position qualifies for promotion to the next highest posotion until a position of incompetence is reached. The principle is based on perceived incompetence in all levels of every hierarchy political, legal, educational and industrial and ways in whcih employees move upwards through a hierarchy and what happens to them after promotion. Peter suggests tow main means by which a person can effect their promotion rate. â€Å"Pull and push†. * Pull is an employee’s relationship – by blood, marriage and acqaintance – with a person above the employee in the hierarchy. * Push is sometimes manifested by an abnormal interest in study, vocational training and self-improvement. In small hierarchies push may have a marginal effect in accelerating promotion; in larger hierarchies the effect is minimal. Pull is therefore, likely to be more effective than Push. Parkinson’s Law A major feature of PL is that of the rising pyramid, that is â€Å"Work expands so as to fill the time available for its completion. There is little, if any, relationship between the quantity of work to be done and the number of staff doing it. Underlying this tendency are two statements; * An official wants to multiply subordinates, not rivals * Officials make work for each other What is driving leaders organisations behaviour? * The continuous importance that consumers base on value of product and service. * The diverse workforce is also an important factor that drives organisational behaviour. * Consumers expect that organisation understands their needs and produces top quality products at best price possible. These demands place leaders in a challenged situation by domestic and global markets and competition. What are organisational factors? * Organisational factors may be identified as the organisational environment, structure design * Individual characteristics, group behaviour * Overall decision making * The change processes adopted by the organisation The fast momentum in any industry highlights the importance of the leader to align the human resources with the organisational factors. Framing the Organisational behaviour Organisational behaviour may be studied under the following main contributors * The environment * The individual in the organisation * Group behaviour and interpersonal influence * Organisational process Organisational environment is the external and internal environment, the legal and political constraints, economic, technological changes and development all have an impact on the decisions that are taken by the management. The individual is the foundation of the organisation performance. This should therefore highlight the importance of managing individual behaviour at any level of the organisation. There are 3 important influences that mould the individual behaviour. 1. Individual characteristics 2. Individual motivation 3. Rewards Group behaviour Groups may form either intentionally by managerial decisions or form out of individual efforts. * Formal groups are groups that were intentionally created by managerial decisions * Informal groups are groups that form out of common interests and friendships that may have a negative or positive effect and therefore affect the organisation or individual performance. * Organisational processes are the communication, the decision making and the leadership elements that the organisation fosters as part of its culture and which in turn have an impact on the general performance of the individual and collective behaviour. Factors of organisation process Communication process is the ability of management to receive, transmit and act on information. The information integrates the internal activities with the external demand and information also integrates internally the activities of the organisation. Decision making process Decisions by managers have a direct impact on the employees well being, the organisation’s resources and the design and implementation of rules in a organisation. This should illustrate the importance of managers to communicate, assess and analyse the feedback of decisions and practises in the organisation. Leadership process Leaders in an organisation may be managers and non- managers. The manager may not always be the leader, yet leadership skills contribute in attaining the set goals. Some people believe that leadership styles should vary according to the situation, other believe that one style of leadership is effective in most situations. Importance of effectiveness * Surviving in the environment * Organisation ages- it forms, develops, matures and declines Importance of the Dimension of Time Quality, productivity, efficiency, satisfaction, adaptiveness and development are 6 general categories of effectiveness criteria. Each of the categories have a time base, short run criteria – 1 year, intermediate 5 years, long run are those for which the indefinite future is applicable. Personality Individual difference and work behaviour * Individual differences have a direct effect on behaviour because peole who perceive things differently behave differently. * Individual differences shape organisaitional behaviour and consequently, individual and organisaitional success. What is the ASA framework? This is the attraction- selection-attrition to careers and organisations. * Prospective employees are attracted to careers and organisations. * Organisations elect employees on the basis of the needs of the organisation. * Attrition occurs when individuals discover that they do not belong to the organisation. Studying individual differences at the work place is important since not addressing differences among employees may hinder from achieving organisation and personal goals. Understanding work behaviour Inorder to fully understand where individual differences arise the personal environment also needs to be given attention, weight and considered. Heredity factors are also important. An effective management must; * Observe and recognise the dufferences and * Study relationship between variables that influences individual behaviour. For discussion * What are the variables at work? * Give examples of work behaviour. Can you think of how these may be fostered on connected? The following variables impact employee productivity, creativity and performance extensively; * Heredity factors and diversity * Abilities and skills * Attitudes Heredity factors Gender, race and ethnic background are all heredity factors, mental and moral differences are also influenced by genetic inheritance and such factors mould each individual which in turn have a direct effect at work behaviour. 