Handle Information in Social Care Essay

The data protection act has been put in place to protect employees against the misuse of personal data, personal information will be stored in a file and may only be disclosed by law outside the company with the employees written consent , or where there is any danger to the employees health. It is important the company has a secure system to record and store information so that they can contact the employee , or in case of an emergency contact the next of kin . It is important to keep information up to date and accurate and correct any data straight away , and review personal data regularly to ensure all data is kept up to date Employees can receive a print on an annually basis to be sure that all their information is correct . All employees have the right to ask the employees to arrange for them to read all the personal data that is held for them because all employees have the right to access their personal data . Employees that have access to personal data must strictly go along with the policy and if these policies and procedures are not complied with it may be result in disciplinary action being taken against themselves. Any concerns that the employee may have over the recordings it must be brought to the attention of their employer straight away and should be dealt with accordingly . It is very important that data protection has been put in place to protect information on you service users and the information held should only be given out to the relevant people etc family and doctor . the information should be kept up to date to keep the information accurate . The care plan diary should be kept in a safe place due to the personal information it holds

General Information and Cure for Alzheimer’s Disease

This research paper in general provides various details about the Alzheimer’s disease. The various symptoms and the various methods used to detect this disease. It also provides in general information about the methods that are used to cure the disease. Some of the natural techniques used to cure it. The various social and physiological issue faced by people suffering from this disease. Introduction Alzheimer's disease is an irreversible brain disorder which has no cure.This disease affects its victims slowly over a period of time and leaves them with no or very little control of their mind. Some of the affects of Alzheimer's disease are partial or total memory loss, they are not in control of their mind to make judgments, it leads to personality changes in the affected person and many a times they loose their control over their language skills. Alzheimer’s disease is one of the disease that affect its patients over a long span of time and with out a warning.The symptom s of Alzheimer’s disease are very similar to that of old age and are many times misinterpreted as old age and by the time people realize the actual problem it is too late. Some of the most common and early signs of Alzheimer’s disease is the loss of short term memory and this is one of the ignored by many and slowly and steadily becomes worse over a period of time. There are a number of organizations that have been started to find a cure for the disease and also to help the victims cope with the stigma faced by them in the general public.One of the major organizations started to help this cause is the Alzheimer's Disease Research (ADR) which was established way back in 1985 to provide funds to organizations performing research on Alzheimer's disease and also to educate the general public about the disease and raise awareness about the same. Alzheimer’s disease Alzheimer's disease was first detected by a German physiotherapist way back in 1901 when a patient was brought to him by her husband as he was not able to take care of her due to her ever diminishing mental health.He noticed that the patient was suffering from short term memory loss and cloud not remember a thing. He continued research on these symptoms for the next 5 years and presented the same at the 37th Assembly of Southwest German Psychiatrists. The name Alzheimer's disease became popular after it was written about by Emil Kraepelin in his book called â€Å"Textbook for Students and Doctors†. However in the whole 20th century this disease was assumed to affect only the people who were of age 60 and above.However in early 1980s it was realized that this disease could affect anyone in any age group and the name Alzheimer's disease was used to refer to all the patients who were contacted with this disease (Alzheimer’s Research Foundation). Alzheimer's disease stops the normal functioning of the brains and reduces its capabilities to perform normal everyday activities . The disease grows over a span of time and the affected persons control over his brain lessens as time passes. Alzheimer's disease is an irreversible disease which has no found cure.The person who is contacted with this has no or very little control his brain and is not able to think and understand things correctly. The patient many have short term memory loss and may forget his name and many a times it has been noted that the patient will walk away from home and wander around not knowing what is to be done. The first sign of Alzheimer's disease is the loss of short term memory. This is a sign which is ignored by many as a sign of old age and by the time one realizes the issue it is too late.Over a span of time the person looses his thinking abilities and finally it leads to a change in the personality of the person suffering from Alzheimer's disease. In the last stage the person become fully dependent on others for his day to day activity and has to be kept under supervision at al l times. The person may get infected by an infection which may eventually lead to his death. It is said that usually people over the age of 65 are contracted with this disease however one can come in contact with Alzheimer's disease at any age.However age is the key factor for people who suffer from this disease as it ahs been noted that the chances of a person having this disease increase as the person grows older (Wikipedia). Some of the common symptoms of Alzheimer's disease are as follows; Short term Memory loss (Cohen): There are a number of symptoms that will be noticed in a person who is suffering Alzheimer's disease, however the most common and one of the symptoms that can be noticed in all the patients is the loss of short term memory.All the patients suffering from Alzheimer's disease loose there short term memory and are known to become forgetful. Short term memory loss is considered to be one of the key symptoms of Alzheimer's disease. However many time patients avoid te lling this fact to people around them and are know to smartly hide this issue. This is done by them to avoid being made fun by their family members and friends. Confusion and Wandering: Memory loss is followed by problems related to confusion where the affected person finds it difficult to perform even their everyday work properly.They find it difficult to perform some easy everyday work like cooking, eating etc very difficult to do. It becomes very difficlut for them to remember the name of people and places. It worsens to such an extent that they forget the names of their own children and grandchildren. This further worsens and the patient looses track of direction and finds it difficult to find his way around the house and many a times once he goes away from the house, does not know the way back home and is then referred to as a wanderer.In the beinging the affected person will not realize the problem and as time passes things will worsen and the person will find it very difficul t to find his way back home. Personal Care: The personal hygiene of the person suffering from Alzheimer's disease will deteriorate over the span of time. A person who would really take care of his hygiene will start ignoring it. The person will not want to have bath or brush his hair everyday, will forget to brush their teeth etc.Many times the person will start having a weird sense of dressing and will start wearing inappropriate dressing. In this stage a personal care taker will be needed to take care of the everyday work of the person and the patient will require constant help in doing their everyday activities. Mood Swings: A patient suffering from Alzheimer's disease will have massive mood swings and the person will behave differently on a day to day basis. There will also be sudden and quick changes in the person; they might start laughing when they would have been crying only a minute back.They might even start having fights and arguments with themselves or a non living objec t like the floor or even the television. They will start fighting with anyone around and will always be restless. They might even start talking to themselves and mumbling. Sundowner Syndrome: During the stage when the person starts having mood swings, he also starts suffering from the Sundowner Syndrome where the sunset has a very bad affect on the patients brain and the person becomes every restless and becomes over active during the night and early morning hours (Richter & Richter).Diagnosis (Alzheimer's Disease): The diagnosis of a person Alzheimer's Disease is a long and lengthy process and is based on the observations made by the physician over a period of time. A series of tests to check the memory of the person are done over a period of weeks or months to asses the condition. The physician performs number of other tests too to rule out any other disease that the person might be facing. This is done only to check for the symptoms of other diseases, as no clinical test has been proven to diagnose Alzheimer's Disease completely.All the diagnosis is based on the experience and knowledge of a physician who specializes in memory related disorders. The only guaranteed way to detect the Alzheimer's Disease is to do a micro scopic examination of the tissues of the brain. Causes of Alzheimer's Disease (Cohen): There are a number for theories have been formed about the causes that lead to Alzheimer's Disease, many of these have been accepted universally and on some of the other theories research is still on.Some of the causes of Alzheimer's disease are as follow (Richter & Richter)s: Bacterial Infection: Bacterial infection is considered to be one of the major causes of Alzheimer's Disease. Chlamydia Pneumoniae is a virus that usually affect the lungs, nose and sinusus of the infected, however it has been noted that this virus is very prominentnt in the brains of people suffering from Alzheimer's Disease. In a research doen recently seventeen out of ninteen patien ts suffering from Alzheimer's Disease had the virus in their brains.Brain Damage or Head Injury: The chances of a person having Alzheimer's Disease become very high after a person has an head injury. The trauma that the brain has when a person has a head injury leaves traces of amyloid which is know to cause Alzheimer's Disease. Age Factor: Another major factor that increases the risk of Alzheimer's disease is the age of the person. It is said that the chances of Alzheimer's disease occurring increases after the age of 65 and every 5 years after that the risk increases by about 5 percent.Genetic Cause: It has not been scientifically proven that Alzheimer's Disease is a genetic disorder and people who have family memebers suffering from the diesease have a high risk of having the disease. However it has also been proven that genetic factors only increase the risk of Alzheimer's disease. Environmental Causes: There is also an argument about how high levels of aluminum in the environme nt increases the risk of Alzheimer's disease, however there is not scientific proof of this actually being a cause.Some of the steps to be taken to reduce the risk of Alzheimer's disease are as follows; Intellectual Stimulation: One of good ways to reduce the risks of Alzheimer's disease is by doing metal exercise and doing things that requires one to work their brain. This helps in keeping the brain healthy and in good shape. Regular exercise: Another good way to reduce the risk of Alzheimer's disease is by doing regular physical exercise. This helps reduces the amount of cholesterol in the body and also reduces the fat. This reduces the risk of Alzheimer's disease.Healthy Diet: The risk of Alzheimer's disease can be reduced by having food that is rich in vitamins and proteins. Also reducing the intake of fat also helps in reducing the risk of Alzheimer's disease. Lowering Cholesterol Levels: Reducing the levels of cholesterol in the blood also helps in reducing the chances of a pe rson having the disease. Many clinical trails are also on to check the risk factor. There is another study that has found that compounds found in marijuana known as cannabinoids helps in preventing Alzheimer's disease.However they have not been able to prove it for a fact or replicate the same. Some of the important facts about Alzheimer's disease are as follows (Alzheimer’s Research Foundation); 1. Over a 100 billion dollars are spent a year to do research and to find a cure for the disease. 2. Around 24 million people around the world suffer from Alzheimer's disease. 3. Around 5 million Americans are suffering from Alzheimer's disease. 4. It is estimated that over 81 million people around the world will be suffering from Alzheimer's disease by 2020.Conclusion It can be clearly understood the gravity of the disease and the problems faced by a person suffering from the disease. It is very important for a person to lead a healthy life and be careful if they have Alzheimer's di sease in their family as there are chances that they may have the disease themselves. It is also necessary that one does not ignore the symptoms of short term memory loss as this can be the beginning of the disease and if found at the right stage it is possible to slow down the process of it damaging your brain.Research is on to find out a cure for the disease and reduce the risks the disease. References Alzheimer’s Research Foundation. (n. d. ). Retrieved from http://www. alzinfo. org/alzheimers-disease-information. asp? mtc=google&kwd=alzheimer's_disease&gclid=CIuZgcqL34sCFQIFEAodcyncXg Alzheimer's Disease. (n. d. ). Retrieved from Wikipedia: http://en. wikipedia. org/wiki/Alzheimer's_disease#History Cohen, E. Alzheimer's Disease. Richter, W. R. , & Richter, B. Z. Alzheimer's Disease.

