Ways To Increase Return On Assets Essay Example | Topics and Well Written Essays - 2000 words

Ways To Increase Return On Assets - Essay Example Since both sets of figures show similarity in the total expenses at  £15,400 each, although Set B fails to present the break down of the expenses, then using the said expenses as criterion could not be deemed to indicate a material difference for purposes of inferring which of the two would or would not show a true and fair value. It is, therefore, the matter of the closing stock that will settle the issue of which set does or does not present a true and fair view since it is in the value of the closing where the two sets of figures materially differ. By taking the difference of  £14,000 and  £10,000, one will get a difference of  £4,000 which represents about 40% and which could be now considered by auditors as material misstatement in the financial statement. As to why it affects materially the financial statements will be seen in the income statement and the balance sheet. The income statement is affected because closing stock or inventory takes the nature of revenues in t he income statement as will be explained later. The balance sheet is also affected because the closing stock is part of the current assets and total assets which are parts the computation of liquidity using current ratio and the profitability using the return on assets. Since it affects the net income, the other ratios where net income is used will also be affected.  As to how the material misstatement will affect the profitability ratios may be illustrated as follows: First, the closing stock is important in the computation of gross profit ratio (GPR) which is computed by dividing gross profit by the total sales. It must be noted that the closing stock affects the value of the cost of sales to be deducted from total sales to arrive at the gross profit.

Journal Entry 3 Assignment Example | Topics and Well Written Essays - 750 words

Journal Entry 3 - Assignment Example In most situations, a manager often analyze the task at hand and then determine the skill necessary to per take on the task. Studies have shown that most individuals have a better understanding or rather quicker understanding of tasks and hence per take then faster than others. It is for this sake that some tasks end up stalling because the team to undertake the task was not scrutinized or analyzed properly by the management. Other than stalling the process, this also slows down many processes and in turn might not only affect that department but the whole organization. When this happens, then the organization is likely to suffer a loss. In reality, a manager is meant to use the available resources for the undertaking of the task assigned. If the manager picks a task and the resources for the task are not available, then the process will be slow. At such instances, the employees under that manager also get frustrated because of lack of work and resources. At the same time, the employees are supposed to have the ability to understand the task at hand as they are part of the resources of an organization. There are various ways of determining the human behavior model. One of them is cognition. It is the process in humans which describe how information which is constantly acquired is transformed and stored for later use as knowledge in decision making. It includes a range of mental processes such as visual images, problem solving, languages and decision making. The task an employee is meant to be assigned depends on how this model has been analyzed and how quickly the employee works. The interpersonal process depends on how well the employees in the organization work and relate to each other. The grouping of employees during tasks also depends on their speed of working and the chemistry that exists between them. At the same time, the groups have to be put in manageable ways. One of the issues experienced is the grouping of

Analysis of Starbucks and the coffee industry

Analysis of Starbucks and the coffee industry Starbucks is the worlds largest and most popular coffee company. Since the beginning, this premier cafà © aimed to deliver the worlds finest fresh-roasted coffee (Starbucks Heritage, 2010). Today the company dominates the industry and has created a brand that is tantamount with loyalty, integrity and proven longevity. Starbucks is not just a name, but a culture. Extensive research has provided keen insight as to why the entity has become the multibillion dollar empire that it is. The company has received many high accolades also, for their quality products as well as their commitment to the community, their partners, and the environment. BACKGROUND Starbucks was founded in 1971 by teachers Jerry Baldwin and Zev Siegl, along with writer Gordon Bowker. Coffee first originated in the Moslem population before making its way to Europe in the 1600s. It eventually became the beverage of choice at meeting places where intellectuals would converge, and was recognized for both its sociability and taste then, just as it is now. (Starbucks and the lifecycle of specialty coffee: An industry evolving, 2010). The foundation of this commerce is one Starbucks strives to keep although the business has come a long way from the modest storefront it began as. For over 15 years the company was based solely in Seattle, Washington but has since evolved into an international giant with over 16,000 locations in more than 50 countries. The growth of the company has been simply phenomenal, with approximately 1,000 stores being added to its chain each year for the last decade. Howard Schultz, who is now the current