Friday, September 6, 2019
Critical Thinking in Homeland Security Essay Example for Free
Critical Thinking in Homeland Security Essay Critical Thinking in Homeland Security Introduction            Homeland Security is an essential part of the security organs that are very crucial in ensuring the protection of the country’s sovereignty. Just as other nations in the world, United States faces significant threats from the external and internal factors. The US established Homeland Security Department in 2003, in an effort to address the external threats and aggression like the September 11 terrorist attacks (Pruitt, 2003, â€Å"The 9/11 Commission,†2005). Therefore, the main objective of the department is to prevent terrorist attacks in the US. Additionally, the department has to minimize the exposure of the nation to terrorism and minimizing the injuries that results from the attacks, if attacks occur.            To achieve its mandate the department applies several skills. These skills are aimed at determining the likelihood of a threat and establishing the credibility of the threat as per the information provided. Among the skills used is the critical thinking. By definition, critical thinking refers to the ability by the department personnel to make clear, rational judgments (Paul Elder, 2009). This means that the decisions regarding security should be arrived through a well thought out processes (Pruitt, 2003). Critical thinking under homeland security focuses on crucial elements of thought and asking the relevant questions. This means that the department has to evaluate every piece of evidence at their disposal in order to develop appropriate security solutions to the country. The discussion put forward below will aim at establishing what critical thinking method model is appropriate for the decision-making within the structures of homeland s ecurity (â€Å"The 9/11 Commission,†2005). The reason behind this inquiry is highly dependent on the fact that there are different critical thinking models. These models are very useful in the since they help to find the best and effective solution in homeland parameter. However, different models offer different results. Discussion            The September 11 attack brought about unprecedented need for good, efficient and effective security apparatus. With the introduction of the Homeland Security Department, the country was placed at a position to deal with the terrorism threats. The terrorism activities are currently very dynamic and in return there is a need for the solutions that might meet these challenges (Pruitt, 2003). As a consequence, the homeland security personnel is require to meet the ever rising need for increased demand of the security services as well as meeting the high placed accountability standards. To achieve these requirements they have to learn to become highly skilled in their level of thinking, as well as reasoning abilities.            The fundamental reason for the need to improve skills is that the employees have to analyze all the massive information, understand it, identify the problems and offer solution (Paul Elder, 2009). However, the processing of this massive information comes against the race of time. Homeland security department has to make timely decision that would help to preempt any threats that may arise or control the already existing threats (Pruitt, 2003). Additionally, the strategies employed by the terrorist are changing day in day out, and as well these changes must be encompassed in the decision which the department is undertaking. For instance, before the September 11 attack, the defense apparatus restricted themselves to biological and chemical threats. Moreover, the use of airplane as a tool to carry out terrorism strikes was covered by defense agencies like the Pentagon (â€Å"The 9/11 Commission,†2005). On the other hand, the threat o f airplane strike was not addressed as the security agencies believed this would result to giving the terrorist an additional tool to their disposal.            The example about the use of airplane as a tool of terrorism indicates an ineffective manner of using the available information to mitigate the terrorist attacks. In this regard, critical thinking is very essential in manner in which the homeland security handles the information they acquire to handle security issues or threats (Paul Elder, 2009). This is mainly, because critical thinking offers the prediction and diagnosis analysis for security issues. Prediction depends chiefly on the ability of the security organs to be able to think ahead. Thinking ahead, as part of critical thinking, dictates that the security organs are able to establish the likely causes of terrorism and probable outcomes (Kiltz, 2009). Diagnosis means the analysis of previous threats which in turn helps to extrapolate the likely future events. In this regard, security organs are able to identify their past failures and in turn making amendments. Additionally, the organs are able to replicate past successes to the future. Best Critical Thinking Model            While understanding the importance of the critical thinking skills, there are several critical thinking models at the disposal of security organs to address any homeland security issues. It is very crucial to put a lot of emphasis on the fact that critical thinking is basic requirement for security decisions facing the country (Paul Elder, 2009). Therefore, to identify the best critical thinking model it would be prudent to learn the two factors that will play a very major role in determining the best model. Critical thinking in the context of homeland security is fundamentally dependent on the most important factor for good decision-making and the nature of the homeland security context (Browne Keeley, 2007). 1. Decision making            Critical thinking is fundamentally aimed at arriving at appropriate decision. Every decision made or arrived at should be able to offer solution in the context of homeland security. In this light, the decision of the security apparatus should be able to effectively prevent the threats that arise as well as minimize the damages is events occur (Kiltz, 2009). Thus, critical thinking plays a pivotal role in decision-making process. On the same note, the best decision-making model is exceedingly reliant on the right questions.            The right question are said to be the main factor that enable effective decisions to be made in all the fields of the society, security being inclusive (Kiltz, 2009). Questions are a good guiding factor while looking for the appropriate results. One, right questions create a structure that our thinking relies upon, that is to say, right questions are essential in finding the suitable materials or information that are essential to the decision or solutions. Secondly, right questions play a vital role of determining the course of our thinking. In this regard, the right questions are crucial element of individual thinking (Kiltz, 2009). This indicates that the right questions part of the homeland security parameters, in that they would help the decision makers in this context will arrive the best solutions possible to the various security challenges. 2. The nature of homeland security            The processes and the activities surrounding decision making in the parameters or the context of the homeland security are substantially complex. The complexity comes in two levels: one, there amount of data or information being processed is extremely large and second, there are a lot of dynamics and variables in homeland security decisions (Paul Elder, 2009). Therefore, the decision-making process has a higher requirement of exhaustive scrutiny of all the probable accompanying implications of any decision made. In addition, the scrutiny extends other available options prior or before the enforcing any decision passed. A good example relates to diversion tactics that are highly employed by terrorist (Davis, 2012). This is where a threat is identified in a particular location while in reality the actual threat is in another place. Without appropriate critical thinking capabilities, the security apparatus are expected to put enough emphasis on areas which are reported to have the threat while leaving the other places vulnerable.            Understanding the nature of homeland security is pegged on homeland security operations and the past failure. Past failures help to understand what part of the process failed and how efficiently and effectively did homeland rise from their falls. For instance from the example above, if the severity of a homeland security event was increased by the misjudgment stated above, in future homeland security would put all efforts at protecting all places equally while still putting emphasis on any information gathered (Paul Elder, 2009). That fact encompasses a crucial part of the critical thinking in such a security decision-making process.            In effect, the most effective critical thinking model should be all-inclusive. Inclusivity means that all the available alternatives should be taken into account while simultaneously evaluating the possible outcomes associated with each likely action. The module applied is similar to a game theory model (Davis, 2012). In such a model, the homeland security is supposed to establish every strategy available to them as well as those available to the opponents, the terrorists. This would help to preempt most, if not all, of the threats posed by various terrorists groups. Therefore, every strategy has probable action, which in turn will deliver results. It would be the aim of homeland to select the most applicable strategy and take an action that would offer the best-expected outcome (Paul Elder, 2009).            