JCS Technology Essay

I. Introduction JCS Technology is a small IT company that is owned by Steve Puzder. Steve employs ten employees of which six are full time, two are part time, and two are contractors. JCS Technology has been in business for 5 years. All the employees have been with JCS Technology for 5 years. The six full time employees are paid an hourly rate along with completion bonuses, the part time employees are paid an hourly rate, and the contractors are paid per job along with completion bonuses. JCS Technology has a small office and most of the work is done outside of the office. There is one full time person in the office all the rest of the employees work 95% of their time outside the office. Employees are paid every week with monthly bonuses. The IT field is always changing therefore JCS Technology offers education reimbursement which also includes any tests that need to be taken to get certifications that will keep the employees up to date in their skills. Each employee has a company issued laptop and cell phone. Flex scheduling is also offered along with one week paid vacation. We are going to look at adding paid mileage as most employees have to travel to get to the job site and the job site can change more than once a day. We will also look at medical care as we don’t know what is going to happen with Obama Care. Then lastly we are going to look at a 401k. All of JCS Technology’s employees are fairly young so we are going to see what it is going to take to make this company grow as they grow. I. Statement of Issues JCS Technology is a very small and young company which does not have a very high profit margin. Along with being a young company the employees are also young and all single males. With only ten employees and six of them are full-time Steve has not researched a benefit package other than the things that are needed to perform the tasks to complete their job. After looking at three other small IT companies JCS Technology seems to offer about the same benefits as his competitors. I did find that most IT companies do offer some type of car allowance as there is a lot of travel time. I did a survey of all the employees that Steve employs and found that there are some benefits that the employees would like to see and others that are not of immediate concern. I asked the employees to rank a group of benefits in order of importance to them. These benefits include more vacation time, flex scheduling, car allowance, health care, bonuses, and a retirement plan. II. Literature Review There is a wide range of benefits that may be offered such as educational, family, lifestyle, recreational, retirement, savings, and transportation. Other benefits that are mandatory are Social Security, Medicare, unemployment insurance, worker’s compensation, COBRA, and FMLA. Benefits are incentives to attract and keep good employees and are also a way of meeting the needs and wants of employees. Another role of benefits is to provide income protection to workers lacking income. Five principal types of income protection delivered by benefits are: (1) disability income replacement, (2) medical expense reimbursement, (3) retirement income replacement, (4) involuntary unemployment income replacement, and (5) replacement income for survivors. (Dave Mote, 2011) Many consumers make random choices, follow the advice of others, or pick a plan that may include a particular medical group. A survey was conducted of 1,800 enrollees and patient in Iowa. It was conducted by the Health Institute at the New England Medical Center Hospitals, Boston, with a grant from the John A. Hartford Foundation. None of the plans received excellent ratings.†I think we’re headed toward more consumer choice among competing health plans, and the choice will be largely determined by survey results such as this one,† says Paul Pietzsch, HPCI president. Blue Cross and Blue Shield of Iowa are reviewing the study and would like participate in another study but would like to revise some of the questions. [ (Bergman, 1993) ] Do consumer-driven health care plans offer a more affordable health care plan? Myth has it that CDH plans do not reduce the costs but rather shifts them. Data found that there was almost a 14% difference in favor of the CDH plans he study also showed that CDH plans do not â€Å"cherry pick† the youngest, healthiest, and richest. The data also shows that enrollment in CDH covers healthy along with chronically ill. It also looked at two chronic conditions and showed that the medical costs tend to less for customers of a CDH plan. [ (Reindl, 2010) ] III. Issue Analysis JCS Technology is a small company that does not offer any health care plans. Steve feels that he is a small company and cannot afford offer this type of benefit. With Obama care in the near future we looked at if heath care is something that can be offered now or in the near future. Right now the tax credit is 35 percent of the cost that a company paid premiums that increasing to 50 percent in 2014. After interviewing the six full time employees of JCS Technology I found that health care is not a major concern of the men right now. Bob, Joe, and Sam being the oldest of the group stated that they would like to have some type of retirement plan verses health care. Jesse, Cody, and Richard being the youngest of the group stated that they would like more vacation time. Over half the guys said they would like a fitness program. All of the employees stated that they would like a car allowance as there is a lot of travel time involved in their jobs. IV. Issue Analysis We are going to look into maybe offering AFLAC in the place of health care coverage right now. The employees are being paid a modest pay for the size of the company, but the men have expressed that they are not really sure about pay anything towards health care at this time. We have time before Obama care goes into effect so the men will begin to look more heavily at heath care next year maybe in place of the bonuses that they are getting right now. Since all the employees have been with the company for five years we will look at adding one more week of vacation also we may also give the men an opportunity to buy extra vacation days. We are going to look at the gas mileage that each of the employees are getting with their car and look at getting a company gas card for the crew to use. If the gas mileage is low on average then we will figure out a fair amount to pay per mile that each employee drives on monthly bases. Next we are going to look into a fitness program for the employees. Since all the employees are young and male we are going to hire a nutritionist and add a quit smoking program. We are going to check the local recreation center and the local gyms to get the best offer for memberships for all the employees this will also include the part-time employees. V Issue Solutions After some research we have found that there is wide range of health care programs. Rather than try to set up a company program we looked at individual plans. The plans run from 93 dollars a month for a very high deductable ($10,000) to $610 a month for a low deductable. The men are young and healthy, but are on the road for about 30% of their time. It would be nice if the men had a health care plan just in case but do we offer the high deductable with the company paying the premium or offer a lower deductable with the employees paying part of the premium. When questioning the men they did not want to give up any pay to get better health benefits. If the company stops the bonus program then there is room for some health care. If we stop the bonus program the men will be up-set as each one of them as expressed that they do not want to give up any money for health care. Bob, Jesse, Richard, and Cody said that they would really like a fitness program, Frank, Sam, Terry, and Jack said that they would like a car allowance of some kind. All the men expect for Richard and Bob would like more vacation time. None of the men are interested in a retirement plan. Five of the men smoke and only two would like to quit. With little impact to the bottom line we can add a fitness program. For the men that wish to quit smoking we are going to offer them and incentive to reward them upon them completing one year of non-smoking. VI Solution and its Implementation I have found it hard to work out a plan that all the men would be happy with. With an annual salary of $50,000 plus a year the men are quite happy the way things are as far as their salary goes. As of January 1, 2012 the company will no longer be offering completion bonuses which will equal to about $5,000 a year. Each man will be offered a yearly membership to the gym of their choice. The men that smoke will be offered help to quit smoking. We have decide that if the men are interested in a health care plan that they can get one on their own and the company will pay 50% of the premium up to $3,000 a year. Each of the men will be given a $100 a month gas allowance as we found that each person drives about 500 miles a month. Those employees that choose not to get health insurance the company will reimburse 50% of their car insurance as a replacement. We have decided not to add any more paid vacation time at this present time but we are going to offer a buy vacation time: each employee will be able to buy three vacation days at the rate of $50 per pay period. The men are giving up a little when it comes to the bonus that they will not longer receive but Steve and I feel that we have come up with a plan that everyone can live with. VII Justification Steve really wanted to try and offer his men the best things that he could and things that would make a difference to each one of the men. The men that work for Steve are like family to him and he tries to make his company one that each man can take pride in working for. We fell that we took what each person had to say and applied it to the decisions that we made. The men really did not want to give up any cash that they were making but we think that what we are offering will make up any money that we may have taken away. We looked to see what the changes would cost the company and the benefits to each the company and the employees and feel that we did the best for everyone. VIII Reflection Meeting with Steve and his employees was very enjoyable. I have not had the chance to meet with a company and discuss things that could change a year or more of a person’s life. The thought of making life changing decisions for someone else is pretty scary. You try to make everyone happy but you can’t you have to make the best decisions for the company. If you make the wrong choices for the company it could be devastating. I have learned that it would be wonderful if you could please everyone which for a small company like the one that I looked at it may be possible but not probable. Large companies have to look at the bottom line where I think that some smaller companies may have lee way in their thinking. All the men that work for Steve were get in giving me their honest feed back about what they would have like see happen with their benefits. I had to take a step back and stop and think what was best for the company in the end. I wanted to give the men what they were asking for but then I knew it was my job to do the best thing for the company. I know that it was a small company that I worked with and a larger company is going to have more issues to look at and I look forward to the day that I can put to work what I have learned in this class and doing this project. I know that my research will not end here because there are so many more benefits that I want to take a closer look at. Such as the tax credits for health care and other credits that larger companies receive.

