Huxley - lowry Essay Example for Free

Huxley lowry Essay The similarities between the societies in Aldous Huxleys Brave New World and Lois Lowrys The Giver are extraordinary, but at the same time, are significantly different. The underlying concept is the same: both stories take place in the future where happiness is the societys ultimate goal. Individuals in both societies are conditioned and genetically engineered to be happy and content, and emotions are repressed or eliminated entirely. The stories are set in technologically advanced futures where it is possible for things like cloning, genetic selection, and brainwashing to control the populace. Brave New Word is set about 600 years from the present where the whole of human society is dominated by World Controllers whose main goal is ensure the societys happiness and stability. The fundamental principle behind this society is utilitarianism, which seeks to attain the maximum level of overall happiness of every individual. This was achieved by limiting the persons intelligence and scope of emotion to match his or her job or social status. The people are also socially conditioned by drugs and constant brainwashing. Drug-induced happiness though the substance soma, is the social norm. It is a society that permits hedonism and sexual promiscuity, but does not allow the concept of love and family to exist. The utilitarian goal is to make the society â€Å"happy† and thus be more efficient. It aims to create social stability by ensuring that limitations are placed on the abilities of each individual. In The Gift, the people are genetically engineered not to see color and distinguish music. In addition to that, the â€Å"Sameness† of every individual is the goal that was to be attained. Both The Gift and Brave New World portray highly structured societies where there is no place for genuine love and family in its truest sense. However, family and childhood arrangements are portrayed differently: in Huxleys novel, there are no â€Å"families† or definite partners but there exists a caste system, as opposed to Lowrys novel wherein families are created by matching up men and women based on personality. In both cases, the members of the society have no control over their lives and their futures are decided by others. This is definitely not a beneficial arrangement in the context of living a full, purposeful life. For example, in Brave New World, the population was controlled through technological interventions that actually change what they want in life. Embryos were conceived, in assembly lines wherein each one is engineered with qualities that would give them a predetermined role in society. When people are living happy lives where pain and anguish are eliminated, both societies in Brave New World and The Giver seem ideal at first glance. War, poverty, and ugliness, and in the case of The Gift, even memories have been eliminated and everyone seems to be permanently happy. Who does this kind of society benefit? In Brave New World, the people are trained to become good consumers and workers to keep the economy strong. A caste system where every individual is contented with their designated caste is created to ensure the functioning of the society. In The Gift, people are assigned their own roles in the community, including their partners and children. This is beneficial to society as a whole in a sense that the arrangement easily maintains its existence without trouble. In a superficial level, it looks like the human race is better off being â€Å"happy,† but in a deeper context, the ways by which this â€Å"happiness† is achieved robs the very of meaning of life. Life in those societies is cheap and without worth, since every person is replaceable. Existing just for the sake of it is not living at all—as Huxley succinctly quotes: â€Å"the purpose of life was not the maintenance of well being, but some intensification and refining of consciousness, some enlargement of knowledge. † The state of bliss has been attained by eliminating the very things that defined humanity—art, music, literature, philosophy, and all things that generate passion and emotion. This is definitely not beneficial to any society, and would not bode well within our own society today. The individuals in both novels have no genuine feelings—they are living a mindless, passionless existence. Ultimately, a society where individualism and creativity are frowned upon, where people do not make choices on their own, and live in false happiness is not a beneficial one to the individuals that comprise it and to humanity as a whole. Bibliography Huxley, Aldous. Brave New World. New York: Harper Perennial Modern Classics, 1998. Lowry, Lois. The Giver. New York: Houghton Mifflin, 1993.

What Has Nationalism Done To Europe?

What Has Nationalism Done To Europe? Nationalism had a great impact on the European countries; I think that the concept of nationalism and liberalism was expanded by Napoleon and French revolution and gained more attention between 1750 and 1914. As states were up-and-coming, natives were having pride in their states and their society. Societies were segregating in various small clusters and they were proud of what they were. In 19th Century, Nationalism played very significant part in the progress of Europe. Because of common national-identity, various small states were united and transformed into a Country, such as Germany and Italy. Whereas, few more countries were emerged on the globe by achieving independence; these countries are Romania, Greece, Poland and Bulgaria. Progress and Development of the concept of modern nation state became easier by French Revolution. All over Europe major think tanks questioned the old monarchial order and expedite the growth of a popular nationalism devoted to re-sketch Europes political map. French Revolution played a vital role in Europes political transformation by demolishing the long-established structures of power and control in France and its territories that were conquered by Napoleon. Slogan and Idea of liberty, equality brotherhood and liberalism national self-determinism (respectively) was carried out by Revolutionary armies. National awakening also grew out of an intellectual reaction to the Enlightenment that emphasized national identity and developed a romantic view of cultural self-expression through nationhood. German philosopher Georg Wilhelm Friedrich Hegel was the key supporter and promoter of the modernized idea of the nation-state. He supported that wisdom of nationality was an adhesive bond that held modern civilization together in the era when dynastic and religious adherence was in slump. Strong powers of Europe attempted to reinstate the old dynastic system, overlooking the codes of nationality in support of legitimism, the declaration of customary claims to royal power, this attempt was made in 1815, when Napoleon ended his wars. With most of Europeans still loyal to their local states, nationalism was limited to small clusters of scholar, philosophers and political radical. Moreover, political domination, represented by the Carlsbad Decrees published in Austria in 1819, pushed nationalist protest underground. Term nationalism can be defined in many ways I think it is a supposed identity of oneself within geographically organized political collectivity is called Nationalism. In other words we can say nationalism is a loyalty or devotion to the wellbeing of ones nation. I belief that in nationalism nation beliefs that they will benefit from acting autonomously rather than collectively and they emphasize more on national goals rather than international goals. In early days of Europe before the growth of nationalism, people were generally faithful (loyal) to a city or to their particular leader rather than to their nation. At the end of 18th century American Revolution and French Revolution were started. Napoleon was the founder of nationalism. He did everything for his country. French nationalism destroyed realm (monarchy system). Johann Gottfried Herder was the first person who coined the word nationalism during the late 1770s. As per my knowledge the term nationalism is normally used to explain two phenomena: (1) the attitude which members of a nation have when they are particular about the national identity (2) the actions taken by the members of a nation when seeking to accomplish self-determination. Nationalism came into the focus of idealistic debate for last two decades. The flow of nationalism usually presents an ethically ambivalent and fascinating picture. Nationalism is different from patriotism .Patriotism is love for mother land. Nationalism is extreme love and pride for a country. Now of course there is no harm of being proud of your country if your country is really good in the world (developed and stabled). But to be proud of your country, only because, it is your country is very foolish. Nazism/Fascism is extreme examples of nationalism. Generally, nationalism is considered as a more negative concept as compare to the more positive ones. Nationalism is linked directly to