For example, through information and intelligence gathering, the security organs in the United States had all the necessary, adequate and relevant information to indicate that an attack was eminent. This information was prior to the September 11 attack, which detailed the Al Qaeda plans to attack the US. This shows that the security organs had the available strategies of the opponents. However, the organs failed to select the best strategy and their actions failed to meet the required results (â€Å"The 9/11 Commission,†2005).            The time constraints also play a critical part in undertaking any security decision. The reason behind this is that despite the large volumes of information that need to processed, the uncertainty of when a homeland security event is likely to occur needs timely decision-making. Using the September 11 example, it can be observed that the security organs failed to meet the timely decision requirement (Kiltz, 2009). Although all the information processed indicated the likelihood of a terrorism incident in United States, no timely action was taken to preempt the threats due to the argument that the decision process was at its preliminary stage.            Additionally, homeland security should be in a position to predict the opponents’ likely cause of action and also putting a lot of effort towards preventing the threats preempting the homeland actions. This is attached to diversion tactics, where the threats mature to events in places other than those indicated in the threats information. This was the strategy that was employed by the Al Qaeda to beat homeland security at their game in September 11 (â€Å"The 9/11 Commission,†2005). Prior to the attack, the information gathered indicated that the threats were highly in United States departments and agencies that were beyond borders. The fact that overseas parts of homeland security were threatened, the homeland skewed its efforts towards the external offices and agencies. Consequently, the Al Qaeda anticipated the moves of homeland security and they counteracted by attacking the internal departments (â€Å"The 9/11 Commissi on,†2005). Critical thinking should help to homeland security to fill all the available loopholes that may expose their operations and the country was vast. 3. Right Questions Model            As stated earlier there are several models at the disposal of the homeland security, but among them asking the right questions takes the reign. There are several factors that have heavily tilted the odds towards the right questions model of critical thinking (Browne Keeley, 2007). First, the model plays a pivotal role in addressing the various loopholes found under the nature of homeland security. For instance the failures that were capitalized by the Al Qaeda in the September 11 attack (â€Å"The 9/11 Commission,†2005). The right questions model aims at querying all the information available. The inquisitive nature of the model allows the various security issues to be determined as well as determining the necessary conclusions. The conclusions are highly dependent on the reasoning, assumptions, and clarity of words.            There are numerous benefits that accompany this essential model of right questions. To begin with the model is highly useful in offering a well detailed analysis of the decision made as well as the cause of actions undertaken. When comparing this model with the other models such as the elements of thought thinking model, right questions model outranks them all in enabling homeland to meet its objectives or targets (Browne Keeley, 2007). Furthermore, it is established that the model has other models easily inbuilt. Mainly, homeland security establishes the positive elements of the other models and encompasses them in the right questions model. As a consequence, the models offer comprehensive and well-contained solutions out of all the available alternatives.            In addition, the said model is highly interactive as it offers an all rounded analysis of the various situations. The analysis is crucial in timely and effective decision-making as well as in actualization of the actions set. Additionally, the model allows homeland to identify the instances of fallacies in reasoning (â€Å"The 9/11 Commission,†2005). Well thought out decision should not be guided by a belief, myth of misconceptions. This allows homeland security process of verification and validation of evidence to be thorough and unbiased. If some essential information is missed, the model would results to different alternatives. Right questions model bases its success on availability of possible alternatives. Therefore, the model puts a lot emphasis on the available information which helps decision makers to arrive at the best possible alternative. On the other hand, the other models have some constraints in their operations (Bro wne Keeley, 2007). For instance, the Element of Thought thinking model success is highly dependent on the emphasis given to some four aspects of decision-making. Using the Model            Several failures have been seen under the dome of homeland security. These failures are highly attributed as the indirect contributors of past events like the September 11 attacks. The right questions model can easily address these past challenges (Browne Keeley, 2007). Moreover, the model is the key to providing support to the homeland security decision-making process as well as creating and enhancing the credibility of the actions undertaken by homeland security.            The right questions model is dependent on an extensive spectral analysis. This analysis is the foundation of critical thinking. As a consequence, the right questions model helps to evaluate all the possible alternatives and their accompanying actions; which aim at getting the best possible solution. The model has been extensively used under the homeland security context to eradicate and lessen threats like the September 11 attacks. For example, prior to September 11 attacks the United States intelligence had gathered that there were several threats directed towards the United States institutions outside the country (â€Å"The 9/11 Commission,†2005). Lack of a wider spectral analysis, the homeland security failed in its job (Browne Keeley, 2007). In dependence to the information, the homeland security strengthened the security agencies beyond borders and failed to do so with the domestic agencies. As a consequence, the Al Qaeda use d this loophole to carry out the attacks in the US soil (The 9/11 Commission, 2005). Under right questions model, an in-depth analysis would have taken place prompting homeland security to reinforce all the security agencies across the board. Such analysis would have enabled homeland security to alleviate the September 11 attacks. The alleviation would have been achieved through the fact that the homeland security would have easily identify and eliminated all the security exposures that faced the United states at large without overemphasis on the overseas institutions (Browne Keeley, 2007). The fallacies of logic resulted to this misguided conclusions. While combating the Al Qaeda in Afghanistan, there was a belief that the US turf was safe from the Al Qaeda actions. This resulted to homeland security ignoring the domestic security need for dealing with terrorism.            Additionally, there were not efforts to fill the information gaps that were there before the attacks. There poor statistics since there limited activities that were undertaken by security agencies in the United States (â€Å"The 9/11 Commission,†2005). The model selected put emphasis on identifying the missing information which in turns increases the chances of obtaining the best strategy and the appropriate cause of action to be employed. For instance, the evidence provided that an attack was imminent, but there were no prompt actions that were undertaken to mitigate these threats. Also, despite the availability of evidence that indicated that there were terrorist threats facing the US, no security actions were undertaken in time (Browne Keeley, 2007). The claims behind the lack of actions were that the decision process was still at preliminary stages, indicating the rigidity of the security operations. The selected model offers flexible and dynamic solutions to challenges. Through the right questions model, appropriate decisions would have been arrive at early enough to mitigate the threats. Conclusion            Critical thinking is crucial for the undertakings of the homeland security department. This is because there are significant complexities of the decisions and accompanying actions. The critical thinking models are several but one outranks the others; the right questions model is very essential in establishing the right decisions and cause of actions. The model employs a wider spectral analysis strategy with an aim of achieving efficient, effective and timely solutions. Looking at the applicability of the model against the events of September 11 attacks the model would achieve better-desired results (â€Å"The 9/11 Commission,†2005). References Browne, M., Keeley, S. (2007). Asking the right questions. Upper Saddle River, N.J.: Pearson Prentice Hall. Davis, V. (2012). Use Critical Thinking to Overcome Personal Biases. IN Homeland Security. Retrieved 22 January 2015, from http://inhomelandsecurity.com/use-critical-thinking-to-overcome-personal-biases/ Kiltz, L. (2009). Developing Critical Thinking Skills in Homeland Security and Emergency Management Courses. Journal Of Homeland Security And Emergency Management, 6(1), 1-20. Retrieved from http://www.innovative-analytics.com/wp-content/uploads/2013/05/DevelopingCriticalThinking.pdf Paul, R., Elder, L. (2009). The miniature guide to critical thinking. Dillon Beach, Calif.: Foundation for Critical Thinking. Pruitt, K. (2003). Modeling Homeland Security: A Value Focused Thinking Approach (1st ed., pp. 1-236). Wright-Patterson Air Force Base, Ohio: Department of the Air Force, Air University. Retrieved from http://www.au.af.mil/au/awc/awcgate/afit/pruitt_vft_hls.pdf The 9/11 Commission,. (2005). The 9/11 Commission Report: Final Report of the National Commission on Terrorist Attacks Upon the United States (1st ed., pp. 1-400). Washington DC: U.S. Government Printing Office. Retrieved from http://www.gpo.gov/fdsys/pkg/GPO-911REPORT/pdf/GPO-911REPORT.pdf Source document