Critically review literature relating to leadership styles for your Essay

Critically review literature relating to leadership styles for your own nation and two other nations of your choice, considering - Essay Example This is due to the fact that such differences influence how employees view their leaders, the kind of attitude they have towards work, their expectations, as well as other significant issues. Leadership across cultures therefore calls for cultural adaptability on the part of managers, since managerial work gets more complex across cultures. According to Deal and Prince, â€Å"cultural adaptability is the willingness and ability to recognise, understand, and work effectively across cultures† (2011, n.p.). Cultural adaptability therefore supports that despite the fact that management across cultures is a complex task, success can be attained through satisfaction of the diverse employees, achievement of goals, and completion of tasks. Managers who want to be successful in a global environment are therefore called to embrace cultural adaptability as a value. This paper reviews leadership across Thailand, the United Kingdom (UK), and Germany focussing on how managers from Thailand may need to change their leadership style, when working in subsidiaries in the United Kingdom and Germany. ... rs, Nardon, and Sanchez-Runde point out that the challenges faced by managers leading in a multicultural environment include lack of clarity on which culture to follow and maintain, the challenge of coming across many cultures within a short time making it difficult to learn about them due to time constraints, and the event of multicultural encounters taking place virtually through video conferencing and computers rather than through physical interactions (2013). Lack of clarity on which culture to embrace mostly takes place if an international project team, comprises of individuals from different cultures. Melkman and Trotman also support that â€Å"in large multi-national companies, young managers will often find themselves working in virtual teams with colleagues from all over the world, sometimes without ever meeting face to face† (2005, p. 4). This makes it difficult for these managers to discuss what each one of them believes are the roles of a leader and come to an agre eable conclusion, as well as how to measure success and a range of other essential factors. In addition, Melkman and Trotman point out communication is also a challenge (2005). According to Biech, â€Å"communication in a multicultural setting is much more complex and can result in inefficiencies† (2011, n.p.). Complexity in communication increases greatly when a team and customers are dispersed within different geographical regions. Deal and Prince assert that despite the fact that it is impossible for managers to exactly know how different people in different places behave, they should possess cultural adaptability skills (2011). Bhattacharyya supports this point when he asserts that at any time that managers of a certain company are need to travel and work in a culturally different country â€Å"it

Food as Culture Essay Example | Topics and Well Written Essays - 1000 words - 1

Food as Culture - Essay Example Whether on the basis of taste, price or nutrition, people are driven by the values they place on food as well as by individual social standing, or current events or social conditions (xi-xii). The food industry through the media makes use of these factors to popularize a certain food. Take for instance the cover images of popular food magazines Gourmet, Good Food, and Cooking Light. A 2009 starter edition of the now-defunct Gourmet, which was part of the year-end collection, sported an image of a less Italianized spaghetti and meatballs. The edition included other Italian-style recipes as a tribute to American Italians. Good Food’s issue this Christmas Season promotes â€Å"Festive Cooking† with a matching picture of a roasted chicken soaked in spices and garnished with what looked like potatoes around the sidelines. Cooking Light, was all for the sweet tooth this Holidays and showed an image of a glass vessel full of various sweets. Though the magazines considered the Holiday Season, summer vacations, and American Italians, they all promoted recipes that do not necessarily sustain life. Not only do they appear complicated to regular persons, these recipes take time to prepare, and are not practical to eat in day-to-day meals. Desserts, for example, have high sugar content and too much intake of sugar could raise blood sugar levels, a condition called hyperglycemia which could lead to kidney failure or other health problems. Judging from the headings, these magazines have not emphasized on nutrition but on how quickly the recipes are prepared and how they appear to the consumers. Gourmet focused speed and being economical as evidence by one of its article entitled â€Å"Ten-Minute Mains,† which listed down all fast-cooking affordable foods like hamburgers (Knauer 52). Good Food was more on the aesthetic aspect of the food, which has to be as â€Å"festive† as Christmas like the thoroughly garnished roasted chicken. The heading â€Å"So Easy, So Elegant: Secret Shortcuts for Spectacular Desserts† suggests that Cooking Light compromised fast preparation and food appearance.

Biology Essay Example | Topics and Well Written Essays - 1000 words - 2

Biology - Essay Example Rigging up the filter in this fashion keeps it from bumping into any trees or other objects outdoors, which would taint the entire experiment. Next, I smear Vaseline on both sides of the filter. The entire filter is practically covered with the Vaseline, which will enable any solid matter in the air to stick to the filter, allowing us to see what is exactly in the air that we breathe every day, as well as have a means for getting a rough measurement. While we will not be able to measure the particles in a numeric sense, we will have a clue as to what is going into our lungs when inhaling in the air outdoors. As it stands right now, the Vaseline covered coffee filter is a very shiny white. It has a very shiny clean appearance, and it feels very slick to the touch. There are no dust particles and other solid matter on it. However, by the end of the experiment, I hypothesize that the entire filter will be covered with dust and other solid matter, being that there are a great deal many p ollutants in the air from the things that we do in our everyday environment. The coffee filter will be covered so much that the solid matter will be caked onto it, and the shininess that is now present will be no more. The filter will have a completely dirty appearance, as well as being gritty to the touch. The filter appears to have very small and gritty looking dirt particles on it, which I can assume are a mixture of dirt and other solid matter in the air that are caused by pollution. The dirt particles and solid matter are trapped by being stuck to the Vaseline. The filter still has a lot of shininess and cleanness left on it; nevertheless, it is beginning to look dirty. The dirt particles are of a brown color, and they appear to be small, such as like that of grains of sand. Dust particles are also mixed in along with the dirt particles, and the dust has a powdery look. The layer of dirt, solid matter

Economic devlopment in tanzania and oman Essay Example | Topics and Well Written Essays - 1750 words

Economic devlopment in tanzania and oman - Essay Example On the other hand, Soheir Mohamed Hegazy writes about the economic development initiatives that Oman has taken over time. She relates the advancements in the economy of the nation to its cultural set-up while proposing the needfulness for the betterment of the tourism infrastructure. Therefore, this work will present an analysis of two articles; Tanzania in Transition: from Nyerere to Mkapa by Wangwe (2010) and Conservation of Omani archaeological sites, Haratal Bilad by Hegazy (2014). The analysis will, therefore, give the background for the comparison of the historical developments of the two economic systems. Professor Samuel Wangwe is an economist and economic advisor to the government of Tanzania, as well as a policy researcher who has played a role in several organizations. He is a presiding member of the Independent Monitoring Group (IMG), a body that is responsible for supervising the partnership of the government of Tanzania and donors. The chapter, therefore, reviews the challenges and the improvements that the government has gone through altogether and provides an insight as to the suggested course of action that will suit the government of Tanzania at best. Wangwe gives a brief background information regarding the history of Tanzania economically. The government officials developed strategic reforms basing on the economic crisis that arose during the 1980s, which primarily targeted finances (Utz 2008). As the time progressed, the government and its regime sought to integrate institutional reforms into their agenda. However, this was proved to be a challenge since it required an advanced gradation of obligation from administrative figures, which was not put in place. Consequently, donors noted the limitations and shortcomings and believed that the government was not interested in its promised programs. Contrarily, the government felt that donors were intrusive in the

The Charge of the Light Brigade Essay Example | Topics and Well Written Essays - 1750 words

The Charge of the Light Brigade - Essay Example The film was produced by Samuel Bischoff with the association of Hal. B. Wallis as the executive producer. This film did quiet well in the terms of revenue but could only manage to grab the Academy Awards for Best Assistant Director though was also nominated for the Academy Awards for sound and Best Background Score. The Charge of the Light Brigade screened in 1968 is basically a British War Film directed by Tony Richardson under the banner of Wood Fall Film and was produced by Neil Hartley. It was distributed by United Artists and the screenplay was written by Charles Wood and. The film was nominated for six BAFTA film awards but failed to win any of them. One of the unique features of the film was the use of animations by Richard Williams based on the contemporary graphic style of Punch Magazine. The animations were used to portray the political events surrounding the battle. The Charge of the Light Brigade produced in 1936 casted Errol Flynn as Major Geoffrey Vicker, Olivia de Havilland as Elsa Campbell, Patrick Knowles as Captain Perry Vickers, C. Henry Gordon as Surat Khan, David Niven as Captain James Randall. Nigel Bruce and Spring Byington played the role of Sir Benjamin Warrenton and Lady Warrenton, respectively. The other important casts were Donald Crisp as Colonel Campbell, Henry Stephenson as Sir Charles Masefield, G.P. Huntley as Major Jowett, E.E. Clive as Sir Humphrey Harcourt, Robert Barrat as Count Volonoff and J.Carrol Naish as Singh. The plot of the 1936 film, The Charge of the Light Brigade opens up at the fictional city of Chukoti in India. This is the place where the two officers of the army under the British Raj are stationed with the 27th Lancers of the British Army. It was in the year of 1854; the two Majors stationed at the city named Geoffrey Vicker and his brother Captain Perry Vicker are in love with the

Smoking related illnesses have claimed a lot of lives in UK Essay

Smoking related illnesses have claimed a lot of lives in UK - Essay Example For women the activity of smoking renders severe implications to the process of pregnancy impairing the reproductive process (Smoking and Health, n.d.). The growth of smoking activity in United Kingdom alone claims around 106,000 lives on an annual basis. Large numbers of people get affected by fatal ailments like cancer, cardiac and pulmonary problems which contribute to the growing deaths in the region. The growth in deaths owing to smoking problems has scaled such heights in United Kingdom that it has become a serious public health concern in the region. Again the frequency and growth of smoking ailments happens to become an economic and social burden for the country (Peate, 2007, p.218). In United Kingdom the treatment and care rendered to smoking diseases demand around 5 billion pounds of annual expenditure during 2005. This expenditure incurred during 2005 accounted for around 5.5 percent of the total health budget prepared by National Health Service in United Kingdom for the p eriod 2005 to 2006. (Smoking disease costs NHS 5 billion Pounds, 2009). Public Health Impacts of Smoking Related Diseases The policies and practice of Public Health Systems in the context of United Kingdom gained importance with the works of the Labour Party during 1997. In fact, the labour government of Britain made the public health practices as one of the key health and social needs of the region. Enhancement of the scope of the National Health Service in the region was done to reduce the impact of economic and social inequalities in getting access to better health services. (Lloyd, Jones & Douglas, 2009, p.10). Growth in the consumption habits of tobacco and nicotine products in different countries has been observed to occur because of difference in the social settings of the large communities. The main social inequality factors like deprivation from better living and economic standards, spread of unemployment in the regions and increase in solitude are observed to be the major reasons which accounts for the growth of smoking habits. People take to these habits of consuming nicotine through smoking to get rid of feelings of depression and loneliness. However on the contrary increased incidence to such objects renders economic impact on the poor people by causing a rise in the emergence of fatal diseases pertaining to heart and lungs. It also happens to cause cancer in many patients, which thereby claim many lives. Poor people suffering from such smoking ailments fail to gain access to better treatments owing to which the number of deaths in the region starts rising. A study made on the smoking characteristics of the people in United Kingdom during 1993 shows that the number of smokers in the deprived community were greater than the people belonging to affluent types. The above observation made during 1993 in United Kingdom can also be graphically represented as follows. It is found that the habit of taking drugs and products like nicotine were much prevale nt in deprived communities of Britain during the 1993 period (Wilkinson & Marmot, 2003, pp.24-25).

Managing for future Essay Example | Topics and Well Written Essays - 3000 words

Managing for future - Essay Example Geely’s is the chosen brand. And the paper will try to find out the best possible ways to succeed in the future global market for the Chinese automaker; Geely’s. Introduction: Future is the unseen picture for moist of the companies. However managing the future with great strategies is the main ambition for most of the companies. In this case the futuristic marketing strategy and business plans are the primary objective of the Geely’s to sustain in the future market. The futuristic marketing and business plan is a weapon for the future competition which is the combination of many factors like price, product, place, promotion, advertising , financial policies and planning, new product development, innovation etc. In this paper the chosen MNC is the Zhejiang Geely Holding Group which knows as Geely’s. ... P, Nd). In the year of 2005 Geely Automobile holding limited got listed in the Hong Kong Stock exchange. It is one of the fastest growing car manufacturers in China. The production capacity of Geely can manufacture 400,000 cars annually (Alon, Fetscherin et al; 2011. P, Nd). The young company had a revenue of RMB 1.18 billion in the year of 2009 (Alon, Fetscherin et al; 2011. P, Nd). Geely’s first ever overseas investment was in 2009, when it bought 23 percent share of Manganese Bronze Holdings, the car makers of the London’s black taxis (Alon, Fetscherin et al; 2011. P, Nd). In 2009 the young Auto makers acquired Drivetrain System International (DSI) for about AUD $ 54.6 million (Alon, Fetscherin et al; 2011. P, Nd). The most prestigious overseas deal for Geely came to reality in 2010 when it taken over Swedish luxury brand Volvo from Ford and it is more amazing to know that Volvo’s revenue was almost ten times than that of the Geely (Tan. 2011 P, 153). In the p resent it has got the global presence. It has shown its strong existence in the countries like SWOT analysis: Before the starting of any business activities in the new country or in a brand new market for the future or to protect the company in the future market the SWOT (Strength, Weakness, Opportunity, and Threat) analysis is very important to understand the potentiality of the market. The SWOT analysis is having two factors, one is the internal factors and another one is the external factors. The internal factors are totally dependent on the company itself and the external factor comes from the market. Geely’s must do this analysis for the successful business globally. Different countries have different market factors. But, the market opportunity as well as