chairman, president and CEO of the compan y, was indispensible to this expansion and has been instrumental in establishing the development of the coffeehouse as we know it today (Starbucks Timeline and Heritage, 2010). One of the most critical components a business should have is a vision and mission statement. According to an online article, these pieces of information are defined as the inspiring words chosen by successful leaders to clearly and concisely convey the direction of the organization (Unleashing the Power of Purpose, 2010). Starbucks has adopted a mission statement that aims to inspire and nurture the human spirit one person, one cup, and one neighborhood at a time (Starbucks Mission Statement, 2010). Further, there are six governing principles the company adheres to in an effort to fulfill their purpose and intentions. They are: To provide quality coffee. To treat partners with respect and dignity and to embrace diversity. To create a relationship that is satisfying and uplifting for customers. To produce a store ambiance that is comfortable and enjoyable. To nurture, protect and invest in the community. To provide accountability and favorable rewards to shareholders. The application of these values has helped Starbucks launch to its current status as being one of the best 100 places to work, according to Forbes magazine, with an astonishing 140,000 employees. Outside of the local neighborhood, Starbucks can be found in airports, malls, supermarkets, and even bookstores all around the globe. Like most other companies, Starbucks relies heavily on its investors to help fund business operations, generally through the stock market, and can be found on NASDAQ under the symbol SBUX. Until 2008, profitability was on the rise but has since decreased due to downfalls in the economy and impeding competitors such as Dunkin Donuts, BIGGBY, and Caribou Coffee. Cost reductions and improved operating efficiencies alone would not be enough to boost sales in this economy. Improved customer service and the ability to aggressively differentiate and innovate have kept Starbucks ahead of their competition. Starbucks saw customer satisfaction scores increase by 10 percent as a result of their efforts to improve customer service. Some changes include more focus toward in-store offerings, simplifying the demands on the partners, raising the already-high standards for beverage and food offerings, and an overall in-store experience (Starbucks Investor Relations, 2010). Despite tough economic times, the company had an impressive finish in 2009 with approximately 21,600 shareholders, $562 billion in operating income, and net revenues totaling $9.8 billion. As of October 8, 2010, the current stock price was $26.07 a share with a 52 week high of $28.50 and a low of $18.69 (Market Watch). Starbucks is expected to continually recover from their losses and is estimated to grow even more over the next few years as illustrated below (Bloomberg Business Week, 2010). Quarterly Earnings Estimates STARBUCKS CORP (SBUX) EPS Earnings Per Share Pre Exceptional Q1 2011 Starbucks Corp. reported 3rd quarter 2010 earnings of $0.29 per share on 07/21/2010. Quarterly Revenues STARBUCKS CORP (SBUX) Q1 2011 Starbucks Corp. had 3rd quarter 2010 revenues of $2.6B. This bettered the $2.5B consensus of the 16 analysts covering the company. This was 3.0% above the prior years 3rd quarter results. Reproduced from Bloomberg Business Week. One of the reasons Starbucks is dominating the coffee industry is due to their willingness to take risks and try out new ideas. An example of just how popular Starbucks has become is evident after a quick Google search produced well over 5 million hits, with products ranging from the handcrafted beverages many have grown to love, to merchandise and gift cards. The company continues to offer new products, such as whole grains and the use of other wholesome ingredients in their brands. They have also changed portions of their food offerings to simplify recipes and remove artificial trans-fat, high-fructose corn syrup, artificial flavors and dyes (Starbucks Nutrition, 2010). In-store products include fresh food, music, and the very popular Tazo Tea which is a label purchased by Starbucks in 1998. Starbucks has also increased its trademark and now promotes ice cream, ready-made mixed drinks, and VIA, an instant coffee that is manufactured through the companys own roasting facility (Starb ucks Profile, 2010). ORGANIZATIONAL STRUCTURE AND CULTURE After conducting eight interviews, there was a general consensus that the Starbucks hierarchy ranged from immediate supervisors to higher management officials. Some employees interpreted organizational structure to be a form of the way management divides duties and responsibilities amongst employees, while others considered it to be teamwork, meaning, when everyone comes together to meet the same goals; the unique way business is conducted; and the flow/channels of the company and management impact. These definitions go hand-in-hand with organizational culture. In the book Organizational Behavior, authors describe such a climate as the shared knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees (Colquitt, Lepine, Wesson, p. 557). Some of the components involved in the culture of an organization are observable artifacts, espoused values, and basic underlying assumptions (Colquitt, et al., p. 558). Together these three elements makeup what can be related to as being the body of an organization. For example, what a person sees through images and logos helps to distinguish one brand from another. Further, the physical setup of an establishment often sets