Thursday, September 5, 2019
Models of Crime Prevention: Their application
Models of Crime Prevention: Their application Due to the increasing complexity brought about by modernisation, overpopulation, urbanisation, and globalisation, crime prevention has required a more urgent stance not only from government but also from communities, schools, citizens, families, and non-government institutions. While the prevention of crime has been unanimously agreed upon, the best way to go about it is still under debate. There have been several models of crime prevention which criminologists and law enforcement experts have introduced but until now, there remains no clear best model yet. Some of the major crime prevention programmes are situational or social in nature but so-called hybrid approaches or whole of government approaches have also gained popularity, especially in Australia. In order to develop a clear appreciation for the many-faceted nature of crime prevention as practiced today, it is necessary to define it clearly and analyse the different models used locally and overseas and examine how each model has fared when applied to actual crime prevention programmes. This essay discusses crime prevention, its models, and its application in the real-world setting. Defining Crime Prevention Crime prevention in its simplest definition is the process of deterring crime, criminals, and reducing levels of victimisation. White and Perrone (2005) view crime prevention as the creation and implementation of proactive programmes and strategies which are designed to prevent crime and address the fear of crime (p. 15). A more comprehensive definition is advanced by Van Dijk and De Ward (1991) to treat crime prevention as the total of all private initiatives and state policies, aimed at the reduction of damage caused by acts defined as criminal by the State (p. 415). The common thread of these definitions is the suggestion that crime prevention is not the sole responsibility of law enforcement and police, but rather a collective obligation of different sectors in society in government and in communities. Otherwise stated, crime prevention is a joint effort of various levels of society to work toward strategies that prevent crime occurrence. Rationale Behind Crime Prevention While concepts of crime and justice date back to antiquity, the enormity of concern attributed toward crime prevention emerged circa late 1980s and early 1990s. White and Perrone (2005) enumerated three major reasons why crime prevention has taken an unprecedented turn during this period: economic, operational, and community initiative. Economic. Crime prevention became an important economic concern because crime definitely pays, to use the popular catchphrase in huge amounts of fiscal resources. The cost of crime is increasing, and according to 2008 figures from the Australian Institute of Criminology (AIC), crime consumes almost 4 percent of the countrys GDP which is equivalent to $36 billion (Rollings, 2008). Crime-related expenditures include policing, corrections, the security industry, and the criminal justice system as well as hidden costs such as medical costs, compensation, and loss of productivity of victims. To curb this gargantuan cost, crime reduction is considered a feasible alternative. Operational imperatives of policing. Considering the massive cost of crime, it became incumbent upon police and law enforcement agencies to recruit and enlist the assistance of citizens in an effort to arrest the escalating costs of crime. Policing required the collaboration of the law enforcement structure with citizens in the so-called fight against crime (Martin Perrone, 2005). Demands of the community. As crime rates increased with demographic changes attributed to the sprawl of urbanisation and migration, citizens have learned to recognise that a singular campaign by law enforcement to prevent crime would not do; hence, citizens have assembled themselves into crime prevention groups based in their respective communities to assist in crime prevention. As citizens became more vulnerable to crime, so did their resolve to empower themselves to stop victimisation. While one or a combination of all factors may have contributed to the emergence of crime prevention theory and application in the modern world, another theory is the growing concern for human rights and individual freedoms have led to an influence leaning toward non-punishment forms of crime prevention. Sutton and Cherney (2002) emphasised that crime prevention is reflective of societys desire to handle crime by using processes other than those that are eliminative; instead of punitive action, restorative means are advanced in the campaign for crime deterrence. Models of Crime Prevention Throughout its history, differing models of crime prevention have been used by law enforcement and criminologists around the world to curb crime and reduce victimisation. The major conceptual models of crime prevention include: situation, social, and developmental. Crime prevention has also been classified into primary, secondary, and tertiary forms. Situational crime prevention. The situational theory of crime prevention suggests that the best way to stop criminals is to design physical space and environment in a manner that will make the commission of crime harder and increase the likelihood of apprehending criminals. The idea is to change criminals perceptions of the rewards of crime by making the situation harder and much riskier for them. The situational concept of crime prevention was developed initially in the 1980s by criminologist Ronald Clarke. Clarke (1992) suggested that the most effective way to prevent crime is to implement strategies that create conditions which make it harder for criminals to commit crime. Thus, as an intervention model, situational crime prevention requires the proper identification of routines, factors, and patterns associated with criminal activity. Clarke Cornish (2003) presented five types of techniques which criminology practitioners should consider when using the situational model: 1) incr easing effort required to commit crimes; 2) increasing risks of committing crimes; 3) reducing rewards out of crimes; 4) reducing conditions that provoke crime; and 5) removing excuses for committing crimes (as cited in Homel, 2005, p. 132). Social crime prevention. The theory of social crime prevention aims to prevent offending by changing not the physical environment but the social environment. Social prevention intends to create social conditions that will deter potential or actual offenders from doing crimes. Hence, strategies associated with social crime prevention include empowering communities with resources and programmes that create a diversion from criminal behaviour. As an intervention model, social prevention focuses on youth and children, and programmes liked to this model including employment programmes, skills building activities, leisure programmes, youth drop-in centres, and other activities that increase productive behaviour. Developmental crime prevention. Developmental crime prevention as a theory strives to link childhood development with later delinquency. Researchers that have conducted prevention experiments were able to establish that factors surrounding early childhood are significant precursors to delinquent behaviour. These risks to delinquency include poor parenting, socially disruptive behaviour, and cognitive deficits (Sutton Cherney, 2002). Poor parenting could involve factors such as neglect, conflict in the home, deviant behaviour of parents, and early experience of family disruption (Homel, 2005). Among the developmental intervention strategies used courses related to proper parenting and other school-based measures. Crime Prevention Programmes The theoretical concepts of crime prevention discussed earlier have generated various intervention strategies all aimed to preventing crime. Situational prevention. Situational prevention strategies aim at designing the physical environment in order to make it less desirable and riskier for