Nescafe Today And Introduction Of The Company Commerce Essay

Nescafe Today And Introduction Of The Company Commerce Essay In the following assignment I will be talking about Nestlà ©s background, vision and mission statement, objectives, business strategy, marketing position, competitors, SHRM at Nestle/my view, Nestlà ©s 3 HR policies and my views/recommendations, changing role of HR Managers, and finally my conclusion and recommendations. 2. Nescafe Today and Introduction of the company At current time Nestle is one of the worlds leading Food Company, with its headquarters based in Switzerland. Till moment company has more than 280,000 employees and has over 500 factories in 86 countries. Its major market segments are Africa, America, Asia, Europe, and Oceania from where it generates huge profits. Its main motive now is to setup factories locally wherever it can, and then hire local employees. It also tends to rely on local resources and raw material. Therefore, a lot of attention is paid towards its professional training and its social environment. Nestle was founded in 1866 in Vevey, Switzerland, and is a public own company. The company has over 250,000 shareholders and out of those no one owns more than 3% of the stock. Only 1.5% of its profit is generated from its homeland, and rest is from the other 12 factories that it has overseas. Nestle is known for its wide range of products, such as; baby food, dairy product, beverages, pet care, ice-creams, and pharmaceuticals products, etc (Nestle 2010). With the help to all these products it covers a vast market and therefore, provides its shareholders with a long term profitable growth. 3. Nestlà ©s Vision To keep its consumer satisfied, by providing them with best high quality food, and dairy product. 4. Nestlà ©s Mission The foremost motive is to keep its customer happy by making products as per to the individual taste, lifestyle, and needs which is good for health. 5. Objective of Nestle Want to sustain its long term image by manufacturing and marketing its Companys products in such a ways, which links with its customer needs and lifestyle. Turning short term profit into long term. Want to carry on its trust and brand image in customer and employee mind by looking after their values and beliefs. To recruit the right person for the right job, because professionalism is very much required to survive in todays competitive world. 6. Business Strategies 6.1 Corporate Level Strategies Improve its products growth through renovation and innovation in process and technology. Want Long term potential Business should be done by holding on to the values and management principles of the organization. Build its organization on the basis of human values and principles (Scribd 2010). 6.2 Business Level Strategies To provide low cost products to its consumers to reduce competition. Have the concept of Differentiation By this I mean to reduce the risk of complexity of supply chain and lower attractiveness for discounters. 7. Market Positioning: Nestle tries to position its product as a superior quality product and consumer focused. Therefore they have this attracting slogans and messages, such as; We know your taste better than you Nestle Milk pack is now at your door step Add additional flavors to your life These all slogans will attract the buyers and would therefore help Nescafe to show its picture clearly and differently. For example, milk pack will position Nescafes product on a better platform against the competitors and therefore would gain competitive advantage. Another way of promoting would be displaying their products on the events like Valentine day, Fathers day, Christmas, etc, so that people get familiar with their products. 8. Competitors In todays time any company that runs a business face competition in this competitive market. Nestle is a multinational company, and therefore has a competitor as well in this global market. A main competitor of Nestle at this time is Kraft, which has recently taken over Europes No.1 Cadbury Company also. Besides this there are other competitors like; Mars (in chocolate), Dannon and Yoplait (in yogurt), General Mills (in flour), etc (Castelar Articles 2005). 9. SHRM at Nestle NESTLE A HUMAN COMPANY Nestle is a human Company and I can say this because they pay special attention to the individual needs of their customer and employees. You can see from their attitude and sense of responsibility that how much they are concern for their people. Its true that Nestle wants to increase its profit, sales, market segment, but not at the cost which would affect the quality life of its consumer and employee. Whatever Nestle is today, it gives all this credit to its people because without them they wouldnt have come so far. Its their peoples strength and energy which got them so far, and therefore, people are their real asset. The company has always promoted and encouraged open and active communication among its employees. Therefore taking in mind their employees ideas and discussions, Nestle today has resulted into improved Company overall. Therefore, Nestle believes in; High Performance High Involvement High Commitment. 10. My views on Nestlà ©s SHRM According to me I think that Nestle has done a great job in meeting its strategic HRM. This is because Nestle has successfully linked its HRM with its strategic goals and objectives in order to improve its business performance and long-term customer relationship. The company has aligned its HR strategies with its business goals, through which it achieved its core values. It kept its employees and customers satisfied by looking after their needs and requirements. Nestle totally achieved its strategic HRM by meeting its objectives which were; Market its Companys products in such a ways, which links with its customer needs and lifestyle. Turning short term profit into long term. Wanted customers and employees trust in its brand To recruit the right person for the right job Therefore, its proved that Nestle did meet its Strategic HRM, but with this it doesnt mean it stops here. Nestle has to keep on changing its Strategic HRM with the changing time and needs of the customers. And hence it proved that its SHRM is equal to HRM and vice-versa and it both goes together in order for company to succeed and perform better. 