The Soldiers War Essay Example for Free

The Soldiers War Essay Alexander Hamilton once said, â€Å"When the sword is once drawn, the passions of men observe no bounds of moderation.† The American Civil War came into being due to these â€Å"passions of men†, and the average men, who went into the war with such gusto, got slapped into the harsh reality of war. The Civil War ushered in a new era of fighting, with new tactics, new weapons, and new strategies. However, as the first of major changes, the transition took time, and that time cost the lives of thousands of men through no fault of their own. This war was one of change, and the soldiers that fought it changed the most. Civilians strode into the war in garish â€Å"uniforms,† soldiers clashed with their former countrymen, killers dealt with the aftermath, and war veterans went home to lives that would never be the same; all due to the unbounded â€Å"passions of men.† The brave men who fought in the American Civil War were untrained and undisciplined, and the number of volunteers that flooded recruiting stations was too vast for either government to accept them all. Enthused with patriotic sentiments, civilians who chose fighting for the preservation of the Union, or perhaps to punish the rebellious South, craved the â€Å"glory† of battle. Even as the numerous state militias proudly wore gaudy, impractical uniforms and excitedly waited for the fighting, the few seasoned generals they had, attempted to whip them into a functioning army. This was not an easy task, seeing as the would-be soldiers consistently undermined any and every authority figure by ignoring orders, asking for reasons to obey, and breaking rank whenever the felt the urge. Not to mention that the number of commanders who knew how to turn civilians into warriors was dreadfully low. None of these men had a clue what was in store for them, in what would be a much longer and bloodier war than they expected. Through the excited eyes of young volunteers, the war looked to them like a â€Å"great adventure,† and those who were not be accepted went home with hanging heads.1 Men saw the Civil War as a chance to defend â€Å"The land of my childhood my love and my tears; the land of my birth and my early sunny years.†2 The sword had been drawn, and the men of the Union army gave off an aura of â€Å"passion† for the war. Going into the war, absolutely none of the excited soldiers anticipated the mass slaughter; nonetheless, it would soon seem commonplace. It was the killing that changed the soldiers the most. One Union soldier wrote, â€Å"I am aposed to one man killing another,† but â€Å"when we are attacked and our lives are in danger by a gang of men aposed to the best government on earth I shall fight.† Most of the army shared this aversion to killing, except when the â€Å"passions† of the patriotic man called for it. Soldiers rationalized the bloodbath by looking at it as duty and self-defense rather than killing. Another factor that helped to keep soldiers’ consciences clean was the anonymity of working as a single unit. Even as this helped men make sense of the killing that took place in structured battle, the modern war tactics made it harder because of the new level of intimacy. This war was unique in that the new weapons and strategies allowed commanders to give soldiers more freedom within the structure of the army. Fighting in wooded areas and trench warfare constantly â€Å"undermined† the traditional patterns of war, and gave soldiers the freedom to shoot when they chose and who they chose. The drills and automatic movements caused the individual soldier to react without thinking about the unspeakable act of killing another human while in an orderly formation. The individual worried about making sure that he and his comrades survived the battle by whatever means necessary. However, when working in smaller groups, in more intimate settings, the decision to pull the trigger was more difficult. Regardless of how difficult it was in the beginning of a soldier’s Civil War experience, by the end of the war, there were those who enjoyed the killing, the revenge. Men worked as a single unit in the fray of battle, but it was in the aftermath that they had the time to process the carnage their unit had wrought. Men spoke of a â€Å"hardening,† of becoming desensitized to seeing  mounds of lifeless human bodies. A Union Colonel said that during the battle â€Å"You are engrossed with the struggle,† therefore â€Å"Your losses and dangers don’t oppress you ‘til afterwards when you sit down quietly to look over the result or go out with details to bury the dead.† The shock of seeing that many men dead disturbed the â€Å"green† Union troops. Soldiers wrote home speaking of the â€Å"rank† smell and grotesque remains that littered the ground the day after a battle. One Union soldier could not bring himself to describe the monstrous site of a day old battle field; he merely told his parents â€Å"Tell Mrs. Diggins not to let her boy enlist.† The soldiers found this the hardest to face, so naturally they pushed it aside. A southern newspaper plainly said, â€Å"The feelings of a soldier walking over his first battle-field and over his second are widely different.† Eventually seasoned soldiers were able to eat, sleep, walk, and talk among the piles of dead bodies without a second thought. In the same fashion, this forced disregard for human life, risking â€Å"dehumanizing† those left alive. Soldiers treated the bodies left over with no more compassion than a slaughtered pig. When the â€Å"passions of men† are worn, the men are left with what they wrought. After the soldiers had done their part and effectively won the war, they made the transition from trained killer to civilian. The first step was gathering all of the troops from their scattered locations across the country and getting them to their respective homes.5 When they finally arrived home, the changes the war had caused became painfully obvious to the veterans loved ones. One soldier’s mother, Henrietta Maria Benson said, â€Å"He came home so changed that his best friends did not know him†¦Ã¢â‚¬  Men returning  home cast aside their weapons and returned to the â€Å"real world,† but the transition varied from man to man.6 For a lucky few it was as simple as â€Å"picking up the pieces† and â€Å"moving on.† The rest of the men battled mental problems, most likely what is now known to be Post Traumatic Stress Disorder. In regards to a Civil War veteran, an unknown person said, â€Å"His rambling letters show someone who was confused and a little paranoid. But they also show flashes of clarity and awareness and give crucial clues about his background to help fill in some of the large blank spots in his history.† The tremendous stress and trauma of the bloodiest war in American history changed the men who fought it almost beyond recognition. The â€Å"passions† were long gone, and the lasting effect was extremely prominent in the men who marched home. Along with coping with returning from war, soldiers as well as civilians had to come to terms with all of the lives lost. The most lasting effect of the Civil War was the loss. Mary Todd Lincoln lived the remainder of her life in mourning clothes; A soldier’s mother spent years after the Surrender at Appomattox hoping her missing son would return home; a man named Henry Struble honored a grave that mistakenly bore his name by laying flowers yearly. Men who had once been fathers, brothers, cousins, uncles, and husbands laid unadorned and unknown in unidentified graves. The death that surrounded the Civil War was often shrouded in mystery, which made it all the more difficult for loved ones back home. The lack of information regarding a majority of the deaths in the war made it more difficult for civilians to accept those deaths. Change was the primary theme of the Civil War, and that change presented itself the most in the brave men who fought in the war. A soldier’s mentality and ability to cope with what he had wrought evolved dramatically throughout the war. The men who walked into the war were not the same as those who walked out when it was over. Soldiers had to face tragic losses and deal with the deaths that they personally caused. Upon returning to civilian life, most men were unrecognizable to the people who had been closest to them. After all, â€Å"When the sword is once drawn, the passions of men observe no bounds of moderation,† and those passions wreaked a permanent havoc on the country.