racism. The nations often see themselves as higher and right when in fact they are not. Nationalism has several negative and positive points which can be explained as: Patriotism and national pride; these two things are opposed to national apathy. People consider the wellbeing of the nation to be important in their lives. People are motivated to fight against enemies. People stay together in every crisis situation such as an invasion or a natural disaster. Definitely, loving your country rather than others is a good attribute. Here I would like to give an example of Japan, Japan became a great nation in terms of technologies not only because they are good but because they really love their country. Nationalism on the other hand is the love of ones nation above everything, even our own humanity, above morality, and sometimes above common sense. Apart from positive points nationalism also has some negative points such as: Narrow-mindedness and intolerance. Nationalism can be a destructive force within as well as outside the country, it leads to fragmentation. Misuse or exploitation of the people by their leaders. The creation of false enemies. Either in the form of actual people or in concepts, nationalism tends to create the existence of opposing forces, those who are a threat to the nation. I think nationalism causes people to analyze anything different from their countrys way of doing things as a bad thing. Nationalism is simply blind hold up (support) of your country no matter what are the circumstances. And blind respect and support is inhuman, foolish, and will ultimately lend you to being controlled by a person with a powerful will. Nationalism goes against the concept of progressivism. History has shown that any attempts to prevent progressivism will do nothing but destroy you. In contradiction nationalism can be ugly due to a common cause people from overseas can be frowned upon and looked as unequal figures. Nationalism was not only in Europe but it was spreading all over the world especially after the World War 1. Another extensive effect of the war was the rise of nationalism in Asia and Africa. In Asia Japan was suffering from aggressive nationalism, the first Eastern country which transformed itself into a modern state. The leader of the Indian National Congress, Mohandas Gandhi, deeply encouraged his people for national independence. The leader of a famous party named the Nationalist Peoples Party in China was also motivated for a successful national revolution. After World War II (1939-1945) many colonial countries became economically weak because of aggressive nationalism and they were influenced by political liberalism. Many countries willingly granted independence to their colonies. After war nationalist movements resulted in many new nation-states, including Israel, Morocco, Libya, the Sudan, Ghana, the United Arab Republic (Egypt and Syria), and Iraq. In the 1960s and 1970s many once British, French, or Belgian colonies in Africa became independent. During the 1990s Jewish, Arab, and Palestinian nationalist parties continued to generate political instability in the Middle East. In Eastern Europe the decline of Communist rule contributed to the ending of the Union of Soviet Socialist Republics (USSR), Yugoslavia, and Czechoslovakia. In the 19th century, an idea of romantic nationalism moved the continent of Europe changing countries of the continent. Some countries, such as Germany and Italy were created by uniting different smaller states with a common goal which was national interest or national identity. Other countries such as, Greece, Poland came in to being after winning their independence. I think the whole story of nationalism started when the French Revolution tiled the way for the modern state. In 1914 number of multi-national empires was increasing drastically. The French Revolution which was started by Napoleon by conquering number of French territories. This was the time when political transformation of Europe was started. The armys slogan was liberty, equality and brotherhood and their ideas were based on liberalism and national identity. In 1815, when Napoleonic wars were about to end, the major powers of Europe tried to re-establish the old monarchy system. Most of the people of Europe were still faithful to their home city. If we talk about impact of nationalism in Eastern Europe so the major problem was nationalism as well as communism. Communism itself is a very narrow and weak idea. On the other hand when nationalism interacts with communism it creates political problems and it weaken the nation. The nationalism has an impact on communism twice but it depends on circumstances. It can strengthen communism among independent and strong countries just like Soviet Union (which was part of Eastern Europe). Or nationalism can weaken communism in dependent and weak countries. Nationalism clearly has the potential to either strengthen or weaken different nations. When nationalism was spreading in Eastern Europe it started destabilizing different empires such as Hapsburg and Ottoman. Russia was involved in Balkan political system in which they started pretending to be somebody or something just like a champion and they imposed Slavic liberties against the Slavs of Turkey and Austria. This increased tensions be tween Austria, Turkey, and Russia and led the states towards World War I. As per my learning nationalism was everywhere in Europe after World War 1. There were number of nationalistic Socialist parties in Italy, Spain, Romania, France and United Kingdom. But those parties were not as successful as the parties which were in Germany and Italy. Most of the people of socialist party were involved in aggressive crimes and they provided harm to many people. Because of that, the Nazi parties in England, France, and Romania failed. The first nationalistic government was formed in Italy and after that Germany and Spain decided to unite with Italy in the fascism government. Nationalism in Europe was pretty much everywhere in Europe after World War 2. One of the most negative examples of nationalism in this century is of Adolph Hitler in Nazi Germany. Adolph Hitler suffered from aggressive nationalism, which resulted in the deaths of millions of innocent people. I think nationalism has given great harm to the European world especially Western Europe and I would like to support my argument by giving an obvious example of Germany. Germans were famous for their discipline, music, strong army and law and order. It was a rising country. But they were very nationalistic and soon they started suffering from aggressive nationalism. German people felt pride in their nation and in their leader, who was bringing Germany back as a world power. Germany was united in 1860 by Bismarck. It had dozen of German states. Around 1870 Germany defeated France and took over the area called Alsace-Lorraine. They used to think that they are supreme and everyone else is inferior and they will rule the world. They called their country as the greatest country in the world and the rest of the countries are weak and inferior to them. Nationalism was the main reason of world war. Adolf Hitler propagated aggressive nationalism. Hitler was a very brave man, full of aggressive nationalism. He had an extreme love with the Germany. He used to say that Germany is a great country and its the superior of all. At that time World War I, the Allied Powers (France, Great Britain, Russia, the United States, and other smaller counties) and the Central Powers (Germany, Austria-Hungary and Turkey/Ottoman Empire, along with other smaller country support). When 1st World War took place in 1914 Hitler was a soldier of the German army. He wanted Germany to continuously fight against enemies. Germany was having lust of colonies so they started conquering different colonies of Europe. This was the main reason that Germany lost the war. Germans were treated very badly. Germany lost its population, land, their rivers were internationalized, and they lost Alsace-Lorraine. Germany was forced to disarm. France and Britain forced Germany to sign the Treaty of Versailles. This peace treaty was completely against the Germany. It was a harsh treaty. Hitler was completely against this treaty. He was depressed when Germany surrendered on 11th November 1918. After some time he joined a small party and was called to make a speech. His speech was so spectacular that everyone was fascinated by him and then Hitler took over the party and named it as NAZI PARTY (National Socialist German Workers Party). Hitler was anti-communism anti-Semitism, means he was against the Jews. His main goals were to abolish Treaty of Versailles, unite Germany and Austria, remove the Jews from Germany and build a strong central government in Germany. Hitler claimed credit and consolidated his position as a dictator, having succeeded in eliminating challenges from other political parties and government institutions. The German industrial machine was built up in preparation for war. In November 1937, he was comfortable enough to call his top military aides together at the Fuehrer Conference, when he outlined his plans for a war of aggression in Europe. Those who objected to the plan were dismissed. Hitler wanted Germany to rule over the world. He wanted to conquer the whole Europe. Not only Germany but Japan was also suffering from aggressive nationalism. This caused the 2nd World War. I think at the end of World War 2 entire Europe was tired not only by war but also by the internal phobia of two of its major people; Hitlers Germany and Stalins Soviet Union. These two countries went insane, killing their own people and citizens of states which they occupied for reasons that were hardly clear. From my point of view, the anxiety and killing resulted by two world wars on both countries ended up with a mental breakdown. Nationalism was a great worry of that time. I think nationalism had an adverse impact on Europe and it had disturbed entire European community. European nationalism was always deeper than simply love of ones people. Europe is not necessarily unique in this, but it has experienced some of the greatest disaster in history because of it. European ideas of nationalism were repeated everywhere by people who developed their own particular variety of nationalism. But the idea that societies will be organized into nation-states were accepted. COMPANY: KIER GROUP PLC COMPANY: KIER GROUP PLC INTRODUCTION Kier Group plc is a leading company involved in construction, development and services specialising in building and civil engineering, support services, public and private house building, property development and the private finance initiative (PFI). The Groups annual revenue is  £2.4bn and 11000 employees are employed by it worldwide. Kier Group plc deals in four divisions which are Health, Education, Custodial and Retail. Each of the Groups four main divisions is focused on being best in its class. This rare offering of in-house capability, coupled with our strategic alliance business units, presents Kier as one of few organisations able to offer complete solutions for the delivery of a wide range of innovative schemes, frameworks and strategic alliances. Operating from a network of over 50 offices nationwide, all of Kiers locally known and well established business units enjoy particularly high levels of partnered projects and repeat business. The Group also operates overseas, including the Gulf, the Caribbean and Eastern Europe. MISSION STATEMENT By providing our clients with the highest possible quality of service and through the Sustainable and profitable growth, our vision is to be the most highly respected company in the industry. à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Be enthusiastic, open and honest à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Be proactive, committed and safe à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Be a team à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Be KIER By maintaining our core values and remaining focused on improvement and delivery, our vision will become reality. (WWW.KIER.CO.UK) 1.  Understand the impact of projects and project management on strategic objectives. 1.1  Asses the purpose of project planning and management. Planning is actually about thinking ahead. A project is a well-defined set of activities or actions that is completed in order to meet the projects goals usually under taken to add value or bring about a change. Each task or activity has an independent start and end but they must be completed in a given sequence. A project management is a process of planning and managing resources within a time frame in order to achieve the projects goal. Project management is the discipline of defining and achieving targets while optimizing the use of resources like time, money, people, space, etc. the planning engineer coordinates following management resources: People/skill/manpower, Money, Materials/logistics, Machines e.g.: computers Project management constitutes all the activities needed to plan and complete a project like deciding needs, cost estimation, appointing suitable staff, defining responsibilities, scheduling and arranging things for work. Project management knowledge and practices are best described in terms of their component processes. These processes can be placed into five process groups are initiating, planning, executing, controlling, closing. A typical stage project process framework Organization frame work Culture System System structure Process Before starting the project we have to understand the level of the strategic management Project leader Project team member Upper manager Project manager Resources manager Line manager Product manager Product user group Project testers Strategic Leaders Strategic leaders are generally responsible for large organizations and may influence several thousand to hundreds of thousands of people. They establish organizational structure, allocate resources, and communicate strategic vision. Strategic leaders work in an uncertain environment on highly complex problems that affect and are affected by events and organizations outside their own. Strategic leaders apply many of the same leadership skills and actions they mastered as direct and organizational leaders; however, strategic leadership requires others that are more complex and indirectly applied. Perhaps of principal importance because they exert influence primarily through subordinates, strategic leaders must develop strong skills in picking and developing good second-tier leaders.

Food Production: Using Lean Manufacturing Principles

Food Production: Using Lean Manufacturing Principles The main objective of the factories was to achieve high economic growth. The improvement in productivity has become need of food industry to take the competitive advantage of global market. The big problem or challenge to food industry is identifying the wastes and meet the market price by maintaining a good profit. The only solution is to reduce total production cost. Lean manufacturing is systematic approach to identify and eliminate the waste through continues improvements. This paper discusses how the production principles of lean manufacturing can be applied in food production to increased production efficiency and improvement productivity and quality. This paper first presents the lean concept and presents the implementation of lean manufacturing system on some organization. Three main factors that food production factories fear, poor and tacky quality, increase of production cost, increase in lead time. Production improvements should be based on the improvements of processes as well as operation. Problems can appear in any of the basic elements that constitute the production area. (Materials, workers, machines and tools, energy, methods, product). So I focus on lean manufacturing the program can help to improve in this area. Problem Statement Why and how companies should implement lean manufacturing in food production ? 1.3 Importance of the study The main aim of the study is to present the main idea of the Lean manufacturing system, and the benefit of applying it in the field of food production, and identifying the kinds of wastes in production process, and the effect of the Lean manufacturing on food production and presenting some examples of successful companies that implemented the Lean manufacturing. 1.4 Research Questions When organizations implement lean manufacturing, it is more likely to make positive on food production? 1.5 Research Approach The data collected in this research was stemmed from previous published articles. And present a successful example from companies will be achieved good results after implement lean manufacturing program. The main target of this paper is to be applied as guideline to food production companies in Egypt. II. Literature Review: 2.1 History of Lean Manufacturing. Many of the concepts in LM or lean production originate from the Toyota Production System (TPS) and have been implemented progressively throughout Toyotas operations starting in the 1950s. In 1980s Toyota had increasingly become famous for the efficiency with which it had implemented Just-In-Time (JIT) manufacturing systems. Now, Toyota is often considered one of the most efficacious and influential manufacturing companies in the world and the company that put the standard for best practices in LM. LM has increasingly been applied by leading manufacturing companies throughout the world, lead by the major automobile manufactures and their equipment suppliers. Lean Manufacturing is becoming an increasingly significant topic for manufacturing companies in developed countries as they try to find procedure to compete more effectively versus competition from Asia. 2.2 Lean Manufacturing. Lean Manufacturing is a set of tools and methodologies that aims for the continuous elimination of all waste in the production process. The main benefits of this are lower production costs; increased output and minimum production lead times. Some of the goals include: Utilization of equipment and area Use equipment and