Googles strategic initiatives Essay Example

Googles strategic initiatives Essay Example Googles strategic initiatives Essay Googles strategic initiatives Essay As Google gets bigger, it is going to be difficult to manage and keep up the innovation culture as it keeps marching on its path to success. Schmidt once described small innovative technical teams as the source of virtually all Googles strategic initiatives. Google tries to maintain an entrepreneurial culture by forming small teams that act like individual startups. The founders believed that the groups tend to become more traditional as they grow larger. Google has 17,000 employees with about 40% based outside the US. The workforce is multicultural, diverse and spread across the globe. Continuous Innovation has been the motto of Google and that has permeated across all divisions at Google. Google has a flat management structure but structured processes, managed bottom-up for innovation, culture of consensus, tolerance for haos, and committees to approve projects, free food and best perks in the industry. Google has been successful in attracting great talent with Googler qualities self- managed, self-motivated, risk-taking, highly passionate and creative minds with a tenacity to adapt to failures. I believe that this culture can be sustained but may suffer if the management becomes rigid and prioritizes profits over innovation for the long-term. : As evident from the case, Google is able to maintain coordination and teamwork across multiple functional groups online sales and operations, product management, marketing and engineering divisions. There is no hierarchy, but as the headcount increased Google started hiring managers at middle level and there was growing fear of more bureaucracy, slow decision making, lack of visibility and loss of international consistency. Bureaucracy With the enormous growth happening, Google may impose new policies and guidelines to actively manage the workforce and this may curtail the pace of innovation. Increased bureaucracy may be mandated since the diverse worktorce may not be compliant with the Google vision and mission. It may need to reign in some of such elements through new procedures and policies thereby affecting the gility of majority of the other groups. Internal tools and the so called Dilbertville meeting may be impossible to do in geographically diverse locations and in some ways be not feasible. managedecisions. com/blogncat=7 Pagel of 18 Slow Decision making The culture of open discussion, consensus based decision making may not be feasible with large numbers of employees. The ability to critique, take risks and openly oppose decision making may not be entertained. Cross-functional decisions will be difficult to achieve and the innovative mechanisms may be stalled. Ensuring Visibility With employees spending 20% of their time on idea projects may lead to duplication. Since visibility is difficult to main across a multi-cultural workforce, there may be replication of effort, loss of productive time and the risk of reinventing the wheel. Establishing visibility may be difficult with an expanding workforce. Guaranteeing International Consistency Google may find it hard to attract the same Googler talent at global locations and inculcate the Google culture in the new recruits. Implanting or exporting the true Google culture may cause conflict with local cultures, tastes and perceptions. Finding balance between cultural diversity and cultural homogeneity is difficult in an international context. Apart from these there are other challenges such as censorship, trade restrictions and country policies which may dampen the entrepreneurial culture for offshore employees. Inability to hire and retain key people, and scale operational processes are some additional concerns worth noting. Strategic Diversification Driver for future growth As Google branches out into new arenas, there is possibility of getting in conflict with the companys founding mission, to organize the worlds information and make it niversally accessible and useful. I think the current culture is well suited for innovation to generate one idea after another. The founders have a commitment to ensure the innovation culture is fostered and promoted within the organization. The creative corporate culture is excellent for attracting bright minds but will be difficult to pursue subject to market dynamics of supply and demand. Googler culture has been attributed to risk taking/experimentation, design for the world, engage beginners and attract experts, focus on human touch, flexibility and pragmatism. As long as Google can maintain control, competence, collaboration and cultivation of customer enrichment values, the diversification of businesses may not attect the reputation and the innovation culture as it exists now. Retaining rigor and discipline, leading from top and embracing the spirit of venture capitalist are very critical to Google. As long as Google has enough revenue streams flowing through Ad sales and other profitable business units, it can take risks and diversify into areas of advanced technology such as renewable energy, mobile computing, cloud computing, internet security and virtualization. But the approach is not void of risks and Google could face major challenges in years ahead -Antitrust suits against Google, copyright infringement, acquisition difficulties, disruptive innovations, privacy concerns etc. The current governance structure, leadership, innovation culture and organizational processes will need to be diffused into new acquisition areas which will be challenging. The business model needs to adapt to the changing dimensions of the markets and consumer behavior. There