1.a Diversity * Diversity refers to those attributes that make people different from another. Primary dimensions of diversity include age, ethicity, gender, pyshical attributes, race and sexual orientation. When an employee is harassed as a resukt of diversity, due to isolation they become less enthusiastic in their job. * Managing diversity therefore ensures that employees become top level contributors especially in today’s Abilities and Skills * Ability is a pesson’s talent to perform a mental or pyshical task. * Skill is a learned talent that a person has acquired to perform a task. * Ability tends to be stable over time while skill tends to change according to training and experience. One needs ability to be a sales executive (appearance and manners are important) yet one may attain skills with years of experience in sales. * Mental ability therefore refers to the level of intelligence including comprehension, indicative or deictive reasoning, body language, associative memory etc. * Tacit knowledge is the work related to practical know how of the employees acquired eitehr through observation or direct experience on the job. Emotional intelligence – When you probe people to get to know them more * It is important that managers assess and attest abilities and skills snice no amount of leadership and motivation can make up for such deficiencies- job analysis therefore becomes important. * Job analysis is the process of defining and studying a job interms of tasks and behaviour and specifying responsibilities, education and training needes to perform a job – therefore removes guess work when recruiting. Attitudes Attitudes are deteriments of behaviour because they are linked with perception, personaility, fdeelings, etc therfore has a certain amount of importance to the managers. Attitudes are * Learned * Define one’s predeposition towards a given aspect or situation * Provide the emotional basis of one’s interpersonal relations and identifications with other * Attitudes are close to the core of personaility * Some attitudes are persistent and enduring while others are liable to change over time. Changing attitudes at the workplace How can a manager change attitudes of his employees? The process depends on three main factors / contributors 1. The Communicator 2. The Message 3. The Situation The Communicator * If the communicator is trusted and the employees perceive the manager as having prestige, they are more likely to change their attitudes. Employees change because they try to identify with a liked communicator and tend to adopt attitudes and behaviour of the liked individual. * A manager with a low prestige is not show respect / trust by peers and superiors – therefore more difficult to change attitudes of his team. The Message * Intentional and unintentional messages are delivered through verbal and no nverbal communication by managers. * The message delivered to employees has to be clear, understandable and convincing. * Developing persuasive verbal and non verbal communication skills is essential to managers. The Situation * The managers success in delivering a change in attitude also depends on the situation when the message is being delivered. * Distraction and pleasant surroundings are two factors that facilitate change in attitude (perks, performance allowance, training opportunities) Is job satisfaction an attitude? Job satisfaction results from the perception of the job itself and the degree which there is a good fit between the individual and the organisation Factors to consider * Pay – not just the pay but the perceived fairness. * The work itself are job tasks considered interesting? Do they provide opportunities for learning and accepting further / higher responsibilities? * Supervision – technical competence and interpersonal skills of the immediate boss. * Co workers – extent to which co workers are friendly, competent and supportive. Advancement opportunities – availability of opportunities Work conditions – the physical work environment is comfortable and supportive of productivity. Job security – it is reasonable expectation that one’s position is secure and contured employment within the organisation. Job relation in relation to Job performance on Effectiveness Are these 2 factors related or dependant on each other? * Attempts by management to satisfy employees may not mean higher performance while high performance may not mean that the employers are satisfied at work. * Discuss the ripple effects of rewards, warnings, absenteeism, fair promotion etc. That these have on job performance in general. Effect on OC Personality Personality refers to a relatively stable set of feelings and behaviour that have been significantly formed by genetic and environmental factors. * The manager attempting to understand his employees must give attention to the major forces that shape personality. * Cultural forces, heredity, family, relationship and social class are all factors that mould personality. How? * Culture – society, institutes various pattern behaviour with the result that members of a culture have common personality characteristics. * Heredity – varies from personality to another but are not constant since it is associated with values or ideals (temperament) * Family relationships – the experience one has with his parents, grandmothers, other family members / life experiences. * Social class – influences one’s self perception, perception of others, of work, of authority of money factor. * Personality is therefore a product (a number of forces that together have attributed to shape the unique individual). Personality is interrelated with perception, attitudes, learning and motivation – therefore analysis behaviour is incomplete unless personality is considered. Personality and Behaviour in Organisations The big five Personality Dimensions is key in understanding organisational behaviour. 