individuals to commit crime. Advocates of situational prevention strategies are more likely than advocates of other models to claim empirical effectiveness in preventing crime. Situational prevention involves among others, identifying cities that are crime hotspots, the use of surveillance cameras or CCTV cameras, screens, reducing cash-handling among banks to curb robbery, the use of boom gates to reduce car theft, and the use of undergrounds inroads to prevent vandalism and graffiti (OMalley, 1997). One of the strongest critiques against situational prevention is that the approach is inherently biases in favour of the rich and against the poor. Moreover, opponents claim that the opportunity reduction strategy gives only cosmetic remedies and that crime involves economic and cultural aspects associated with capitalism and mass consume rist ideology (OMalley, 1997). Social prevention. In lieu of situational prevention techniques, some criminologists have advocated social prevention instead because of the view that crime as a social problem is deeply ingrained within the economic and cultural structures in society. One of the most prominent social prevention strategies implemented was the Bonnemaison programme of Epinay, France, named after the towns mayor, Monsieur Gilbert Bonnemaison, MP (Cornish, 1995). This programme was implemented in France during a period of turmoil characterised by high levels of unemployment, ethnic rioting, and violence. The French central government collaborated with the local governments to develop diversionary programmes for the youth and made it a national priority. Some of these crime prevention programmes inspired by the Bonnemaison strategy include (Cornish, 1995): education of young people; re-training of those who failed to cope in the education system; better housing; employment; adequate health service; aid to victims of crime; better conditions for immigrants and ethnic minority groups; drug abuse treatment; after school activities for the young; provision of youth, cultural, training and recreation centres in each council area. (p. 188) Another overseas example of successful social prevention strategies include the so-called head start projects pioneered in the United States since the 1960s. These programmes focused on social justice as a crime deterrent by empowering poor and disadvantaged families with educational and other family enrichment programmes (Cornish, 1995). To date, several community-based and community development strategies of crime prevention have been modelled after the social prevention concept. Hybrid or whole of government approaches. Instead of focusing solely on just one crime prevention strategy, several programmes have combined several strategies and developed so-called hybrid programmes or whole of government approaches as it is known in Australia (Homel, 2005). An example of this customised approach toward crime prevention is the Safety Action Projects implemented in Surfers Paradise and Queensland during the middle of the 90s. Other projects that were national in scale include Safer Australia and subsequently, the National Campaign Against Violence and Crime (NCAVAC) geared at the promotion of community-based crime prevention through coordination and operational partnerships with local and central government (Homel, 2005). Conclusion Crime impacts overall quality of life because it influences ones actions, where one lives, how one travels, people one associates with, and others. The major conceptual models of crime prevention are the situational, social, and developmental crime prevention strategies. However, there has been increasing acceptance that crime is more complex in nature so that not one single strategy is effective in deterring crime. The emergence of hybrid approaches toward crime addresses both situational and social factors, and is considered to be more appropriate for the complexity of the 21st century. Supply management: A complex function Supply management: A complex function 1. INTRODUCTION Supply management is a complex function thats critical to business success, responsible for delivering efficient costs, high quality, fast delivery and continuous innovation throughout companies entire supply chains. The strategic contribution of supply management is measured not only in savings made, but also in increased shareholder value (Niezen, Weller Deringer, 2007). Nike and Adidas are two global companies try to improve their competitive advantage through strategically managing and utilizing their supply chain. The purpose of this report is to compare and evaluate the supply chain management practices of Nike Adidas. 2. CORPORATE PROFILE 2.1 Nike Corporate Profile Based in Beaverton, Oregon, and employing approximately 29,000 people worldwide, Nike Inc. is the worlds leading designer and marketer of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities (Comtex, 2002; Nikebiz, 2007a). Nike holds a 32 percent worldwide market share, a $20 billion market cap (Koch, 2004), has 40,000 stock-keeping units of goods (Mongelluzzo, 2002) and sells over 120,000 products in four cycles per year (Koch, 2004). 2.2. Adidas Corporate Profile Adidas is a leading producer of sportswear and sports equipment, offering its products primarily through four brands: Adidas, TaylorMade-Adidas Golf, Maxfli and Reebok (Datamonitor, 2007) The Adidas group and its 150+ subsidiaries are directed from the headquarters in Herzogenaurach, Germany, and employ 26,376 people (Adidas, 2007) The Adidas product line includes more than 20,000 items, with thousands of product variations. To keep up with market demand, the company changes its product range twice a year; more often if new technologies are available and in demand (Webex, 2004). 3. REPORT SCOPE Nike and Adidas are global players across a number of product categories. Supply chain management practices vary as the different products across the portfolios work towards different objectives. Due to the wide scope of product categories, the following report limits itself to analyzing the supply chain management practices of Nike and Adidas within the context of the global footwear market. Key supply chain processes under analysis include; manufacturing flow management supplier relationship management, demand management, order fulfillment customer services and relationship management (Lambert, 2007). 4. MANUFACTURING FLOW MANAGEMENT 4.1 Outsourcing as procurement strategy The international sports shoe industry is typified by the large scale vertical disintegration of functions and high levels of subcontracting activity. Multinationals such as Nike and Adidas no longer manufacture products, relying strongly on outsourcing all production in low-cost overseas labor markets, invariably resulting in the majority being manufactured in Asia. Outsourcing practices allow Nike and Adidas to focus on their core competencies; marketing, design and product innovation, areas in which they can best achieve a competitive advantage (Anderson, 2005). The trade-off to outsourcing to offshore manufacturers is that companies face substantially longer lead-times for delivery typically taking six to eleven weeks to receive products from Asia (Sahling, 2007). Efficiencies gained in terms of reduced wages are countered by the increased difficulty of monitoring the product and the actual working conditions in the factories (Van Dusen, 1998). Also, Nike Adidas production capa bilities are governed by the economic state of emerging markets; as countries prosper, there is a need to find new, low cost opportunities. Conversely, production could also be affected by external factors such as natural disasters or political instability. 4.1.1 Nike Approach Asia provides the majority of Nikes manufacturing and distribution, delivering to more than 80 destinations throughout the world, which now accounts for 65% of U.S. imports (Mongelluzzo, 2002). China now supplies 40% of Nikes U.S. consumption, increasing its reliance on southern Chinese ports (such as the Yantian port) instead of the port of Hong Kong (Field, 2003a). Yantian currently handles about 20% of Nikes volume from China, and approximately 10% is shipped from the port of Qingdao (Field, 2003a). The Yantian port has increased efficiency due to the close proximity to the Nike factory base, and quicker transits to the States (Field, 2003a). Nike places more importance on choosing the right local partners, not just the right ports. Nike doesnt own any of its facilities, and local partners make important logistics decisions (Field, 2003a). To manage relationships, Nike has both a global and regional vendor management team as output volume increases, Nike dont expand the number of suppliers, but increase the volume of business they do with each supplier (Field, 2003a). The Nike production system can be stratified into three classes; developed partners, volume producers and developing sources (Donaghu Barff, 1990). Although Nike has developed different levels of supplier relationships with each class the production network is commonly classified as a virtual enterprise where independent firms work together based on shared values and a common way of doing business to exploit a business opportunity through joint manufacturing (Pfohl Buse, 2000). 4.1.2 Adidas Approach Adidas has also been referred to as a virtual enterprise however, it may be better characterized as a strategic network because its supply chain utilizes three different types of suppliers; The first group have a direct contractual business relationship with Adidas, whilst the second group, subcontractors, are companies that have been subcontracted by their suppliers and do not have a direct business relationship with Adidas; and thee third group includes local sourcing companies, which source and manufacture products for local markets, rather than group-wide distribution (Adidas, 2002). Further, Adidas provides all of their suppliers with detailed technical and design specifications for the production and delivery of products, with strict quality control enforcement and inspections (Pfohl Buse, 2000), rather than adopting co-operation techniques and joint manufacturing ideals. 4.2 Lean Manufacturing Principles Lead Time Reduction According to Gernaat (2006), the fashion (footwear) market characterized by short product life cycle, high variety, high demand volatility, low demand predictability, low volumes and high level of impulse purchase. Therefore short lead times are highly important functions of responsive, reactive and flexible supply chains (Gernaat, 2006). Global sourcing creates longer lead times, and more complex supply chains. Nike and Adidas have instituted lean manufacturing principles to rationalize the supply chain processes and decrease costs. However, lean manufacturing approaches leave the companies more vulnerable to potential stock outs and there is increased reliance upon other supply chain elements running in sync and without interruption. 4.2.1 Nike Approach Nike utilizes several subcontracting arrangements that allow the company: a high degree of flexibility in dynamic and fluid markets a flexible demand-driven production system to shift production between factories and countries; opening plants and signing contracts that potentially only last a year and it to utilize capacity subcontracting methods to meet variable market demands (Donaghu Barff, 1990). Nike is upgrading its supply chain to try to drive the manufacturing cycle for a sneaker down from nine months to six to match its lead time to retailers ordering schedule. Nike aims to manufacture its sneakers to order rather than three months in advance (Donaghu Barff, 1990). Nikes new supply chain, using just-in-time management already active in the US and Europe enables shipment of products to customers faster. Select retailers receive delivery within days rather than months; cutting costs and improving profits by freeing up inventory and increasing sales (Herzog, 2003) 4.2.2 Adidas Approach Prior to 2002, Adidas operations were traditional batch and queue, and stored in warehouses until the order was processed. As part of its overhaul of its supply chain, Adidas sought to significantly reduce footwear lead times by introducing lean manufacturing principles across its supplier network. The time-to-market initiative involved a coordinated, global effort on behalf of Adidas and its consultants which included training suppliers, technology improvements in supply chain planning and a focus on internal design processes (Productivity Press, 2006). Efficient implementation of lean manufacturing principles also removed non-value-adding procedures, improved labeling and special handling to reduce lead time (Datamonitor, 2007). The reduction in lead time also lead to a 33% increase in correct product choice, increased accuracy in ordering and in some cases, resulted in larger orders as customers were less risk averse and displayed increased commitment (Productivity Press, 2006). 4.3 Centralisation 3rd Party Logistics Specialisation 4.3.1 Nike Approach The theme of Nikes sneaker supply chain is centralisation. All product design, factory contracting and delivery is planned and co-coordinated from Beaverton, Oregon (Koch, 2004). Nike runs a single instance of SAP R/3 (a single planning engine), and centralised demand management to work with outsourced suppliers (MSI, 2004). Nike is currently pursuing a total information integration strategy integrating ERP (enterprise resource planning), supply chain planning and CRM software onto a single platform shared by Nike operations in North America, as well as Europe, the Middle East and Africa. Initial results are promising; improved financial visibility, cash flow management, revenue forecasting, and taking advantage of shifting exchange rates through the re-allocation of Nikes cash resources (Koch, 2004). Nikes key supply chain strategy is through achieving up-to-date shipment data that can be used to make the supply chain more efficient, with transit time being the deciding factor over other considerations (Mongelluzzo, 2002). Nike has pared its number of logistics providers from five to two. Nikes two third-party logistics providers specialise in data management APL Logistics handles eastbound shipments to the U.S., Canada and Latin America and Maersk Logistics manages U.S. outbound shipments (Mongelluzzo, 2002). Nike requires transportation vendors to provide: Geographic coverage of U.S., Canada and Latin America Carrier specialisation Multiple ports of entry Multiple consortia Expedited air and courier services Cargo security EDI interface Data and documentation management (Mongeluzzo, 2002). For 60 percent of cargo from Asia, Nike controls the transportation move from Asian factories directly to the distribution centres of its U.S. retailer customers. The company moves the rest through its own U.S. distribution centres, where they are stored until a retailer needs them (Field, 2003b). Although the shipper and its logistics partners manage the supply chain, decisions on how much to ship and when to ship it are made in response to customer needs Demand drives the logistics strategy (Mongelluzzo, 2002). 4.3.2 Adidas Approach Traditionally Adidas has operated in a decentralized manner, with separate operating units independently choosing software that suited their internal preferences and geography (Tibco, 2007). Since 2002, Adidas has begun implementing common processes to help establish a global direction and help regain its competitive advantage. Tibco software was implemented to streamline and automate its business operations, improving flexibility, scalability and visibility across the enterprise helping to reduce product delivery times (Tibco, 2007). Similarly, Adidas inadequate paper-based warehouse and distribution systems were replaced with unique WMS and RF software to halve distribution costs, reduce labour costs and improve accuracy and efficiency through automated cross-checking of all orders (CIPA, 2004). John Hamilton, the Development Manager for Supply Chain Applications noted that We use third-party manufacturing so we are involved with a lot of different partners, from people who manufacture our product, to people who manufacture our raw materials, to the distributors that sell our product throughout the world We had a bit of a lag in our ability to see downstream demand Its hard to see the end customers demand because we are working through a lot of different subsidiaries. (i2, 2004) i2 solutions replaced the home-grown planning system, to ensure that Adidas continued to meet the needs of customers, suppliers, and consumers enabling the company to reduce order confirmation times and to get products to market faster through its ability to improve asset utilization, factory fill rates, and to plan at multiple lead times (ibid). Adidas moved further toward a centralization strategy as it implemented logistics software SAP AFS to facilitate process and system standardization worldwide, providing a solution that supported a consolidated global focus. Adidas chose the software because AFS is specific to the apparel and footwear industry with its emphasis on seasonal fluctuation, proliferation of design variations and product characteristics, multiple distribution channels and customer-service requirements, and outsourced manufacturing (SAP, 2002). Adidas consolidated the distribution system into UPS, a single streamlined network, with automated inventory and fulfillment systems that rapidly scaled its services and add enhancements as required (UPS, 2005) 4.4 Supplier Relationship Management 4.4.1 Nike Approach Athletic footwear producers use similar techniques to promote stability and trust in their relationships with subcontractors; Nike develops and produces all high-end products with exclusive partners, while its volume producers manufacture more standardized footwear that experience larger fluctuations in demand (Donaghu Barff, 1990). Nikes strategies for alliance involve: Seeding Nike expatriate technicians into factories producing Nike footwear to function as a liaison between head office and RD to ensure smooth product development processes and maintain product control. Encouraging partners to participate in joint product development activities, sharing responsibility for the development of new footwear Stabilize production and reducing demand variance with key factories partners by placing monthly orders with partners that exclusively produce Nike products (Donaghu Barff, 1990) Nike are establishing longer-term contracts with key suppliers, operating more as partners (ibid), fostering strategic alliances and creating value-add capabilities within the supply chain. 4.4.2 Adidas Approach Adidas current approach to supplier relationship management is consolidation; in 2001 it reduced the manufacturing base by over 25% with a medium term goal of reducing the suppler base by 40% (Adidas, 2002). The aim is to deepen relationships and therefore reliability, also to increase Adidas influence and bargaining power with suppliers. Adidas focus is on building their suppliers own capacity and internal management systems in health and safety and human resource management, seeking to develop sustainable compliance processes and to drive self-enforcement (Anderson, 2005) 5. DEMAND MANAGEMENT 5.1 Forecasting Order Fulfillment Gernaat (2006) argues that accurate forecasting is highly difficult in the fashion industry, as it is characterized by short PLCs, volatile demand and high variety. Wide product lines are challenged by an increasing individualization of demand, which Nike and Adidas combat by creating an increasing number of variants (Berger Piller, 2003). This makes forecasting and planning for the companies increasingly difficult which has the potential to result in high overstocks, increased supply chain complexity and the need to provide significant markdowns to get rid of surplus stock (ibid). Forecast accuracy can be increased through flexible supply chains with shorter lead times. However Gernaat (2006) also points to the use of Point Of Sale data to adjust forecasts and quick response programs to respond accordingly as a way of combating inaccuracies. Nikes forecasting is largely based on its Futures program, where retailers must order up to 80% of their merchandise inventory 6 months in advance in order to get substantial discounts and guaranteed delivery times (Porter, Harris Yeung, 2002). The futures ordering program allows Nike to minimize the amount of inventory held, purchasing costs, the time necessary to fill customer orders, and the risk of non-delivery (Nikebiz, 2007b). Nike gained a significant competitive advantage in the 90s as retailers were eager to secure discounts and guaranteed delivery times. Nike now faces pressure from customers and rivals because retailers are more reluctant to commit to ordering 6 months in advance as consumers tastes are increasingly fickle and smaller, more agile rivals are willing and able to work within shorter order cycles. Nike also is behind its rivals in direct point-of-sale (POS) integration with retailers; supply chain experts believe that actual store data, rather than software algorithms, are the best predictors of demand, but Nikes SAP system cannot yet accept POS data (Koch, 2004). Adidas recently launched World Class Supply Chain initiative appears to be moving away from a forecast-based supply chain to a demand-driven supply chain. The company has re-engineered its supply chain to customize its business to five differentiated and dynamic business models which target consumer needs (Adidas, 2006). The initiative covers the whole concept-to-shelf process and incorporates marketing, sales and operations functions; Brand Model delivers Adidas brand statement products, supported by comprehensive customer service, marketing, retail and supply chain capabilities (launched 2006) Evergreen Model short lead times and never-out-of-stock capabilities for Adidas most commercial and long life cycle product lines (launched 2006). Quick Response model seizes additional market opportunities with a 3-6 month concept-to-shelf process (launched 2007) Global/Regional model creates regional adaptations of global concepts to reflect consumer needs in regional markets (launched 2007) 2008 model aims to reduce the percentage of products turned around with 18 months lead time to only 25%. (Adidas, 2006) 5.2 Customer Service Relationship Management The success of global supply chains is the value they add to their ultimate customers in terms of the cost/price and the related services they provide (Coyle, Bardi Langley, 2003). IT can play a significant role in facilitating customer service that provides the opportunity to remain competitive, improve differential advantage and finally, gain market share (ibid). Advances in IT allow sharing real-time information between supply chain partners, which facilitates better inventory management which increases customer service and value. Sharing data also strengthens relationships between supplier and customer, as there is a development on trust and reliability. However, it is important to note that increased reliance on IT and software can potentially negatively affect positive customer service outcomes. Nike and Adidas have both been exposed to the negative consequences; Nike lost $100million in revenue due to software bugs in its supply planning software in 2001 (Interestingly this is the i2 solutions supply chain planning software that Adidas has taken on board), and Adidas first attempt at implementing WMS software resulted in massive market share losses in 1996 when the system failed to work and could not process orders (Supply Chain Digest, 2006). 5.2.1 Mass Customisation Pillar et al (2004) see information technology, along with flexible manufacturing practices as facilitators of mass customization and its promise to deliver goods and services that meet individual customer needs with near mass production efficiency. Adidas and Nikes approach to mass customization provides a good example of the trade off between the increased complexity of mass customization and supply chain economies of scale. The mi Adidas concept offers a full range of shoe customization options in regard to fit, functionality and aesthetic design. In contrast, Nikes NikeId program, in line with its highly centralized approach, limits customer integration and feedback by only offering the different colour choices of a shoes components (Piller, Moeslein Stotko, 2004). Relative to Nike, the degree of product, process and information complexity is much higher for Adidas thus incurring increased supply chain costs. However the costs are offset by higher premiums charged up to 50% co mpared to the customized shoes of Nike (between 5% and 10%) (ibid). Adidas develops a learning relationship with consumers through the brand interaction, increasing the revenue from each transaction because as well as the actual product benefits, the simplified purchasing decision process entices repeat purchase, thus creating loyalty (Piller, Moeslein Stotko, 2004) and deepening customer relationships. The mass consumption concept can also help generate better customer service and relationship management, as Adidas gains sticky knowledge about its consumers; valuable market research which could help inform more efficient planning for new products for the mass market segment (ibid). 6. KEY FACTOR ANALYSIS Coyle, Bardi Langley (2003) argue that the key factors of successful supply chain management include inventory, cost, information, and customer service and collaboration relationships. Based on the above inventory management, financial measurement and performance measures, Nikes tightly controlled, centralized supply chain management practices appear to have the advantage over Adidas; in fact, Nike was recognized as being one of the top 25 companies that exhibit superior supply chain capabilities and performance (AMR, 2007). Such performance indicators strongly suggest that Adidas has a continued need to improve operating efficiency, inventory management and also seek to deploy assets in more profitable avenues (Datamonitor, 2007). Adidas relatively poor financial performance (compared to industry leader Nike) was recorded across the 2002-2006 period, during which the company began to implement substantial changes across its supply chain management processes. Adidas has significantly centralized and automated elements of its supply chain, boosting efficiency and effectiveness of the processes by reducing errors and increasing productivity. At the same time it seems better equipped to accommodate consumers individualized demands through the more sophisticated mass customization practices, and increased collaborative relationships. Although Nike has strong collaborative relationships across its supply chain, its highly centralized processes seems less flexible in terms of demand management and customization which could affect its future competitive advantage. References Adidas, What We Do (2007) (http://www.adidas-group.com/en/overview/general_information/default.asp) [Accessed 05/09/07] Adidas, 2002 Annual Report (2002) (http://www.adidas-group.com/en/investor/reports/annually/downloads/as_ar_2002.pdf) [Accessed 05/09/07] Anderson, W (2005) Speech http://autoweb.ccpit.org/edit/UploadFile/20051017112649215.doc. [Accessed 05/09/07] Berger, C. Piller, F. (2003) Customers As Co-Designers, IEE Manufacturing Engineer, Aug/Sept 2003, pp.42-45 CIPA (2004) adidas-Salomon Canada Increasing Efficiency Through Wireless Technology (http://www.cipa.com/award_winners/winners_04/adidas-Salomon.html) [Accessed 05/09/07] Comtex. (2002), SAP AG Nike Achieves Project Milestone with Deployment of SAP, Market News Publishing, 5 June 2002. Datamonitor (2007) Adidas AG Company Profile, Datamonitor Plc, 19 Mar 2007. Donaghu, M. Barff, R. (1990) Nike just did it: International Subcontracting and Flexibility in Athletic Footwear Production, Regional Studies, 24:6, pp. 537-552. Field, A. (2003a), Calling its own shots, Journal of Commerce, Vol. 4, Issue 44. pp. 20-22. Field, A. (2003b), Nike Just Does It, Journal of Commerce, Vol. 4, Issue 44. pp. 20-22. Hansen, F. (2007), A permanent