has to be synergies and congruence of similar cultures to achieve profitability. nagedecisions. com/blogncat=7 Page 2 of 18 Google will have to think further about how to both maximize ad revenue and provide useful experiences that change the way people use computers and mobiles Google was founded on very non-corporate principles such as democracy on the web and making money without doing evil. As long as Google stays this path, it can sustain its innovation culture and emerge successful in an y strategic business diversification. Tags: -rue 26 oct 2010 Kodak A Case of Triumph Failure Posted by anil under Academic, Business Management, Innovation, MBA, Strategic Management No Comments Kodak the Digital Revolution Kodak was founded by an energetic and visionary entrepreneur, and created Joy and memories for millions of people. Kodaks guiding principles were, mass production at low cost, international distribution, extensive advertising, and customer focus, and growth through continuous research. Photography was made available, usable and affordable to everyone. Kodaks response to Sonys introduction of the Mavica in 1981 Kodaks business model was to sell cameras at low prices and profit from consumable products such as film. When Sony launched Mavica, a camera that used floppy discs instead of film, it signaled the imminent death of analog photography. Kodak refused to acknowledge that print photography was a dying business largely because margins for print (film, chemicals, and processing) were high as 60% versus for digital products Kodak recognized the threat and invested in digital imaging in the 1980s and 1990s but the move wasnt fast enough. The Management launched some research into digital photography, but at that time believed the technology was not feasible and will not be affordable. They did not make a big move into the space until early 2000s Kodak responded to competition threats (from Fuji and Polaroid) by diversifying throughout the 1980s. It got into medical imaging, mass memory, bioscience and lab research firms, pharmaceuticals, batteries and even digital imaging. Chandler abandoned the policy of vertical integration, funded extensive research and established centers to develop image acquisition, storage systems, software and printer products. Film-based digital imaging also took hold. Kodak executives blatantly stayed the course (sticking to current film strategy) in spite f detailed analysis of threats posed by digital photography. They found it hard to ignore the fact that film and traditional processing provided for majority of the revenue stream. They underestimated the significance of market changes and the disruption that was coming. Digital technology also eliminated the huge recurring revenue stream that came from film and reprints. The economics of the new model dont measure up to the economics of the old. It was hard for Kodak executives to believe the end of print technology. The digital transition had huge implications for Kodak since all its revenues were erived from film managedecisions. com/blogncat=7 Page 3 of 18 technology. The value of vertical integration would be lost and the competence base will be rendered obsolete. The response of the management to the looming threat of digital photography was not appropriate. Kodak was so deep rooted in the old film technology that they never saw any imminent threat from digital imaging. Kodaks competencies were in precise mechanics, chemistry, manufacturing, and consumer marketing. There was fear that Kodaks existing competencies in the areas of traditional film photography would be endered insignificant in light of the new technology. But eventually Kodak lost the race in the digital supremacy and cost it dearly in terms of stock value and workforce reductions. Fishers attempt to transform Kodak In 1990s the company focused on core business and divested many business units. Fisher formulated and implemented a digital strategy. He tried to brand Kodak as an imaging company and few ideas that emerged included a) greater coherence focus the digital efforts and coordinate them in a better way. b) incrementality shift will be the consequence of many small efforts. Kodak did everything possible to enter digital imaging consumer cameras, storage, software, printing paper etc. He separated the digital business from film and consolidated efforts to build capabilities in imaging technology. He was instrumental in introducing digital print stations, new models of digital cameras and focused on operational effectiveness Kodak was integrated vertically owning the entire value chain from basic research to photo finishing. The digital value chain was different, different vendors had different niches for which they developed products. So under Fisher, Kodak launched Joint entures and released cameras by teaming with Microsoft, HP and 18M. They developed the business both in-house and through collaborations and partnerships. Manufacturing was outsourced to china to fight off Fuji competition and introduced the network and consumables based business model. Fishers efforts to capture digital market share faced many challenges. Fisher was able to bring organizational change only at high level, but the mid level management never understood the push towards digital imaging. They still perceived Kodaks future in film, Just followed the higher management initiatives. The culture of onsensus and open discussions was not there. Kodak still believed in film based digital imaging and was too late to actively compete with new emerging competition from other new players. While managers were reluctant to invest in products that would have lower profit margins than traditional film, they lost sight of the