Microsofts Structure And Culture

Microsofts Structure And Culture The assignment is about six outcomes of Organizations and Behavior subject. The scenario company is Microsoft, founded in 1975, which is the worldwide leader in software, services and solutions that help people and businesses realize their full potential (Microsoft, n.d.).The other company to compare with Microsoft is Federal Express Corporation (FedEx Express), the largest company in providing a portfolio of transportation, e-commerce and business services under the FedEx brand. FedEx Express is an express transportation company, offering time-certain delivery within one to three business days and serving markets. FedEx Ground Package System, Inc. (FedEx Ground) is a provider of small-package ground delivery service. FedEx Freight Inc (FedEx Freight) is a provider of less-than-truckload (LTL) freight services. FedEx Corporate Services, Inc. (FedEx Services) provides the Companys other companies with sales, marketing, information technology, communications and back-office support (Fe dEx, n.d.). This assignment is going to explain and compare the organizational structures, cultures, leadership styles and performance of these two companies to find out about the organizational theories that underpin the practice of management. 1.1 Compare and contrast different organizational structures and culture 1.1.1 Microsofts structure and culture Microsofts Organizational Chart (The Official Board, 2012) According to the chart above, Microsoft has a flat structure. We can see that Microsoft has five product groups are Windows Live Windows Group, Server Software, Online Services, Microsoft Business and Entertainment and Devices. Each product group, which focuses on a specific line of goods and services, has one executive reports directly to the CEO. Each group has its own RD, sales, and customer service staff (Daft, 2009). This structure allows larger spans of control. Microsoft also has a matrix structure which works alongside the flat structure. The matrix structure is a structure where project teams are made up of workers with various specialisms from different functions of a business (BPP, 2004). The legal structure of Microsoft is Limited Liability Company because the company went public on March 13, 1986 (Time, n.d.). Microsoft has a task culture because it is a huge company with 94,420 employees around the world, just 56,934 in USA only (Microsoft, n.d.). It is impossible to manage a firm of that huge amount of workers with a person culture or a power culture. A two-time award-winning journalist Kurt Eichenwald described Microsofts work culture as the cannibalistic culture; a management system known as stack-ranking a program that forces every unit to declare a certain percentage of employees as top performers, good performers, average, and poor effectively crippled Microsofts ability to innovate, leading employees to compete with each other rather than competing with other companies (Vanity Fair, 2012). 1.1.2 FedExs structure and culture FedExs Organizational Chart (The Official Board, 2012) FedEx Corporation FedEx, introduced express delivery to the world in 1973, and is the worlds top express delivery service. The organizational structure of FedEx is flat. According to Organizational Behavior A Strategic Approach, FedEx Corporation should change their structure, because it adopted a multi-divisional structure (Hitt, Miller Colella, 2005). The corporation gives significant authorities to the subsidiaries. Operating independently, each subsidiary manages its own specialized network of services. FedEx employed over 280,000 employees worldwide (FedEx, n.d.), so obviously they have a task culture. The culture of FedEx is also market driven culture. All they care about is the customers; their culture center on the customer. They possess a strong customer-service organizational culture (McNeal, 2011). In short, both Microsoft and FedEx Corp. have a new style of management which is flat structure and task culture. However, FedEx is flatter than Microsoft in organizational structure. To look deeper, we can see differences in their culture as one cares about money, the other one cares about the customer. 1.2 Explain how the relationship between an organizations structure and culture can impact on the performance of the business 1.2.1 Microsoft Microsoft has a flat organizational structure and a task culture which is consider the new method of management. It is believed to be the right way to manage a company. This seems to works well when Microsofts 2011 revenue reached $69 billion (Microsoft, 2011). They make a very huge amount of money. The flat structure creates a lower hierarchy of power in Microsoft. It also allows CEOs direct involvement to make decision process quicker and less time consuming. Microsoft was topped ranking of the worlds 25 best multinational workplaces released by The Great Place to Work Institute (Industry Week, 2011). It is noticeable that employees satisfy their working environment in Microsoft. However, the stack ranking program can kill Microsofts creativity. The destructive management technique can be seen the key problem in Microsoft its management system (Frederick Allen, 2012). It can lead to risk of losing big amount of money. 1.2.2 FedEx FedEx increased revenue 12% in the February-to-May quarter and 13% in the fiscal year that ended May 31, reporting total annual revenue of $39.3 billion (William Cassidy, 2011). It is a large amount of money. The culture of FedEx influences its employees to work more effectively. It encourages them not only work hard but also work smart. FedExs managers also make right decisions, catching up with market trends and changing business needs. 1.3 Discuss the factors which influence individual behaviour at work The factors which influence individual behavior at work are: personality, perception, attitude, ability and aptitude, conflict, stress, and change. For the people of Microsoft, their personality is highly competitive. As discussed above, it is obviously that Microsoft has the culture of competition so the people who are working in a competitive culture will become competitive. If they are not yet competitive, the culture will itself make them competitive. Because they are competitive, they know how to get the money from customers and they will do it so well. Microsoft had always been characterized by a culture that was extremely competitive. When the company introduced new products then rocketing sales, the people responsible for the products did not meet to celebrate. Instead, they found what could have been done better instantly. Therefore, the company had always been a leading competitor, and Gates often sent out memos to remind employees about the competitive threats ahead. Gates truly drove a culture of innovation and vision (Microsoft People Problems, 2003). Thus, people were promoted to strive for the highest standards. However, when Gates left, Steve Ballmer has been a new CEO. Steve has been driving a culture of production rather than innovation (Kurt Eichenwald, 2012). For example, two ex-employees reviewd on Glassdor (Glassdoor is a website that collects information about workplaces and companies) that stack ranking made Microsoft be a less desirable place to work and higher stress workplace (Julie Bort, 2012). One more thing is that, Microsoft has discrimination between black and white workers of the corporation. In 2001, a group of current and former employees accused Microsoft of racism. The seven African American people required $5 billion in compensation, claiming they were paid less than their fellow employees and repeatedly passed over for promotions given to less-qualified white workers. The workers also claimed to have been subjected to racial harassment and retaliation when they complained. According to Willie Gary, who is a lawyer, pointed to 1999, government statistics that showed only 2.6% of Microsofts 21,429 employees, and only 1.6% of the companys 5,155 managers, were black (BBC, 2001). 2.1 Compare the effectiveness of different leadership style in different organizations 2.1.1 Microsoft Bill Gatess leadership styles are participative style and authoritative style. The reason is that, Gates involved his subordinates in decision making so they were good at delegating. He is a flexible person and he recognized his role was to be visionary of the company. Whenever needed, he brought professional managers for managing. Gates is a strong and energizing person. His enthusiasm, hard working nature and judgment skills reflect his personality. His motivating power and involving his friends to working with him became the success of Microsoft (Dip Kumar Dey,n.d.). Besides, Gates paid special attention to recruit and retain the best talent. He believed that the recruitment of talented software engineers was one of the most critical elements in the software industry. Gates looked for recruits who included the capacity to grasp new knowledge quickly and deep familiarity with programming structures. Despite a great number of potential recruits applied for jobs at Microsoft, Gates a ssumed that the best talent would never apply directly. Consequently, Microsofts HR managers had to hunt for the best talent and offer them a job. Giving autonomy to his managers, Gates delegated authorities to managers to run their independent departments. Gates involved a little in autocratic style, because control is basic to his nature and his management practice. He had an obsession with detail and with checking up. He tried to monopolize the World Wide Web software market and had legal problems with the department of justice. Also he did not like complaints (Dhananjay Kumar, n.d.). Microsoft used these styles of leadership very well as the company has great performance with net income of $14.569 billion (2009). 2.1.2 FedEx FedEx has a complex leadership style. The leadership style is combined between affiliative style, participative style and democratic style. Because FedEx has a flat structure; the managers give their subordinates authorities so they are good at delegating. Also, to be able to give subordinates authorities, they must trust their workers. Workers at FedEx are smart people so they do not want to be told what and how to do things. FedEx Corp. under the guidance of CEO Fred Smith has been named the Top Corporation of the Decade by Fortune magazine (Dumain, 2004). Smith was determined to make employees an integral part of the decision-making process, due to his belief that when people are placed first they will provide the highest possible service and profits will follow (FedEx, n.d.). Microsoft and FedEx have different leadership styles so they apply it differently to create different working environment for their workers. However, they both earn a huge amount of profit and manage their company so well. FedEx seems to have the right way to apply its leadership style on its employees than Microsoft. 2.2 Explain how organisational theory underpins the practice of management 2.2.1 Theory X and Y It can be easily seen that Microsoft and FedEx use the Y theory. Because both companies care about how their employees feel. Furthermore, workers at Microsoft and FedEx are smart people so they do not want to be told things. Workers at Microsoft and FedEx are very ambitious, passionate and committed to their work. Because the work load at Microsoft is very pressure but there are still many people wish to work at Microsoft. Because the salary they pay is high, $87,965 for normal employees and much higher for managers, engineers or directors. They all have a regular salary over $100,000 each person (Salary List, 2011). Theory Y is about trust. Both Microsoft and FedEx have flat structure; authorities are given through the chain. Therefore, they must trust the workers. It creates not only the trust of managers in workers, but also the trust of workers in managers. This theory helps to build a strong relationship among workers and managers and then it leads to a strong organization. It i s obviously that Microsoft and FedEx are both strong in structure, culture and financial. 2.2.2 Scientific management FedEx doesnt apply this theory in its management. Because based on the theory, the application of this approach was to break each job down into its smallest and simplest component parts or motions (BPP, 2004). Although the theory improves productivity, it creates de-humanity in the organization. Moreover, everyone at FedEx is smart and talented. Therefore, it is wastes to hire smart people to tell them just do the same job day by day. Scientific management doesnt work in an organization that needs innovation and ideas like FedEx. 2.2.3 Bureaucracy Under the dominated decade of CEO Steve Ballmer, Microsoft applied this theory in its management. For this reason, Microsoft was complained that toxic environment and bad managers for anyone who want to join the corporation. Current and former employees in Microsoft were affected seriously by bureaucracy and management of the company for years (Matt Rosoff, 2011). According an article, employees in Microsoft were more concerned with impressing bosses than creating things (Rebecca Greenfield, 2012). They have no incentive to innovate. Nothing has changed at all since the departure of former CEO Bill Gates. It seems to be Steve Ballmer applied an inefficient management system. All things have not worked out. 2.3 Evaluate the different approaches to management used by different organisations 2.3.1 Human relation approach Both Microsoft and FedEx use this management approach to manage their organization. As analyzed above, Microsoft cares about its employees in a wrong way. Steve Ballmer applied a management system which damage peoples creativity, making them to be bored with their work. Now the dominant tech company belongs to Apple. For FedEx, they care about their employees in a different way. They give employees passion and convenient facilities that allows workers to be more develop. Both Microsoft and FedEx know that how workers feel affects how well they work. However, this method is about what workers think, doesnt matter how the leader thinks about the workers. It is matter that the leader can create an image in the workers mind that they are what the leader wants them to believe they are. 2.3.2 The contingency approach It all depends is what we can define this theory. Managers of both Microsoft and FedEx have find out what is the suitable way to manage, not to find out what is the one right way to manage. This is considered the new management way. Microsoft and FedEx are the new organizations: everything is international, everything is new, everything is faster and everything is turbulent (BPP, 2004). This managing method fits these two organizations because organizations change all the time. This method worked very well for FedEx as the leader of FedEx lead the company through the economic crisis in 2008 to survive (The New York Times, 2012) In total, contingency approach is the correct choice for their management. CONCLUSION How an organization achieves its goals and become successful is the managers and leaders concern. Therefore, leaders and managers should build good relationship with their subordinates as well as good organizational structure, culture and good leadership style.