strategy for temporary hires, Workforce Management, Vol. 86, Issue 4. pp. 25-30. Gernaat, M (2006). The Impact of Lead Time On The Fashion Apparel Supply Chain, Msc Thesis, Cranfield University Herzog, B. (2003), Rising With A Swoosh, The Oregonian, 21 September 2003 Holmes, S. (2003), Nike, Business Week, Issue 3859. p. 98. i2, (2004) Case Study Keeping adidas-Salomon One Step Ahead of the Competition, (http://www.i2.com/assets/pdf/CSS_CPG_adidassalomon_css7185.pdf) [Accessed 05/09/07] Koch, C. Nike Rebounds: How (and Why) Nike Recovered from Its Supply Chain Disaster (http://www.cio.com/article/32334/), 2004 [Accessed 05/09/07]. Lambert, D. Supply Chain Management (2007) (http://64.233.179.104/scholar?hl=enlr=q=cache:cCqvumWaqAsJ:fisher.osu.edu/supplements/10/1186/SCM%2520Updated%2520on%252006_08_04.pdf+Lambert+Global+Supply+Chain+Forum+Conceptual+framework+of+SCM+Ohio+State+University) [Accessed 05/09/07]. Mongelluzzo, B. (2002), Nikes logistics hierarchy, JoC Week, Vol. 3, Issue 12. p. 24. Niezen, C., Weller, W. Deringer, H. (2007) Demanding Better Supply Chain Management, Business Strategy Review, Spring 2007, pp.47-49. Nikebiz, Company Overview, (2007a) (http://www.nike.com/nikebiz/nikebiz.jhtml?page=3item=facts), [Accessed 05/09/07]. Nikebiz, 10k Form (2007b) (http://www.nike.com/nikebiz/investors/reporting_sec/ar_07/pdfs/Nike_AR_2007_10K.PDF) [Accessed 05/09/07]. MSI. (2004), MSIs Executive Series Highlights Nike Supply Chain Innovation, PR Newswire (U.S.), 10 March 2004. Pfohl, H. Buse, H. (2000) Inter-organizational logistics systems in flexible production networks, International Journal of Physical Distribution Logistics Management, Vol. 30 No. 5, pp. 388-408. Piller, F., Moeslein, K. Stotko, C. (2004) Does mass customization pay? An economic approach to evaluate customer integration, Production Planning Control, Vol. 15, No. 4, June 2004, pp. 435-444 Porter, J., Harris, M. Yueng G. (2002) Nike (http://www.cs.ucla.edu/~gavin/pub/IntlBusMgmtNike.pdf) [Accessed 05/09/07]. Productivity Press (2006) Lean Supply Chain: Collected Practices And Cases, Productivity Press. Sahling, L. (ed) (2007) Navigating Todays Supply Chain Challenges, Prologis Supply Chain Review, Winter 2007 SAP (2004) SAP Customer Success Story: Adidas-Solomon (http://www.sap.com/solutions/index.epx) [Accessed 05/09/07]. Supply Chain Digest (2006) The 11 Greatest Supply Chain Disasters, Jan 2006. Tibco (2007) Case Study Business integration gets adidas-Salomon in top shape (http://www.tibco.com/resources/customers/successstory_adidas.pdf), [Accessed 05/09/07]. UPS (2005) Case Study adidas Goes for the Gold in Customer Service (www.ups-scs.com/solutions/case_studies/cs_adidas.pdf) [Accessed 05/09/07]. Van Dusen S. (1998) The Manufacturing Practices of the Footwear Industry: Nike vs. the Competition, (http://www.unc.edu/~andrewsr/ints092/vandu.html) [Accessed 05/09/07]. Webex (2004) adidas-Salomon Improves Product Time to Market With WebEx Online Meetings Case Study (http://www.webex.co.uk/uk/overview/webex-customers.html) [Accessed 05/09/07]. Worthen, B. in Ross, A. (2004), Why bad forecasts can be good for business, Manufacturing Engineer, Vol. 83. Issue 3, pp.26-29.
Wednesday, September 4, 2019
Infinite Virtue :: William Shakespeare Antony Cleopatra Essays
Infinite Virtue IV.viii of Shakespeare's Antony and Cleopatra is a short scene, less than 40 lines, and an entirely unexpected one. The preceding scenes of Act IV, such as Hercules' departure and Enobarbus' desertion, heavily foreshadow Antony's defeat. When Antony wins his battle against Caesar and returns to Cleopatra in IV.viii, the joy of their reunion contrasts with the despair of Act IV. Antony's victory is a strike against fate and a tribute, albeit short-lived, to the power of Egypt. The association of royalty and divinity was a common tradition not limited to the Elizabethans' world picture. In this scene, Antony portrays Cleopatra as a goddess, revealing her connection not only to the macrocosm but also to the more specific functions of the love goddess Isis. Cleopatra is a "great fairy" (IV.viii.12), able to "bless" (IV.viii.13) soldiers with her speech. As the "day o'th'world" (IV.viii.13) who will "ride" (IV.viii.16) in Antony's heart, she more particularly resembles a sun deity, pictured by the Egyptians as riding in a barge and by the Romans as in a chariot. Cleopatra's association with the day continues up until her death; Charmian recognizes that "the bright day is done/and we are for the dark" (V.ii.192-3) and Cleopatra sees that her "lamp is spent" (IV.xv.89). In Act V, the connection is morbid, but here it is vibrant and positive. Yet in both death and life, the close relationship of Cleopatra and Egypt to fire and the higher elements is omnipresent; Antony swears "by the fire/that quickens Nilus' slime" (I.iii.69-70); Cleopatra before her death is "fire and air" (V.2.288); "your serpent of Egypt is bred...by the operation of your sun" (II.vii.26-7) That fire should so often be linked to life is unsurprising, given the common connection between heat and sex, just as the heart where Cleopatra will ride has long been a "bellows" (I.i.9). Also present is an idea of "vital heat", as when Cleopatra invites Iras to "take the last warmth" (V.ii.290) of her lips before her suicide. Whether fortunate or not, Cleopatra is a spirit of vitality. Even Antony gets a taste of residual divinity, perhaps from Cleopatra's having dressed him; he is "infinite virtue" (IV.viii.17) and "lord of lords" (IV.viii.16), echoing the prophecy that "the Lamb shall overcome [the ten kings], for he is Lord of lords and King of kings" (Revelation 17:14). In fighting for Egypt Antony momentarily wrests conquering fate from Octavius, whose statement that "the time of universal peace is near.
Tuesday, September 3, 2019
How Young Goodman Brown Became Old Badman Brown Essay -- essays resear
Nathaniel Hawthorne was a nineteenth-century American writer of the Romantic Movement. Born in Salem, Massachusetts, in 1804, he was one of those rare writers who drew critical acclaim during his lifetime. Hawthorne used Salem as a setting for most of his stories, such as The Scarlet Letter, The Blithedale Romance, and â€Å"Young Goodman Brown†. Today, readers still appreciate Hawthorne's work for its storytelling qualities and for the moral and theological questions it raises. Nathaniel Hawthorne's work is typically fraught with symbolism, much of it deriving from his Puritan ancestry; relatives of his were judges in the Salem witchcraft trials. â€Å"Young Goodman Brown†is an allegory whose characters play a major role in conveying the reoccurring theme of sin and retribution. The short story represents one man's journey to leave his faith, home, and security temporarily behind to take a walk with the devil into a dark forest.           The forest is a symbol of the test of strength, courage, and endurance. Aside from â€Å"Young Goodman Brown,†forests carrying a negative or challenging connotation have been featured in other stories. For example, in the folk tale The â€Å"Three Bears†, Goldilocks encounters the cottage of the three bears in a forest; in Hansel and Gretel, the children's father takes them off into the forest to abandon them and they have to find their way back out; in Red Riding Hood, the little girl has to travel through the forest to her grandmother's house. There has always been an association between forests and evil because of its dark and gloomy nature. The forest further goes on to represent evil in â€Å"Young Goodman Brown†because Faith asks Goodman Brown not to go into the forest on his mysterious errand. What is his errand? Hawthorne never says, but clearly Goodman Brown has planned for it. He knows that the aim of his journey is less than whole some, for he feels guilty at leaving Faith on such an errand (1264). Despite Faiths protest, Brown goes on his quest anyway. Thus, faith was not able to achieve the desired outcome. This means his faith tried least and got the least, for it was apparently weak. When faith is weak, not only it cannot control desires, but also it needs protection, for it could be lost at any time. That was what made faith beg Brown to put off his journey and stay with her th... ...expresses the theme of sin and retribution. Goodman Brown’s life was destroyed because of his inability to face this truth and live with it. The story, which may have been a dream, planted the seed of doubt in Brown's mind, which consequently cut him off from his fellow man and leaves him alone and depressed. His life ends alone and miserable because he was never able to look at himself and realize that what he believed were everyone else's faults were his as well. Hawthorne was a writer way ahead of his time. His stories have been a testament to the timeless nature of his style. Although written by a Puritan, many of his stories challenge all of that which is puritan. In its day, this story raised controversy because of the risquà © subject matter. Today, people can turn on the Disney channel and see adultery and satanic rituals. Society has been callused by the sands of time. Works Cited The Bible. 2nd ed. New York: Thomas Nelson & Sons, 1953. Martin, Terence. â€Å"Young Goodman Brown.†Nathaniel Hawthorne. 1st ed. New York: Twayne P, 1965. 90-99. Hawthorne, Nathaniel. â€Å"Young Goodman Brown.†The Norton Anthology of American Literature. Ed, Nina Baym. 6th ed. 2003 1263-1272.