fact that the competitive landscape was changing rapidly. Fisher had segmented his product development and sales over many divisions. There was poor communication and sharing of information. By late 1997, 60% of Kodaks losses were due to costs of digital cameras, writeable CDs and other product developments. Fisher tried to transform the company too fast and that created resistance to his initiatives. Eventually Kodak ended up running losses due to failure of such late strategies. Evaluation of Kodaks strategy and current position in digital imaging Kodak could have sold itself in the 1980s or 1990s at a higher valuation that what it now has or it could have moved faster into the digital technology, capturing a greater share of market and, perhaps, the revenue from cell phone cameras. During 1980s and 1990s, Kodak believed that: the digital revolution was not going to happen (genuine ncertainty) any strategy shift will allow cannibalization of their current film offerings current customers dont demand it (shifts in customer base) and http:// www. anagedecisions. com/blogncat=7 Page 4 of 18 there will be margin erosion In 1993 Kodak was struggling for survival owing to lethargic matrix management, huge debt, few new products, shaky morale and cut-throat competition. Efforts were in progress from Fisher to eliminate debt, fast track products, reinvent corporate culture, increase profitability and introduce organizational changes. Kodak was late o the game in the ir shift to digital and has been playing catch-up. Even though they embraced digital imaging from early 1980s and stopped marketing film cameras in 004, the company could not compete and retain the market snare they dominated for such a long time. After consumers stopped buying the film most of the Kodaks key resources and capabilities became useless, the global distribution lost its value and people started using PCs instead of photo finishing labs. Kodaks competitiveness as a vertically integrated company diminished and the business model of making money on film did not fit with digital photography. The supplier network was rendered obsolete, knowledge assets in chemistry and manufacturing became obsolete. No management strategy would have changed that. The digital revenues could not compensate for the loss in film revenue; instead digital camera prices declined rapidly reducing marginal profits. Consumer electronics giants such as Sony, Nikon, and HP developed resource bases that were much better than that of Kodak. The company has strong brand and global presence, was technologically superior with engineers and scientists, invested millions in research, but the threat from Fuji led to downsizing. Kodak entered emerging markets such as china and kept delivering new digital cameras, digital consumer products and services. It recognized the threat and pioneered digital imaging and pushed it even though it rendered film obsolete. Kodak tried to embrace, develop and commercialize digital imaging. The advent of mobile cameras further crippled the recovery for Kodak. Dynamics of competition has changed in the digital world. It is no longer precision mechanics but electronics which is in demand now. Digital printing business had moderate success, but more and more people are printing at home and this success may not last long. Online picture sharing services is facing stiff completion from Google, Flickr and others. Disruptive innovation has destroyed the value of Kodaks resources, its global position and its capabilities. The very fact that Kodak is still doing business shows that Kodak is a success story. Its competitors during the film era Agfa, Konica, Polaroid have all disappeared. I believe that Kodak had a success story since it survived the significant innovative disruption that happened in film photography. What made Kodak survive? Recognized the threat early on and developed in-house knowledge and competencies Showed willingness to cannibalize its own film business Mon 24 May 2010 Profiling Successful Leaders in Healthcare Initiatives -Jim Hagedorn, CEO, The Scotts Miracle-Gro Co. Posted by anil under Academic, Leadership, MBA, Strategic Management http:// Page 5 of 18 No Comments Jim Hagedorn Chairman and CEO The Scotts Miracle-Gro Company Jim Hagedorn, CEO of Scotts Miracle-Gro Co served as president from May 2001 to December 2005 and from November 2006 to October 2008. At Miracle-Gro, Jim had served as executive vice president and was a major architect of Miracle-Gros success oth in the U. S. and in the I-JK. Following the merger, he was instrumental in the effective integration of the two businesses and served as head of the Companys North America business. Additionally, he served in the United States Air Force for seven years, where he was a captain and an accomplished F-16 fghter pilot. The Scotts Miracle-Gro Company has a long history dating back to 1868 when it first got started as a grass seed company. Now it is the worlds largest marketer of branded consumer lawn and garden products and has a culture that values honesty, integrity and transparency. The company cares deeply about the health and well- being of its 8000 strong associates and their families, and ensures that they lead long, healthy and happy lives. The corporate culture highly values innovation, entrepreneurial spirit, flexibility, collaboration, accountability and moral conduct. Jim Hagedorn has shown remarkable leadership and passion in his attack on health-care costs. After seeing health insurance costs continually rising seemingly out-of- control and realizing the lack of efforts from the government and health-care industry to fix the current system, Jim decided to act. He felt its up to employers ? who foot the bill ? to make changes. He made valiant efforts to not only get its employees to eat and live well but also makes them accountable for their actions. The primary motivation for doing was to control escalating health care costs while improving the long-term quality of life of employees. Jim Hagedorn is known for his determination and commonsense policies incentivizing his employees. Jims decisions are based on the harsh reality that our workforce apparently lacks the basic self-discipline to control its caloric intake and exercise every week. Scott made significant investment in improving employee health. These include free doctor care, access to a low cost fitness facility, access to dieticians, free generic prescription drugs, and of course, free smoking cessation programs. Scotts Miracle-Gro is a great example of a company that has gotten workplace-wellness programs right. Jim is also credited with some controversial initiatives, like asking for detailed medical histories of employees, and potentially firing an employee who failed to stop smoking. Scotts is in the vanguard of companies seeking to monitor and change employee behavior. Jim was able to motivate and influence employee behaviors at Scotts and demonstrated true emotional intelligence He had the right mix of all the El components selfawareness, self-regulation, motivation, empathy, social awareness and managing relationships. He was self-aware of the potential health dangers from obesity, smoking and diabetes. He lost his mother to lung cancer and instantly gave up smoking after realizing the grave consequences of smoking. He was able to cut medical costs, persuade employees to take better care of themselves without killing morale and spawning lawsuits. Jim employed various El styles as he tried to change employee behaviors. He underst the reasons behind rising health care costs and took the bold step ot dictating the personal habits of those lesser than himself. Jim knew the complexity of the issue and he was always probing, sensing and responding to build the dynamic capabilities amongst employees. In relation complexity leadership theory, I see adaptive, administrative and enabling functions on the part of Jim to introduce this disruptive innovation of employee wellness program, a business model innovation to lower healthcare costs. When Scotts doubled what workers paid for health insurance. Morale plummeted, and Hagedorn knew he had to do a better Job selling the hike. He applied affiliative style and held straight talk sessions with employees to heal the rift and explain them what he was up against the rising health costs climbing at a double-digit rate. He laces his sermons with salty language and unvarnished commentary. Jim sought legal and HR expertise when he wanted to ban smoking and go after obesity. To achieve these aims, he proposed launching the kind of companywide intervention that families use to help an addicted relative. His wellness programs had Big Brother overtones. But he was adamant about bringing down health costs? even if it means being authoritarian. If people managedecisions. com/ blogncat=7 Page 6 of 18 understand the facts and still choose to smoke, its suicidal, he says. And we cant encourage suicidal behavior. He acted as a commanding leader to enforce new policies and fire people who did not give up smoking. His instructed key executives to sell his initiatives and ready the employees for desired outcome. His visionary style coupled with coaching restored integrity, confidence and trust with employees. To motivate people, he incentivized employees for healthy outcomes and emerged as a pace-setting leader. As a democratic leader, Jim valued inputs and commitment through employee participation at quarterly meetings. Jim has been highly successful in Getting employees involved Scotts wellness program began with CEO Jim Hagedorns honest and straight-forward approach with his employees. Hagedorn wanted employees to know what he was up against. Using a PowerPoint presentation, he showed that his annual health-care bill had soared 42% since 1999, to $20 million, which amounted to 20% of the companys net profits n 2003. Getting employees policed Enforcing workplace programs especially related to such personal matters as smoking and eating is always a tricky issue, but Hagedorn, a former F-16 pilot was not one to be discouraged. Hiring a third-party firm to prevent managers from discriminating against subordinates, he managed to institute a smoking ban with the understanding that If people understand the facts and still choose to smoke, its suicidal, he says. And we cant encourage suicidal behavior. choose to smoke, its suicidal, ne says. And we cant encourage suicidal behavior. Getting employees the resources Well, talk about fitness is cheap, but Hagedorn puts his money where his health is: During one of Hagedorns straight-talk sessions, workers told him a company gym would make wellness easier to swallow. Done, Hagedorn s aid. But his vision went far beyond installing some StairMasters and throwing up health pointers on the Scotts intranet. Hagedorn built a soup-to-nuts medical and fitness center across the street from headquarters. Operated by Whole Health, the 24,000-square-foot facility cost $5 million and can meet pretty much any health-related need an employee ight have, including a drive-thru for free prescription drugs. When employers dont stop at Just making recommendations, but go that extra step to actually provide a convenient, usable service, everyone benefits. Get employees accountable Of course, you can provide the world of benefits to employees, but that benefit is only going to be as good as its usage. This is why: Scotts employees are now urged to take exhaustive health-risk assessments. Those who balk pay $40 a month more in premiums. Using data-mining software, Whole Health analysts scour the physical, mental, and family health histories of nearly every mployee and cross-reference that information with insurance-claims data. Health coaches identify which employees are at moderate to high risk. All of them are assigned a health coach who draws up an action plan. Those who dont comply pay $67 a month on top of the $40. We tried carrots, says Benefits Chief Pam Kuryla. Carrots didnt work. Its time people realize that their habits dont affect Just themselves but others too. Getting employees motivated (and rewarded! ) Often Hagedorn will walk around motivating people and making sure people are on the right track. He walks around campus Joking, slapping guts, and exhorting people o work out. And with rewards aplenty for good behavior general wellness at Scotts is only going one way up: Page 7 of 18 The nudging begets peer pressure. Gym rats earn special pins they display on ID badge lanyards; these have become a coveted status object. Competition for trips to Hawaii, free massages and facials, and other cash and prizes is fierce. One group of employees started having lunch together every day to keep each other from peeling out of the parking lot for a smoke. Doughnuts have disappeared. The message is: If youre not trying to do something to make yourself better, then youre going to pay ore, Getting employees results The best part of any program is seeing the results right before your eyes and employees ot Scotts are luck to be able to do so: So tar, the company says, more than 70% of headquarters staff belongs to the fitness center. The smoking-cessation program has already had a 30% success rate. The wellness program, which costs $4 million a year to run, is a financial drain. But the company expects it to pay for itself in three to four years. The Challenges from Tough Decisions The wellness initiatives raise some controversial questions One is that people could tart blaming unhealthy colleagues for helping push up premiums. Then there are the privacy and discrimination issues: How far should managers intrude into employees lives? Scotts has so far been able to avoid getting entangled in any legal issues and employees have whole heartedly supported the medical assessments keeping in faith the privacy safeguards. Some of the initiatives he introduced include: Opening a $5 million fitness and medical center at companys Marysville headquarters. The clinic employs two full-time doctors, five nurses, a dietician, counselor, and two physical therapists. Mandatory health assessment, have it evaluated by medical professionals and then follow recommendations to improve their health. Enforce higher premiums on employees who choose not to take the survey and those who dont follow the recommendations Force employees not to smoke ? even off the clock. Access to medical center for doctor consultation, personal and prescription drugs. Offer discounts on health-care premiums, free weight-loss and smoking-cessation programs, gratis gym memberships, counseling for emotional problems, and prizes like vacations or points that can be redeemed for gift cards. Use data-mining oftware, Whole Health analysts scour the physical, mental, and family health histories of nearly every employee and cross-reference that information with insurance-claims data. The wellness efforts of Jim Hagedorn have paid off, employees fiercely compete for corporate rewards instituted for following healthy habits. So far, the company says, more than 70% of headquarters staff belongs to the fitness center. The smoking-cessation program has already had a 30% success rate. The wellness program, which costs $4 million a year to run, is a financial drain. But the company expects it to pay for itself in three to four years. Other large companies have seen a 3-to-l return on investment in their wellness programs. The workplace is an ideal place to have a great impact on healthcare costs. First, they become aware of their personal physical problems, learn how to improve those problems and have support during their personal program. Then, the fiscal health of the company is improved when the health of each employee is improved; thus, the company is enabled to continue providing Jobs for its employees. Wellness programs are a win-win solution for employees, employers and our countrys economy. Thu 22 Apr 2010

The History of Erie Canal

The History of Erie Canal During the late eighteenth and early nineteenth centuries, the new nation known as the United States of America began to develop plans to improve transportation into the interior and beyond the great physical barrier of the Appalachian Mountains. A major goal was to link Lake Erie and the other Great Lakes with the Atlantic Coast through a canal. The Erie Canal, completed on October 25, 1825 improved transportation and helped populate the interior of the U.S. The Route Many surveys and proposals were developed to build a canal but it was ultimately a survey performed in 1816 that established the route of the Erie Canal. The Erie Canal would connect to the port of New York City by beginning at the Hudson river near Troy, New York. The Hudson River flows into New York Bay and past the west side of Manhattan in New York City. From Troy, the canal would flow to Rome (New York) and then through Syracuse and Rochester to Buffalo, located on the northeast coast of Lake Erie. Funding Once the route and plans for the Erie Canal were established, it was time to obtain funds. The United States Congress easily approved a bill to provide funding for what was then known as the Great Western Canal, but President James