the atmosphere or tone which tends to decipher a company from being an office, department store, mechanics shop, or in the case of this study, a coffeehouse. Some Starbucks are more casual such as in medical establishment or movie theater, whereas other places require a little more sophistication such as in a courthouse. Additionally there are usually bulletins, replicas or other signs on the walls of the business that speaks the unique language of the respective location. There might also be organizational charts displayed, which is a drawing that represents eve ry job in the organization and the formal reporting relationships between those jobs (Colquitt, et al., p. 527). When a person walks into a Starbucks it is clear that you have just entered into a cafà © that is designed to be a tranquil meeting place for family, friends, students or even business partners. LEADERSHIP ROLES RESPONSIBILITIES At Starbucks, employees feel the atmosphere is relaxed, upbeat and/or energetic and most thought working together as a group was encouraged. They also appear to have a clear understanding of leadership and what it entails, although not everyone agreed management styles were the best. Several interviewees thought management appeared arrogant and demanding at times, while others thought the complete opposite of their managers defining them as being friendly, caring and considerate. While most interviews had distinct and varying responses, it can be said that every person believed they were valued and appreciated. Many also felt they were a part of the decision-making process at times, where their thoughts and opinions on a particular issue were gathered, although the final decision still lay with management. One type of occurrence that displays this level of commitment to employees was the implementation of Optimal Scheduling which is the result of an employee request. The initiative of the program was to enhance the existing flexible work schedules to allow opportunities for a more regular arrangement, complete with a consistent timetable and increased hours to those who were available. It also allowed customers the opportunity to develop relationships with staff which is a part of the Starbucks vision, to connect with its customers beyond making a perfectly blended drink (Starbucks Newsroom). STRESS FACTORS COPING MECHANISMS An overall satisfaction with ones current position was the general consensus obtained from the dialogue as well. Most considered their rate of pay to be less than desired and unable to meet long term goals. A lot of the discussions were with college students who favored upward mobility whether through Starbucks or elsewhere. Aside from pay, stress seemed to be high on the list of reasons for being dissatisfied also. Stress is defined as a psychological response to demands that possess certain stakes and that tax or exceed a persons capacity or resource. Such demands are referred to as stressors while the negative consequences are considered the strains (Colquitt, et al., p. 144). Most of the stressors at Starbucks was caused by issues with partners, budgets, or performance. Role overload was another factor that seemed to affect many of the managers interviewed due to pressure to get daily tasks done in a timely manner, such as paperwork and conference calls. There were also a lot of unforeseen assignments like equipment malfunctions and call-ins. While some stress is an everyday part of life, excessive stress interferes with ones productivity and reduces a persons physical and emotional health; therefore, it is vitally important to find ways to help keep it under control. Some steps to help reduce stress and avoid pitfalls while at work include taking responsibility for improving your physiological and psychological well-being, identifying negative attitudes that add to the stress at work, and learning better communication skills to ease and improve the relationships with management and coworkers (Stress at Work, n.a.). ORGANIZATIONAL STRENGTHS Customer Loyalty Service Customer service at Starbucks is actually a culture type focused on service and quality (Colquitt, et al., p. 562). In addition to the vast presence in the United States, the company has 9,000 international coffeehouses in almost 40 countries. It seems that no matter where they serve, their reputation for fine products and services remains intact, as well as their brand preference and strong customer base. By extensively training employees for at least twenty hours prior to full employment, Starbucks maximizes employee responsibility and attentiveness in an effort to decrease wait time for its customers. Furthermore, by closely tracking consumer needs and wants, Starbucks is able to introduce more popular products with less time between presenting new items. By decreasing wait time and increasing choices for customers, Starbucks increases loyalty among current regulars while simultaneously attracting more consumers. Another cornerstone for Starbucks success is the opening of additional stores in various communities. By adding more locations, the frequency of visits by supporters is usually also maximized, especially since the Starbucks label is already so popular. In addition, many of these new stores are being developed with a drive-thru for double the convenience. With this, Starbucks is targeting a particular segment of its customer base that is comprised of professionals and on-the-go parents. To measure the effectiveness of these strategies, Starbucks continuously compares data between newly opened stores and existing stores, trying to increase the profitability of both units while maintaining