11. Nestlà ©s HR Practices Nestle is a company whose HR strategies or practices are developed by keeping in mind the Business objectives of the company and the strategies devised to run the business. The HR strategies are always in alignment with the business goals. Nestle is unique in the sense that it has been able to successfully inculcate its business objective as well as its core values, consistently in its employees day-to-day activities starting from recruitment till continuous performance appraisals. Today, Nestle has one of the most recognized HR functions globally. (Nestle Careers 2002) Three Nestles HR policies that I will be talking about are as follows; 11.1 TRAINING AND DEVELOPMENT Theory discussed As per to Drucker the one contribution that manager should make it that he should provide better vision to other, so that they could perform better. So basically main work of manager is to motivate, train, and develop people in through the means of training. According to Kirkpatrick there are four level of learning evaluation which is through reaction, learning, behavior and finally the result. If you follow these four principles you will get to know how to train your employees and in which field they need improvements in (Business Balls 2009). Nestlà ©s Training and Development process At Nestle Training and Development is very important, from bottom to top. Everywhere in the world, every company runs its own training and development methods, such as; classroom courses, e-Learning, etc. Therefore, Nestle also got its own training and Development procedure, which is as follows; Nestle provides the following- Literacy training-to upgrades essential literacy skills, especially for workers who operate new equipment. Nestle Apprenticeship Programs. Local Training Programs-on issues ranging from technical, leadership, and communication and business economics. My views on Nestles Training process According to me Nestle is not doing a good job in its training and development department, therefore with the changing time it should also be changed and improved. By doing this it will help Nestle to improve their business productivity and growth. Therefore, a special attention should be paid towards the training process of employees, so that the company performs well in the long run. My recommendations In todays time it is very important that training practices should be changed as the business strategy changes. Therefore you should always keep in mind few things when you are developing a training strategy, such as; Always recognize the skills and abilities needed by employees. Then have an outline which will describe that how your investment in training will help in meeting business goals. Finally, execute the plan you made and monitor the progress that it resulted into (tutor2u 2009). In case of small scale organization, training can be given by a supervisor or a skilled man, whereas in large organizations, there should be a full time training officer on training department for the employees. The training methods that I would recommend for Nestles are as follows; Training on the job By this I mean that training should be provided at the work place. For example; A proper instructions and demonstration should be provided to the trainee regarding their job. A special coaching should be provided to employee. By this I mean that there should be close working relationship between an experienced employee and the trainee, so that trainee can learn and adapt to new surroundings. A job rotation should be done regularly. By doing so a trainee will learn and experience different task and activities that are going on in the organization. Advantages of- on the job training Its very cost effective for the company. It seems to be very productive, because while learning they are also working. By having someone standing on the top, give employees more confidence, because they know they are doing good job. Training off the job Off the job training means that employees have to take training by staying away from work place. This is a very formal kind of training provided to employees. Off the job training can either be provided by the companys training department or through external provider. The examples of off the job training are as follows; First one is Day release. It is when employee has to take some time out from the routine working hours and have to attend training centre The other one is that you have to take evening classes outside the work premises and hours. Then you have sandwich courses, where the employee has to spend around 6-9 months in college before joining work. Advantages of off-the-job training: A special outside trainer is appointed by the company, so they save money by not hiring trainer on fixed salary. Employee can pay his full attention on training rather than working and getting distracted. The employees will get opportunity to meet other business employees who are there to learn the same techniques. Demonstration It is one the most effective training skills. In this trainer show trainees how they have to work and perform their task. In some cases trainer should include the trainees in his demonstration so that they could feel and observe the work practically rather than just looking at it. Therefore, Nestle could provide any of above training options that I have recommended. By