7- eleven supply chian Essay Example for Free

7- eleven supply chian Essay Jim Keyes, the 4-year veteran CEO of 7-Eleven, is flying his Beechcraft A36 Bonanza. He is ascending to 10,000 feet, and despite the good weather he remains vigilantly focused on the instrument panel, and on the bright skies around him. â€Å"Flying is a great distraction,† he says. â€Å"You can’t think about anything else when you’re in the cockpit.† It is May 2004, and Keyes has a lot to think about. Since 2000, he has been leading a successful transformation of 7-Eleven, the global convenience store retailer with 5,784 stores operating across the United States and Canada and 19,501 international stores in 17 countries. (See Exhibit 1 for a biography of Keyes.) Focusing on what he calls â€Å"Retailer Initiative,† Keyes has overseen the transformation of the company’s distribution model, the steady redefinition of relationships with key suppliers, and the incorporation of technology and data-driven decisionmaking throughout the chain. Overall, he is pleased with the successes of his strategies. Earnings have been rising, up 15.6 percent during 2003.1 Same-store merchandise sales have increased for 29 consecutive quarters through the end of 2003. As a result, the company’s stock price grew from $9.14 in April 2002 to $16.91 two years later. (See Exhibits 2 to 5 for company financials and stock price history.) â€Å"We’ve had quite a rebirth of the company,† Keyes says, â€Å"but it’s been a slow, steady rebuilding of the company, basically reinventing ourselves.†3 Despite his many successes, Keyes continues to confront large challenges. He faces strong resistance from some of his largest suppliers to 7-Eleven’s evolving re-stocking and distribution systems. He also worries about people management issues: hiring and managing a workforce in the low-paid convenience store business; and working with franchisees to ensure implementation of key corporate initiatives. In addition, Keyes must manage the chain’s increasing international expansion and its efforts to reposition the 7-Eleven brand in the highly fragmented domestic convenience store industry. This case was prepared in May 2004 by Eleanor Broad (MBA ’05), Paul Kihn (MBA ’04) and Steven Schneider (MBA ’04) under the supervision of Professor Alan Kane as the basis for class discussion, rather than to illustrate either effective or ineffective handling of a strategic situation. Copyright  © 2004 Columbia Business School. 1 Keyes levels off at his cruising altitude. Despite the clarity of the day, he feels some turbulence and wonders what corrective action he should take. Convenience Store Industry The convenience store industry represented approximately $290.6 billion in total sales in 2002, 62.4 percent of which were motor-fuels sales.4 The industry differentiates itself through convenience – of location and product offerings – and speed of service.5 Historically the industry has been highly fragmented and very competitive with low barriers to entry. Single store companies account for 60 percent of the 132,000 convenience stores across the U.S.6 There are also 100,000 combination convenience-store/gas stations owned by major oil companies which are run by a network of independent dealers and distributors. 7-Eleven, with 4 percent of the total U.S. market, remains the largest corporate entity in the convenience store industry.7 Most of 7-Eleven’s direct competitors are regional convenience store chains. Circle K has 2,000 stores in the South and Southwest, Casey’s General Stores operates 1,800 in the Midwest and The Pantry has 1,400 stores in the Southeast. Inefficient supply chains and â€Å"high-low pricing†8 also characterize the industry, according to Keyes. Stores need to stock very wide but shallow product assortments. For example, an individual store may keep only four bottles of ketchup on hand at any given time. Since 1999 the industry has been undergoing a structural transformation with consolidation occurring through acquisitions and a number of bankruptcies among the smaller regional chains. In December 2003, Circle K was sold to Canada’s largest convenience store chain, Couche Tard. In 2004 the Midwestern chain Hale Halsell, the parent company of Oklahoma based 115-store convenience retailer Git-n-Go, declared bankruptcy. In March 2004, Kansas-based Sav-A-Trip announced it was entering Chapter 11.9 Despite these changes, one-store companies continued to gain market share, up five percent from 2001 to 2002.10 Overall, the convenience store industry was facing increasing challenges. According to an industry report published in May 2003: The convenience store sector is poised for drastic change as players respond to depressed profit margins and intensified competition. Profitability and survival will depend on the ability of convenience store operators to offer value-added benefits to their convenience services, either by targeting the emotional needs of consumers or by adopting niche operating strategies.11 Company Background The 7-Eleven chain was born in 1927 as the Southland Ice Company in Dallas, Texas. From this single location it soon began operating convenience stores under the name Tote’m. In 1946, it changed its store names to 7-Eleven to reflect their new, extended hours of operation from 7 a.m. to 11 p.m.12 The chain continued to expand rapidly, adding gas stations to its stores, opening locations across America and franchising overseas. (See Exhibits 6 to 7 for current domestic and international store locations.) In 1983, Southland acquired Citgo, an oil company, in an effort to pursue a vertically integrated strategy with ownership of its own dairy operations and distribution centers. Keyes, who began his career with the company at that time, recalls that the move backfired miserably. â€Å"We were great retailers but terrible refiners and dairy farmers,† he says. In 1987, stymied by debt, the company sold most of its non-retail businesses and its remaining 50 percent stake in Citgo. In 1988 management borrowed heavily to buy 100 percent of Southland’s stock in a leveraged buyout. However, in 1990, Southland defaulted on $1.8 billion in publicly traded debt and filed for bankruptcy protection. The company persuaded bondholders to restructure its debt and take 25 percent of its stock, clearing the way for the purchase of 63 percent of Southland in 1991 by IYG Holding, formed by Ito-Yokado (51 percent owner) and Seven-Eleven Japan (49 percent owner). From 1991 to 1993 sales declined as Southland closed stores, renovated others, and upgraded its merchandise. In early 2000 IYG raised its stake in 7-Eleven to nearly 73 percent. (See Exhibit 8 for 7-Eleven’s Board of Directors.) IYG currently owns or guarantees 80 percent of 7-Eleven’s outstanding debt. The company’s debt to total capital ratio is just above 91%. Also in 1999, the corporation changed its name from the Southland Corporation to 7-Eleven, Inc., in order to better reflect its primary business.13 In 2002 the company closed 133 under-performing stores and opened at 127 new locations in North America. At fiscal year end, 2003, domestic sales at 5,784 stores (2,457 of which also sell gasoline) was $10.8 billion ($3.4 billion in gasoline sales). (See Exhibits 9 and 10 for sales trends.) Interestingly, 7-Eleven’s percentage-of-sales ratios for merchandise (70 percent of sales) and gas (30% of sales) are the inverse of the convenience store industry’s as a whole. Worldwide, the company owned, franchised and licensed 25,796 stores that generated $36.5 billion in sales.14 (See Exhibit 11 for global store count growth.) Company structure There are three types of 7-Eleven stores: corporate, franchised and licensed. The company began franchising in 1964, signed its first United States area licensing agreement in 1968, and entered into its first international licensing agreement (with Mexico) in 1971. Corporate stores are owned and operated by the corporation, and run by store managers who are employees of 7-Eleven, Inc. About 2,480 of the 5,784 stores in the U.S. and Canada fall into this category. Franchises are run by independent contractors who enter into an agreement with 7-Eleven in order to operate one or more stores. 7-Eleven leases or owns the facilities and the store equipment, which are in turn leased by the franchisee. A typical franchisee pays a franchise fee averaging about $66,000, while the corporation retains ownership of the property, plant and equipment. 7-Eleven then requires an initial cash payment, averaging about $83,000 depending on the area, for the starting inventory and supplies.15 In some cases, the company will loan this amount to new franchisees. It is a franchise model, Keyes says, that provides â€Å"the best of both worlds†: the capital and support of the corporation, and the initiative and sweat-equity of individual entrepreneurs. Approximately 3,300 stores in the U.S. and Canada are franchised. 7-Eleven also enters into license agreements with partners, almost exclusively in foreign countries.16 A licensee is typically a retailing organization that owns or leases several 7-Eleven stores in areas where the company does not do business. In these cases, 7-Eleven does not own the PPE, and imposes a set of contractual obligations on the licensee to ensure consistency of signage, store design elements and store offerings. The licensee has access to brand equity and proprietary products. Specifically, 7-Eleven, Inc., grants the license to use the 7-Eleven trademarks, trade dress, and business information system. The company additionally provides ongoing business consulting services for a fee based on a percent of monthly gross sales and a commitment from the licensee to grow the 7-Eleven convenience store business in a specific geographic area on an exclusive basis for a set period of time. At the end of 2003, the company had 19,501 licensed stores operating internationally, an increase of approximately 1,400 locations over the prior year. In August 2003, Seven Eleven Japan, the largest international license holder, opened its 10,000th store. The New 7-Eleven Redefining Retailing In the Spring of 2003, speaking to the Retailing Leadership class at Columbia Business School, Keyes described the transformation in retailing he foresaw at 7-Eleven. â€Å"In the U.S., you say 7Eleven and people think sticky floors, surly salespeople and old product,† says Keyes. â€Å"In Japan where convenience stores sell sushi and pantyhose, 7-Eleven is known for service and for fresh, high quality product.† This vision of the potential for 7-Eleven stores in part drives Keyes’ ideas for change across the company. He continued: Twenty years ago when I was an MBA student at Columbia Business School there was no Retail class nor was Retail considered a worthy profession to go into – that is all changing. Retail is undergoing a massive transformation in the US right now. Retailers are seizing control of their own destiny. Keyes went on to explain how about 15 years ago Wal-Mart was the size of 7-Eleven. Wal-Mart has since grown to be the largest retailer in the world. â€Å"At 7-Eleven we are carrying out our own transformation,† said Keyes. â€Å"We have only just started.† Working with the Japanese owners and borrowing heavily from ideas generated by Seven Eleven Japan, Keyes has been leading a major cultural shift within the company, which he is calling the â€Å"Retailer Initiative.† At the heart of the initiative is 7-Eleven’s use of technology to empower the store operator (the person closest to the customer) to make key decisions. Keyes explains: Wal-Mart is very proud of their replenishment model. Its directly intended to take the thinking out of the store. Ours is exactly the opposite. Its intended to provide easy, funto-use and informative tools in the hands of store personnel. Its a fascinating use of technology. We become incredibly nimble. We can put a new product on the shelf, and by tomorrow we know how the customer is responding. Within a week, we can say with pretty good confidence whether it will be successful. We can tweak it or make it bigger or change the price. Its the heart of how we differentiate ourselves.17 With this fresh customer data in hand, 7-Eleven is working with suppliers to develop new private label products it knows its customers want. Overall, â€Å"Retailer Initiative† works to leverage the company’s scale, infrastructure and the entrepreneurial energy of its store-level operators. As Keyes wrote in the 2003 Annual Report: â€Å"[The store operators’] focus on item-by-item management – deleting slow-selling merchandise and introducing new items at every store, every day – allows 7-Eleven stores to satisfy their customers in ways that few retailers can match. In the simplest terms, we enjoy the power of a global retailer, but maintain the store-level focus of a single-store operator.†18 Retailing Leadership The New 7-Eleven stores while minimizing inventory and transportation costs. The company utilizes combined distribution centers (CDCs) that are strategically located near concentrations of 7-Eleven stores. In all, the company uses 23 CDCs across the United States that each can serve up to 700 stores. Driving time from the CDCs to the stores is usually no more than 90 minutes. Prior to the CDC approach, most vendors delivered directly to 7-Eleven stores at sporadic times, often no more than once per week. The cost of making more frequent stops could not be justified by single store sales. Further, 7-Eleven parking lots were frequently crowded with huge delivery trucks and more stops per week would only worsen this issue. As a result, each store needed to carry at least a week’s worth of inventory at any point in time. This drastically increased both inventory costs and storage space requirements while decreasing the freshness of the products offered to customers. 7-Eleven has the majority of its fresh products now delivered directly to the CDCs. By combining the demand of 200 stores, more frequent deliveries to the CDCs can easily be justified by the improved economics of the transportation costs. These CDCs, in turn, consolidate product from different vendors and combine them all on to one truck headed for each local 7Eleven. The company also runs their back-end supply chain very efficiently. 7-Eleven partners with third party logistics providers to run the CDCs. Each of these centers is approximately 20,000 square feet and ships 60,000 units per day—a very high number of orders given the size of the warehouses. Franchisees and corporate store managers make local vendor selection decisions. On average, store operators purchase 80 percent of their products from corporate recommended vendors using 7-Eleven’s internal systems. The remaining product can be purchased from suppliers outside of this network. By centralizing their buying for all of its stores, 7-Eleven is able to wield its purchasing power and negotiate better pricing, further contributing to their margins. Use of data and technology 7-Eleven takes a different approach to purchasing than traditional supply chain behemoths such as Wal-Mart. Rather than having a system decide what to order and taking the human element out of the process, 7-Eleven seeks to provide a set of tools for its local stores to make informed decisions on product ordering and assortments. The company effectively treats its local owners and operators as retailers. The corporation has developed a technology suite for its stores that helps local stores manage their purchasing. This system allows store managers to customize their product offering by ordering online and creating a suite of reports. Each local manager can track their total progress versus other 7-Eleven stores—which helps them determine if they are not taking appropriate steps to drive traffic (e.g. assortments, price points, etc.). Specific product reports are available to help managers determine their appropriate product mix and predict demand. Weather forecasts are provided as another tool to assist in the ordering process. The New 7-Eleven In addition, the huge amount of sales data and immediate response time help 7-Eleven make improved corporate decisions. The company is able to track trends at stores to understand how customers’ preferences are changing. Sales data helps the company understand the impact of opening up new stores and assists in location decisions. In addition, it allows the corporation to predict customer demand and helps in central purchasing decisions. Finally, this technology provides an immediate feedback loop for 7-Eleven on new products—within a matter of one or two days the fate of a new item becomes very clear. This information helps 7-Eleven drive key space in the store, innovate new products, and stay a step ahead of the competition. As Keyes points out, â€Å"Retailers are closer to customers than manufacturers,† even though the large suppliers traditionally drove the decisions on shelf space and location. Not all store owners and operators take advantage of this data and technology. Currently, the percent of product ordered through the online system by franchisees ranges from 100 percent to 20 percent. This raises the question of whether the right people are in place in 7-Eleven to make such localized decisions, and whether the company would be better served just ordering product for them. 7-Eleven is also faced with issues of brand consistency as a result: with different product assortments in each store, customers may be confused about what 7-Eleven stands for. Products Product innovation is another avenue through which Keyes is transforming the convenience retail industry. 7-Eleven tracks customers’ changing product purchasing habits and Keyes’ goal is to leverage this to create better quality products in the future. â€Å"We have the benefit of convenience, not price, being our main selling point. This gives us a lot of leeway to create higher quality, better products,† he says. 7-Eleven stores offer a wide range of products, from beer to beef jerky and cigarettes to cereal. The average store carries 3,000 SKU’s. About 70 percent of these are recommended by the head office and the remaining 30 percent are picked by local store managers to cater to specific local needs.19 For example, the 30 percent discretion allows a manager to stock up on beer if he knows that a local football game is playing, or to stock specific ethnic products if appropriate to a neighborhood. Merchandise mix Overall, tobacco products represent the largest selling product category at 7-Eleven, accounting for 29.3 percent of merchandise sales in 2003. (See Exhibit 12 for a breakdown of sales by product category.) Beverages represent 23.1 percent of sales, followed by beer/wine at 11.4 percent. Fresh foods account for 7.2 percent. Gasoline sales account for 31% percent of sales. The stores’ highest selling product is coffee – it sells thirty million cups a month.20 This is followed closely by beer (with sales of $64.58 million per month), the unit sales of which are The New 7-Eleven more than half single beers.21 The next highest selling product is the Slurpee, with over eleven million sold per month.22 Private label products 7-Eleven creates private label products to differentiate itself from the competition and boost its margins. The company’s most famous product, the flavored, crushed-ice beverage called Slurpee, was created in 1965. The company now sells 11.6 million Slurpees a month and introduces new flavors every year. Overall, the company creates 1,500 to 2,000 private label products each year, or 10-15 percent of its merchandise mix. Approximately 22 percent of its sales are proprietary products.23 If a product is not available in a conveniently sized package or is unknown in another country, 7-Eleven’s category managers will work with suppliers to create a new product. For example, in early 2004, 7-Eleven launched a low-carb category, primarily comprised of nutritional bars and snacks. It has also recently introduced the first mentholated gum in the U.S. after spotting the success of the product in Japan. (See Exhibit 13 for sample proprietary products.) Not all propriety products have been successful. In 2003, the chain launched its own proprietary imported beer brand, Santiago, brewed in El Salvador by an independent subsidiary of SAB Miller. Priced at $5.99 for a six-pack, a price roughly equivalent to Budweiser, Santiago suffered from oxidization and â€Å"taste† problems and is quietly being withdrawn after 10 months on the shelves. A reformulated version with improved taste and quality will be reintroduced later in the year.24 7-Eleven is also launching its first premium wine brand, Regions, in 2004. Packaged in 375-ml half bottles and finished with a natural cork stopper, Regions will retail for $4.99 compared to other wine selling in 7-Eleven stores at an average price of $6.25. Another new product 7-Eleven is launching is the EZ-D. Utilizing a new technology, this vacuum-packed DVD begins to oxidize upon exposure to the air. After 48 hours, it is no longer functional. As Keyes explains: We know we can sell DVDs. We know well never have the assortment of a Blockbuster, but if we can come up with a more unique way to sell movies, then we think theres an opportunity for us to be relevant. Were shooting for this to be priced like a rental with no returns at $5.99. Its a great example of how instead of waiting for the industry to catch up, we go to the manufacturer and say we need this.25 Services Currently, store sales from the Services category comprise 3 percent of overall sales. With new VCom Inc. terminals installed at 1,000 stores, the company provides financial services and Eretailing to in-store customers. The VCom units combine ATM capabilities with nonstandard features such as dispensing coins, cashing checks, and providing money orders. 