a steady growth rate. This pattern can be outlined by the Service Culture Process which starts out with service-oriented leadership behavior that impacts both customer and employee attitudes. If favorable, sales would likely increase as a result of high performance (Colquitt, et al., pp. 562-564). Employee Retention Job Satisfaction As the old saying goes, you are as strong as your weakest link. This belief seems to be highly recognized by Starbucks as they remain adamant about investing in their staff providing them with training, benefit packages, and other opportunities to advance. Since most of the advertising stems from inter-relation between staff and consumers, Starbucks is able to expend more of their budget on educating their staff which in turn influences both quality and quantity. Such a plan also strengthens the work environment, creating an atmosphere where workers are confident about their knowledge, skills and abilities regarding the products they serve. It is also a reason why their employees continue to feel valued and appreciated which is one of the two top reasons people work for the company. The other reason is that employees feel the teams at Starbucks are very enthusiastic (Hammers, 2003), and a happy employee typically makes a happy customer. Another explanation as to why Starbucks employees remain with the company is their great compensation and competitive benefits packages which are available to both full-time and part-time workers. In fact, the corporate staff is very forward thinking and believes offering healthcare benefits would attract a higher quality of employees which, consequently, would cause the turnover rate to decrease. Time has proven this strategy to be true. For example, at the time of inception, the turnover rate for retail or fast food ranged between 150% and up to as high as 400% a year but for Starbucks it was only 60% at the barista level and 25% at the managerial level which is the lowest in their industry (Schultz, p. 128). Starbucks employees also benefit from the Bean Stock incentive which is the offering of stock ownership to all workers. It is a really good way to get employees involved in the equity of the business, and even more reason for each individual to strive for success and treat cus tomers with exceptional service (Colquitt et al., p. 135). Strong Financial Foundation With its strong financial base, Starbucks is able to undertake new business ventures much more frequently than other companies. This is largely due to its investors who have been able to buy company shares since 1992. At the time, shares were $17 each, today the rate of exchange has increased by more than half which is a great benefit to shareholders. Stock can be purchased through a broker or via a direct buy. Additionally, over 20 analysts cover Starbucks earnings and an estimated 10,000 shareholders attended the companys annual meeting in 2008 (Investor Relations, 2010). Today, the company has well over 20,000 shareholders with little signs of slowing down. The company is also very committed to corporate social responsibility, to include their economic, legal, ethical, and citizenship expectations of society (Colquitt, et al., p.244, p. 524). They were the only restaurant and cafà © named as being one of the most ethical companies in the world (Ethisphere, n.a.), and has been on the list for many years. There are governing principles and charters specifically designed for these efforts which are to be strictly upheld by a team of 11 members that makeup the board of directors (Starbucks Corporate Governance, 2010). ORGANIZATIONAL WEAKNESSES Store Closures The mission to nurture one neighborhood at a time started to dwindle when over 600 Starbucks stores closed, causing the company to lose revenue and layoff thousands of workers. Undoubtedly, employee morale is not as high as it once was due to the fear of losing ones job. It has been said that The economic crisis is eating in to high-end coffee consumption, as Starbucks found out in its fiscal first quarter (Ahrens, 2009). At the time, reports revealed the coffeemaker would lay off up to 6,000 employees at its stores and let go another 700 non-store employees, half of which would come at the companys Seattle headquarters. First-quarter revenue at the coffee giant was also down 6 percent and earnings were down a venting-sized 69 percent. Additionally, the plan to open 140 new stores in the U.S. and 170 new stores internationally went down from its earlier goal of 200 and 270, respectively. Capital expenditures were expected to face at least a $100 million cut (Ahrens, 2009). Fierce Competition Since the economic downfall, customers are moving away from paying gourmet prices and are purchasing from other chains to include gas stations. Many consumers state they experience the same taste they crave without the steep prices. Starbucks competitors in the coffee beverage sales include Dunkin Donuts, BIGGBY Coffee and Caribou Coffee, as mentioned previously, as well as 7-Eleven, McDonalds, Panera Bread, and Einstein Bagels. Competitors such as McDonalds and Dunkin Donuts not only have extensive menus, but also the financial resources and position to leverage their strengths to threaten Starbucks profitability. In terms of perception, 7-Eleven and Dunkin Donuts provide coffee in a no-nonsense fashion, which attracts customers who are extremely price sensitive. Caribou Coffees environment is similar to that of Starbucks because of furniture, free internet, and cozy surroundings, but their lack of market expansion has prohibited them from gaining the notoriety Starbucks has achieve d. Finally, BIGGBY Coffee is