doing so, it will improve its productivity, because now employee will better understand their work. As of now they have done proper training in the field they were lacking before. RECRUITMENT AND PLACEMENT Theory discussed According to Sam Paul it is not necessary to do recruiting yourself, either it is better if you higher and external source for recruiting on your behalf. By this you can just give them the structure or guidelines, from which they will choose a candidate for you. This is very time saving and proves to be cheaper most of the times (Free Articles 2010). Samta Sharma on the other hand says that recruiting proves to be very costly component for most of the industries. Therefore, company should adapt to online recruitment by installing new software known as resume parser. This software can automatically short list the best candidate needed for that post. After that interview could be arranged. This will save a lot of time and money of the company, because now they dont have to go through the complete process of recruiting (Amazines 2010). Nestlà ©s Recruitment and Placement process Nestle has a very outstanding recruitment practices. Nestle, just doesnt fill jobs, instead they look for the right person for the right job to maintain work efficiency. Nestle works very hard to get the right set of people so that it can survive this tough market competition. (HR resource 2010) The recruitment process at Nestle is clearly defined according to its business needs which is; People with qualities like dynamism, realism, pragmatism, hard work, honesty and trustworthiness are looked for. Match between candidates values companys culture are recruited. Recruitment for management levels take place in the head office by top management and all others at the branch level. The existing employees are promoted to higher posts as per the requirements. There are no lateral recruitments. Another source of recruitment is campus placements and human resource consultancies to look for the enthusiastic, motivated and fresh pool of talent. Decision to hire a candidate is finally taken by HR professionals only and no preference is given to external consultant. This is done to finally have the judgment power in the hands of Company. Recruitment process is also totally based on hiring and recruitment of people who bring in new ideas. My Views on Nestles Recruitment Process According to me Nestles Recruitment process could be changed or improved in many ways. Nestle do have some good recruitment policies but at the same time its old, and to survive in todays stiff market competition one has to keep updated. Therefore, I would like to give some recommendations regarding how Nestle can improve its recruitment process. My Recommendations Therefore, according to me they should have a totally new recruitment process, which should be like; The company should first identify the vacancy, under which the requirement should be; what posts to be filled, number of persons required for the post, what duties they have to perform, and finally the qualifications required for hiring. Should prepare the job description and the person with what kind of skill is required for that job. Should give advertisement on the TV, Newspaper etc mentioning the skills they looking for. From the response that came in, Nestle should short list the people who best fit the job description (Recruitment 2007). Then the company should arrange the interview with the chosen candidates. Finally they should conduct the interview and get back to them with their final decision. After this the recruitment process should be immediately followed by the selection process. The employee should be hired based on the requirement, and the formalities should be taken care off. Recent Trend in Recruitment Nestle should adapt to OUTSOURCING It is when the external firm helps the organization by looking for the candidates according the needs and requirement of the organization. So in simple terms outsourcing firm gets the right candidate for the organization as per their needs and requirements. In turns of this, organizations pay huge amount of money to the outsourcing firm for their services. Example of outsourcing process is in the following table; POACHING/RAIDING It is one of the most common techniques applied in todays business. Poaching means that you can directly buy the persons talent, rather than developing it from the start in new person. All the skills that you required for the job could be in this person, who is doing the same work in some other reputed company, which could be your competitor. So the question is what can you do to get him? The answer is simple; you could offer him or her attractive and enhanced pay package with extra facilities (like, holiday packages, car, driver, house, etc). This will surely attract him, and he will shake hands with your company. By doing this you have weakened your competitor, and saved training and recruitment cost and time (Articles Base 2008). E-RECRUITMENT In todays time many big companies use internet for recruitment. Through the means of Internet, company can post its requirement for the vacant job. Then people can send in their CVs/Resume if they think that they are applicable for the job described. By doing this it saves a lot of time for both candidate and the company. Because now company can just reply or call in the person for interview who they think best met the requirement. REWARDS INCENTIVES Theory Discussed According to Stephen Burg it is very important to keep employees satisfied and happy so that they could work efficiently. The organization can do this by providing them with some kinds of rewards such as; appraisal, incentives, promotion, gifts, etc. According to Daniel it is very important to give rewards and appreciate your employees work, but at the same time it should be related to their performance, and their competitive nature. Company should not just give rewards if the person is just doing his or her job, because they might get lazy and think that they dont have to work more hard as compare to what they are already doing. Therefore, company should give rewards to those people only who keeps on performing better and are innovative. Nestlà ©s Rewards and Incentives Process Passion to Win awards- These quarterly awards have been institutionalized to reward those who over-achieve their targets. Long-service Awards- To recognize employees who have been with the company for more than 30 years. Nestle Idea Award- It was found from the correspondent that the company institutes Nestle Idea Award every quarter to recognize and award employees who come up with relevant and innovative ideas which have the potential of being implemented at Nestle. For all aspects of Reward, Nestle applies the following fundamental principles; Reward Principles Performance Driven The reward is directly related to the performance of the employee. The better the performance, the better the reward is going to be. Competitive Nestle benchmark its all aspects of Reward to ensure that they offer all their employees a competitive Reward package Inclusive The reward program is made so that everybody could see the contribution that employees make for the organization, not just senior managers. My Views about Nestles Rewards and Incentives process This is the process where I am very satisfied with the Nestles rewards and benefits for its employees. But at the same time you could add a lot to what they already have. Therefore, I would like to give just few recommendations on how they can appreciate their employees work with few tips on no-money reward and recognition. My Recommendations Besides what Nestle does for it employees it should also provide some kind of extra benefits to them. By this I mean; (Articles 2009) Benefits should be provided to all employees, with no discrimination such as; Leave-Personal Medical (fixed no. per year) Children Education Assistance Scheme Provident fund Retirement Gratuity Scheme Group Insurance Accidental Insurance Scheme Monthly health check-ups free consultation for self family etc. These all things will really motivate employees to do their task better, because now they are more satisfied and think that company treats them as a part and asset of the company rather than just an employee. 12. Recommendations Hr strategies that Nestle should follow according to me With the changing time Nestle should practice following HR practices: Communication Strategy: Nestle should have an effective communication strategy in todays changing scenario. Therefore, employees should be well trained and educated with the changes in the market and organization. And this can be done by having open-end discussions in meetings. Effective Training and Development: At Nestle most of the trainings are done by in-house trainers. But with the changing time they should call external trainer for specialized training. Besides this Nestle should also have training abroad program, so that employees get the feel of global market by working outside. Entrepreneurship strategy: Every employee needs to be an independent entrepreneur, who can generate ideas and bring them to reality by using the existing resources and support of the organization to create innovative and creative products and services. Recruit purposefully In todays time when most of the organizations are firing people you should have more recruitment going on for the search of talented people. So its a great time for savvy companies to hire talented people who have been down-sized by other organizations. This will give advantage to Nestle in coming years. 13. Conclusion Thought Nestle did everything that it could to survive in todays competitive environment. But this competition will never stop and will get more intense with the time passing by. Therefore, beside my recommendations in its HR strategies, it should also pay attention to its VRIO approach). This is the approach which I think is very much required in todays time and changing environment. Its because if NESTLE will keep up with its VRIO structure it will be unique and different than others, therefore will face less competition in the market. How can it do this? Answer to this is by maintaining its VRIO (Valuable, Rare, Inimitable, and Organized) structure, which is as follows; Valuable A resource is valuable if it helps the organization meet an external threat or exploit an opportunity. If a resource helps bring about any one of these four things then it is valuable: Efficiency, Innovation, Quality and Customer responsiveness. Valuable resources of Nestle are: Human Resources Brand Name Research development processes Rare A resource is rare simply if it is not widely possessed by other competitors. Rare Resource of Nestle: Its uniqueness in Infant food products Processes and ingredients they use are rare. A resource is inimitable and non substitutable if it is difficult for another firm to acquire it or a substitute something else in its place. This is probably the toughest criteria to examine because given enough time and money almost ANY resource can be imitated. Therefore, one way to think about this is to compare how long you think it will take for competitors to imitate or substitute something else for that resource and compare it to the useful life of the product. Inimitable resources of Nestle are: Corporate Culture Values followed at Nestle Reputation Organized A resource is organized if the firm is able to actually use it. However, if you analysis does turn up a valuable, rare, and inimitable resource that the firm is not taking advantage of, then the resources of the firm are not said to be organized.

Molecular Biology Paper

Lab Report #1 Introduction A cell’s plasma membrane is known to be selectively permeable. This implies that the membrane is selective on what substances can pass in and out of the cell. There are two methods of transport that occur through the plasma membrane. One method of transport is called active process which uses ATP energy to transport substances through the membrane. The other method is called passive process which does not require the use of ATP energy. During passive processes, molecules are transported through the membrane by differences in concentration or pressure between the inside and outside of the cell. Two important types of passive process are diffusion and filtration. Every cell in the human body uses diffusion as an important transport process through its selectively permeable membrane. During diffusion, molecules that are small enough to pass through a membrane’s pores or molecules that can dissolve in the lipid section of a membrane move from an area of higher concentration to an area of lower concentration. The kinetic energy that all molecules possess is the motivating force in diffusion. Facilitated diffusion occurs when molecules are too large to pass through a membrane or are lipid insoluble. In this process, carrier protein molecules located in the membrane combine with solutes and transport them down the concentration gradient. Filtration is another type of passive process and, unlike diffusion; this is not a selective process. The pressure gradient on each side of the membrane as well as the membrane pore size depends on the amount of solutes and fluids in the filtrate. During filtration, water and solute molecules pass through a membrane from an area of higher hydrostatic pressure to an area of lower hydrostatic pressure. This means that water and solutes would pass through a selectively permeable membrane along the pressure gradient. To gain a better understanding of a cell’s selectively permeable membrane and the passive processes of simple diffusion, facilitated diffusion, and filtration, three experiments were conducted. Materials and Methods Activity 1: Simulating Dialysis (Simple Diffusion) Materials: ? two glass beakers ? four dialysis membranes: 20 (MWCO), 50 (MWCO), 100 (MWCO), and 200 (MWCO) ? membrane holder ? membrane barrier ? four solutes: NaCl, Urea, Albumin, and Glucose solution dispenser ? deionized water ? timer ? beaker flush This experiment was conducted first by placing the 20 (MWCO) dialysis membrane into the membrane holder. The membrane holder joined the two glass beakers; one on the left side and one on the right side. Then, 9. 00 mM of NaCl concentration was dispensed into the left beaker. Deionized water was dispensed in the right beaker. When the timer was started, t he barrier that surrounded the membrane holder was lowered to allow the contents of each beaker to come in contact with the membrane. After the 60 minutes of compressed time elapsed, results were read and recorded. Finally, each beaker was then flushed for preparation of the next experiment run. These exact steps were followed using each dialysis membrane size (20, 50, 100, and 200) as well as with each solute (NaCl, Urea, Albumin, and Glucose). There were a total of sixteen runs in this experiment. Activity 2: Simulating Facilitated Diffusion Materials: ? two glass beakers ? membrane builder ? membrane holder ? glucose concentration ? solution dispenser ? deionized water ? timer beaker flush In this experiment, the first step was to adjust the glucose carrier to 500 in order to correctly build the membrane. Next, a membrane was built in the membrane builder by inserting 500 glucose carrier proteins into it. Then, the newly built membrane was placed into the membrane holder that joined the two glass beakers. The two glass beakers were joined on the left and right sides of the membrane holder. After that, 2. 00 mM o f glucose concentration was dispensed into the left beaker. The right beaker was filled with deionized water. The barrier around the membrane holder dropped when the timer was started. After 60 minutes of compressed time elapsed, the results were read and recorded. Finally, both glass beakers were flushed to prepare for the next experimental runs. The above mentioned steps were repeated by increasing the glucose concentration to 8. 00. Both the 2. 00 mM and the 8. 00 mM glucose concentration solution were tested using membranes built with 500, 700, and 900 glucose carrier proteins. There were a total of six experimental runs. Activity 4: Simulating Filtration Materials: ? two glass beakers membrane holder ? 4 dialysis membranes: 20 (MWCO), 50 (MWCO), 100 (MWCO), and 200 (MWCO) ? 4 solutions: Na+Cl? , Urea, glucose, and powdered charcoal ? solution dispenser ? pressure unit ? timer ? filtration rate indicator ? membrane residue analysis analyzer ? beaker flush In the final experiment, the two glass beakers were placed one on top of the other with the membrane holder between them. The pressure unit that rested on the top beaker was used for forcing the solution from the top beaker through the selected membrane and into the bottom beaker. The bottom beaker contained nothing; however, the filtration rate indicator was attached to it from one side. The experiment began by placing the 20 (MWCO) dialysis membrane into the membrane holder. Then, 5. 00 mg/ml of each of the following solutions: Na+Cl? , Urea, glucose, and powdered charcoal were dispensed into the top beaker. The pressure unit was adjusted to 50 mmHg of pressure. The timer was set to 60 minutes of compressed time and when the timer started, the membrane holder retracted. The solution then flowed through the membrane and into the beaker underneath. When the timer stopped, the membrane was then placed in the membrane residue analysis analyzer. The results were read and recorded and the beakers were flushed for the next experimental runs. All the above steps were repeated using the 50 (MWCO), 100 (MWCO), and 200 (MWCO) membranes. Results Table 1: Activity 1: Simulating Dialysis (Simple Diffusion) Key: Solutes that were able to diffuse into the right beaker are indicated by a â€Å"+†. Solutes that were not able to diffuse into the right beaker are indicated by a â€Å"-â€Å". Membrane (MWCO) Solute (9. 0 mM) |(Pore Size) |NaCl |Urea |Albumin |Glucose | |20 |– |– |– |– | |50 |+ |– |– |– | |100 |+ |– |– |– | |200 |+ |– |– |+ | Graph 1: Activity 2: Simulating Facilitated Diffusion Glucose Transport Rate (mM/min) [pic] Table 2 and 3: Activity 4: Simulating Filtration Table #2: Solute Residue Presence in the Membrane Key: If solute residue wa s present on the membrane, it is indicated by a â€Å"+†. If solute residue was not present on the membrane, it is indicated by a â€Å"–â€Å". Membrane (MWCO) |Solute |20 |50 |100 |200 | |NaCl |+ |+ |+ |+ | |Urea |+ |+ |+ |+ | |Glucose |+ |+ |+ |+ | |Powdered Charcoal |+ |+ |+ |+ | Table 3: Filtration Rate and Amount of Solute Detected in Filtrate Membrane (MWCO) |Solute |20 |50 |100 |200 | |Filtration Rate (ml/min) | | | | | | |1 |2. |5 |10 | |NaCl in filtrate (mg/ml) | | | | | | |0 |4. 81 |4. 81 |4. 81 | |Urea in filtrate (mg/ml) | | | | | | |0 |0 |4. 74 |4. 74 | |Glucose in filtrate | | | | | |(mg/ml) |0 |0 |0 |4. 9 | |Powdered Charcoal (mg/ml) | | | | | | |0 |0 |0 |0 | Discussion The first lab experiment, Simulating Dialysis (Simple Diffusion), demonstrated how only certain molecules pass through a selectively permeable membrane down its concentration gradient. The four membranes utilized in this experiment consisted of each one being different in pore size (MWCO). The smallest pore-sized membrane was 20 (MWCO), and the largest was 200 (MWCO). The solutes that were tested in this experiment were NaCl, Urea, Albumin, and Glucose. The first solute tested, NaCl, showed that with a 20 (MWCO) membrane, no diffusion occurred into the right beaker. (Table 1) The NaCl molecules were evidently too large to pass through the 20 (MWCO) membrane because its pores were too small. Membranes 50, 100, and 200 (MWCO) did allow the NaCl to pass through. (Table 1) One of the reasons this occurred is because the pores in the above mentioned membranes were large enough to permit the passage of the NaCl molecules. The other reason diffusion occurred is because the NaCl molecules moved down its concentration gradient and into the beaker filled with deionized water. For all three membranes, equilibrium was reached in ten minutes at an average diffusion rate of 0. 0150 mM/min. As for the solute Urea, the experiment conducted showed that no diffusion occurred with all four membranes. (Table 1) Urea should have passed through membranes 100 (MWCO) and 200 (MWCO) for the reasons that its molecules are small enough and Urea is also soluble. This experiment showed that none of the Albumin molecules diffused through any of the four membranes tested. (Table 1) This is because the Albumin molecules were too large to pass through the pores of all four membranes. The final solute tested in this experiment, Glucose, showed that the molecules only diffused through the 200 (MWCO) membrane. (Table 1) Equilibrium was reached in thirty-seven minutes at an average diffusion rate of 0. 0040 mM/min. The Glucose molecules were too large to diffuse through the 20 (MWCO), 50 (MWCO), and 100 (MWCO) membranes. The second experiment, Simulating Facilitated Diffusion, explained how carrier protein molecules in the membrane effectively transported molecules that are too large or are insoluble to diffuse through the membrane. The carrier proteins in this experiment were glucose carriers and the solution was a 2. 00 (mM) and an 8. 00 (mM) glucose concentration. The 2. 00 (mM) glucose concentration was tested first with the 500 glucose carrier protein membrane then the 700 and 900 glucose carrier protein membranes. The glucose transport rate for the membrane with 500 glucose carrier proteins was 0. 0008 (mM/min). Graph 1) The membrane with 700 glucose carrier proteins showed a rate of 0. 0010 (mM/min) and the 900 glucose carrier proteins membrane had a rate of 0. 0012 (mM/min). (Graph 1) The 8. 00 (mM) glucose concentration also showed and increase in glucose transport rate with membranes that contained more glucose carrier proteins. The membrane with 500 glucose carrier proteins showed a rate of 0. 0023 (mM/min). (Graph 1) Membranes that had 700 and 900 glucose carrier proteins showed a rate of 0. 0031 and 0. 0038 (mM/min). (Graph 1) These results show that with an increase in amount of glucose carrier proteins in the membranes, transport of the glucose molecules in the concentration is more effective. A higher concentration of glucose (8. 00 mM) also increases the rate of glucose transport in a membrane with the same amount of glucose carrier proteins as a lower glucose concentration (2. 00). The final experiment, Simulating Filtration, four different solutes were forced through four membranes that contained separate pore sizes by the use of hydrostatic pressure. After each experimental run was conducted, the membrane analyses showed that residue from all four solutes were detected on each membrane. (Table 2) This indicates that some solutes did not filter through the membrane. The filtration rate (ml/min) increased as membranes with larger pores were utilized. This happened because the solute molecules were able to transport through a particular membrane at a faster rate being that the membranes’ pores were larger. The filtrate in the bottom beaker was analyzed and no solutes were detected with the 20 (MWCO) membrane. (Table 3) With the 50 (MWCO) membrane, only NaCl was detected in the filtrate at 4. 81 (mg/ml). (Table 3) The 100 (MWCO) membrane showed to have NaCl at 4. 81 (mg/ml) and Urea at 4. 74 (mg/ml) present in the filtrate. (Table 3) Glucose and powdered charcoal were not present. The last membrane with pore size 200 (MWCO), had the solutes NaCl at 4. 81 (mg/ml), Urea at 4. 74 (mg/ml), and Glucose at 4. 39 (mg/ml) detected in the filtrate. (Table 3) Powdered charcoal was not detected in this filtrate. Table 3) The molecules in powdered charcoal were too large to pass through any of the membranes tested. The 20 (MWCO) membrane pores were too small to allow any solute molecules to pass through. The membranes that contained lar ger pores allowed the solutes with larger pores pass through. The amounts (mg/ml) of the same solute detected in the filtrate were the same for each membrane. (Table 3) This is because the pressure that was released into the top beaker remained at 50 (mmHg) for all experiment runs. References Marieb, Elaine N. , Mitchell, