Philosophy of Religion Research Paper Example | Topics and Well Written Essays - 1000 words - 1

Philosophy of Religion - Research Paper Example Not many of us can answer properly what God actually means to them. The definition of God has widely varied across the globe from time to time. Regardless of nationality, religion and race, perhaps the greatest debate is whether God exists or not. It has been found out that some people believe in existence of God, they cannot identify Him. Some can identify God in differ forms, deities or elements but cannot find it difficult to relate or believe. While some others totally disbelieve in plurality of God, some people deny the total existence of â€Å"God†. To them, it is some supreme force that has created the universe and as the source of life in it (Remos 33-34). A further division of views can be made between people who do and do not believe that God transcends and present among worldly beings (Remos 34). Broadly, all the worldly religions can be divided into two distinct categories. First comes the ones who believe in oneness of God, or the monotheistic. Then comes polytheistic, or the ones who believe in plurality of forms of God. The ancient religions like the ones of Israel and Egypt were monotheistic religions (Allen 72). But it is found that, even within one single religion, be it monotheistic or polytheistic, purity is not followed, that is, within a monotheistic religion polytheistic features can be found. Christianity is n apt example of this. Bible supports the existence of â€Å"God, the Father, God, the Son, and God, the Holy Spirit.† (Remos 33) Some major religions like Islam and Jewish are strictly monotheistic, while religions like Hinduism supports polytheistic views. One finds numerous Gods and Goddesses, Demigods and even spirits, in various forms and avatars. In Hinduism, each of these Gods is supposed to serve different purposes. Worship of these individual Gods contains monotheistic

Writer's choice Term Paper Example | Topics and Well Written Essays - 750 words - 2

Writer's choice - Term Paper Example (Independence, n.d.) His father, a candle and soap maker, wanted Benjamin to become a clergyman. Because his father did not have enough money, Benjamin only went to school for a year, apprenticed under his father, and eventually apprenticed for his half-brother, James, who owned a printing shop. Benjamin loved to write, but he never got a chance to publish his work. It was during this time that he wrote the fourteen famous letters from Silence Dogood, a secret character Franklin created for himself. The letters were sent to James’ printing house and published in The New-England Courant. When James found out Dogood was actually Benjamin, the siblings disagreed and the younger Franklin moved to Philadelphia. Benjamin consequently became the publisher for The Pennsylvania Gazette when he was about twenty-four years old (Hovde, 2002). He gained popularity for printing Poor Richard’s Almanac which contained weather forecasts, household tips, puzzles, etc. (Green & Stallybrass, 2006) There is a lot to tell about Benjamin Franklin since he dabbled in many industries when he was alive. Aside from being a renowned printer and writer, Benjamin Franklin was also a diplomat. He was the first United States Minister to France and served from 1778 – 1785. Scholar Leo Lemay referred to Franklin as â€Å"the most essential and successful American diplomat of all time.† (Green & Stallybrass, 2006) Not only was Benjamin Franklin adept in being a publisher and a diplomat. He was also a very brilliant inventor. During his lifetime, Franklin managed to create what is commonly known as bifocals, lightning rod, glass harmonica and Franklin stove. (Independence, n.d.) Three of these are still popular today. Bifocals are a type of eyeglasses which have upper and lower halves. The lower halves were usually used for reading or viewing things that are near, while the upper halves are used for looking at distant objects. As Franklin grew older,

Ethics in the Workplace Essay Example for Free

Ethics in the Workplace Essay The case study provided in Craig E. Johnson’s book, Ethics in the Workplace , is a moral and valuable lesson regarding the blurred vision between a for profit and a nonprofit. This example, while it may be considered severe, is an excellent one that leads the reader to more important questions. The question of whether nonprofits should operate as businesses encourages the reader to think about the pros and cons of each. If a nonprofit were to operate as a business, it would basically eliminate the unending concern about funding. Nonprofits, operating as a business, would be able to reap the benefits of for profit companies making more money for the organization but not necessarily the mission. However, this would ultimately lead to more expenses as the budget would have to include higher amounts in staff pay, marketing, and benefits. Another con of operating as a business is taxes. Nonprofits would no longer be exempt from paying taxes and once again, the cost would greatly increase the budget. Probably the most dangerous aspect of a nonprofit run as a business is the loss of the mission and vision. One may be concerned that the need for money and greed will usurp the original mission of the nonprofit. Should businesses operate more like nonprofits? This question is a difficult one to answer. Nonprofits exist for social justice, in many cases nonprofits pick up where the government has left off. While our economy is based on supply and demand, there is societal pressure to be charitable and giving. If businesses were to be as charitable as a nonprofit, they would undoubtedly lose money and perhaps close due to lack of funding, yet, their sense of social justice would be fulfilled. Since there will always be consumers, thus a demand for goods and services, businesses should not operate as nonprofits. As cited in the case study in the introduction by Johnson (Johnson, Ethics in the Workplace, 2007), the Goodwill Branch in Portland, Oregon does compete on the same level as businesses in the area. The Branch pays their top staff over $100,000 with the CEO’s salary at a whopping half a million. Yet, because they are registered as a nonprofit, they are exempt from paying taxes on goods and services, people utilizing the nonprofit get services for free, and they are able to pay their staff lower than competitive wages. If, as cited in the case study, a nonprofit competes on all levels with a for profit business, then the competition must be fair. Either the nonprofit has to begin to pay taxes or taxes for the business should be eliminated. It is important to note, however, that the elimination of taxes would devastate the economy. When it comes to salaries, businesses definitely have the upper hand. Because businesses operate to make money, they can afford to hire only the best in the fields. Nonprofits, relying more on government funding, are unable to afford those astounding costs. Furthermore, nonprofits operate under the definition of social services. For a nonprofit to lose sight of that and pay top dollars for staff, is a vision they can not afford to lose. Thus, executives of nonprofits should in no way be compensated or expect to be compensated at the same rate as their business counterparts. The services offered are meant to be taken advantage of by disadvantaged citizens and pay rates should reflect that mission. In the case study previously mentioned, Michael Miller, the CEO of the Goodwill Branch in Portland Oregon, is receiving a salary of $500,000 not including benefits and expenses. Moreover, some of the workers at that same branch are making below minimum wage. It is immoral for Mr. Miller to receive such a high salary, not only because his staff is making considerably less but more importantly because the salary is not in line with the overall charitable mission of Goodwill. It is unreasonable to believe that staff pay will remain the same as a nonprofit expands. However, certain standards must be in place to substantiate higher salaries. Standards may include: overall budget of the nonprofit and allocation of funds, effective service of the nonprofit based on data taken from all available programs, how the nonprofit compares to others in its region or state, and how well they are fulfilling their mission. The question as to whether this writer would charitably donate to the sight mentioned in the study can best be answered by weighing morals against greed. This writer believes that they would not donate to the sight unless there was documented proof that at least 90% of the donation was going to the people it was intended to help. Since this branch is more likely to document exaggerated salaries such as the CEO’s, it is unlikely a donation would be made to that particular branch.

A transaction cost analysis of the apparel industry

A transaction cost analysis of the apparel industry The gradual integration of global economic markets bears many challenges for companies which continuously attempt to adjust to changes in their business environment in providing value to customers. In many industries and in particular the apparel industry the supply chains through which firms operate have become increasingly dispersed and global (Gereffi, 1999). With post crisis consumer spending still unstable and cotton prices  [1]  having increased by more than 160% since March 2010 (see figure 2 in Appendix E) apparel retailers see their margins eroding. Simultaneously, short product life cycles, volatile consumer preferences and fierce competition on price and quality through an increased availability of low cost manufacturing  [2]  make it difficult for retailers to sustain a competitive advantage. Since the 1990s, many retailers have shifted the arena of competition to timing and know-how or simply put on supply chain management in trying to reduce the risk of mark downs, stock-outs and high inventory levels inherent in the supply chain (Hammond Kelly, 1991, p. 1; Richardson, 1996, pp. 400-401). It is a general opinion that it would be optimal in terms of cost and flexibility for retailers to source apparel from independent suppliers likely in low-cost countries. This seems to be valid for the mom-and-pop stores around the corner as well as for two of the worlds largest apparel retailers The Gap and HM. At the same time, we see Zara and Benetton who partially produce merchandise at company-owned factories located in Spain and Italy, Eastern Europe, Tunisia, India respectively. This is striking for two reasons: one, the production cost in Europe are higher than in most East Asian economies  [3]  towards where much of global apparel manufacturing has shifted (Gereffi, 1999). Second, vertical integration is perceived to be a burden in an environment that requires a high degree of operational flexibility (Richardson, 1996). So why is it that those firms break with the rule of contracting out all production (CNN.com, 2001) that has developed over the past decades? In this paper, I will analyze the motives and strategies that determine a retailers sourcing decision. Although the sourcing strategy defines both, the location and the organizational entity  [4]  , the focus of this composition is to explain why HM and Gap outsource production while Zara and Benetton are vertically integrated into apparel manufacturing. In explaining vertical integration economic theory has considered different aspects: the neoclassical theory turns to efforts of firms to mitigate inefficiencies caused by market power [] or enhance market power within the vertical chain (Joskow, 2006, p. 1). From an organizational perspective, the approach adopted here, transaction cost economics (TCE) ties production, coordination and motivation costs to the various forms of organizations economic agents attempt to minimize. I will explain the basic trade-off underlying the decision of vertical integration, review the origins of TCE and introduce a framework by Oliver Williamson. Williamsons framework focuses on measuring the risk of opportunistic behaviour The analysis of the apparel industry shows that the risk of expropriation is mainly driven by the Sourcing has become a central process in the context of coroporate functions (guericini) Fashion industry shows different approaches To be analyzed in terms of efficiency and transaction costs Is there an optimal governance structure How have they changed over time What are the implications and drawbacks to the theory How will this be in the future Using case studies Implications for validity of TC Is it a matter of choice or a matter of searching for the unique best way? Vertical integration and its determinants Vertical integration and the make or buy trade-off A vertically integrated firm performs subsequent steps along its vertical chain defined as the process that begins with the acquisition of raw materials and ends with a sale (Besanko, Dranove, Shanley, 2000, p. 109) internally. Those internally performed activities define the vertical boundary of a firm. The vertical chain in the apparel industry is illustrated in Figure 1 and described in more detail in Appendix D. Figure : The vertical chain in the apparel industry Source: self-made diagram, based on Besanko et al. (2000) and Milgrom Roberts (1992) In mapping a firms boundary a useful criterion is the degree of flexibility and authority of a firm to make investments, product-mix and employment decisions at the relevant stage (Richardson, 1996, p. 403). This is in line with Hart Grossmann (1986) who define a firm to consist of those assets that it owns or over which it has control. The choice of performing an activity inside the firm is often called a make or buy decision. At the extreme end of buying an input, parties use anonymous market contracting (Joskow P. J., 1988, p. 101) and may not engages in further transactions. Contrary, vertical integration substitutes the contractual exchange through an internal process. For further use the form of organizing a transaction is called governance structure. In determining the optimal governance structure organizational based theories help to link respective costs and benefits of organizing a transaction. According to TCE a firm must weigh technical, coordination and motivation cost in defining its vertical boundaries. A firm operates technically efficient if it is using a cost-minimizing production process. This can be achieved through making investments in technology and engineering or sourcing from external suppliers who are specialized on the production of that input. Organizational efficiency refers to the minimization of coordination, motivation costs and the risk of opportunistic behaviour (Besanko, Dranove, Shanley, 2000). Through vertical integration a firm benefits from the authority to settle conflicts, control over the production and information process as well as stronger team incentives. Potential costs of vertical integration arise from a lack of competitive pressure and thus a potential lack of innovation, lower economie s of scale in production, more bureaucracy, the risk of bad management decisions  [5]  leading to tied resources in possibly inefficient processes and coordination efforts to align interests among business divisions. The market has benefits from competitive pressure on the firms operating in the market, economies of scale facilitated by the possibility of demand pooling, technological efficiency since firms are specialists and the possibility of freely choosing a supplier. Costs of a market transaction are higher coordination efforts, misaligned incentives between trading parties and inefficiencies arising from opportunistic behaviour (Besanko, Dranove, Shanley, 2000; Perry, 1989; Milgrom Roberts, 1992: Joskow, 2006). According to Ronald Coase and Oliver Williamson considered to be the pioneers in the field of TCE the main determinant causing frictions between parties involved in a transaction is the risk of expropriation by trading parties. In the next section I will review their work in the field of TCE and introduce Williamsons framework which I will use in section 5 to analyze the apparel industry. Williamsons transaction cost framework The origin of transaction cost economics Ronald Coases motivation was to explain why firms would obtain a product from the market when it can produce the product itself. Coase saw the mechanisms for allocating resources as substitutes He criticized the view that resource allocation through the market works itself (Coase, 1937, p. 387) and the lacking concept for the existence of firms ince he saw the different resource allocation mechanisms as substitutes, not as complements. Coase focused on the exchange mechanism of a good, a transaction, which can either occur in the market or within a firm. His main contribution was the incorporation of costs linked to organizing a transaction into the analysis of vertical integration (Coase, 1988b, p. 17). The comparative costs of organizing a transaction would determine the optimal governance structure. First, when organizing a transaction in the market a firm has to bear search cost in looking for relevant suppliers and prices. Negotiating over the terms of exchange and writing contracts particularly when dealing with several suppliers and multiple transactions bear cost. These marketing costs eventually become larger than the costs of coordinating transactions internally (Coase, 1937, pp. 390-391). Second, Coase identified costs corresponding to diminishing returns to management (Coase, 1937, p. 395). With an increasing number of transaction organized within the firm, the entrepreneur struggles to allocate resources to projects with highest payoffs. Simply put, the internal organization bears the cost of bureaucracy that must be weighed against transaction costs. Consequently, a firm expands its vertical scope until the costs of using the market equal the cost of internal organiza tion. The framework Oliver Williamson, Oliver Hart and other economists used the insight that firms are economizing on the sum of production and transaction costs (Williamson O. , 1979, p. 245) and expanded this notion to a context where organizations adapt efficiently to the ever-changing circumstances of the moment (Hayek, 1945, p. 523). They focused on opportunistic behaviour and its effects on ex ante incentives and ex post performance as the main determinant for vertical integration whereas Coase saw ink costs (Klein Murphy, 1997, p. 419) arising from searching a price and writing a contract as the limiting force on the use of the market (Joskow P. J., 2006, pp. 2-3). In understanding opportunistic behaviour it helps to illustrate the definition of appropriable quasi rents by Klein, Crawford Alchian (1978): The quasi-rent value of the asset is the excess of its value over [] its value in its next best use to another renter: assume firm A owns a production asset and provides B with a service at a price of à ¢Ã¢â‚¬Å¡Ã‚ ¬ 5,000 (Bs maximum willingness to pay). Assume that a third firm C with a maximum willingness to pay of à ¢Ã¢â‚¬Å¡Ã‚ ¬ 3,500 is also interested in obtaining the service from A. Now, firm B would try to lower the price down to à ¢Ã¢â‚¬Å¡Ã‚ ¬ 3,500 by threatening to terminate the relationship with A. The price difference of à ¢Ã¢â‚¬Å¡Ã‚ ¬ 1,500 is the appropriable portion of the quasi rent that firm B will try to extract from A  [6]  (Klein, Crawford, Alchian, 1978, p. 298). This is a simplistic example for the hold-up risk that can arise in a market transaction. The presence of opportunistic behaviour relies on two behavioural assumptions. First, economic agents are simultaneously subject to bounded rationality  [7]  . Agents are incapable to consider and specify all contingencies that might arise after engaging in a contractual relationship. As a result, incomplete contracts are the first best results. At the same time, it might be too costly for the two parties to write a contract specifying all foreseeable contingencies since ex post alterations would be costly. The second assumption is that agents behave opportunistically and try to extract a maximum of rents from their trading partners (Williamson O. E., 1981, pp. 553-554) Williamson developed a framework which explains a firms governance structure based on variations in the importance of asset specificity, uncertainty, product complexity, and the constraints of repeat purchase activity (Joskow P. J., 1988, p. 101). These attributes measure the risk of opportunistic behaviour in a trading relationship. Asset specificity measures the difference between the value of an asset in its pre-specified use and in its next best use outside the trading relation. It basically indicates whether there are large fixed investments [that are] specialized to a particular transaction (Williamson O. E., 1981, p. 555). An asset which has been modified and designed for a particular transaction leads to a lower outside value of the asset, creates higher appropriable rents and hence leaves more room for ex post opportunism  [8]  . This is what Williamson called physical asset specificity. Site specificity deals with the mobility aspects of an asset. Once an asset has been positioned and installed there are costs of modification or removal. The trading partners try to economize on inventory and transportation expenses when successive stations are located in a cheek-by-jowl relation to each other (Williamson O. E., 1981, p. 555)  [9]  . Last, human asset specificity arises when workers develop knowledge which is idiosyncratic to a transaction. Williamson calls this training and learning-by-doing economies (Williamson O. , 1979, p. 240) . Thus, with an increasing degree of relationship-specific attributes of a transaction, it becomes more costly for trading parties to terminate their relationship such that they are locked-in to the transaction (Williamson O. E., 1981, p. 555). Hence a firm might want to protect itself from opportunistic behaviour by vertically integrating. Of the other transactional attributes, complexity and uncertainty work in the same direction as asset specificity whereas frequency puts a constraint on the degree of vertical integration that a firm might choose. A transaction might simply occur too seldom that the cost of setting up a governance structure is greater than the risk of using the market. To review, the transaction cost framework predicts that with an increasing asset specificity, complexity and uncertainty, the optimal governance structure will move from a spot market transaction, to an intermediate solution and finally to vertical integration  [10]  . (ZITATE Raus) Methodology, value, implications and limitations In this paper I am using TCE to analyse the trade-off between differing governance structures of four companies in apparel retailing by using a qualitative approach to measure the different dimensions of a transaction. I have dismissed the neoclassical theory in analyzing the apparel industry since it defines vertical integration as a strategic response to market imperfections  [11]  treating firms like a black box (Hart, 1988, p. 120). The empirics of the neoclassical theory are hence more concerned with the effects of vertical integration on consumer prices and welfare. In contrast, this paper is concerned with the motives and strategic concerns that determine the form of organizing manufacturing in the light of TAC. The value of this paper is the linking the TCE framework to four case studies Zara, HM, Gap, Inc. and the Benetton Group. It is useful to analyze a firms governance structure in terms of the control and authority borne by the two parties involved in the transaction at hand. The degree of vertical integration is reflected by the ownership and control of assets in successive stages (Richardson, 1996, p. 403). The sample has been designed to characterize the differing governance structures in apparel manufacturing. From the four companies studied in this paper Gap and HM source all garments from independent suppliers. Zara and Benetton on the other hand purchase semi-finished products and manufacturing services like cutting and sewing which are integrated with the firms manufacturing capabilities (they produce 40% and 60% of apparel internally). Given the fact that each of the four companies has been in business for more than 30 years, built a strong global presence and managed to gain substantial profits throughout many years  [12]  it is appropriate to say with confidence that they are managing their operations through an effective governance structure. Thus, the main question that arises is what factors determine the decision for each firms governance structure. By mapping the firms business with the sourcing strategy I will show that a proper TAC analysis must consider those interd ependencies in order to have valid implications. In gathering data on the apparel industry and the case studies articles from business press, annual reports and other publicly available information provided by the firms  [13]  , company reports from investment banks, business cases from Harvard Business Review and academic research papers have been used as primary sources. I attempt to present the information on the cases in a consistent format whereas there are some differences due to the availability of information. It is for example not clear what the strategic activities are that Benetton keeps in-house (Benetton Group, 2011). In applying the TAC framework I have used this information and extended the analysis with my own evaluation if procurable on the different dimensions of the transaction (discussin Scott?). Primary data, possibly gathered through interviews with the retailers production offices, were not collected but would add additional value to analysing the relationship between the apparel retailers and the manufacturers. This would help to understand how retailers manage their supplier relationships, how they negotiate over contracts and how they deal with contingencies that are not pre-specified in product orders. Such information would help to evaluate the degree to which relationship-specific investments occur in the apparel industry and consequently how the different dimensions of a transaction differ across and within firms. In particular, the potential hold-up risk created by the adversarial relationship between suppliers and manufacturers, would be easier to quantify. Whereas I am using a qualitative approach to examining the relevance of relationship-specific assets in apparel manufacturing there is much empirical work based on case studies and econometric analysis devoted to the relevance of transaction costs. Scholars have managed to quantify the transaction attributes of asset specificity, complexity and