in the middle ground where the likes of Dunkin Donuts and Caribou Coffee separate themselves (Bhaskar, 2009). Lack of Advertising In times past, Starbucks did very little advertising but relied on the infamous word-of-mouth approach to getting news out about their company. Most information came through the use of relation theory, mainly the relationship with staff. For example, no matter which market it entered, Starbucks did not advertise. Instead, broadcasts came via the reports of employees, and consumers quickly followed suit. Ads can now be seen on billboards and through social media, such as Facebook and Twitter, allegedly due to the drop in sales the coffeehouse experienced (Advertising Age, 2010). Financial Uncertainty As mentioned in the interviews, a lot of employees felt their salary was less than desired. At this time, there may not be much that can be done in this area, but the issue is still a factor nonetheless. The average barista salary is $8.64 per hour and shift supervisors earn about $10.68 per hour. The average salary for store managers is $42,698 per year (Starbucks Salaries, 2010). IMPLEMENTION PLAN RECOMMENDED CHANGES Starbucks is an organization that is on the move. However, no organization is exempt from implementing critical changes that can impact the growth of the organization. When organizations become as large as Starbucks, sometimes the focus and mission statement can be pushed to the side due to trying to keep up with the demand. Other times, there are situations beyond ones control, such as the financial woes the company experienced at the start of the recession a few years ago. One of the things Starbucks did to help revamp the business was create a website that encouraged public comments about changes they would like to see in the company. The page is located at www.MyStarbucksIdea.com and has been instrumental to developing innovative differences at the company. For the purposes of this assignment, other avenues the company may utilize are suggested below. More Programs In an effort to build upon an already exciting environment, Starbucks can liven the atmosphere even more with offering Band Performances and Poetry reading nights. This would be a bonus for the company since a lot of its competitors do not have such a setting available to them. They could utilize local musicians which would add to the companys desire to invest in the community. In addition, the implementation of Awareness Month is an option where a special drink is developed each month and every time someone orders the beverage, proceeds go to awareness charities such as a breast cancer, diabetes, or sickle cell foundation. In an effort to boost sales and promote the existing Going Green Goals of the company, daily discounts could be provided to customers who bring in their own coffee mug. The initiation of these options would give Starbucks an edge on their competitors without decreasing the product eminence Starbucks is known for. More Advertising Instead of relying on partners to do most of the advertising for the company, perhaps its time for Starbucks to spend more dollars in this arena to inform the public of their good will, as well as the great programs that are available to them. The business is very committed to the environment, and recognizes both the economic and societal need to invest in products that can bring about changes to the ecosystem. Starbucks strives to lead this effort and aims to produce cups that are purely ecological by 2015 in addition to conserving water and energy use, building greener stores, and making recycling a mandatory part of daily transactions. Other specialized efforts include RED which helps to fund medical supplies needed for HIV patients in Africa; Starbucks Foundation, a literacy program in the US and Canada; and Ethos Water created to fund clean water in countries that are less fortunate (Starbucks Shared Planet, 2010). Training Incentives An implementation plan should not be limited to the products that make up the coffee franchise conversely; the coffee franchise must ponder on innovate ways to keep up employee morale too. For example, there was an incident with an employee who felt lack of routine training created a very tense situation when a drink that should have only taken five minutes to make took 20 minutes. It was stated If you dont use it, you will lose it, and that is exactly what happened when the need to make a drink on a machine that hadnt been used in six months arose. Perhaps things would not have taken as long if other teammates were available, but several of them called in sick, leaving the interviewee to fend for himself. This is a classic example of role ambiguity and also the result of time pressure, a work challenge stressor that occurs when there is a sense that the moments available is not enough to perform the task at hand (Colquitt, et al., p. 146). Some of the ways Starbucks can alleviate this type of event from occurring again is by offering more training sessions at each store weekly, bi-weekly, or at least monthly, so that ones thoughts on how to make beverages are kept fresh. Additionally, the development of incentive programs where employees are rewarded for their ability to make drinks faster than their co-workers; their ability to master items found on the menu; and/or their ability to decrease customer wait time may prove to be beneficial. Rewards would include cash and gift-cards outside the Starbucks chain such as for the movie theater or gas station. More Management Accountability When the CEOs of Chrysler, Ford, and GM flew private jets to plead their case for more taxpayer dollars, the public