Monday, September 2, 2019
The Negative Impact of the Media on Children and Adolescents Essay
Day in and day out an in-numerous amount of Americans lounge in their comfort chairs with snacks, drinks, and a remote in hand watching the next great television series. Some American’s, however, enjoy watching the daily news report before work, school, or starting there day. The hope to receive the latest events, weather, and sports scores for the big games is welded in the minds of these individuals. The Media’s influence has increased in size as the development of technology rapidly goes up. With the invention of the radio, newspaper, television, and internet it is almost impossible to escape the grasp of the media’s influence. More importantly technology and media has affected the younger generation more severely, as now it is almost impossible to tell a teenager to turn the television off or stop listening to that music. The Media’s increasing influence has become a part of everyday teenage life, and the teenager and media have become inseparable. The role of media is to create idols, and images that people want to become more like. The media controls the amount of violence filtered and viewed by consumers, as well as the amount of attention certain celebrities get, and depending on the amount of attention results in whom the generation mimics. This magnitude of influence brings reasonable cause to worry as this generation is our future leaders. The Belief that media uses its influence positively not having a negative effect on the younger generations is not only a false notion but also media purposely uses its influence for wrong doing. It is important to notice that everything done by an individual is influenced by what that person witnessed and experienced. One of the most influential sources today is television. There are... ...s of all time. After the release of this video game the volunteer rate more than doubled. Works Cited Bess, Marcus. "Physical Activity interventions using mass media, print media, and information technology." American Journal of Preventive Medicine (1998): 362-378. Print. Browne, Kevin. "The influence of violence media on children and adolescents a public- health approah." I Review (2004). web. Steele, Jeanne. "Adolescent room culture: Studying media in the context of everyday life." SpringerLink (1995): 551-576. print. Watson, N. A. "Filthy or Fasionable? Young People's perceptions of smoking in the media." Oxford Journals (2002): 554-567. print. Wilson, Corliss. "A content Analysis of Health an d physical activity messages marketed to african American Children During After-School Television Programming." Jama Pediatrics (2006). print.
Sunday, September 1, 2019
Integrative Network Design Project Essay
Kudler Fine Foods was first founded by Kathy Kudler in La Jolla, California. It has expanded to two more locations, Del Mar, California, and Encinitas, California. The stores are generally spaced, about 8,000 sq ft, and have imported and domestic foods, including Fresh Bakery & Pastries, Fresh Produce, Fresh Meat & Seafood, Condiments & Packaged foods as well as Cheese and other dairy products. Kudler wants to see their company grow by upgrading their communications systems and making it wireless. The wireless technology upgrade will allow the company to have a better way of communicating between the stores as well as to the employees and customers . Network Overview With only three stores, their company is structured with only a few departments: Administration, consisting of Finance & Accounting, Sales & Marketing, Human Resources, Operations, and Information Technology. With only three locations, Kudler does not need an extensive organization. They currently have a Bus Topology implemented that does not allow the stores to communicate with each other. The networks are separate and if a network server goes down, there are not any backups or securities set up. The ability to communicate wirelessly will give Kudler some mobility and will allow the locations to be centralized. The La Jolla and Del Mar locations each have a Novel 4.11 Server for POS as well as a UPS-Standalone tower, a bublejet printer, and a 56k modem. Their six computers are hooked up to a 10.1.50.0 Ethernet Network and all systems use the Ethernet Network to hook on to the Internet. The Encinitas location has a Novell 4.11 Server for POS as well. Their location is a bit smaller with only three computers. Their network includes a 56k modem and Internet. A major part of the upgrade will consist of sales kiosks to have new computers with wireless networking capability. They will also include anti-virus software to protect client information from being attacked by viruses or worms. These new kiosks will also all communications to happen at a faster rate between the checkout stands to the inventory system. Employees will be able to check inventory and prices in real time. The rollout of the new system will need to happen in a series of phases. The first phase must be the layout of the rollout. Meetings will have to take place between the owners and the designer to make sure the standards are being met. The second phase will be the installation of the network. The third phase will consist of testing the system and the security as well as training all employees and owners on the system. The third phase is extremely important in order for guidelines and rules to be established from the beginning. Once it has been tested and ready for implantation, the new system will go out in the fourth phase. The fourth phase will also include removing the old system. System maintenance will be included to ensure that the system runs smoothly.
Market penetration Market development Essay
Beiersdorf has expanded in each possible direction. Market penetration is demonstrated by NIVEA Lip Care products, which have been extended with new variants. The latest of these (Pearl and Shine) became the market leader in 2003. An example of product development is Visage Soft Facial Cleansing Wipes. Market research showed that women were looking for a new way to clean and tone their skin. The Wipes quickly took the number one spot in the UK wipes market market. Market development is demonstrated by the launch of NIVEA deodorant into the UK and new markets in Europe. The UK launch was into a market dominated by Unilever. Following market research, NIVEA entered this market in a more specialist skincaring segment, positioning the deodorant so that it had the same values as the NIVEA cream. Diversification is shown by the development of NIVEA FOR MEN. This built on the strong brand. It recognised that men also used facecare products. The product range included shaving foam and gel, aftershave and moisturising lotion. Introduction Beiersdorf is the skincare business behind leading brands such as NIVEA, Atrixo and Elastoplast. Beiersdorf’s first product was NIVEA Cream, the first modern cosmetic product, now used by an estimated one billion people worldwide. Beiersdorf has helped to stay ahead of competition over the last ten years by growing the business. Growth Business growth can be measured by how it increases sales turnover, profits, market share, number and range of products, geographical spread or its number of employees. Businesses can grow from inside, by increasing their product range, or from outside, by acquiring other businesses. Beiersdorf has concentrated on the first route, called organic growth. It has developed new products; established in new countries and expanded market share in its established markets. Its growth focuses on a relatively small number of key brands. Conclusion Beiersdorf is Europe’s leading skincare company. It has competed effectively by continually growing both its products and its markets. Ansoff ’s matrix Business writer Igor Ansoff suggested four possible directions for growth. Businesses can grow by selling: ââ€"â€" More of their present products in present markets – market penetration. ââ€"â€" New products into present markets – product development. ââ€"â€" More of their present products into new markets – market development. ââ€"â€" New products into new markets – diversification. Ansoff showed these in a table. Any of these, or a combination, can be used for expansion.
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