Monroe found the idea unconstitutional and vetoed it. Therefore, the New York State legislature took the matter into its own hands and approved state funding for the canal in 1816, with tolls to pay back the state treasury for upon completion. New York City Mayor DeWitt Clinton was a major proponent of a canal and supported efforts for its construction. In 1817 he fortuitously become governor of the state and was able to thus oversee aspects of the canal construction, which later became known as Clintons Ditch by some. Construction Begins On July 4, 1817, construction of the Erie Canal began in Rome, New York. The first segment of the canal would proceed east from Rome to the Hudson River. Many canal contractors were simply wealthy farmers along the canal route, contracted to construct their own tiny portion of the canal. Thousands of British, German, and Irish immigrants provided the muscle for the Erie Canal, which had to be dug with shovels and horse power - without the use of todays heavy earth moving equipment. The 80 cents to one dollar a day that laborers were paid was often three times the amount laborers could earn in their home countries. The Erie Canal Is Completed On October 25, 1825, the entire length of the Erie Canal was complete. The canal consisted of 85 locks to manage a 500 foot (150 meter) rise in elevation from the Hudson River to Buffalo. The canal was 363 miles (584 kilometers) long, 40 feet (12 m) wide, and 4 feet deep (1.2 m). Overhead aqueducts were used to allow streams to cross the canal. Reduced Shipping Costs The Erie Canal cost $7 million dollars to build but reduced shipping costs significantly. Before the canal, the cost to ship one ton of goods from Buffalo to New York City cost $100. After the canal, the same ton could be shipped for a mere $10. The ease of trade prompted migration and the development of farms throughout the Great Lakes and Upper Midwest. Farm fresh produce could be shipped to the growing metropolitan areas of the East and consumer goods could be shipped west. Before 1825, more than 85% of the population of New York State lived in rural villages of less than 3,000 people. With the opening of the Erie Canal, the urban to rural ratio began to change dramatically. Goods and people were transported quickly along the canal - freight sped along the canal at about 55 miles per 24 hour period, but express passenger service moved through at 100 miles per 24 hour period, so a trip from New York City to Buffalo via the Erie Canal would only have taken about four days. Expansion In 1862, the Erie Canal was widened to 70 feet and deepened to 7 feet (2.1 m). Once the tolls on the canal had paid for its construction in 1882, they were eliminated. After the opening of the Erie Canal, additional canals were constructed to connect the Erie Canal to Lake Champlain, Lake Ontario, and the Finger Lakes. The Erie Canal and its neighbors became known as the New York State Canal System. Now, the canals are primarily used for pleasure boating - bike paths, trails, and recreational marinas line the canal today. The development of the railroad in the 19th century and the automobile in the 20th century sealed the fate of the Erie Canal.

The call to good conduct in Christ Research Paper

The call to good conduct in Christ - Research Paper Example As a scholar in the making, it is imperative that I take a standpoint on the debate at hand, by postulating that the answer to the argument entails both elements of a yes and a no. First, by referring to the ways and thinking of the Gentiles as being darkened in understanding St. Paul means that the Gentiles lost consciousness of the presence of the true God. This can be explained by the fact that God in Genesis 12 had chosen the nation of Israel as an instrument of His revelation to the world and thereby handed the Law, the Scripture, religious traditions and above all Jesus the Christ through Israel. As such, unlike the gentiles who had no uniform source of specific and divine revelation of the true God, Israel had a covenant which consisted of the law and the prophets. In the Law there was the (old) covenant, the sacrificial system, circumcision on the eighth day of a male child’s life, the kosher law, law on dressings and law which governed man-man relations and man-God co ntacts. Besides these, the Jew had been blessed with the prophets who called them to repentance, reproved them, exhorted them, and gave them divine oracles concerning God’s will at a specific time. ... Biblically, deadness does not denote inexistence, it means separation. Thus, the loss of the consciousness of God is spiritual death and the effect is a life that is fashioned by the will of the natural man. The natural man is dictated by debase passions and extremes such as lust, anger, lasciviousness, idolatry, strife dissensions, simulations, fornication, and debauchery, because his mind is focused on natural things, yet these vices are natural. It is the life by the will of the natural man that is scripturally referred to as the works of the flesh. It is these works of the flesh that are spoken against as having the potency to inhibit entrance into eternal life; while life after the natural life is referred to as enmity with God – not the ethno-cultural values that a given gentile community may be living by. According to Dunn (2006), it is also not proper to assume that in Ephesians 4: 17-25 an interest to standard conduct on the part of God is shown. The fact that God is not interested in behavioral uniformity is a matter that is well underscored by the events and outcome of the Jerusalem Council in 50 AD. The Council of Jerusalem comes against a backdrop of a heated and gradual disagreement between Apostle Paul and members of the Pharisees who had converted to Christianity. These Pharisees wanted the gentile Christians to subject themselves to the ceremonial laws of Moses, much to St. Paul’s disagreement. The matter raised enough controversy to elicit a strong public rebuke from Paul to Peter, in the Gentile Church in Antioch (Galatians 2:11-14). Upon the matter being taken to Jerusalem for a uniform decision by the 12 apostles, it was decided that it

'Aspects of contact and negligence for business'-subject Assignment

'Aspects of contact and negligence for business'-subject - Assignment Example If any of these elements is missing, the agreement cannot be treated as a valid contract. The first element of a valid contract is an offer, which is an expression of the willingness of a party to enter into a contract and intends to be bound if the offer is accepted. The offer should include terms, which are certain and be communicated to the offeree (Bayern, n.d.). An offer should be distinguished from an invitation to treat. An invitation to treat is a declaration to enter into negotiations and cannot be accepted in the formation of a contract. They form part of preliminary negotiations and cannot be deemed an offer. The court in Harvey v Facey (1839) held that an invitation to treat is an indication by the owner that they are interested in selling an item. An offer remains open until the specified time expires or is accepted. Where there is no time limit, it is deemed to have expired after a reasonable time as passed. Death or insanity of either party terminates an offer. It can also cease to exist if it is expressly or by conduct demonstrate d that it no longer exis ts. If an offer is made to the general public, it can only be terminated by communicating through the same channel the offer was made. An offer can be rejected by the offeror or with a counter offer (Bix, 2012). In Hyde v Wrench (1840), the court held that a counter offer kills the original offer and the initial offer cannot be accepted at a future time. In Smith v Hughes (1871), the court pointed out that in determining whether there is a valid offer, the parties’ intentions are not important but rather how a reasonable person would consider the situation. The second element of a valid contract is acceptance, which is an expression of agreeing to the terms of the offer. An acceptance can only be valid if the party agreeing to it is aware of the existence of an offer. It must also be unconditional, clear and mirror the terms of the offer. Acceptance becomes

Desire2learn (D2L) Essay Example | Topics and Well Written Essays - 500 words - 1

Desire2learn (D2L) - Essay Example Review existing reports for corresponding areas or interview the appropriate personnel to determine if a report still justifies the reporting needs. The team will organize the effort of identifying future reporting requirement after the analysis is concluded. The team will also determine the best reporting tool(s) for the institutions needs. The objective of Systems Education/Training is to provide the appropriate training to enable the implementation teams to understand features, functions, processes and setups so that these personnel can design the future management solution. During the configuration stage, the solution is implemented in the testing environment as per the solution design documents. Baseline applications are set up, working rules are established, data inserting rules are defined, and test data is entered. In the development stages different tests are conducted. Results are matched with the expected ones. The system configuration phase includes the drafting of policies, procedures, and user manuals since testing will judge the reliability and functionality of the entire application. The data migration process is one of the most difficult implementation tasks and it is a critical step towards the successful implementation. For successful execution of the migration task the institution will. The main objective of an end-user training program is to facilitate the institution to transfer information about the new system in a way that is easily understood and quickly absorbed by the target groups. The Team Leader will develop training guides and will be responsible for conducting the training. During the deployment processes, the applications are set up and configured in the production mode, software changes are migrated into production environment, and full converted data sets are loaded. Institution is ready to use the newly installed Learning Management System, Desire2Learn (Reiss,

Capital Punishment Essay Example | Topics and Well Written Essays - 1000 words

Capital Punishment - Essay Example The Magisterium is the means of educating people or individuals about the Divine truths written within the Sacred Scriptures which is the divine Word of God. The Magisterium is associated with the Sacred Tradition and is regarded as the â€Å"unwritten truths† about faith and morals which can normally be expressed by the faithful in words. However, the Sacred Tradition cannot be actually based on any written or spoken words – so they are referred to as the unwritten truths that are usually used in the administration of the Magisterium; where teachings from the Sacred Scriptures are done (Conte). The last aspect often linked to the matter of capital punishment or the death penalty is Human Reason. Human reason is what separates a person from lower forms of animals because human beings possess a level of intelligence that motivates them to discover and explain salient issues, which eventually leads to the understanding of important matters. Although such characteristics a re often restricted when it comes to expressing opinions regarding religious views and truths (wordiQ.com). Capital punishment has always been debated upon but those who are for and against its imposition on individuals who have committed unspeakable crimes like murder and rape. The grounds of the arguments are often centered on the Holy Bible which contains the Sacred Scriptures, and the life and teachings of Jesus Christ. Since the Sacred Scriptures are the basis of performing the Magisterium and discussing the Sacred Tradition it can be said that the Holy Bible as a whole is a reliable source for the Church to tolerate the capital punishment meted out by any State or government for dreadful crimes. Since Church leaders are normally bound to adhere to the Sacred Scriptures and Sacred Traditions. Accordingly, the Magisterium has never expressly supported the idea of abolishing capital punishment, but neither does it specify in any way that using it is necessarily required and shoul d only be implemented rarely because respect for all human life is a must. This means that even the most hardened criminal whom we see as lower than any animal must be given human dignity despite his or her deeds; and should be given the chance to repent and turn over a new leaf (Pope). In support of the foregoing, the teachings of Jesus Christ and His way of life, as also portrayed in the Holy Bible contradicts the toleration of killing or taking away of life in exchange for serious offenses. This is likewise stated in the Sixth Commandment which states that â€Å"thou shall not kill†, which is the foundation of argument for those who are against capital punishment. In light of this the Magisterium makes it clear that capital punishment should only be implemented or equated to the crimes committed; and that the State or the government â€Å"does not act on its own authority but as an agent of God – who gives and takes away life† as per the Sacred Scripture. Rel evant to this issue, Dulles presents the four goals of why punishment is in place for identified crimes committed against a person and the society in general, which are as follows: rehabilitation, defense against the criminal, deterrence and retribution. The first objective of punishment is rehabilitation. In order for somebody to recuperate or recover from a serious misdeed, he or she must be given the chan

CORPORATE RISK MANAGEMENT Essay Example | Topics and Well Written Essays - 1000 words

CORPORATE RISK MANAGEMENT - Essay Example Companies incur a substantial amount of cost in the management of the risks (Ridley & Channing, 1999). Companies hire experts in order to mitigate the risks associated with its operations. The amount of risk to be mitigated varies from company to company and operation to operation. The dependency is related with the intensity of the risk as the risk shall be high when it affects the company’s operation at maximum (Agrawal, 2009). Although the risk is attached with every operation of the company but there are some certain areas in which the concern of the risk is substantial and companies’ need to focus more upon those. The costs associated with risk management is dependent upon both, the intensity of the risk and the value of that risk. The intensity and value tend to differ in every operation and every company. Some companies are more concerned about stock out than other whereas some companies are more concern about the halt in the company’s operations. The mana gement of risk is carried out with utmost focus and importance when an investment is to be made. A decision to choose from many investments is to be made and usually the investment associated with least risk is preferred over others. The basic goal of a company is the maximizing the wealth of its shareholders. A companies manages all risk in such a manner that the company is not derailed from its progress towards its goals. For the pharmaceutical companies the intensity attached with the risk of the new drug is much intense as it has many implications of the respective legislations (Ncbi.nlm.nih.gov, 2013). The high intensity of risk demands high risk management as in the failure of managing the risk shall be leading to the closure of the company. Pharmaceutical companies have more risk intensity than that of other companies as the products of the company is medications and thus greater restrictions and regulations are applied to them (Brown & Mannan, 2004).  . Costs in risk manag ement are both qualitative and quantitative as per the objectives of the company. Companies hire expert in management and they evaluate the procedures and the risks involved in it and thus have to incur costs as in terms of salaries of the hired experts. The companies incur cost as direct salaries but the time that is consumed in the process is the cost that the company bear in terms of lateness in the selection criteria as the time value of money is considered to be deteriorating. In short term this cost is of intense importance as the time is short as when the selection is done and the company has to over go with the selected option and carry out the procedures. Whereas in the long run the cost of delaying as because of the time taken in the appraisals and selection is considered important as well where the deteriorating value of money is considered over the time (Jorda?o & Sousa, 2010). Risk management is concerned with the measurement of the risk and the intensity of the risk wh ich is a time consuming method (Krause, 2006). The returns upon the project risk is associated with the market rate of return. The comparison between the two is done in order to appraise the project. There are high probabilities in certain cases where the company sees the project feasible as less risky and afterwards due to the