manufacturing area more efficiently by eradicating bottlenecks and maximizing the rate of production though existing equipment, while reducing machine downtime. Defects and wastes Reduce defects and unnecessary physical wastage, including surplus use of raw material inputs, preventable defects, and costs associated with reprocessing defective items and dispensable product characteristics which are not required by customers. Flexibility Have the ability to produce a more elastic range of products with minimum changeover costs and changeover time. Labor productivity Improve labor productivity, both by reducing the inactive time of workers and ensuring that when workers are working, they are using their effort as productively as possible Output Insofar as reduced cycle times, increased labor productivity and removal of bottlenecks and machine downtime can be completed, companies can generally significantly increase output from their existing facilities. Inventory levels Minimize inventory levels at all steps of production, particularly works-in-progress between production steps. Lower inventories also mean lower working capital requirements. Cycle Times Reduce manufacturing lead times and production cycle times by reducing waiting times between processing stages, as well as process preparation times and product. Most of these benefits lead to lower unit production costs for example, more effective use of equipment and space leads to lower depreciation costs per unit produced, more effective use of labor results in lower labor costs per unit produced and lower defects lead to lower cost of goods sold. 2.3 The Five Lean Principles The critical beginning point when changing a traditional production line into a Lean process is the determination of value from the customers points of view, which is significant as the goal of the Lean process is a line where every activity adds a specified customer value to the product. Having identified the value of products, the second step is to identify and map the value stream in the production line. Value stream mapping refers to the mapping of a products route and is explained in more detail further. The third principle is the connection of value creating activities in a continuous flow process. Every dilemma or batch and queue process must be avoided to obtain an uninterrupted flow throughout the production. The ideal production Flow is drawn on a map, and existing procedures changed and equipment relocated to reflect this. The fourth principle is not to produce anything upstream unless it is needed downstream. The principle is in contrast to batch and queue procedures, as seen in mass production, and aims to reduce the amount of resources locked up in inventories. It implies that production must be just-in-time, both internally between processes and externally when delivering products to the End-user. The fifth principle is about pursuing perfection through a continuous improvement. This is not only about creating a product that the customer requires with a minimum of defects, but also includes the perfection of every action in connection with the production process. It involves all employees as they know procedures the most and are closest to make suggestions for improvement. The involvement of everyone in the continuous improvement is what makes Lean a philosophy improving working processes is integrated in job routines. (Womack Jones 2003; Bicheno 2004). 2.5 The kind of waste in food production: Overproduction Producing elements for which there are no client requirements. The Lean principle is to use a pull system, or producing goods just as clients order them. Service organizations operate this way by their very nature. Industrialization organizations, furthermore, have historically operated by a Push System, building products to stock, without firm customer orders. Anything produced beyond the customer demand (safety stocks, work-in-process inventories, etc.) ties up valuable labor and material resources and hence is a waste. Waiting Time during production (service) when no value is added to product (service). This includes waiting for material, information, equipment, tools, stock-outs, lot processing delays, equipment downtime, capacity bottlenecks, etc. The Lean principle is to use a just-in-time (JIT) system- not too soon, not too late. Transportation Unnecessary moving and handling of parts. This includes transporting work-in-process long distances, trucking to and from an off-site storage facility. Lean demands that the material be shipped directly from the vendor to the location in the assembly line where it will be used. Material should be delivered to its point of use. Over-Processing Unnecessary processing or procedures than necessary to meet customer demand. Common examples multiple inspecting. Statistical process control techniques can be used to eliminate or minimize the amount of inspection required. Value Stream Mapping is another lean tool that can be used for this purpose also. This tool is frequently used to help identify non-valued-added steps in the process (for both manufacturers and service organizations). Excess Inventory Excess raw material, or finished goods. Inventory beyond that needed to meet customer demands negatively impacts cash flow and uses valuable floor space. Defects Scrap, rework, replacement production, and inspection. Production defects and service errors waste resources in four ways. First, materials are consumed. Second, the labor used to produce the part (or provide the service) the first time cannot be recovered. Third, labor is required to rework the product (or redo the service). Fourth, labor is required to address any forthcoming customer complaints. Total Quality Management (TQM) is one of the lean tools that can be used to for reducing defects. Excess Motion Unnecessary motion of people or equipment that adds to value to product (service). This is caused by poor workflow, poor layout, housekeeping, and inconsistent or undocumented work methods. Value Stream Mapping is also used to identify this type of waste. Tools like 5S, comfortable workspace design can be used to eliminate this waste. Underutilized People Underutilization of mental, creative, and physical skills and abilities of employees of the organization. Some of the more common causes for this waste include organizational culture, inadequate hiring practices, poor or non-existent training, and high employee turnover. 2.6 The Policy to reduce the waste Policy to reduce waste consists of several systems 1- Reduced Set up Time It reduced the time required to adjust the machines to produce a different product. A long time in the control of the machine means the need to produce large quantities of the same product and thus prevents us from reducing the size of the order, which in turn prevents us from inventory reduction and prevents us from the production process of withdrawing. Permission must be reduced machine set time dramatically. 2- Small Lot size Which is the size of the order per batch per production? If the size of each run command (order) significant meaning that we will store a lot of semi-finished materials, which do not want to do because we want to reduce inventory in general 3- Reduced Work in Process An inventory of the materials or parts that have passed the initial stage of production and did not pass to the latter. Reduce inventory this is essential in the philosophy of the policy of reducing losses because of its impact on the coverage of production problems and because it is a money investor. 4- Policy pull Production it means that production on the basis of need for the next stage of production and not on the basis of a specific production plan. The first production engineering stage not only produces and need permission from the production stage next and so on until the end of the production line. There is stacked production between stages. This is also known as Kanban card or card. 5- Quality Control Circles It is a work teams of operators and technicians are studying and solving quality problems and operation and maintenance. These rings are necessary to study the problems and uprooted from their roots and to involve all levels of work in solving problems. Quality control loops is a continuous development of methods Continuous Improvement, which is one of the basics of the Toyota system. 6- Total Productive Maintenance They maintenance system leads to increased availability of equipment and reduce breakdowns. This system is necessary to be able to reduce inventory of semi-finished materials and the implementation of the policy to withdraw production. Must be reduced dramatically sudden failure to implement these policies. 7- Group Technology It is a method designed to manufacture similar products in one place to reduce the transport time and wait in what is known as the cell manufacturing Cells. This method helps to reduce transfer times material from one place to another and make each group of operators responsible for different stages of the production for the same product that they have a kind of full responsibility for the product. 