7-Eleven also added E-retailing features allowing customers to buy products from retailers such as 1-800Flowers, eBags.com, and TopWebBuys.com. The goal is to have two kiosks in every store, Keyes says. Other services include 7-Eleven convenience cards – chargeable cards that work like cash – and pre-paid phone cards. As an extension to these phone cards, 7-Eleven started selling pre-paid Nokia wireless phones in April 2004. Customers will only be able to purchase additional minutes for these phones at 7-Eleven stores.26 Gasoline Tobacco Product categories which may be cause for concern in the future are gasoline and tobacco sales. From Dec. 2003 to March 2004 retail gasoline prices surged more than 25 cents per gallon from $1.48 to $1.73. The winners from this hike were oil refiner retailers such as Shell, BP, Exxon Mobile whilst the losers were convenience retailers, such as 7-Eleven. Such convenience retailers are required to pay refiners the higher fuel prices yet can not pass all of these increased fuel costs onto customers and thus sacrifice their gasoline margins. According to the Oil Price Information Service (OPIS) gross retail gasoline profit margins plunged by more than 37 percent in the December, 2003-to-March, 2004 period, falling from 16.8 cents per gallon to just 10.6 cents per gallon nationally27. With 31% of 7-Eleven’s sales coming from gasoline, the volatility in gasoline prices over the last year highlights the risks of such dependence. While quarterly volatility is a risk with most commodity based products, 7-Eleven’s annual earnings stream from gasoline has been quite stable with gross profit margins of at least 13 cents per gallon in each of the past 10 years. Along with other convenience store retailers, 7-Eleven faces an increasingly tough regulatory environment surrounding the sale of tobacco, its best-selling product category. This environment includes a potential rise in the minimum age to purchase tobacco, an increase in â€Å"sin taxes† and growing health concerns. Ultimately, these issues could put downward pressure on tobacco sales and 7-Eleven’s margins. Distribution and supplier relationships 7-Eleven has forged strong relationships with its suppliers, though many challenges still remain for the corporation. These relationships are critical elements of 7-Eleven’s operational efficiency and strategy. Technology allows 7-Eleven to seamlessly integrate ordering and delivery scheduling. Key suppliers to 7-Eleven, however, have remained resistant to participating in the company’s evolving distribution system. These consumer packaged goods manufacturers have extensive 26 The New 7-Eleven distribution networks of their own to deliver goods and control in-store shelf space. By controlling in-store product placement, they are able to drive sales and get a solid advantage over the competition. They are reluctant to give up such an advantage. 7-Eleven has been changing this model. The company believes that they can increase their own profitability by consolidating shipments from a variety of suppliers in their warehouses, and distributing to their own stores based on in-store sales data. While many of the smaller manufacturers have conceded and switched to this CDC model, many of the larger suppliers are still fighting. Companies such as Coca-Cola, Pepsi and Budweiser have such a vested interest in their distribution networks that they have not yet been willing to transition. They do not want to relinquish control over floor and shelf space. Keyes, however, feels that they will eventually come around as a result of pressure from key players such as Wal-Mart and 7-Eleven. Further, this centralized distribution model – which is effectively breaking down the barrier to entry of 100-year-old distribution networks – is providing opportunities for new suppliers to enter the market. Customers Traditionally 7-Eleven’s core customer was a male, blue-collar worker purchasing coffee before work or beer at the end of the day. More recently, the 7-Eleven customer demographic has shifted as the products and services it offers have changed. Describing the relationship between demographic and product mix, Keyes explains: â€Å"7-Eleven’s gasoline island today is over 50 percent female because we were one of the first with self-service, pay-at-the-pump gas pumps and it was easier for moms.† The customer base has shifted from largely blue-collar male to a broader demographic mix, including more female customers. Keyes says of this shift: Inside, the store isn’t 60 percent blue-collar male anymore, but we don’t want to run off our core customer. We still sell a lot of beer and beef jerky, and we plan to continue. Our new approach is subtle. When you know that you can get a good, healthy, fresh sandwich then well get you, not by advertising and telling you what a great place we are. As with most retailers, the key is having the right assortments. This strategy involves selling a wider range of products than the traditional beer and beef jerky alongside pork rinds. Broadening the product mix encourages a demographic broadening of the customer base. People Management People management remains an ongoing challenge at 7-Eleven. â€Å"There are huge labor issues,† says Keyes.28 Specifically he points out: â€Å"The people represent the company.† 7-Eleven has 70,000 employees worldwide, 6,000 of whom are staffing stores on overnight shifts. Keyes 28 Jim Keyes, Columbia Class Video, February 6, 2002. 10 Retailing Leadership The New 7-Eleven worries about the customer service provided by these front-line employees, and by franchisees who operate as independent contractors. â€Å"You cannot execute Retailer Initiative without retailers,† says Keyes. To help its store managers, both franchisees and corporate employees, 7-Eleven began a 12-week certification program in 2002. By the end of 2003, almost one-third of its store operators had been certified. In addition, more than 2,700 store sales associates had completed a two-day training module on the essential elements of the Retailer Initiative strategy.29 Franchisees 7-Eleven remains active in managing and supporting its franchisees. Each franchisee undergoes an initial 6-week training program in operating and managing a 7-Eleven store, and is subsequently assigned a field consultant who provides on-going support during weekly visits. In addition, the company hosts an annual â€Å"7-Eleven University† during which franchisees and corporate-store managers are introduced to new products and company initiatives. Historically, the franchises have been more successful than corporate stores. â€Å"We think this is because they’ve got skin in the game,† says Keyes. Now, however, the franchises have begun to fall behind corporate stores. While all corporate initiatives are immediately implemented in corporate-run stores, franchisees are not required to use the new inventory system. As Keyes has moved to change the way 7-Eleven operates, the existing group of 3,300 franchisees are proving to be a â€Å"challenge.† â€Å"They t hink that we’re trying to force them to be employees, and we’re not,† he says. Specifically, franchisees have been unhappy with the gross profit â€Å"split† between themselves and the company. Under the existing franchise agreement, franchisees retain 48 percent of their gross profit margin, and give 52 percent to the corporation. In turn, the corporation has become unhappy with the rate at which existing franchisees have been converting to the Retailer Initiative and the new, company-wide SKU-picking system in particular. In order to address these concerns, 7-Eleven has recently offered a new franchise agreement. Under this new agreement, the gross profit split is now 50-50. Under the new agreement, franchisees must now repay the corporation for advertising expenditures, equivalent to between 0.5 and 1.5 percent of the franchisee’s gross profit. To address the company’s concerns, the new agreement phases in a further requirement for franchisees to order 85 percent of their SKUs from recommended vendors. The new agreement will affect the 34 percent of all franchisees whose agreements were up for renewal on December 31, 2003, along with all new franchise holders. The remaining franchisees will be eligible to sign the agreement starting in 2004. 29 7-Eleven, 2003 Annual Report. 11 Retailing Leadership The New 7-Eleven Diversity As a further effort to address 7-Eleven’s human resource issues, the company has attempted to re-brand its diversity as an asset. Following the terrorist attacks on September 11, 2001, the company experienced antagonism directed at several of its front-line store employees who were thought to be of Middle-Eastern origin. The company responded to this crisis by attempting to define the diversity of its workforce as a strength. 7-Eleven produced and aired commercials that highlighted the immigrant origins of franchiseowners. In one commercial, a Thai franchisee is shown working hard to build her 7-Eleven franchise, followed by shots of her welcoming her two children to America in an airport waiting area after a long separation. Additionally, the company held its 75th birthday celebrations on Ellis Island in New York City, the former gateway to the U.S. for immigrants. â€Å"America was built by immigrants who came here to live the American Dream† says Keyes. â€Å"7-Eleven represents that opportunity to be your own boss.†30 Differentiation Continuing people management concerns also rest in part on the lack of training and on-going support for the hourly workers, particularly those that work in franchises where franchisees are responsible for the hiring and training of employees. According to the company, store-level employee turnover at over 100% is in line with industry norms, and 7-Eleven has seen two consecutive years of improvement.31 Keyes believes that 7-Eleven’s front-line employee issues can be resolved in part through differentiation. Just as 7-Eleven has to differentiate products, he says, it also has to differentiate the store for employees. Why work at 7-Eleven for $8-$9 an hour, rather than at McDonalds? Currently, says Keyes, â€Å"We have people looking for an hourly wage, not a challenge.†32 There are currently two drivers of employer differentiation at 7-Eleven. The first is staff development and ongoing training. At 7-Eleven University, franchisees and store managers are exposed to ideas for motivating and teaching employees. Keyes often visits stores and concludes that franchisees often do not work with their hourly employees to help them understand customer service. Hourly workers are told, for example, that the retail cost of an empty cup is 70 cents (a function of retail vs. cost accounting), so when customers come in and ask for a cup of water, they are told the cost is 70 cents. â€Å"They don’t know that the actual cup cost is only a nickel and that it would make more sense to build customer goodwill by giving them the cup and writing it off,† says Keyes. â€Å"We can turn an $8-9 dollar an hour employee into a retailer by giving them the tools, like performance-building skills.† Additionally, Keyes would like to see store franchisees and managers do more to create a positive work environment for hourly workers. You can â€Å"fire up† a group of hourly-wage employees, believes Keyes, thinking back to his own college job at McDonald’s. He was 30 Jim Keyes, Columbia Class Video, 2003. 7-Eleven. 32 Jim Keyes, Columbia Class Video, February 6, 2002. 31 12 Retailing Leadership The New 7-Eleven enthusiastic, he recalls, both as an entry-level worker and when he was promoted to run staff training at new stores. His managers and his peers, he believes, helped to create an atmosphere where people wanted to work. The second driver of employee differentiation is â€Å"social capitalism.† Keyes attempted to differentiate 7-Eleven stores as workplaces by building up the idea that the company can give back to the communities in which its employees work and live. In 2002, 7-Eleven set up the Education is Freedom Foundation, sustained through company gifts, website donations, and collection boxes at store cash registers. (See Exhibit 14 for the Foundation’s website.) The Foundation was expressly intended to provide money for the higher education of employees and their children. This idea intended to leverage 7-Eleven’s long identification with the American Dream – as a place where recent immigrants and others could run a business as a franchisee with little capital investment – into the idea that working for 7-Eleven is a good place to get an education. Overall, the Foundation distributed $2000 scholarships to 223 students, after receiving 30,000 applications.33 The impact on employee turnover, however, seemed negligible. â€Å"I was waiting,† says Keyes, â€Å"for my HR team to pick up the ball.† Despite wanting to differentiate itself in the eyes of employees, 7-Eleven, like other players in the convenience store industries, worries about an increase in the minimum wage. Labor expense accounted for 42.1 percent of gross profit in 2002 for the convenience store industry as a whole.34 For example, the New York Association of Convenience Stores noted that a proposed increase in the minimum wage from $5.15 to $7.10 by 2006 would increase convenience store costs in the state by 38 percent.35 Finally, 7-Eleven faces the challenge of maintaining security in its stores, many of which operate 24 hours a day. A Learning Organization Keyes would like 7-Eleven to become a â€Å"learning organization† from top to bottom. As he works to reinvent the company, and to move away from traditional methods of retailing, Keyes would like to engender an environment of continual learning in franchises, corporate-run stores, and in HQ. Recognizing that 7-Eleven is not considered an attractive place to work for newlyminted MBA’s and others, Keyes wants to turn 7-Eleven into the â€Å"Procter Gamble training ground† for the convenience industry. Specifically, Keyes worries about creating a management team to succeed him. He talks about being in â€Å"leadership 101† as he looks back and realizes that he is so much of a hands-on person that he did not make enough effort to develop people as he was moving up through the ranks of the company. 33 7-Eleven news release, January 21, 2004. EDC Economics, An Overview of the US Convenience Store Industry, December 2003. 35 New York Association of Convenience Stores (www.nyacs.org). 34 13 Retailing Leadership The New 7-Eleven Search for new HR Director In order to develop employer differentiation ideas, manage the image of 7-Eleven’s front-line retailers and develop ways of making 7-Eleven’s corporate side a more attractive place to work and develop as retailers, Keyes instituted a search for a new Director of Human Resources. (See Exhibit 16 for a company organization chart.) After looking at many resumes, he remains unimpressed. â€Å"They don’t go above the baseline,† he says. So many of the candidates miss the point about differentiation and customer service, and do not understand that all employees must be able to fill in the blank: â€Å"I want to work for 7-Eleven because _______.† Growth 7-Eleven is expanding rapidly. In the U.S., store growth is balanced between new franchises and corporate-run stores. Internationally, the company enters into license agreements with partners in foreign countries. Domestic Expansion 7-Eleven is adopting an urban strategy learned from successful licensees in Japan and Taiwan, ceding high-traffic corners to others and looking for more unconventional locations. These types of selections decrease the cost of real estate and, as a result, increase the company’s return on investment. In addition, the company is upgrading both its technological and physical infrastructure to continue to redefine its brand image. 7-eleven spent over $500 million over the last five years to upgrade its technology platform (See Exhibit 16 for pictures of current stores.) In 2004, the company plans to open approximately 100 new retail outlets in the United States while continuing to close unprofitable stores. Keyes believes this is vastly undershooting their expansion potential. In Japan, the company netted over 1,000 new stores during 2003. He believes that 7-Eleven could easily add 500 to 1,000 stores per year in the U.S. market. Areas of focus include cities and airports, as well as further penetrating some of their existing markets. Questions remain, however: Can 7-Eleven justify the relatively high cost of real estate in these areas? What effect will cannibalization have on the economics of both their new and existing stores? Further, based on their highly leveraged balance sheet, can they even afford to do it? International Expansion Keyes also sees great opportunities in new markets. South America, Beijing and the rest of China are all examples of key markets that the company is looking to expand into.36 7-Eleven hopes to secure local partners that are familiar with the markets to increase the chances of success. While convenience transcends cultural differences, the definition of convenience will certainly vary by culture. 36 Associated Press, April 6, 2004. 7-Eleven, through a joint venture arrangement between licensee Seven-Eleven Japan and two Chinese partners opened its first store in Beijing on April 15, 2004. 14 Retailing Leadership The New 7-Eleven International expansion is facilitated through the use of license agreements. Such agreements give 7-Eleven, Inc., legal control over the use of trademarks, trade dress and business information, and attempts to establish mutually beneficial relationships in order to ensure additional control over licensees. Japan represents 7-Eleven’s greatest international success. The stores are consistently clean and well-organized, with a very wide and high-quality product line. Working closely with suppliers and providing first-class service to customers Seven-Eleven Japan has experienced phenomenal success. It now has over 10,000 stores. While the Japanese experience represents strong success, it remains to be seen whether 7-Eleven can replicate that model in other countries. Conclusion â€Å"It’s been a fascinating experience to take a company that was an icon in an industry and transform its economic model over the last 10 years,† says Keyes. He admits, however, that the transformation is on-going and not complete. He worries about the continued holding-out of his dominant suppliers like Coca Cola and Pepsi to the CDC model. Underlying these difficulties with his reinvention of 7-Eleven, the people management issues loom large. What should he be looking for in his new HR director? Why is the right person so hard to find? â€Å"The sky’s the limit in terms of what we can create,† says Keyes. â€Å"As I look around the landscape of retail all of my competition are playing the same game.† In his Beechcraft, as Keyes adjusts his altitude to compensate for the turbulence, he sees much blue sky in front of him. He also can’t help noticing the clouds off in the distance. 15 Retailing Leadership Exhibit 1 The New 7-Eleven Biography of Jim Keyes Jim Keyes is president and chief executive officer for 7-Eleven, Inc., the world’s largest convenience store retailer. Mr. Keyes served in a number of senior management positions before being elected to his current role in 2000. He joined 7-Eleven stores’ former subsidiary Citgo Petroleum in 1985 as general manager of marketing and business strategy. A year later, he became general manager of 7-Eleven’s national gasoline, with responsibility for the company’s retail gasoline business in the United States and Canada. He was named vice president of national gasoline in 1991. Mr. Keyes served as the company’s senior financial officer in 1992 and was named chief financial officer in 1996. He was elected to the company’s board of directors in 1997 and promoted to executive vice president and chief operating officer in 1998. Before joining 7-Eleven, he held various field and corporate positions at Gulf Oil Corporation. Mr. Keyes earned a Bachelor of Arts degree at Holy Cross College in Worcester, Mass., where he was named to the Phi Beta Kappa honor society and graduated cum laude in 1977. He also attended the University of London and received a Master’s of Business Administration degree from Columbia University in New York City [in 1980]. Mr. Keyes is founding chairman of Education is Freedom, a public charity dedicated to helping hard-working young people reach their full potential through higher education. He serves on the national board of directors of Students in Free Enterprise (SIFE), the Muscular Dystrophy Association, Latino Initiatives for the Next Century (LINC) and on the board of trustees for the Boys and Girls Club. Mr. Keyes also is on the board of directors for the National Association of Convenience Stores (NACS). He was recognized by the Network of Executive Women for his efforts to promote diversity in the workplace. Mr. Keyes serves in a leadership role within the local Dallas community as well, as an executive board member of the Greater Dallas Chamber of Commerce, a member of the Dallas Citizens Council and a member of Southern Methodist University’s Cox School of Business and chairman of the Dallas Symphony Association. Mr. Keyes was born on March 17, 1955 in Grafton, Mass. He and his wife Margo live in Dallas.

Basic Needs Shanks Old Boss Failed to Meet Essay Example for Free

Basic Needs Shanks Old Boss Failed to Meet Essay According to Maslows hierarchy, which basic needs did Shanks old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? The basic needs which Shanks old boss failed to meet are as follows: The need for self-actualization the desire to become more and more what one is and to become everything that one is capable of becoming. People who have everything can maximize their potential. They can seek knowledge, peace, esthetic experiences, self-fulfillment, oneness with God, etc. Emily Griffin from Flight 001 stated the ollowing: So its not that its better than nothing, but they do still recognize the contribution, even if Im not quite getting it right. This negative statement tells me that the self-actualization is a missing component within this company. She is completing a project Just to get it accepted and not maximizing her potential and her highest level of functioning. Emily should be able to move through the needs to the highest level provided they are given an education that promotes growth. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling nderpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employees motivation. A Flight 001 associate that feels underpaid may form perceptions of what constitutes a fair ratio (a balance or trade) of inputs and outputs by comparing our own situation with other referents (reference points or examples) in the market place as we see it. In practice this helps to explain why people are so strongly affected by the situations (and views and gossip) of colleagues, friends, partners etc. in establishing their own personal sense of fairness or equity in their work situations. People need to feel that there is a fair balance between inputs and outputs. Crucially fairness is measured by comparing ones own balance or ratio between inputs and outputs, with the ratio enjoyed or endured by relevant (referent) others. If there is not a fair balance employees feel demotivated. Generally the extent of demotivation is proportional to the perceived disparity with other people or inequity, but for some people Just the smallest indication of negative isparity between their situation and other peoples is enough to cause massive disappointment and a feeling of considerable injustice, resulting in demotivation, or worse, open hostility. Some people reduce effort and application and become inwardly disgruntled, or outwardly difficult, recalcitrant or even disruptive. Other people seek to improve the outputs by making claims or demands for more reward, or seeking an alternative Job. A Manager can increase employee motivation with financial rewards pay, salary, expenses, perks, benefits, pension arrangements, onus and commission plus intangibles recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc. Managers need to understand the Equity Theory and especially its pivotal comparative aspect to be able to appreciate and improve one persons terms and conditions to resolve that individuals demands. Equity Theory reminds us that people see themselves and crucially the way they are treated so they must be managed and treated accordingly. Based on Herzberg does Two Factor Theory, what hygiene factors can you identify that are being met within Flight 001 s work environment based on comments made by employees in the video? How are they being met? Is Flight 001 s work environment meeting any motivation factors? If so, which ones and how? The hygiene factor that are being met within Flight 001 s work environment are as follows: Working conditions, Company Policies and Interpersonal relations. Flight 001 has great working conditions for their employees and they pay attention to detail as far as letting their employees know that they are ot Just a number but as important as the any other employee where they are at a higher level of management and this also creates interpersonal relations between all employees and making them feel as adequate as the next. Due to the new baggage policy and charges customers want to bring more carryon luggage on the plane. The employees were informed and trained on how to react to this new policy in a positive manor to satisfy the customer. References http://stewardess. inhatc. ac. kr/philoint/general-data/maslows-hierarchy-of- needs-I . htm http://www. businessballs. com/adamsequitytheory. htm

Analysing Types Of Collection System Engineering Essay

Analysing Types Of Collection System Engineering Essay Based on their mode of operation, collection systems are classified into two categories: hauled-container systems and stationary-container systems. Hauled-Container Systems (HCS): Collection systems in which the containers used for the storage of wastes are hauled to the processing, transfer, or disposal site, emptied, and returned to either their original location or some other location are defined as hauled-container systems. There are two main types of hauled-container systems: (1) tilt-frame container and (2) trash-trailer. The collector is responsible for driving the vehicle, loading full containers and unloading empty containers, and emptying the contents of the container at the disposal site. In some cases, for safety reasons, both a driver and helper are used. Systems that use tilt-frame-loaded vehicles and large containers, often called drop boxes, are ideally suited for the collection of all types of solid waste and rubbish from locations where the generation rate warrants the use of large containers. Open-top containers are used routinely at warehouses and construction sites. Large containers used in conjunction with stationary compactors are common at commercial and industrial services and at transfer stations. Because of the large volume that can be hauled, the use of tilt-frame hauled container systems has become widespread, especially among private collectors servicing industrial accounts. The application of trash-trailers is similar to that of tilt-frame container systems. Trash-trailers are better for the collection of especially heavy rubbish, such as sand, timber, and metal scrap, and often are used for the collection of demolition wastes at construction sites. Stationary-Container Systems (SCS): Collection systems in which the containers used for the storage of wastes remain at the point of waste generation, except when moved for collection are defined as stationary-container systems. Labor requirements for mechanically loaded stationary-container systems are essentially the same as for hauled-container systems. There are two main types of stationary-container systems: (1) those in which self-loading compactors are used and (2) those in which manually loaded vehicles are used. Because a variety of container sizes and types are available, these systems may be used for the collection of all types of wastes. The major application of manual transfer and loading methods is in the collection of residential wastes and litter. Manual methods are used for the collection of industrial wastes where pickup points are inaccessible to the collection vehicle. Collection Routes: Once the equipment labor requirements have been determined, collection routes must be laid out so both the work force equipment are used effectively. In general, the layout of collection routes is a trial-and-error process. There are no fixed rules that can be applied to all situations. Some of the factors that should be taken into consideration when laying out routes are as follows:(1) existing company policies and regulations related to such items as the point of collection and frequency of collection must be identified, (2) existing system conditions such as crew size and vehicle types must be coordinated, (3) wastes generated at traffic-congested locations should be collected as early in the day as possible, (4) sources at which extremely large quantities of wastes are generated should be serviced during the first part of the day, and (5) scattered pickup points where small quantities of solid wastes are generated should, if possible, be serviced during one trip or on the same day, if they receive the same collection frequency. Layout of Routes: The layout of collection routes is a four-step process. First, prepare location maps. On a relatively large-scale map of the area to be serviced, the following data should be plotted for each solid-waste pickup point: location, number of containers, collection frequency, and, if a stationary-container system with self-loading compactors is used, the estimated quantity of wastes to be collected at each pickup location. Second, prepare data summaries. Estimate the quantity of wastes to be collected from pickup location serviced each day that the collection operation is to be conducted. Where a stationary-container system is used, the number of locations that will be serviced during each pickup cycle must also be determined. Third, lay out preliminary collection routes starting from the dispatch station or where the collection vehicles are parked. A route should be laid out that connects all the pickup locations to be serviced during each collection day. The route should be laid out so that the last location is nearest the disposal site. Fourth, develop balanced routes. After the preliminary collection routes have been laid out, the haul distance for each route should be determined. Next, determine the labor requirements per day and check against the available work times per day. In some cases it may be necessary to readjust the collection routes to balance the work load and the distance traveled. After the balanced routes have been established, they should be drawn on the master map. Schedules: A master schedule for each collection route should be prepared for use by the engineering department and the transportation dispatcher. A schedule for each route, on which can be found the location and order of each pickup point to he serviced, should he prepared for the driver. In addition, a route book should be maintained by each truck driver. Transfer and transport: The functional element of transfer and transport refers to the means, facilities, and appurtenances used to effect the transfer of wastes from relatively small collection vehicles to larger vehicles and to transport them over extended distances to either processing centers or disposal sites. Transfer and transport operations become a necessity when haul distances to available disposal sites or processing centers increase to the point that direct hauling is no longer economically feasible. Transfer Station: Important factors that must be considered in the design of transfer stations include: type of transfer operation to be used, (2) capacity requirements, (3) equipment and accessory requirements, and (4) environmental requirements. Type of Transfer Station: Depending on the method used to load the transport vehicles, transfer stations may be classified into three types: direct discharge, storage discharge, and combined direct and storage discharge. Direct Discharge: In a direct-discharge transfer station, wastes from the collection vehicles usually are emptied directly into the vehicle to be used to transport them to a place of final disposition. To accomplish this, these transfer stations usually are constructed in a two-level arrangement. The unloading dock or platform from which wastes from collection vehicles are discharged into the transport trailers is elevated, or the transport trailers are located in a depressed ramp. Direct-discharge transfer stations employing stationary compactors are also popular. Typical direct discharge transfer station Storage Discharge: In the storage-discharge transfer station, wastes are emptied either into a storage pit or onto a platform from which they are loaded into transport vehicles by various types of auxiliary equipment. In a storage-discharge transfer station, the storage volume varies from about one-half to two daysà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ volume of wastes. Typical storage discharge transfer station Combined Direct and Storage Discharge: In some transfer stations, both direct-discharge and storage-discharge methods are used. Usually, these are multipurpose facilities designed to service a broader range of users than a single-purpose facility. In addition to serving a broader range of users, a multipurpose transfer station can also house a materials-salvage operation. Capacity Requirements: The operational capacity of a transfer station must be such that the collection vehicles do not have to wait too long to unload. In most cases, it will not be cost- effective to design the station to handle the ultimate peak number of hourly loads. An economic trade-off analysis should be made between the annual cost for the time spent by the collection vehicles waiting to unload against the incremental annual cost of a larger transfer station and/or the use of more transport equipment. Because of the increased cost of transport equipment, a trade-off analysis must also be made between the capacity of the transfer station and the cost of the transport operation, including both equipment and labor components. Equipment and Accessory Requirements: The types and amounts of equipment required vary with the capacity of the station and its function in the waste-management system. Specifically, scales should be provided at all medium and large transfer stations both to monitor the operation and to develop meaningful management and engineering data. Environmental Requirements: Most of the large, modern transfer stations are enclosed and are constructed of materials that can be maintained and cleaned easily. For direct-discharge transfer stations with open loading areas, special attention must be given to the problem of blowing papers. Wind screens or other barriers are commonly used. Regardless of the type of station, the design and construction should such that all accessible areas where rubbish or paper can accumulate are eliminated. Location of Transfer Station: Whenever possible, transfer stations should be located (1) as near as possible to the weighted center of the individual solid-waste production areas to be served, (2) within easy access of major arterial highway routes as well as near secondary or supplemental means of transportation, (3) where there will be a minimum of public environmental objection to the transfer operations, and (4) where construction and operation will be most economical. Additionally, if the transfer- station site is to be used for processing operations involving materials recovery and/or energy production, the requirements for those operations must be considered. Transfer Means Methods: Motor vehicles, railroads, and ocean-going vessels are the principal means now used to transport solid wastes. Pneumatic and hydraulic systems have also been used. Motor Vehicle Transport: Motor vehicles used to transport solid wastes on highways should satisfy the following requirements: (1) the vehicles must transport wastes at minimum cost, (2) wastes must be covered during the haul operation, (3) vehicles must be designed for highway traffic, (4) vehicle capacity must be such that allowable weight limits are not exceeded, and (5) methods used for unloading must be simple and dependable; The maximum volume that can be hauled highway transport vehicles depends on the regulations in force in the state in which they are operated. Methods used to unload the transport trailers may be classified according to whether they are self-emptying or require the aid of auxiliary equipment. Self-emptying transport trailers are equipped with mechanisms such as hydraulic dump beds, powered diaphragms or moving floors that are part of the vehicle. Moving-floor trailers are an adaptation of equipment used in the construction industry. An advantage of the moving-floor trailer is the rapid turnaround time (typically 6 to 10 mm) achieved at the disposal site without the need for auxiliary equipment. Unloading systems that require auxiliary equipment are usually of the à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã¢â‚¬Å"pull-offà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ã‚  type, in which the wastes are pulled out of the truck by either a movable bulkhead or wire-cable slings placed forward of the load. The disadvantage of requiring auxiliary equipment and work force to unload at the disposal site is relatively minor in view of the simplicity and reliability of these metho ds. Another auxiliary unloading system that has proved very effective and efficient involves the use of movable, hydraulically operated tipping ramps located at the disposal site. Operationally, the semitrailer of a tractor-trailer- trailer combination is backed up onto one of the tipping ramps; the tractor-trailer combination is backed up onto a second tipping ramp. The backs of the trailers are opened, and the units are then liked upward until the wastes fall out by gravity. The time required for the entire unloading operation typically is about 5 mm/trip. Large-capacity containers and container trailers are used in conjunction with stationary compactors at transfer stations. In some cases, the compaction mechanism is an integral part of the container. When containers are equipped with a self-contained compaction mechanism, the movable bulkhead used to compress the wastes is also used to discharge the compacted wastes. Railroad Transport: Although railroads were commonly used for the transport of solid wastes in the past, they are now used by only a few communities. However, renewed interest is again developing in the use of railroads for hauling solid wastes, especially to remote areas where highway travel is difficult and railroad lines now exist. Water Transport: Barges, scows, and special boats have been used in the past to transport solid wastes to processing locations and to seaside and ocean disposal sites, but ocean disposal is no longer practiced by the United States. Although some self-propelled vessels (such as United States Navy garbage scows and other special boats) were once used, the most common practice was to use vessels towed by tugs or other special boats. Pneumatic Transport: Both low-pressure air and vacuum conduit transport systems have been used to transport solid wastes. The most common application is the transport of wastes from high-density apartments or commercial activities to a central location for processing or for loading into transport vehicles. The largest pneumatic system now in use in the United States is at the Walt Disney World amusement park in Orlando, Florida.