British Imperialism in India and China Essay -- English Imperialism Co

British Imperialism in India and China Imperialism is the domination of a weaker country by a stronger country. For instance Britain dominated India and China in the mid 1880s to the beginning of the 20th century. Imperialism has had both a positive and negative effects on the countries involved. Britain was imperialistic for many reasons, it could dominate because it had the technology and power to do so. They also needed land to acquire raw materials for growing markets.   Ã‚  Ã‚  Ã‚  Ã‚  One country that had imperialism was India. By the mid-1880s, the British East India Company controlled three fifths of India. The cause of British domination was that the land was very diverse and the people could not unite and that the British either paid local princes or used weapons to get control. Positive effects of imperialistic rule in India were that the British set up a stronger economy and more powerful industries. They built roads and railroads. British rule brought peace and order to the countryside. They revised the legal system to promote justice for the Indians regardless of class. Indian landowners and princes, who still owned territory grew rich from exporting cash crops such as cotton and jute. The British introduced the telegraph and the postal system as a means of communication. These improvements and benefits from British rule eventually lead to Indian nationalism. The exposure to European ideas caused an Indian nationalist movement, the peop le dreamed of ending Imperial ...

Free College Essays - The Sword In The Stone :: Sword in the Stone Essays

The Sword In The Stone: Kay Gets What He Deserves At the end of The Sword in the Stone, it is true that Kay does receive the `rough end' of the deal because he, being the son of a noble and a knight, and the Wart, comparatively nothing but a squire to Kay became the King of England when Kay thought himself more qualified and better for the postition. However, throughout the Boy's childhood, Kay maintained the dominant position in their relationship. I think that it is only fair that in the end, justice is served and theWart gets to rule over Kay. When the boys were young, Kay maintained a dominant position over the Wart, constantly reminding and humiliating him by saying that he "was not a proper son" and "Kay seemed to regard this as making him inferior in some way". Because Kay constantly reminded the Wart that he "was not a proper son" and said that he was inferior, upsetting the Wart, he learned to simply give in to Kay and always let him get his own way. After this constant torment and opportunities only available to Kay, I think that it is only deserving that, in the end, the Wart becomes more powerful and important than Kay, Sir Ector and the other people who had always `ruled' him. I think that the Wart was a better person to Kay and although he may not have been superior to Kay, he certainly had a better personality and was kinder than Kay. With Merlyn's `education', the Wart learned not only how to lead well, but also to be a better person, and Merlyn taught him much about how to treat other people with respect and to relate better with them. When the Wart meets Robin Wood and Maid Marion, he learns through Marion that women are no different to men and should be treated equally. He is also taught the pointlessness of violence when he requests a joust between Sir Grummore and King Pellinore. Before the joust, Wart thinks that it is noble and brave to fight, but after seeing the Free College Essays - The Sword In The Stone :: Sword in the Stone Essays The Sword In The Stone: Kay Gets What He Deserves At the end of The Sword in the Stone, it is true that Kay does receive the `rough end' of the deal because he, being the son of a noble and a knight, and the Wart, comparatively nothing but a squire to Kay became the King of England when Kay thought himself more qualified and better for the postition. However, throughout the Boy's childhood, Kay maintained the dominant position in their relationship. I think that it is only fair that in the end, justice is served and theWart gets to rule over Kay. When the boys were young, Kay maintained a dominant position over the Wart, constantly reminding and humiliating him by saying that he "was not a proper son" and "Kay seemed to regard this as making him inferior in some way". Because Kay constantly reminded the Wart that he "was not a proper son" and said that he was inferior, upsetting the Wart, he learned to simply give in to Kay and always let him get his own way. After this constant torment and opportunities only available to Kay, I think that it is only deserving that, in the end, the Wart becomes more powerful and important than Kay, Sir Ector and the other people who had always `ruled' him. I think that the Wart was a better person to Kay and although he may not have been superior to Kay, he certainly had a better personality and was kinder than Kay. With Merlyn's `education', the Wart learned not only how to lead well, but also to be a better person, and Merlyn taught him much about how to treat other people with respect and to relate better with them. When the Wart meets Robin Wood and Maid Marion, he learns through Marion that women are no different to men and should be treated equally. He is also taught the pointlessness of violence when he requests a joust between Sir Grummore and King Pellinore. Before the joust, Wart thinks that it is noble and brave to fight, but after seeing the

Golf Industry Competition

Case #3: â€Å"COMPETITION IN THE GOLF EQUIPMENT INDUSTRY† From its earliest beginnings in the 1450’s, golf was a peculiar game that tested the individual skill of each person who played. It is a game that takes a player on a journey through a number of â€Å"greens. † The player must try to get the small, hard golf ball into the â€Å"green† or â€Å"putting green† which contains a hole in the ground. The player can only hit the ball with a golf club. Golf equipment, such as golf clubs, golf balls, and the like are the subject of this report.There are five competitive forces: â€Å"competitive pressures stemming from buyer bargaining power and seller-buyer collaboration; competitive pressures coming from companies in other industries to win buyers over to substitute products; competitive pressures stemming from supplier bargaining power and supplier-seller collaboration; competitive pressures associated with the threat of new entrants into the mar ket; and competitive pressures associated with rivalry among competing sellers to attract customers.This is usually the strongest force)† (Gamble & Thompson, 2011). There are a handful of rival competitors in the golf equipment industry. The leading manufacturers and marketers of Golf Equipment were Callaway Golf Company, TaylorMade-Adidas Golf, Titleist/cobra Golf, Ping Golf and Nike Golf. Innovation in regards to new technology â€Å"as allowed by the USGA and R&A, product performance, brand image, tour exposure, and price were the competitive forces that had the greatest effect on the industry.In 2009, most golf club manufacturers had met dimension, volume, CT, and MOI limits and were attempting to achieve differentiation in drivers by either lowering the center of gravity to increase launch angle or by offering clubs with adjustable features† (Gamble & Thompson, 2011). The pace of rivalry is not becoming more intense since the industry services a limited amount of p layers and must work within the industry’s guidelines and regulations. Drivers of industry and competitive change include â€Å"changes in an industry’s ong-term growth rate; increasing globalization; emerging new internet capabilities and applications; changes in who buys the product and how they use it; product innovation technological change and manufacturing process innovation; marketing innovation; entry or exit of major firms; diffusion of technical know-how across more companies and more countries; changes in cost and efficiency; growing buyer preferences for differentiated products instead of a standardized commodity product; regulatory influences and government policy changes; and changing societal concerns, attitudes, and lifestyles† (Gamble & Thompson, 2011, p 61).Differentiation of product, quality control, and touring professional golfers’ endorsements and their design preferences, along with other industry forces continue to shape the golf e quipment industry. A charismatic professional touring golfer with perfected golf skills can bring a lot of positive changes to the golf industry. This might lead to increased awareness and viewership, an increased number of new golfers and returning golfers, and innovative design of products.Key success factors (KSFs) may include â€Å"particular strategy elements, product attributes, resources, competitive capabilities, or intangible assets†¦and answers these questions: on what basis do buyers of the industry’s product choose between the competing brands of sellers? That is, what product attributes are crucial? ; given the nature of the competitive forces prevailing in the marketplace, what resources and competitive capabilities does a company need to have to be competitively successful? and What shortcomings are almost certain to put a company at a significant competitive disadvantage? † (Gamble & Thompson, 2011, pg 67, 69). Common key success factors include â €Å"technology-related; manufacturing-related; distribution-related; marketing-related; skills- and capability-related; and other types of KSFs† (Gamble & Thompson, 2011, p 68). Technology, innovative design, and cost control are the key factors that determine success of companies competing in the golf equipment industry. Callaway Golf, Ping Golf, and Taylor-Made Golf utilized the innovations in club head design the best.Important factors in evaluating industry and competitive environment include: the industry’s growth potential; whether powerful competitive forces are squeezing industry profitability and whether competition appears destines to grow stronger or weaker; whether industry profitability will be favorably or unfavorably affected by the prevailing driving forces; the company’s competitive position in the industry vis-a-vis rivals; and how competently the company performs industry key success factors (Gamble & Thompson, 2011, p 69).Net sales for Callaw ay Golf is: $1,117,204,000 in 2008 up from $934,564,000 in 2004; TaylorMade-Adidas Golf is: â‚ ¬812,000,000 in 2008 (when the exchange rate was 2. 008 US dollars for every â‚ ¬1) up from â‚ ¬633,000,000 in 2004; Fortune Brands’ Golf is: $1,369,000,000 in 2008 up from $1,212,000,000 in 2004. Operating income for Callaway Golf is: $84,188,000 in 2008 up from ($24,702,000) in 2004; operating profit for TaylorMade-Adidas Golf is: â‚ ¬78,000,000 in 2008 (when the exchange rate was 2. 008 US dollars for every â‚ ¬1) up from â‚ ¬60,000,000 in 2004; Fortune Brands’ Golf is: $125,000,000 in 2008 up from $154,000,000 in 2004.TaylorMade-Adidas Golf is doing extremely well. TaylorMade-Adidas Golf seem to have a strategy that copes strategically well with the competitive forces prevailing in the industry. The recession of 2008-2009 was very telling in the financial performance of the industry’s major sellers. Some increased financially while others decrease d. Callaway Golf ‘s net sales decreased $7,387,000 in 2008 from 2007; TaylorMade-Adidas Golf’s sales increased by â‚ ¬8,000,000 in 2008 (when the exchange rate was 2. 08 US dollars for every â‚ ¬1) from 2007 numbers; Fortune Brands’ Golf decreased $31,000,000 in 2008 from 2007. I would recommend more research and development to Callaway Golf. I would also recommend that their employees play golf with their clubs, balls, and other equipment and suggest product design to an unbiased top management. Perhaps Callaway Golf could make a few high-end specialty items that cater to player preferences including players with disabilities. Buyer access to its product line could also be streamlined and revamped to include low or no-cost shipping and handling.To Fortune Brands, I would recommend selling the golf division. It seems like Fortune is in the golf business to make money and although this is an essential trait, the golf business requires the company to be all i n it to win it. I would recommend buyer seminars, classes, instruction offered to TaylorMade-Adidas Golf customers and business clientele. I would suggest that notification of these instructional seminars be marketed through high-end retailers and office pools in locations where golf is an accessible sport.Maybe a golf celebrity or other celebrity could show up at the seminars to increase the enthusiasm of TaylorMade-Adidas Golf product line. I would suggest that TaylorMade-Adidas Golf research the options of wider distribution points such as the internet and other outlets. If the issue is the instructional experience of the buyer, perhaps TaylorMade-Adidas Golf could offer some quick internet video access instruction or live instructional seminars (as mentioned above) to the internet buyer as well.Essentially, a company is to perform at its best capacity: â€Å"And whatsoever ye do, do it heartily, as to the Lord, and not unto men† (Colossians 3:23) and â€Å"Let every soul be subject unto the higher powers. For there is no power but of God: the powers that be are ordained of God† (Romans 13:1) REFERENCES Gamble, J. E. & Thompson, Jr. , A. A. (2011). Essentials of Strategic Management: The Quest for Competitive Advantage: 2nd Edition. New York: McGraw-Hill Irwin. Holy Bible (KJV). Public Domain.

Skema Answer Manufacturing Proces 1

FACULTI OF MECHANICAL ENGINEERING UNIVERSITI MALAYSIA PAHANG BMM3643 (SEM II_2012-13) Assignment #1 1. a) What metals are frequently cast into products? b) What materials are used to produce the expendable patterns for investment casting? c) Explain why a casting may have to be subjected to various heat treatments. (8 marks) Answer a) Cast parts can range in size from a fraction of an inch and a fraction of an ounce to over 30 feet and many tons.Moreover, casting can incorporate complex shapes, hollow sections or internal cavities, and irregular curved surfaces. b) In investment casting a pattern is formed from a low melting temperature, low vaporization temperature material, often wax. The mold is produced by surrounding the pattern with the mold material. The mold cavity is produced when the pattern is removed by melting/vaporizing the pattern. In early process development with porous mold materials the melted wax from the pattern would migrate into the mold material and be lost. ) Heat treatments (described in Chapter 4) such as quenching and tempering, among others, are carried out to optimize the grain structure of metal castings, thereby controlling and enhancing mechanical properties. Heat treating can control microporosity, which is a main reason that castings are weak in tension. 2. a) What are some of the attractive features of die casting compared to alternative casting methods? b) For the cast metal wheel illustrated in Figure below, show how (a) riser placement, (b) core placement, and (c) chills may be used to help feed molten metal and eliminate porosity in the isolated hub boss. ) What are some of the general defects encountered in casting processes? Name and briefly describe three. (8 marks) Answer a) Die casting is characterized by extremely smooth surface finishes, excellent dimensional accuracy, and high production rates. A single set of dies can produce many thousand castings without significant changes in dimension. b) Solutions; i) Riser ii) Core iii) Chills c) General defects include; v) misruns, in which the casting solidifies before filling the mold cavity v) cold shuts, in which two portions of metal flow together but there is lack of fusion at the joint; vi) cold shots, where solid globules of cast metal become entrapped in the casting; vii) shrinkage cavity, which is a depression on the casting surface or an internal void in the casting caused by solidification shrinkage; viii) microporosity, which is a network of small voids throughout the casting caused by localized solidification shrinkage; and ix) hot tearing, which is a crack in the casting caused by a mold that does not ield to the metal during the early stages of solidification shrinkage. 3. a) How does the fabrication of a thermoplastic polymer differ from the processing of a thermosetting polymer? b) What are the significant differences in the equipment and operating procedures between injection mold- ing of thermoplastics and injection molding of the rmosets? c) Can thermosetting plastics be used in injection molding? Explain. (8 marks) Answer a) Thermoplastic polymers can be heated to a temperature at or near the melting temperature so that the material becomes either a formable solid or a liquid.The polymer can than be cast, injected into a mold, or forced through a die to produce the desired shape. With thermosetting polymers, once the polymerization has occurred, no further deformation can occur. Thus, the polymerization reaction and the shape-forming process must be accomplished simultaneously. b) The differences in injection molding of thermosets are (1) shorter barrel length, (2) lower temperatures in the barrel, these first two reasons to prevent premature curing; and (3) use of a heated mold to cause cross-linking of the TS polymer. c) Thermosetting plastics are suitable for injection molding.The basic modification which must be made to the process is that the molds must be heated to allow polymerization and crosslinkin g to occur in the mold cavity. The major drawback associated with this change is that, because of the longer cycle times, the process will not have as high a production rate as injection molding of thermoplastics. 4. a) Identify one injection molding process could be used to inject a single part with two or more different material as shown below. b) Describe process mechanism c) List and explain THREE (3) advantages of this technology? (8 marks) Answer a) Multi-shot injection molding ) This process ables to to shoot two or more different materials into the same mold, into different locations, resulting in parts with increased functionality, improved cosmetics, and multiple mechanical properties. c) Advantages; i) Reduced cycle time * Compared to multiple molding cycles of separate components, molding multiple materials in the same cycle has obvious time and labor benefits. ii) Reduced part cost * Combine reduced cycle times, reduced labor times, and eliminated assembly operations, a nd the total cost of multi-shot molded parts becomes less, compared to alternative single-shot methods. ii) Improved Adhesion * With multi-shot molding we get a true physical bond, resulting in a much stronger, longer lasting bond, compared to more traditional â€Å"skin on skin† insert molding or post-molding assembly. 5. d) What are sheet-molding compounds (SMCs)? Bulk-molding compounds (BMCs)? e) What are some of the forms in which reinforcement fibers appear in composite materials? f) Describe the problems involved in recycling products made from reinforced plastics. (8 marks) Answer a) Sheet molding compounds are sheets composed of chopped fibers and resin, the sheets being about 0. inch in thickness. These can be press-formed in heated dies to provide an alternative to sheet metal where light weight, corrosion resistance and integral color are desired. Bulk-molding compounds are fiber-reinforced thermoset molding materials containing short fibers in random orientation. They are formed into products using processes like compression molding, transfer molding or injection molding. b) Fiber-reinforced composites use the strength of the fibers to impart additional strength to the fiber-matrix whole.The use of fibers means that added strength will be in the fiber length direction. The commonly used fiber forms are; i) long, continuous fibers are their use results in increased strength in the fiber length direction, ii) fibers woven into fabric layers used in thin sheet composites and they add strength in the two in-plane fiber directions, iii) woven fabrics of fibers formed in three dimensions so that when embedded in the matrix strength in three dimensions is increased, iv) short, chopped fibers that can be oriented in a particular direction or randomly. ) The main problems are that recycling usually requires the use of a single type of material, and that some plastics (mainly hard and brittle polymers) are more difficult to chop into small pieces for further processing than others. With reinforced plastics, this requires that the reinforcement be separated from the matrix, a very difficult task and uneconomical task. Note that matrices are often thermosets, so it is not practical to melt the matrix and separate the fibers from a molten phase. 6. ) In the casting of steel under certain mold conditions, the mold constant in Chvorinov's Rule is known to be 4. 0 min/cm2, based on previous experience. The casting is a flat plate whose length =30cm, width =10cm, and thickness =20 mm. Determine how long it will take for the casting to solidify. h) A round bar of 15-mm diameter is extruded from a single-screw extruder of 100 mm barrel diameter. The material is LDPE. Calculate; i) The approximate flow rate (kg/h), ii) Speed of emerging extrusion Given : Density LDPE = 0. 92 g/cm3) (10 marks) Answer a) Volume V = 30 x 10 x 2 = 600 cm3 Area A = 2(30 x 10 + 30 x 2 + 10 x 2) = 760 cm2 Chvorinov’s Rule: TTS = Cm (V/A)2 = 4(600/760)2 = 2. 493 min b) R i) Flow rate, qe= CeDscr = 0. 006(100)2. 3 = 238. 86 kg/h ii) Density, ? = 0. 92 g/cm3 Cross-sectional area = (152*? )/4 = 1. 767cm2 Volume = 238. 86 / 0. 92 = 259635cm3/h = 72. 12cm3/s Extrusion speed = 72. 12 / 1. 767 = 40. 8 cm/s ******************************************************