was livid! Since then the executives have agreed to give up this luxury as well as take pay cuts to help balance the needs of their company (Big Three CEOs, 2008). In response to the financial distress of some of its employees, Starbucks can help fund some of the salaries of those at risk of losing their jobs by following such a plan, which may even keep more stores open. The company could even play around with the idea of offering lower stock prices to boost shareholder interests even more. It was also mentioned that managers get bonuses, so one thing Starbucks could is restructure the bonus program for top managers, at least until profits are steady, and to only award them based on how well the store is performing. Such a plan would work in reverse order too, if a store is not functioning properly, the bonus should be lowered or unavailable all together. By basing bon uses on this strategy, it might encourage the manager to devote their attention on increasing sales by being involved on the floor more, and assimilating with customers versus just doing office work. SUMMARY CONCLUSION Starbucks is known across the world as being a well-built global brand of coffee. As with any company, their main and goal is to increase profits. They achieve this by training their partners to provide coffee lovers with a great experience. Over the years, the company has been recognized for valuing their employees and consumers so profoundly, that it helped to shape them into one of the largest coffee entrepreneurs in the world. They are continuously chosen for being a great place to work. Competitors seem to only fuel Starbucks expansion, strengthening their ability to stand out from all the rest. Employees receive innovative training to ensure they are working at their full potential, and to be passionate people who take pleasure in serving great tasting coffee. In order for Starbucks to remain successful, they must focus on a variety of strategies to maintain their competitive edge, and constantly reinvent products to stay on top of the coffee business. One of the secret to Star bucks success is the opening of new stores in neighborhoods, malls, grocery stores, making it convenient to partake of the Starbucks experience. Management also takes pride in work specialization, and strives to create an atmosphere filled with individuals who are masters at brewing the perfect cup of coffee. Extensive training is provided for all managers in an effort to pursue and achieve the ultimate goal of being the premier brand of coffee that is respected all around the globe. Starbucks is adaptable and knowledgeable when it comes to furthering their profits and market share, and they have a number of capabilities which separates them from other specialty coffee retailers. Howard Schultz, the chairman, president and chief executive of Starbucks, says that a great leader knows how to demonstrate vulnerability, because that will bring people closer to you and show people the human side of you. (Bryant, 2010)

Attitude Towards Love in Valentine and The Flea Essay -- Poetry Poems

Through Close Analysis of Language, Structure and Theme, Compare and Contrast the Poet's Attitude Towards Love in Valentine and The Flea. The two poems "Valentine" and "The Flea" are about the two different ways in which the poets portray their views about love, however the poems are still linked in a few ways. "The Flea was published in the seventeenth century and was written by 'John Donne'. "Valentine" was published in 1983 and was written by 'Carol Ann Duffy'. Both poems are addressed to an unknown lover. The poem "Valentine" is written in free-verse form. Carol Ann Duffy could have used this irregular pattern because of the irregular present that she is giving to her lover. "Not a red rose or satin heart. I give you an onion." When you first read the poem you think that an onion is an absurd present to give to a lover but after analysis, you realise that she is trying to portray a message to us: It is not what is on the outside that counts. Duffy uses quite a lot of imagery in her poem to explain her message to the reader. "It is a moon wrapped in brown paper." This could be referring to the moon as a pure object that you first have to unwrap and explore before you can find the real meaning of it. It is also linking back to her point that it may look a bit unromantic from the outside but it is really what is inside that counts. She could be saying this because of her lover's attitude towards women. Maybe the lover only thinks about what the people look like, not what they really are is like inside. Duffy then comments on the emotional feelings that love could bring into a relationship. "It will blind you with tears like a lover." When you cut an onion it makes you cry, and usually... ...lood from his lover and that is what all fleas do. Donne then again emphasises the idea that now because of the flea's death some life has been taken from his lover. "Will waste, as this flea's death took life from thee." This puts forward the idea of some life being taken from his lover because part of her was contained inside the flea. At first the two poems appear very different but after close inspection links can be established between the two poems. I think Carol Ann Duffy's poem is the more serious of the two as she is using an unusual item to portray her feelings for her lover. John Donne is just worried about getting his lover into to bed using the idea of the flea instead of wanting to portray his feelings towards his lover. He is too overconfident with himself that he will get the girl into bed with him when in the end he doesn't succeed.

Loyalty

LOYALTY In the play as the audience we witness loyalty in two different ways. It can be referred as loyalty and disloyalty, but I want to emphasize on loyalty in the concepts of one which the loyalty that audience seeks in a character as a true man and the other one is which the loyalty that the character shows to themselves. In the play we see the loyalty of Macbeth to himself where he murders King Duncan in order to take the crown. This proves his loyalty to his own ambitions and desires. Also murder of Banquo is another example where it is seen that Macbeth murders a loyal friend in order to protect his crown. Thou shalt get kings, though thou be none† (Shakespeare 103)This prophecy from the witches trigger his protection system for upcoming events when he becomes the king and he fears that all the prophecies will come true. As a result he murders Banquo. Concept of loyalty is referred many times in the play. At the beginning the audience witnesses the disloyalty of the Than e of Cawdor and his punishment . This example shows the different understanding of loyalty once more. Thane o Cawdor was a loyal man to Norway, yet because of his position in Scotland he is accepted as disloyal.In the play the most loyal character is referred as Macduff. Loyalty of Macduff is questioned by Malcom. †It is myself I mean-in whom I know all the particulars of vice so grafted, that when they shall be opened, black Macbeth will seem as pure as snow†¦Ã¢â‚¬  (Shakespeare 184)In his speech Malcom refers himself as a king worse than Macbeth. He tries to resolve Macduff’s aim in coming to England. Malcom reviles himself to see the reaction of Macduff in order to learn about his intentions. Meaning if he is a loyal man to his country or not. These evils thou repeat’st upon thyself hath banished me from Scotland. O my breast, thy hope ends here. † (Shakespeare 187)After this speech Malcom and also the audience trusts his loyalty because he talks a bout his beloved country and his lost hopes when he learns the truth about Malcom. This concept of loyalty is what explained as the expectation of the audience from a true man. As a result in the play loyalty is a trait given to a character when they are loyal to the audience’s expectations and also to themselves. Shakespeare, William, Macbeth. New York: Oxford University Press, 1990.

Juicy Red Tomato Company Essay

Point of View In Juicy Red Tomato Company case analysis, we will take the company owner’s point of view. Observation Juicy Red Tomato Company (JRT), a tomato grower operating in Florida is paying attention in determining (1) the effectiveness and competence of its organizational structure, and (2) the selection and prolongation of managerial personnel stay in the company. Internal expenditures are getting higher. Also, key workforces are leaving. Lastly, the company is thinking if they are going to spread out its operations. Preliminary Data Gathering (Interview, Literature Survey) Accomplished introductory interviews within the organization and investigated of the produce industry, and company circumstances with related challenges. For 15 years, the business has been operational. During those years, it has full-fledged at a scale of about 5% per year. For its first 10 years of the company’s subsistence, expenses have remained stable. But over the preceding 3 years, costs have increased by 2.5% to 4%. Grounds mentioned by Juicy Red Tomato Company include unanticipated temperature falling off, pests, and augmented labor expenses. Management has had a tendency to come from inside the organization, as long-standing employees â€Å"rise through the ranks†. Over the previous year, many long-term, key personnel have left because they think they have â€Å"no future† waiting for them with JRT. On the other hand, Juicy Red Tomato Company is on the brink for an improved rate of growth. It is by means of potential spreading out of the business. Problem Definition (Research problem demarcated) It seems that there has been a lack of communication between manufacture and operations. Therefore, it can be concluded that at Juicy Red Tomato Company, the organizational structure needs to be more participatory and adaptable. Furthermore, there is a high need for maintenance across all levels of employees, managerial personnel, as well as frontline workers. Theoretical Framework (Variable clearly identified and categorized) In the world of innovation and alteration we are living today, one of the most important supervision challenges is fabricating more flexible organizational structures. According to Participatory Management, Teamwork, and Leadership by Jaime Herrera S., an expert in human-resource development and organizational development, the participatory model of management must be established on ideology and values. It has to go along together with a statement of purpose and can materialize the foundation of a mission statement. An organization calls for an extensive, shared mental picture of the future, a distinctiveness, a standpoint with relation to its goals and how they can be achieved. It also needs a management that knows how to make everyone head to same direction and a leadership that is a propelling strength for change and which derives its power from a philosophy of absolute trust and dedication. Nowadays, organizations are switching their old vertical hierarchical formation with new horizontal or structures that are matrix based. It is connecting traditional utilities through inter functional teams, and establishing tactical agreement with suppliers, consumers and even competitors. In fact, the future company has an organizational structure that is possible to reconfigure so that it can achieve the finest use of teams that are flexible and whose personality varies over time. It is in coordination with an outcome of the satisfaction of market and consumers’ necessities and expectations. Also, it has to consider the performance of competitors and other market aspects. The