contractual difficulties. Joskow (1987) for example provides evidence for the US coal industry that higher relation-specific investments encourage longer commitments of buyers and sellers to the terms of future trades. In general the the empirical results are much more consistently supportive for TCE (Joskow P. J., 2006, p. 27) than for the neoclassical theory on vertical integration. Case studies from the apparel industry In this section I am going to describe the cases of Zara, HM, Gap Inc. and Benetton trailblazers of fast fashion operating in the middle priced casual apparel segment. The four firms accounted combined for approximately 3.0% of global revenues in 2010  [14]  . All companies are close competitors but have positioned themselves differently with respect to vertical scope in manufacturing and in terms of pricing and fashion content  [15]  . I am going to describe each firms governance structure and coordinating mechanisms with manufacturers, background information on the apparel industry, the idea of fast fashion and the firms studied can be found in Appendix D. Gaps governance structure and coordination with manufacturers The group controls design, merchandise, distribution, marketing and retailing of its own brands and also sells products branded by third parties. The group purchases all garments private and non-private label from independent vendors with approximately 700 factories in 50 countries  [16]  . In terms of costs 98% of merchandise is produced outside the US with South/ Southeast Asia representing approximately 50% of the factory base  [17]  (The Gap Inc, 2008a). Overall no vendor accounted for more than 3% in 2010. The firms sourcing and logistic group along with buying agents coordinates with vendors around the world and place orders. After the clothes are manufactured they are sent to the firms distribution centers  [18]  where the firm conducts quality audits (Wells Raabe, 2006, p. 21). The firm manages its vertical chain with lead times  [19]  of 3 to 8 months. (Quelle?) Since the 1990s and particularly after the ATC expired in 2005 the group has increased efforts in building long-term relationships with suppliers attempting to get discounts and extend the sharing of planning and forecasting information through aligned IT systems at strategically-located factories (Wells Raabe, 2006, p.12; Guericini Runfola 2004, p. 311). To facilitate coordination the group pursues a factory engagement strategy  [20]  : factories need to get the firms approval based on quality, price and delivery time  [21]  , factories are closely monitored  [22]  to ensure they act according to the legal, social and environmental standards outlined in the COVC, the social performance of factories is evaluated such that problems can be resolved and factories are supported with building compliant and operationally effective management systems. The attention devoted by Gap to each factory depends on the specific requirements. Recently, the firm started to support factor ies with developing human resource management systems. Repeated violation of the firms standards may lead to a termination of the supplier relationship but is attempted to be avoided by Gap  [23]  . Seldom, the firm issues conditional approval to a factory in case of a short-notice order. Benettons governance structure and coordination with manufacturers The Benetton group operates through a sequential and integrated supply chain covering the steps from design, RD, manufacturing, distribution and sales  [24]  . This approach is to balance efficiency with speed and is planned and coordinated from headquarters by the product department. For roughly 50% of its production Benetton uses a vertically integrated manufacturing model keeping automated and strategic activities in-house and outsourcing labour-intensive tasks  [25]  to SMEs (Benetton Group, 2011). Each plant is specialized in one type of product and control, integrate and coordinate the production activities of contractors leveraging  [26]  their network of skills (Benetton Group, 2005). In order to adjust production to demand, Benetton had developed a process where the dyeing of the garment was postponed after manufacture. The firm further engages in full production cycles and controls parts of its upstream processes through a subsidiary  [27]  . The remaining 50% of merchandise are sourced from external suppliers with whom the firm coordinates through localized production offices  [28]  . Finished garments are distributed centrally through the firms logistic hubs  [29]  . Benetton runs operations with lead times of two weeks for continuative articles and up to four months for newly designed garments. Through providing production planning support, technical assistance to maintain quality and financial assistance to procure [] machinery the group built close relationships with its approximately 200 contractors. This enables the group to smoothly coordinate the contractors activities into the production process. The group audited the compliance with the groups code of ethics  [30]  of 200 suppliers but did not enter formal contracts with suppliers since this was not felt by either party (Indu, 2008a, p. 4). Postponement strategy? HMs governance structure and coordination with manufacturers HM operates in product research, design, merchandise, distribution and retailing. Product development and procurement is managed through the central buying office in Stockholm which coordinates with merchants at 16 production offices in Asia and Europe. Merchants for the most part drawn from the local population manage the interface with the 700 independent suppliers which produce all of HMs garments in around 2,700 production units in Asia and Europe  [31]  (HM, 2011). According to estimates, around one third of production is done in China, one third in residual Asia (e.g. Bangladesh) and one third in Europe (particularly Turkey) (just-style.com, 2011; Indu, 2008b; Guericini Runfola, 2004). Finished garments are shipped to the central warehouse in Germany or one of the distribution centres. HM operates with lead times between twenty days and several months. The production offices keep in regular contact with suppliers, identify new suppliers, place orders and are responsible for monitoring suppliers compliance with the COC. Throughout an auditing cycle HM scores the suppliers management systems  [32]  aimed at preventing violations of the COC (HM, 2010a). When placing an order, buyers balance the factors quality, price, lead time and location of the supplier  [33]  (HM, 2011). To ensure quality HM carries out extensive testing  [34]  at the factories and after delivery. Order for high volume basic items were placed about six months in advance while in vogue garments are designed, produced and sold within just a few weeks (Indu, 2008b). For the latter, proximity of the manufacturer to sales market was the prime consideration, but overall the firm focused on producing at low cost (Indu, 2008b). HM audits its suppliers compliance to the firms COC, helps to implement corrective actions, provides training and engages in knowledge sharing. The firm meets with suppliers to discuss their evaluation and attempts to minimise late changes on product orders by establishing capacity plans and purchasing orders where possible most relevant for its key suppliers  [35]  . HM attempts to contribute to the long-term improvement of its suppliers but may terminate its relation in the case of continued non-compliance but in that case commits to a reasonable phase-out period (HM, 2010a). Zaras governance structure and coordination with manufacturers The business model of Zara  [36]  is characterized by an integrated approach covering the design, manufacturing, distribution and retailing of apparel (Inditex, 2010). This allows the firm to adjust production to demand observed in stores and achieve lead times of minimum two weeks. Zara produces time-sensitive items at a dozen manufacturing subsidiaries in Spain estimated at 50% of total production  [37]   or with suppliers whose processes are [] integrated with the groups dynamics (Tokatli, 2008, p. 34) located close to the firms distribution centre. Basic items tend to be outsourced mainly to Asia where back in 2006 20 suppliers accounted for 70% of external purchase. Zara maintains relationships with 1,237 suppliers  [38]  managed through purchasing offices in Spain and Hong Kong attempting to minimize formal commitments (Ghemawat Nueno, 2006, p. 11). Zara operates automated and capital intensive tasks, specialized by garment type, of pattern design, cutting and finishing while outsourcing labour-intensive tasks to workshops in Northern Spain or Portugal. Those workshops have long-term relationships with Zara who provides them with technology, logistics and financial support (Ghemawat Nueno, 2006, p. 11). Roughly 85% of in-house production is done during the selling season and the firm may leave open production capacity for short notice orders or changes, limits production runs and strictly controls inventory (Ghemawat Nueno, 2006). Upstream, half of the fabric is purchased by a Spanish subsidiary as gray allowing in-season changes of production (Ghemawat Nueno, 2006, pp. 10-11). All clothes are distributed through the firms distribution centre in Spain. Both, internal and external suppliers are re

Infertility Treatments: Is it Ethical? Essay -- fertility medications,

In this day and age several factors have changed the definition of a family. We live in a time where careers, education, and work are now put before starting a family, making it more difficult to have children. The traditional family archetype has changed with a rise in single and homosexual parenting. This change, even though it is a positive one, can result in several people being unable to have children. Infertility treatments have become a popular option for these people who cannot have children. These treatments have become popular in books, movies, and other forms which has brought attention to the ethics of the practices. The ethics of these treatments are challenged by the health risks on people seeking treatments and their potential child, the morality of how embryos are used in these treatments, and the costs of these treatments. Although these treatments have their medical risks, anyone should have the option to use these treatments because they are often the only way they can have a child. Infertility treatments are various types of medicines and medical technologies that aid pregnancy. Some forms of medicines used to treat infertility include hormone injections, fertility drugs, and ovulation drugs. Fertility medications and hormone injections increases the chances of a person to get pregnant or impregnate someone by aiding in the release of hormones to regulate specific reproductive processes such as sperm production or ovulation. Technology based infertility treatments, or more commonly known as ART-technology (assisted reproductive technology), include in-vitro fertilization, artificial insemination, and embryo/zygote transfers. Artificial insemination is a procedure where sperm is placed inside the uterus. In vi... ...e treatments should not matter because the gift of a child is priceless. Altogether the practice of infertility treatments is absolutely necessary. Even though there are some possible negative effects from treatment and treatments can be pricey, nothing can be more valuable and precious than a child. Works Cited http://www.cdc.gov/reproductivehealth/Infertility/Index.htm https://www.nichd.nih.gov/health/topics/infertility/conditioninfo/Pages/art.aspx http://www.womenshealth.gov/publications/our-publications/fact-sheet/infertility.html http://www.health.harvard.edu/press_releases/Psychological-impact-of-infertility http://www.sart.org/uploadedFiles/ASRM_Content/News_and_Publications/Ethics_Committee_Reports_and_Statements/fertility_gaylesunmarried.pdf http://humrep.oxfordjournals.org/content/13/6/1502.short http://humrep.oxfordjournals.org/content/22/6/1506.full

Napoleon :: French History, French Revolution

Napoleon Bonaparte once said, â€Å"Nothing has been simpler than my elevation†¦It is owing to the peculiarities of the time.† Coming to power at a time of instability and disorder in France immediately following the French Revolution, Napoleon quickly established himself as the political leader and military power behind France. Easily and efficiently overthrowing the poorly managed Directory, Napoleon established a three man governing body referred to as the Consulate. Naming himself Consul for Life in 1802, and crowning himself emperor in 1804, Napoleon made it clear that is was a time of dramatic change in France. Although establishing himself as an absolute ruler, Napoleon did it all with the support of the people, through the use of a plebiscite. Obviously a man that held immense power, Napoleon has been credited with many great successes. To the people of France, Napoleon was a savior, a man who could, despite being an autocrat, implement the ideals of the French R evolution. Establishing order, giving the French people a sense of security, and running his government smoothly became Napoleon’s priorities. Through a variety of reforms including, centralizing the government, establishing public education, instituting religious tolerance specifically signing the Concordat of 1801, and stimulating the economy, Napoleon won the support of French people across the classes, including the peasantry who in years previous had suffered greatly under absolute rulers. One of Napoleon’s most lasting reforms was his installment of the Napoleonic Code, a set of laws that reflected the idea of equality so evidently bannered throughout the French Revolution. Napoleon was able to capture the attention of the French people through every facet except absolutism.

Procedure Guide to Access Control Essay

†¢Explain the need for designing procedures for simple tasks such as creating or modifying access controls Access controls is an important part of security in any business setting. This insures the protection of sensitive materials from being access from unauthorized users as well as keeping in-house materials in-house and not distributed to unauthorized personnel. o When setting procedures up for creating or modifying access controls you have to take in account the type of personnel that will be implementing the procedures. You may have to use simplified methods to allow the users easy access to correct, add or delete information. At the same time the procedure need to be complex enough that unauthorized users cannot get in and change information on their own. Proper procedures insure that a system is not compromised or destroyed based on a simple mistake or miss management of access. †¢List the steps to satisfy each of the requirements in the assignments instructions: 1.Status or setting prior to change : Start menu, Right click computer, select manage This will allow you to see what is currently in place and also bring you to the place you need to be in order to make any changes 2.Reason For Change:  The reason for change could be as simple as a new user needs to be added to a particular group to allow them access to certain information so that they are able to do their job 3.Change to implement:  Start, Admin. Tools, Active direct. Users and computers, right click users, add user, follow prompts to add user, right click group, click add users, follow prompts to add user to group 4.Scope of the change:  Log out of admin. Log into user , test access of group information and add and change capabilities 5.Impact of change:  Impact of change either adds access or denies access but over impact is no change. 6.Status or setting after the change :   You back through the same way you access information as the admin and check the information you entered. 7.Process to evaluate the change:  Again you can view through admin. Or you can log out and view by going  throught the users credentials to check and make sure that access and denies was implemented correctly.