1. Extroversion (Open minded, sociable, etc) 2. Emotional (Stability) 3. Agreeableness (More open to people, challenges and change) 4. Conscientousness (to understand your people’s attraction) Other three major factors are: Locus of control This relates to the extent to which employees believe that their behaviour will influence what happens to them. (Differing personalities of Internals Externals). Self efficacy Personal beliefs of competencies and abilities. This has an impact on Org behaviour and decisions like selection, training programmes and goal setting and performance. Creativity This is a personality trait that requires deviation from the normal thinking to produce new and useful ideas. (Think in an unconventional way). While a personality factor of the individual organisations play an important role to develop creativity at work by giving opportunities and freedom to think and come forward with new ideas. Reward winning ideas and discuss failures positively to nourish creativity all round. The Importance of Culture National Culture is the sum total of the beliefs, rituals, rules, customs, artefacts and institution that characterise the population. How organisational transactions are conducted is affected by nation’s culture and its subcultures. Values, customs and rituals of cultures do not simply appear. They are revolutionary and are influenced by politics, religion, language and cultural aspects. Managing in the 21st century For effective management understanding different cultures and various organisational cultures is important in the 21st century. ../9 ../9 Adaptation to new environment is becoming a common occurrence and although adaptation from one origin to another is always difficult, it can be better understood by learning about organisational culture. Organisational Culture Organisational culture is the shared values, norms, beliefs and norms which influence the way employees think, feel and act towards others inside and outside the organisation. OC gives unique identity to an organisation Although culture cannot be seen, it can be sensed and felt through a person’s attitudes, emotions and perceptions. â€Å"The way we do things around here† Deal and Kennedy 1982 â€Å"The collective programming of the mind†, Geert Hofstede 2001. Hostede identified four dimensions of culture: power distance, uncenrtainty, avoidance, individualism and masculinity. Power distance is essentially used to categorise levels of inequity in organisations which Hofstede claims will depend upon managment style, willingness of subordinates to diasgree with superiors, and the educational level and status accruing to particular roles. Uncertainty avoidance refers to the extent to which members of a society feel threatened by unusual situations. High uncertainty avoidance is said to be characteristic in France, Spain, Germany and many Latin American societies. Individualism describes the relatively individualistic or collectivisit ethic evident in that particular society. The USA, France and Spain display high individualism. Masculinity refers to a continuum between masculine charactertistics such as assertiveness and competitiveness, and feminine traits such as caring, a stress upon the quality of life and concern with the environment. Can organisational culture be created by management? * Ann Cunliffe (2008) states that OC is important for 4 reasons *Slaps the image that the public has as an organisation * Influences organisational performance * Provide direction to the company * Help to attract and retain motivated staff Creating the desired OC may be difficult since imposing a particular culture may not be met with resistance. Why? Is disparity between what the management states as values and the reality with the employee an issue? What organisational factors may be attributed to the development of a desired OC? Communication is an organisational factor that is an important factor is developing and fostering an OC Why? Discuss with example? Communicating top down only leaves management out of touch from the real situation and may lead to a gap in culture that management wants to create another culture that actually develops. Uncover the levels of cultures Artefacts Visible organisational structures and processes (had to decipher). Annual report, newsletter, furnishings are examples of artefacts. Espoused Values – Strategies, goals, philosophies (espoused justifications). Assumptions that tell individuals how to perceive, think and feel about work, human relationships and performance of colleagues. Basic underlying assumptions – Unconscious taken for granted beliefs, perceptions, thoughts and feelings (ultimate sources of values and actions). Summary with examples of Schein’s three levels of culture * Surface manifestation of culture – most accessible forms which are visible and audible behaviour patterns and objects (observable culture, send a message) * Organisational values – the accumulated beliefs held about how work hold be done and situations dealt with that guide employee behaviour ( be honest, be creative, work hard) * Basic assumption – invisible perceptions, taken for granted understandings, held by individual with an organisation concerning behaviour, the nature of reality and its relationship to its environment (stability, excellence, quality and responsibility). Where does OC come from? Values are the basic element that distinguishes one organisation from the other. Changing organisation structure and its process will mean a change in values and therefore a change in culture. Why? Discuss the difference on a change from tall hierarchy to a change in flat hierarchy.