acquirement of indispensable competencies and the formation of consortiums to make access available to potentials and resources for those who do not possess them are factors that must not be disregarded. The style of management must transform from one that is of control to one that is of training and supervision. The organization should move to the perception of an organization that is without boundaries. The structure of an organization without boundaries is based on a paradigm that lay emphasis on the free movement of individuals, information, ideas, procedures, responsibilities and resources of every type. (S., 2001) Furthermore, there are two classifications of organizational structures that are widely used today: the mechanistic structure and the organic structure. These are developed by Tom Burns and G. M. Stalker who conducted their study of electronics firms in the U.K. in the case of JRT, the most appropriate organizational structure is the organic structure. It is more flexible and more adjustable to a participative type of administration. Also, it is not as much concerned with a clearly classified structure. An organic structure is receptive to the environment so that it can venture on new opportunities. Organic organizations are also called flat organizations. These organizations have decentralized tactic to management. It encourages high employee participation in making decisions. Its chief purpose is to form small enterprises that are independent and can respond easily and immediately to the needs of the customers or to the changes in the business atmosphere. JRT can also apply boundaryless organizations. Like flat organizations, it put highlight on teams. Horizontal hindrances are dispersed by cross-functional teams. It also enables the company to have immediate response to changes in environment. In additional, it allows the organization to lead innovation. Boundaryless organizations are able to form relationships with customers, dealers, and even with its competitors. These relationships can be regarding shared ventures, intellectual assets, monetary resources, or allocation channels. Tactical associations, customer-organization connections and telecommuting can dissolve external boundaries. Production activities are being modernized and become more efficient. In smoothing the progress of interactions with their customers and suppliers, Jack Welch first applied this un-structure. Welch is the former CEO of General Electric. (Supervision, 1998) A boundaryless organization is also a learning organization. This is for the reason that learning organizations necessitates boundaryless surroundings to assist sharing of information and collaboration of teams. When all members play a functional role in identifying issues that are work-related and able to resolve them, the organization is able to cultivate unremitting capacity to adjust and endure in a gradually more competitive environment. Eventually, it will acquire learning culture. A learning organization is able to fit and respond to alterations. It authorizes employees because they gain and share learning and use it in making decisions. To enhance performance, they bring together cooperative intelligence and accelerate creative thought. They are partaking and aligning the company’s visualization of the future. They also nourish the meaning of community and glaring culture. (Supervision, 1998) On the retention issue of the employees, L. John Mason gives some tips in making your employees stay in the company. He got these advices from top executives and Human Resource managers that are very successful. Employers should be given proper care and concern. First thing to keep in mind is to treat them like your valued customers. Hiring and preparing new ones is more expensive than keeping your old workers. Secondly, tell them in a convincing way that they have a major role in the company’s vision. Also, the employee should know his/her workers and their strengths. The employee can put them in the right jobs and positions in the organization. They should still have fun while working. In the case of JRT, the management can come up with a committee of employees that will help utilize retention strategies. This is effective because employees know the need of their co-workers. In additional, the employee should give his/her best to compromise with the employees regarding their needs. Lastly, recognize their efforts. Make employees feel they are appreciated. (Mason, 2005) To make these things possible, appropriate training, improvement, and education should be given to the employees at the right time. Through this, the employer can make them more productive, increase their knowledge, and gain more loyalty. (S., 2001) Creating Of Hypothesis Juicy Red Tomato Company needs to pay much attention in retention of its managerial personnel and also of frontier manufacture employees. Moreover, JRT has to make some development in communication between production and processes. (â€Å"Philosophy Decision Analysis Homework Help†, 2004-2005) Improvement in organizational structures can also make a big difference in the company’s present scenario. Mason, L. J. (2005). Top 10 Retention Strategies: Save Money on Personnel Turnover [Electronic Version]. EzineArticle. Retrieved September 10, 2006 from http://www.ezinearticles.com/?Top-10-Retention-Strategies:-Save-Money-on-Personnel-Turnover&id=94632. Philosophy Decision Analysis Homework Help. (2004-2005). Retrieved September 10, 2006, from http://www.brainmass.com/homeworkhelp/philosophy/decisionanalysis/47971/ S., J. H. (2001). PARTICIPATORY MANAGEMENT, TEAMWORK AND LEADERSHIP: Key requirements for the success of organizations in the twenty-first century. Retrieved September 10, 2006, from http://www.itu.int/itudoc/itu-d/hrdqpub/hrdq/hrdq86/part_ww7.doc Supervision. (1998). Organizing Process Retrieved September 10, 2006, from http://telecollege.dcccd.edu/mgmt1374/book_contents/3organizing/org_process/org_process.htm