Risk and Corporate Security - Free Essay Example

Sample details Pages: 9 Words: 2747 Downloads: 2 Date added: 2017/06/26 Category Business Essay Type Argumentative essay Did you like this example? Corporate security is a growing area of concern for businesses of all types. The main perceived risks in relation to corporate security is the physical risk of disruption such as that seen with the increased level of terrorism particularly for industries such as airlines or those relying heavily on infrastructure. However, corporate entities are becoming increasingly aware that corporate security has a much wider potential scope that spans across the whole organisation including the financial management of the company. Don’t waste time! Our writers will create an original "Risk and Corporate Security" essay for you Create order The complexity of doing business on a global scale has become much greater, particularly given the geopolitical instability that is seen in parts of the world. As such, companies are becoming more aware of the need to plan for security risks and the need to invest on solid infrastructure, both to prevent and to deal with potential security breaches. Having an in depth understanding of the way in which the financial and accounting management of the company will enable those in charge of corporate security to plan and manage wider corporate risks[1]. Approaches to risk management have also shifted considerably in recent years. Historically, risk management was a preventive task dealing with crisis management when a problem has already occurred. In other words, corporate security functions were nothing than another cost that had to be endured. This has changed and most organisations now see good corporate security as way of adding value to their business and being a valuable funct ion in terms of gaining and maintaining customer confidence. What is Risk and Corporate Security? Before considering how financial and accounting management can help to deal with corporate risk, it is important to get the principles of what exactly corporate security functions aim to achieve and to consider exactly what risks they are guarding against. Corporate security in particular in terms of financial risk is exceptionally prevalent in the banking and investment industry although all corporate entities will have an element of concern over protecting their financial position. The need to control financial risks has been readily recognised in the banking industry, with the Basel Committee[2] taking a leading and influential role in creating a security framework. Crucially, the work of the Basel Committee showed that one of the best ways to manage corporate risk is to look at asset management liability[3]. The Committee required a shift of emphasis from the banking indust ry to look at risk in terms of how it manifests itself in the financial bottom line of the company. As part of this work, the Basel committee defined risk as something that has a negative impact on the financial health of the organisation in question. For example, risk is considered as the possibility that the financial accounts such as return on assets, income or profits are negatively affected by an external event. The need for this framework was mainly due to the high number of off balance sheet accounting practices and complex securitisation products that were being used which made it very difficult for companies to control individual behaviours and to spot risk areas, before the damage was done. By setting a standard that all banking institutions had to follow, which involved considering only market values and not taking metrics of value into consideration, corporate security from a financial point of view became much more manageable. This was particularly useful to internation al companies operating in a range of different climates. Although the Basel Committee dealt exclusively with the banking industry, the principle of using financial data and management as a way of controlling corporate risk has been clearly developed. By allowing companies to maintain secrecy in relation to their financial accounts, there is a danger that corporate security issues simply go unnoticed. Even if they are noticed, the extent or location of the problem is often unascertainable and therefore difficult to manage. Insisting on a level financial accounting playing field in terms of how events are reported makes it easier to manage the risks that are often industry wide. This was the first step towards using financial management as a primary tool for corporate security risk handling. Risks that Corporate Security aim to Mitigate In any corporate security management scheme, one of the most important factors to consider is exactly what risks the organisation is aiming t o manage and mitigate. Fundamentally, it needs to be recognised that security is a two fold issue and covers both operational activities and strategic activities. For example, operationally the risks that corporate security and in particular financial management aim to mitigate involve losses such as loss of profits due to inaccurate stock management or wrong pricing. Financial management is of course vital in this area as even small monetary leakages can represent a large overall loss to the company. Identifying these losses can be an important factor in ensuring ongoing financial security for a company, particularly in the difficult economic climate that is currently facing almost all industries[4]. Strategic corporate risk management is a much longer process and involves considering where the company aims to be in the medium and long term, not just dealing with immediate losses. Strategic management looks at the path which the company is considering taking in terms of marke ting, production or even new geographical areas to operate in. Risk management in this context is not necessarily about avoiding all risk but instead is about identifying risks and the corresponding rewards, deciding what level of risk is acceptable and doing all that is reasonable to prevent the risks from becoming real issues in the future. At first glance it may seem that financial accounting has little to do with this long term strategic approach, but failure to consider the financial accounts would be a substantial error for any organisation. Any strategic plan must contain the ultimate aim of increasing revenues and profits for the company. In looking at the current financial accounts, it is possible for the management team to identify potential weak spots and to ensure that these do not become magnified in the long term. Considering the financial performance is key to developing not only the day to day operational methods of the company but also in developing the longer te rm strategy objectives. Different Approaches to Corporate Security and Managing Risk With such a widespread impact that corporate security can have on the management of risk, it is unsurprising that companies have taken a different approach to how they choose to manage the risks that they individually face. Some companies, such as those in the banking industry place a huge emphasis on financial security. On the other hand companies such as airlines have a much greater emphasis on physical security and brand name when managing risk. One of the most important developments that have been seen in companies across all industries is the increasing use of internal audits. These are audits of all processes as well as financial reporting done internally by the company itself. The main aim is not simply to prepare for the necessary external audit but also to alert management to areas of leakage or potential risk in terms of corporate security. For example, consistent poor stock manag ement reveals an issue with the way inventory is managed and can be dealt with internally in order to increase the profits of the company. Management, particularly at the higher level, is becoming increasingly involved in the process of risk management. This is partly due to increased regulatory pressure, but also an awareness of the need to be seen to be secure and efficient by clients. The Economist Intelligence Unit conducted research into the area of managing corporate risk by interviewing 435 senior executives across the globe on their attitudes to risk management and what their organisation is doing to deal with the current risk climate. Interestingly, just under 85% of the respondents stated that they would be putting either significantly or slightly more resources behind security management in the next three years. Furthermore, 36% of the executives felt that managing costs and ensuring financial efficiency were the main goals of the increase in security management. Wh en asked how they staff their internal audit process, it was clear that individuals from the finance team were the key players. Companies reported an