8- Multi Task Employees Meaning that the worker trained to do several tasks instead of one task. This method gives the flexibility to change the functions of working when needed. Note that this system is designed to reach the speed of response to customer requirements and thus there must be flexibility in employment as well so that you can change the functions of Group according to the requirements of the market. This method has a lot to do with technology group, where can one player that is running several machines. 9- Production leveling: Toyota system is designed to reduce the variables and produce small amounts of each product every day, so there is no need to produce large quantities of a product in one day. Reduce the change helps us not to maintain a large stock and makes the production process is running smoothly and regularity without significant changes. 10- Just In Time Purchasing it means of access to raw materials and production supplies when you need them quickly. This procurement policy is needed to reduce inventory and production development and reduce defects in products. To reach that there is a lot of things are applied, such as reducing the number of suppliers and to cooperate with them and compel them specific things in the style of their work. 11- Maintain a work environment 5S: It means arrange and organize and clean workplace and work tools so that you have access to the tools and information is accessible, fast and the site is a good place to work and safe at the same time. This method is called 5S relative to the Japanese words that mean organize and arrange and clean workplace. 12- Total Quality Control: There is a correlation between policies to reduce waste and total quality management both supports the other. To reach to pull production policy has to be to reach high levels of quality. Therefore, Toyota and Japanese companies have applied TQM or total quality control of the most important has been applied is the technical checks parts produced by himself in the sense that the product is scanned during each stage production by the operators themselves. It is the powers of the workers off the production line in the event of a quality problem. 2.6.1 The Benefits of reducing the waste Improved performance indicators such as: à ¢Ã¢â€š ¬Ã‚ ¢ reduce losses to a great extent à ¢Ã¢â€š ¬Ã‚ ¢ high product quality (in terms of compliance with specifications) any low percentage of defective products à ¢Ã¢â€š ¬Ã‚ ¢ Reduced time progress (which is the time to meet manufacturing orders) à ¢Ã¢â€š ¬Ã‚ ¢ high inventory turnover rate à ¢Ã¢â€š ¬Ã‚ ¢ very high flexibility to change production from one product to another à ¢Ã¢â€š ¬Ã‚ ¢ lower the sudden failure of equipment à ¢Ã¢â€š ¬Ã‚ ¢ low additional cost Overhead cost à ¢Ã¢â€š ¬Ã‚ ¢ increase production capacity à ¢Ã¢â€š ¬Ã‚ ¢ high accuracy to meet the supply orders on time for supply à ¢Ã¢â€š ¬Ã‚ ¢ the speed of response to changing market à ¢Ã¢â€š ¬Ã‚ ¢ improvement of financial indicators in the long term, including the profitability à ¢Ã¢â€š ¬Ã‚ ¢ Improved morale of workers 2.7Quality in Lean Manufacturing 2.7.1. Reducing the Defect-Detection Time Gap The most important improvement that is made by a move from final inspections to successive checks to self checks is in the reduction of the time gap between creation of a defect and its detection. Figure 1 show how this time gap shrinks as one progresses towards self inspection Grinder Drill Lathe Mill Figure 1: the time lag includes all operations that happen In Figure 1, the time lag includes all operations that happen to the part after the defect Has been made and before the defect will be detected (more defective parts can be made During this time if the defect is due to a broken machine tool, improper machining method, Or other problems that do not create simply one isolated defect). Lathe Mill Figure 2: the time gap shrinks In Figure 2 the time gap shrinks to the length of time before the operator of the next Machine handles the part. In a job shop, this may be a significant quantity of time and if Parts are produced in batches; often the entire batch may have the same defect. However, In cellular manufacturing this time lag is small, since the queue is only one unit. Lathe Mill Figure 3: the time lag has shrunk down In Figure 3 the time lag has shrunk down to the amount of time that the operator spends On the given operation before he or she checks the part. Self-inspection produces visibility of the problem after the first defective part is made (if it is detectable). Catching defective parts prevents adding more value to parts that will be scrapped or reworked later. Clearly this reduction in time lag can lead to: quicker and easier detection of what the problem is that is causing the defect, reduction in wasted time in the form of value added to scrapped parts, and wasted time spent assembling a part that will have to be disassembled and then reassembled. Overall, quicker elimination of defect causing problems will result in a reduction of the number and cost of bad quality parts. 2.8 Productivity in lean manufacturing 2.8.1 Introduction The lean manufacturing focus on 20 keys I will present only key number 6 method improvement (Productivity) Figure 4 Relationship Diagram20 Keys 2.8.2 Definition Productivity is about how well resources are used. The other area of general consensus is that productivity is about the relation between output and input in any process producing goods or services. Productivity can be calculated as output divided by input P = O/I Where P = Productivity , O = Output and I = Input Output can be measured in different way tones, Kilograms or even output defined as standard minutes or hours 2.8.3 The components of productivity Productivity basically has two components: Efficiency Utilizations Utilization is about whether the resources available are actually used in producing the product or service. That is a machine might be available but if no product is scheduled to be produced then it is not utilized , or if product is scheduled to be produced for only 85% of the available time then utilization is 85% Efficiency . On the other hand, is about how well the resources are used while it is being utilized. The formula for productivity is then: Productivity = Efficiency X Utilization This formula can be expanded: Productivity = Output / Available hours, that is how much did we produce during the time that the resources were available Efficiency = Output / Hours worked, that is how much did we produce during the time that the resources were actually operating. Utilization = Hours worked / Hours available, that is for what percentage of time did we actually utilize the resources. 2.8.4 People. Plant- and process related issues impacting on productivity It is important to understand what issues typically impact on productivity as you can then look for the causes to why productivity is not at the level it should be. If productivity is not at the target level it can be explained in terms of the two components of efficiency and utilization that it can be either an efficiency loss or none utilizes time. This can be because of people, plant or process related issues. The following summary show typical examples of issues impaction on productivity. Efficiency loss: People Work method Work rate Effort ( motivation issues ) Skills Quality of work Plant / Process Speed ,idling ,minor stoppages Quality of product Non Utilized time People Plant / process Market demand Work rate Downtime Changeovers Table 2 issues impaction on productivity 2.8.5 Productivity Improvement an Integrated Approach Productivity improvement cannot be achieved by only implementing Kaizen operation. Figure 5 Productivity Improvement: An Integrated Approach Productivity increase and excellent quality can be achieved at the same time. 2.8.6 Implementing key 6 Implementing kaizen of operation requires the effective use of the CAPDo cycle. The CAPDo cycle is a simple management system for continuous improvement. One a plane for implementation has been drawn up, the actual training needs must be scheduled it is important to check regularly whether training targets have been met, and if not, the reason for this must be analyzed. Problem identified can then become actions for the next CAPDo cycle. Figure 6 CAPDo Cycle Check Company and every department against the map. Benchmark the company using key 6 map Check current productivity performance Analyze Identify process for improvement. The benchmark score. Productivity performance to identify priority processes to focus on. Plan Use the five steps methodology for process improvement. Put goals for all process Use the five steps methodology for process improvement. Plan the improvement using 20 keys plan. Do Implementing the plan Regular feedback from goals on progress Implement the plan for achieving the target. Check Restart the cycle through Reviewing the results of the plan on monthly basis Reviewing key progress with the map at least every six months Update skills matrix Continue Cycle of CAPDo improvement and celebrate success. 2.9 Actual Cases 2.9.1 Meal production in Glostrup Hospitals main kitchen, Denmark. The main hypothesis of this paper is that where any implement LM it is more likely to make positive on food production so I present lean principles can applied in meal production to increase the efficiency without reducing the quality of meal prepared. All lean principles and tools may not be equally applicable in food production, but it is important to consider this aspect when discussing the implementation of lean in meal production. Glostrup Hospital is situated in the greater Copenhagen area in Denmark. The central Kitchen is situated inside the Hospital grounds in a separate building, and every day, meals for approximately 1000 patients are produced and distributed from the kitchen. In 2005, the hospitals management took the decision that all services should be Lean, and to cut the costs of meal production, the kitchen was forced to replace cook-serve with cook-chill production and reduce the number of foodservice employees from 71 to 54. This brought about a need to review and optimize the production procedures to maintain both output quantity and quality. The change of production system to cook-chill also had an impact on the end-product quality as recipes and production procedures needed adjustments. Therefore, the systematic evaluation and improvement of product quality was given a high priority in the kitchen. The internal working environment in the kitchen was important to the manager as she insisted on maintaining this as a high priority during and after the rationalization process, and that increased efficiency of production processes was obtained by the optimization of procedures and not by making the staff work faster. Because of these reservations, the implementation of Lean was expected to result in both increased efficiency of processes and improved product quality while ensuring a pleasant working environment for the remaining employees. The implementation of Lean in the kitchen began shortly after the change to cook-chill processing and befo re procedures became routine. The kitchen produces most components of the meals themselves including breads, soups and processed vegetables. Previously with cook-serve production, there were separate production lines for hot meal components, vegetables, baked products, desserts and cold products for these meals, all items were prepared, processed and kept warm until service. Initially, when changing to cook-chill production, the separation of production according to meal was maintained with processed meal components being assembled into meals, packed and stored for up to 3 days before final distribution to hospital wards. The packaging was standardised in two, five or seven portions per pack, and the wards received the portion sizes equal to or the closest number above their actual orders. This practice of standardizing packaging was accepted by the management as a pragmatic practice of cook-chill production. The implementation of cook-chill production procedures called for a system atic evaluation of product quality. A graph on display in the production facility showing the daily number of comments on food quality was chosen as an expression of customer satisfaction with product quality. The number of complaints for each meal component, based on feedback received from wards and patients, was totaled and each day marked on the chart. This procedure was chosen as a way to ensure communication of customer product satisfaction to all employees. An internal quality control system was developed to reflect the need for adjusting recipes to improve meal quality after the change from cook serve to cook-chill production. It consisted of a three-color gradation of product acceptability where red refers to not acceptable; yellow, acceptable; and green, good. The testing of product quality was performed internally in the kitchen, and the products had to obtain a yellow to pass. This system was developed to visualize the progress of adjusting existing procedures to cook-chi ll production. As a result of the implementation the hospital realized some quick financial wins. Revenue increased 19%, eliminate wastes meals from 10% to 5% (England al.2009). 2.9.2 Implementing 20 keys in modern bakeries company (Rich Bake), Egypt. In 2008 modern bakeries company management took the decision that some production process should be lean. The company decided implement 10 keys from 20 keys Key1 cleaning organizing to make work easy. Key 2 Rationalizing the system / goal Alignment. Key 3 Small Group Activities. Key 5 Quick Changeover Technology. Key 6 Kaizen of operation. Key 9 Maintaining Machines Equipment. Key 10 Workplace Discipline. Key 11 Quality Assurance. Key 15 Skill Versatility and cross Training. Key 19 Conserving Energy and Materials. Table 3 present the 20key, s evaluation before and after implementing lean on modern bakeries company through 2 years. Key Base Line Level 2008 2010 1 1.8 2 2 1.5 2 3 0.8 1.2 5 1.5 1.8 6 1.5 1.8 9 1 1.3 10 1.5 2.3 11 2 2.5 15 1.5 1.7 19 1.5 1.5 Table 3: 20 keys evaluation Eliminate wastes from 3% to 1.8%. Increase productivity from 16KG Man / Hour to 18.5 Kg Man /Hour. 2.12 The enormous obstacles for food production in terms of adopting LM approaches to improvement. There is some problems face the food production companies to implementing lean manufacturing, generally as follows. Lack of a clear vision of the future Lack of patience and follow. Lack of persistent and challenge in leadership. Failure to link the processes in key 6 kaizen operation with normal work. Failure to perceive that lean is a viable strategy to help achieve competitive advantage. Lack of constant visibility by management. Failure of management to take a whole systems view of business and to see the connections between all processes. Persistent focus only on demanding results without a balance focus improving the processes that achieve the results. III- Research Methodology 3.1 Research Objectives The main aim of the study is to present the main idea of the Lean manufacturing system, and the benefit of applying it in the field of food production, and identifying the kinds of wastes in production process, and the effect of the Lean manufacturing on food production and presenting some examples of successful companies that implemented the Lean manufacturing. 3.2 Conceptual Framework Figure 7: LM Conceptual Framework 3.3 Research Question and Hypotheses 3.3.1 Research Questions Why and how companies should implement lean manufacturing in food production? 3.3.2 Research Hypotheses When organizations implement lean manufacturing, it is more likely to make positive on food production? 3.3.3 Independent Cost reduction, waste rate, revenue gains 3.3.4 Dependent Return on investment, profit in organization. IV Conclusion and Recommendation Conclusion Through the study found that there is a potential for the application of lean manufacturing system in food production and that explained by viewing experience hospital central kitchen in Denmark and experience modern bakeries company in Egypt, where the application of lean manufacturing system to gain increased efficiency ,quality, and productivity through the application of tools for lean manufacturing . . Easy to implementing lean manufacturing in big company that have systems for examples ISO9001, 2200, HACCP Easy to implementing lean manufacturing in small company but focus only 3 or 4 principles in the first stage . 4.2 Recommen

Amelia Earhart Essay examples -- Aviation Women

Amelia Earhart Amelia Mary Earhart had the courage and independence to do anything she wanted to do. This includes crossing the Atlantic Ocean on a plane and sharing her visions for aviation and women. She inspired many, formed the first women aviator’s association, and she tried to fly around the world. That is why I think that Amelia Earhart has made a difference. And as I have said, Amelia Earhart has certainly affected many people. Amelia Earhart inspired many women to follow their ambitions and dreams. She is still a symbol of the power and perseverance of American women. When she first saw an airplane, she wasn’t very interested, but as soon as she left the ground at a stunt-flying exhibition, she knew that she had to fly. Six months after her first lesson, she bought a second hand biplane painted bright yellow, and named it Canary. She used this plane to later set the first women’s record of rising to an altitude of 14,000 feet. On June 17, 1928, she was asked, along with Wilmer Stultz and Louis Gordon, to â€Å"fly the Atlantic†. She was so thrilled that, later, she formed the first women aviator’s association. The second reason that I think that Amelia Earhart made a difference is because she formed the first women aviator’s association called the Ninety-Nines, Inc. The Ninety-Nines is an International Organization of Licensed Women Pilots from 35 countries. Also, the membership was open to all women with a pilot’s license, and the organization’s purpose would be...

Abortion :: essays research papers

Extreme conservatives would have abortion made illegal. If we outlaw abortion it would not stop women from having them   Ã‚  Ã‚  Ã‚  Ã‚  In â€Å"A Defense of Abortion† Judith Thomson does a good job of poking holes in the extreme conservative argument, she is a moderate liberal. Even though she is defending abortion she states there are still times when it is impermissible. . Her first analogy she compares a growing fetus to a famous violinist who has unknowingly been attached to a person’s circulatory system. Is the person morally responsible to remained attached to the violinist? Thomson says no, because the person was kidnapped and they didn’t volunteer for the violinist to be attached. Thomson states â€Å"it would be very nice of you if you did, a great kindness†. I agree with Thompson here no one should be forced to have a stranger plugged into them unknowingly for nine months. A growing fetus inside a woman is hardly a stranger to her it is her own flesh and blood. Secondly, a fetus is not unknowingly plugged into a woman Except for in the cases of rape no one wa s kidnapped or forced to have sex. When people have sex there is always a risk that the woman might get pregnant. I agree a woman has a right to her body but, I disagree with Thompson’s analogy of a violinist to a fetus.   Ã‚  Ã‚  Ã‚  Ã‚  She then speaks on the right to life, some say it is the right to not to be killed she says it is the right not to be killed unjustly. So when you unplug yourself from the violinist you are taking away his right to life. Thomson says you are not because you are not killing him unjustly. I agree, it is not your place to keeps   Ã‚  Ã‚  Ã‚  Ã‚  Extreme Conservatives would say that an abortion even to save the mother’s life would be impermissible. They have an equal right to life and an abortion would be killing the baby, and doing nothing would be letting the mother die. Thomson does an excellent job of arguing against the conservative point of view with the analogy of the rapidly growing child in a tiny house. Thomson asks us to suppose we are in a tiny house with a child who is growing rapidly and is going to crush us and he will simply bust out of the house and walk off unscratched.

Analysis of Workplace Behaviour: Sociology

Many issues in the line of employment relations are contentious and most likely to provoke strong opinions and debate. Through the years, the concept of workplace behaviour has become increasingly important as the Australian workplace is constantly changing and evolving. However the issues of equal employment initiatives, still remains a common problem in the work environment. One of the most controversial issues occurring in today’s society is gender discrimination. Women are becoming very significant in the workplace, as more and more women are participating and part taking in to all types of work. Yet, regardless of these factors, women, especially working mothers, have no place in the workforce. In recent Australian papers, the topic of pregnancy discrimination has spiralled as Virgin Blue Airlines, an industry leader in supporting mothers, is involved in a discrimination case against two of their female employees (The Sydney Morning herald, 2011). The case involves the issue of discrimination and harassment, as both of the workers were being treated unfairly due to the fact they were pregnant. Gender discrimination can be related to Emile Durkheim’s idea that societies are built on ‘social facts’, he suggested that these ‘social facts’ are aspects of social life that shape our actions as individuals, and influence the way we think, feel and act (Clegg and Dunkerley, pp. 23). It is a human right, not a privilege, for a woman to work while she is pregnant. Our society is developed around a social structure that creates barriers for women that continues to disadvantage them in the workforce. In this situation, the needs of men are treated as the norm and women are ignored (Moyle, 2002). As such, men are seen as in a position of power, where women are limited by their choices yet we accept this framework as the logical truth. â€Å"More than half of the airline's workforce was female †¦We are one of the only companies in Australia with 50 per cent female representation in our executive team† (The Herald Sun, 2011). Even though there is an increasing amount of women participating in the workforce, they are not treated with the same benefits and respect as males. In 2001, the Human Rights Commission (2002) received 85% of complaints under the Sex Discrimination Act, 30 % of that were on the base of pregnancy discrimination. Increasing women part taking in the workforce has been considered by many, as an opportunity of women's liberation, as well as a sign of breaking down the barriers of inequality. However this mpression of liberation is limited. The assumption that women can have it all is slowing leaning to a yes but due to the current workplace and societal attitudes, women are limited to the opportunities offered unlike men. Women are restricted by the change in their workforce behaviour and the unsuccessful attempts to change the perspective of gender roles at home (Moyle, 2002). Equality cannot be reached while women are still limited, restricted and disadvantaged in the labour market just because they can bear children. In times of pregnancy, there are still various employers who believe that women are not efficient and do not work as productively, while pregnant. In a number of cases many pregnant women were either demoted or fired, and in some cases they were denied of training or further promotional opportunities (Moyle, 2002). For instance, â€Å"Both of the women positions were made redundant as they confirmed they were pregnant or returning from maternity leave, despite the fact that the model employer was advertising and recruiting for the same position† (The Sydney Morning herald, 2011). The perception of the functionalist theory connects to Durkheim’s ideas of ‘social facts’, it views society as a system of interrelated parts that works together in order to maintains stability and the survival of humanity (Krieken et al. 2006, pp. 3). The approach believes, gender differences contribute to preserving the social stability of society, that women and men should perform tasks that are expected for them (Giddens et al. 2009, p. 306). Because of this people are categorize into groups based on gender, race, education or class. The affects of taking on a particular status in society requires both positive and negative behaviours. Each group is accompanied by a number of norms which define how people are perceived and expected to act (Krieken et al. 2006, pp. 3). In organizational behaviour theory, perception is defined as the way in which people perceive, view, and understand others and the surroundings around them (Patil, S, 2008, pp. 3). Perception severely impacts on the attitudes employees have of others and themselves, as well as the decisions they make within an organization (Patil, S, 2008, pp. 3). An example of this is, according to The Sydney Morning herald (2011) an employee of Virgin Blue suggested that â€Å"All females should be on contracts so that when they get pregnant it is easy for the company to get rid of them. † This perception reinforces the message that women are not welcome in the workplace and they don’t belong, indicating that a woman only suitable place is at home. Women, who are able to have children, should view pregnancy as a privilege, being able to give birth, able to give life, rather than something they are penalised for and discriminated against. The greatest concern is the amount of women accepting this sort of discrimination. It has been reported that there is a trend over the past years of more women working and fewer women choosing to have a family or limiting the number of children they have, because of the conditions of the workforce (Human Rights and Equal Opportunity Commission, 1999 pp. 1). It appears that they allow this sort of inequality because they believe discrimination is a part of life, that pregnancy is a personal choice. This clearly indicates that the perception of society and social impact, highly affects the way women view the subject. We cannot ignore the fact that workplace discrimination and harassment in relation to pregnancy still remains a true concern for many women in our society. Regardless of status, industry, or level of education, or in the characteristics of age, race or religion, for many women they will always be placed at a disadvantage because of the social facts and perceptions of society (Human Rights and Equal Opportunity Commission, 1999, pp. 7). However, attitudes towards the ‘working women’ are gradually changing. The relationship between an employer and employee is one of mutual rights and obligation, as more and more employers are addressing and acknowledging the importance of the inequality issue, we step in to an economy of transition.

The Roles of Management in an Organization

The success of an organization rests on the ability of managers to plan, organize, direct and control. ‘ The aim of this essay is to examine to what extent the above statement is an accurate appraisal of successful management? To illustrate the arguments put forward this essay will refer to the case study ‘The launch of the centaur' taken from Paton et al text ‘Organizations, Cases, Issues and Concepts'. The case study reports on the problems that occurred when Centaur replaced Paravel car manufacturers. This essay will include a study of Henri Fayol's five key managerial elements in order to display whether it is essential to plan, organize, direct and control followed by practical examples drawn from the highlighted case study. Fayol's career began as a mining engineer and then moved into research geology and in 1888 joined, Comambault as Director. The company was in difficulty but Fayol turned the operation round. On retirement he published his work – a comprehensive theory of administration – described and classified administrative management roles and processes then became recognised and referenced by others in the growing discourse about management. Fayol categorized management into five key elements, which can be seen in appendix one. The first of the elements is planning; Fayol believes that planning † means both to access the future and make provision for it†[1] Fayol views the â€Å"action plan† as the most useful output of the planning process. He notes that this plan must consider the firm's resources, work- in-progress, and future trends of the eternal environment. Fayol also believes that a good action plan must consist of continuity, unity, flexibility and precision. Pugh and Hickson state that † The problems of planning which management must overcome are: making sure the objectives of each part of the organisation are securely welded together (Unity); using both short and long term forecasting (continuity); being able to adapt the plan in the light of changing circumstances (flexibility); and attempting to accurately predict courses of action Precision†[2]. The essence of planning is to allow the optimum use of resources. The views of Fayol and Pugh and Hickson illustrate the importance of planning when seeking to be a successful manager. The second of the elements is organizing, Fayol states that â€Å"personnel is the focus of this section†[3] He believes that managerial duties of an organisation must be realised through the use of personnel. He argues that despite the variety of business, every firm of similar employee size differs mainly in the † nature and relative value of constituent elements†[4]. The task of management is to build up an organisation that allows the activities to be carried out in an optimal manner. Pugh and Hickson state, â€Å"Central to this is a structure in which plans are effectively prepared and carried out. There must be unity of command and direction, clear definition of responsibilities, precise decision making backed up by an efficient system for selecting and training managers†[5]. The views of Fayol and Pugh and Hickson illustrate the importance of organizing when seeking to be a successful manager. Fayol has identified that there are many key objectives of organising, which can be located on Appendix two The Fayol's third element comes logically after the first two, plan and control his third element is to command. In relation to the question command is part of the ability to direct. Fayol states that commanding is â€Å"the responsibility of every manager†[6]. The purpose of this is to achieve the maximum contribution from all personnel to help with the interests of the organization. Pugh and Hickson state that with the â€Å"ability to command the manager obtains the best possible performance from subordinates†[7]. Organisations have a variety of tasks to perform so co-ordination is needed, which is the fourth of Fayol's elements and the other half of the ability to direct. Fayol has created a list of managerial duties/responsibilities, which are highlighted in Appendix 3 Fayol states â€Å"co-ordinating is the harmonisation of resources in their optimum proportions in order to achieve results†[8]. Pugh and Hickson backup Fayol's view † essentially this is making sure that one departments efforts are coincident with efforts of other departments, and keeping all activities in perspective with regard to the overall aims of the rganisation†[9]. Fayol identifies some of the key characteristics of a well co-ordinated organisation. These characteristics are highlighted in Appendix 4. The fifth and final of Fayol's five elements is controlling which logically checks the other four elements are performing correctly. Fayol states that controlling â€Å"consists of the ongoing, routin e verification of plan implementation, instructions issued and principles†[10]. Controlling applies to all processes and its purpose is to identify weaknesses and problems that can be rectified and to prevent recurrences. Fayol believes that organisations should be â€Å"cautious against infiltration of control†[11] such as duality of command. Fayol also stresses the need for independent, objective and impartial inspection. Pugh and Hickson believe that † to be effective, control must operate quickly and there must be a system of sanctions. The best way to ensure this is to separate all functions concerned with inspection from operation departments whose work they inspect†[12]. This backs up the view made by Fayol. The above views illustrate the importance of the ability to command when aiming to become a successful manager. Fayol's managerial functions have been subject to in-depth analysis, which had led to the highlighting of various weaknesses. The main weakness is that the Fayol system is based upon assumption and clearly lacks consideration of human behaviour. One of his five elements taken from Pugh and Hickson (1996) â€Å"To forecast and plan – prevoyance† illustrates this. It is impossible to forecast every activity within the workplace e. g. arguments amongst staff, staff leaving the company and basically any emergencies that arrive. Some might believe that Fayol's theoretical thinking placed too much importance on observation, Mintzberg (1989) himself suggests â€Å"If you ask managers what they do they will almost likely tell you that they plan, organize, co-operate and control. Then watch what they do. Do not be surprised if you can't relate what you see to those four words†[13]. Mintzberg undertook an extensive study of executives at work. He categorized management into three groups that are divided into ten roles which can be seen in Appendix A Roles such as leadership, liaison, monitor, disturbance handler etc, which are not mentioned in Fayol's model of management, clearly illustrate that interpersonal skill have been neglected in his management approach. This is seen, as a major weakness because interpersonal skills are essential in the day to day running of a business, as stated above it is impossible to foresee the future. Chris Argyris and David McGregor highlight other weaknesses Argyris (1957) noted that if classical principles of formal rganization are used, employees work in a certain environment (Appendix 6). This approach to organisations and their management has been subject to substantial criticism. It employs close system assumptions in order to reduce uncertainty and maximise control. Many of its principles are based on common sense â€Å"Truism† and suffer from generality, in that they lack specific guidelines for applications. It regards the organisation as machine and people as its components, or ganisation without people. At its best it regards the individuals as only motivated by money. It, therefore, disregards the social and more complex needs of individuals in organisations. In the late 1950s, Douglas McGregor stressed the importance of Understanding the relationships between motivation and human nature. He believed that managers attempted to motivate employees using one of two basic approaches. The first was a negative theory, labeled theory X. Theory X Followed the traditional view of management based on direction and control. It Suggested that managers were required to coerce, control or threaten employees in order to motivate them. In contrast, the second was a positive theory, labeled Theory Y, and was based on new information about behavior. Theory Y suggested that managers believed that people are capable of being responsible and mature. Despite the above criticism the classical approach still remains influential even today. Many of its principles have formed the foundation for the development of the modern management concepts. It is advised that new managers should consider Fayol's model of management but also consider other theories from academics such as Mintzberg.