average financial personnel involvement of 44 employees, compared to an average number of 16 strategic personnel. In 29% of the organisations the chief financial officer took responsibility for the internal audit. Others included the chief operating officer or legal counsel, but the chief financial officer was the main person responsible in the largest number of organisations. From this survey it is clear to see that there is a direct link between finance functions and the corporate security management, in particular with the use of internal audits. Financial management is undoubtedly integral to the effective security management of any organisation. Financial Risk Management As well as using financial accounts to manage overall corporate risk, there is also the very important element of financial risk itself. Financial risk m anagement involves the use of financial information to manage a range of risks but predominately credit and market risk that may be presenting itself to the organisation. The wider concept of risk management is the overall way in which an organisation plans to deal with uncertainty, whether that may be from the risk of weather such as flooding or war or from more economic issues such as a global credit crunch. However, financial risk management is more tailored and looks at the types or risks that can be managed through the use of financial instruments. For example, in many banking organisations a à ¢Ã¢â€š ¬Ã‹Å"value at riskà ¢Ã¢â€š ¬Ã¢â€ž ¢ approach will be undertaken to ensure that all trading being done within the organisation conforms to certain risk parameters. In doing so, particularly risky approaches are prevented and individuals responsible for making such trade decisions are controlled by management[5]. Regardless of the type of risk, the management process is very similar. Firstly, the organisation must identify the key areas of risk; of course, this will vary dramatically depending on the industry but will generally involve issues with suppliers, changes to the economic climate and increased regulatory burdens. Once the risks have been identified, and these will commonly be numerous, each needs to be dealt with in turn. It is at this point that the individual risks are often allocated to the relevant department, such as the finance or the personnel department. A detailed risk assessment needs to be conducted to determine not only the magnitude of the risk but also the likelihood of it happening. Simply looking at the size of a risk does not necessarily give an indication of the level or expense that a company should go to in order to attempt to mitigate or reduce such an event[6]. Once each risk has been adequately understood and assessed, the next step is to determine what should be done with the risk. Should it be eliminated, mitiga ted, transferred to another company or simply accepted? This decision will largely be based on how much can be saved from the various approaches and how much each approach will cost. From this the relevant risk management plan can be established and implemented. Regular review by the relevant board members is of course vital as the area of risk changes rapidly in most industries. There are limitations to any corporate security plan. Whilst managing risk and uncertainty is important for an organisation, too much emphasis on this area could result in other, equally important operative decisions being badly delayed so as to be detrimental to the running of the organisation as a whole. Risk management is merely one of the elements of management and should not overshadow the ultimate goals of the organisation. Impact of Financial Risk Management The importance of the use of accounting and financial management to deal with corporate security and risk is indisputable. Although alm ost all organisations will use their financial data to help them to identify risks and to manage them, the efficiency of this process will make a huge difference to the way in which the company performs in the medium and long term. Many organisations have chosen to adopt complex financial and economic models as a way of identifying and managing their business risk. This works well in organisations where most of the assets have an obvious book value. Therefore, risks can be analysed by looking at how the feared event would impact the cash flow or the asset profile of the company. This basic, yet effective approach is often referred to as earnings risk or cash flow risk. Fundamentally, this approach to the use of financial accounts is similar to the balance sheet and asset at risk approach by considering what element or percentage of the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s earnings will be impacted by the feared event. A simple example would be an airline that travels to ten different count ries. It earns an identical amount in terms of profit and cash flow from all ten routes (i.e. 10% of its income comes from each destination and costs are uniform). Imagine four of these destinations were in the Middle East, and one of the destinations was Australia. If one of the risks faced by the company is the political instability in the Middle East and the possible removal of the right to fly this could be seen as a 40% risk (which would be financially measurable). Another possible risk may be that the Australian regulatory system becomes considerably more expensive to comply with thus reducing profits by half; this would be a 5% risk[7]. In order to place these figures on the possible risks, it is clearly necessary that accurate financial accounts are available. It is little use realising that a segment of the customer base may disappear if no value can be placed on this customer base in the first instance. Similarly, by working out exactly how much the company stands to lose in each scenario, the board and those responsible for managing the risks can determine how much, if any of the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s financial resources should be used to mitigate or even remove the risk. Conclusions Financial and accounting management is an absolutely crucial part of controlling risk and managing corporate security. Firstly, financial data is vital in the identification of key risk areas as by looking at the exact sources of the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s income and asset base it is possible to see which areas are most likely to cause particular concern if they become the target of a security breach. Once the areas that are most vulnerable have been identified from the financial accounts, organisations can then quantify the value in managing these risks. This helps in ensuring that the amount of money expended on managing a risk is proportional. By having a solid grasp on the financial status and make up of a company, a much more targeted and ef ficient corporate security plan can be established. It is for this reason that the role of internal audit and risk management often falls to the finance team. It is here that the greatest understanding of the financial position of an organisation can be found. As such, it is this function that is best placed to develop, implement and run an effective security management process. Bibliography Crockford, N., 1986. An Introduction to Risk Management. 2nd ed. Woodhead-Faulkner. Lam, J., 2003. Enterprise Risk Management: From Incentives to Controls. New York: John Wiley. Dorfman, M.S., 2007. Introduction to Risk Management and Insurance. 9th ed. Englewood Cliffs, NJ: Prentice Hall. George, J.M. Jones, G.R., 2006. Contemporary Management. 4th ed. New York: McGraw-Hill Irwin. Roehrig, P., 2006. Bet On Governance To Manage Outsourcing Risk. Business Trends Quarterly. Borodzicz, E., 2005. Risk, Crisis and Security Management. New York: John Wiley. Alexander, C., She edy, E., 2005. The Professional Risk Managers Handbook: A Comprehensive Guide to Current Theory and Best Practices. PRMIA Publications. Layton, T.P., 2007. Information Security: Design, Implementation, Measurement, and Compliance. Boca Raton, FL: Auerbach Publications. Horcher, K.A., 2005. Essentials of Financial Risk Management. New York: John Wiley. Footnotes [1] Crockford, N., 1986. An Introduction to Risk Management. 2nd ed. Woodhead-Faulkner. [2] 1988 Basel Accord [3] Roehrig, P., 2006. Bet On Governance To Manage Outsourcing Risk. Business Trends Quarterly. [4] Dorfman, M.S., 2007. Introduction to Risk Management and Insurance. 9th ed. Englewood Cliffs, NJ: Prentice Hall. [5] Alexander, C., Sheedy, E., 2005. The Professional Risk Managers Handbook: A Comprehensive Guide to Current Theory and Best Practices. PRMIA Publications. [6] Layton, T.P., 2007. Information Security: Design, Implementation, Measurement, and Compliance. Boca Raton, FL: Auerbach Publications. [7] George, J.M. Jones, G.R., 2006. Contemporary Management. 4th ed. New York: McGraw-Hill Irwin.

The Key Strategic Challenges Facing Apple Computer

Describe the key strategic challenges facing Apple Computer Apple Computer is currently facing many strategic challenges, the first challenge is competition from new and existing companies. Apple’s iTunes, an online music store, faces competition from companies that seek to begin offering online music and video downloading services whether legally or illegally, and from existing companies that plan to modify its current strategies to become better aligned with the strategy of Apple. Many of Apple’s brands including the iPod, Apple TV, and iPhone face competition from rivals who are beginning to offer lower-prices and substitutes (Hitt and Hoskisson and Ireland, 2011). Apple Computer also faces the strategic challenge of keeping up with†¦show more content†¦Another internal weakness of Apple are product recalls that may hinder Apple’s reputation. The products that Apple sells are highly complex and from time to time they experience quality problems because of defects in design and manufacture. Unfortunately, Apple can not detect and resolve all defects in software, services, and hardware before products are released to consumers (Datamonitor, 2011). The factors external to Apple that have strategic implications for the future include their competitors within the industry. Apple’s competitors consist of several existing and new competitors who are focused on obtaining strong market share. Apple’s entrance into the mobile communications field with the creation and launch of the iPhone has put Apple into another highly competitive market, where many large competitors already exist like Motorola. In order for Apple to gain an edge, consistent product evolution and design must occur, and rapid implementation of technological and product advancements will be essential (Hitt and Hoskisson and Ireland, 2011). Describe how Apple’s strategy stands up against industry rivalry Apple’s strategy stands against rivals in the way they focus on revealing drastic concepts and attractive designs, which make their products different. The differentiation of its products improves brand loyalty and reduces price sensitivity. Also, Apple’s strategy to be first movers in the industry by introducing ground-breakingShow MoreRelatedApple - Describe the Key Strategic Challenges Facing Apple Computer1245 Words   |  5 PagesAyomipo Burch Williams Loelius Strategic Management Concepts amp; Cases 07/22/2011 * Describe the key strategic challenges facing Apple Computer. * One of Apple biggest key issue will be the rate that technology is growing and the ability to keep up with and also the prices at which there products are sold for; they are face with constant new arrivals at prices that are more affordable especially in today’s economy where everybody is looking for ways to save money. They areRead MoreApple Inc.1194 Words   |  5 PagesApple Computer Inc. Strayer University Bus 499 January 29, 2012 Professor Erica Atkins Abstract This paper describes the key strategic challenges facing Apple Computer. This paper will also describe the dimensions along which company success can be measured. We will also describe the critical external and internal environmental factors that have strategic implications for Apple’s future. This paper will further explain how Apple’s strategy stands up against industry rivalry. In closing we willRead MoreApple Computer, Inc Case Study 141554 Words   |  7 PagesApple Computer, Inc case study 14 Apple has created a unique and powerful reputation and product line that continues to be innovative and fresh to the consumer for the last 30 plus years. Apple has continued to be an industry leader for hardware and in the recent years faces the extremely fast-paced market of media and software products including the global marketplace. SWOT ANALYSIS Strengths: * Having alliances with other strong and popular businesses is a major plus point for Apple ComputerRead MoreDescribe the Strategic Challenges Facing Apple Computer1495 Words   |  6 PagesApple Computer, Inc. Frances Woodyard Jacinta Acquay BUS 499 - Business Administration Capstone 1/29/2012 Describe the strategic challenges facing Apple Computer. The fast pace of technological change and competition are the challenges that Apple Computer is facing. Its strategic moves into communication devices and portable devices for downloading music and movies the company is in stiff competition from all venues. With no entry barrier in this business Apple has competitors, with lower pricedRead MoreApple Inc1948 Words   |  8 PagesGroup Assignment APPLE COMPUTER Strategic Management (MRC2213) Prepared by Norhayati Sulaiman (MR111202) Ahmad Akmal Mohd Idris (MR121007) Nor Fadillah Md Ali (MR 11150) For Dato’ Dr. Mohd Padzil Bin Hashim International Business School UniversitiTeknologi Malaysia Introduction Apple Computer Inc was established by Steve Wozniak and Steve Jobs in April 1976. It all started after Wozniak made a box called Apple 1 computer, it has no keyboard and no power supply but it wasRead MoreApple Inc. Company s Unique Product Portfolio Profile2144 Words   |  9 PagesABSTRACT Apple Inc. has continued to succeed by carefully designing strategic implications through the assessments of the company’s unique product portfolio profile. There are underlying elements of their internal and external environments that help shape their company. The status of their company can be closely examined through the use of a SWOT analysis. The company has been faced with many strategic challenges along with existing competitive rivalry in the industry. â€Æ' INTRODUCTION Apple productsRead MoreEssay Apple Strategic Change and Core Competency3301 Words   |  14 PagesCritically examine a period of strategic change for an organisation of your own choice. Outline the triggers for change and the approach to strategic change in your case. Discuss the extent to which this strategic change built on or transformed the existing core competencies of the organization. Explain the most significant organizational issues facing the managers implementing this strategic change and how effectively they were managed. A STRATEGIC ANALYSIS OF APPLE CORPORATION Read MoreApple s Strategic Plan For The Personal Computer Industry2050 Words   |  9 PagesApple Inc, best known as Apple is an American based global company that designs and sells electronics, PCs and computer software. The company was established in 1976 by Steve Jobs and Steve Wozniak and was incorporated in 1977. Some of the Apple’s best-known products are the Macintosh range of personal computers, iPod, iPhone, and iPad. By 2012, Apple reported to have more than 300 retail stores located in more than 10 countries in the world and more than 60, 000 employees on permanent employmentRead MoreEssay about What Chuck Dons Can Learn From Apple Computer2915 Words   |  12 Pagesfollowing: (a) the main components to the success of Apple Computer, Inc., (b) how Chuck Don.s has applied some of these successes, and (c) identify an additional company that could benefit from the lessons from this case. Success From this case study, four main components of success for Apple Computer Inc. surface: Innovation Strategic thinking and partnerships Marketing savvy Learning from past mistakes Apple Computer Inc. demonstrates a history of innovation. From itsRead MoreImportance of Human Resource Models2498 Words   |  10 PagesHarvard and Michigan HR Models: Apple Customer Inserts Grade Course Customer Inserts Tutors Name Date Introduction Apple is an organization which started its struggle in 1970s and flourished its business in computer technologies of the high tech era. Apple is one of the well known multinational companies and is the second largest multinational corporation in the world. Apple designs computer technologies, software, electronics, and personal computers all over the world. The company maintains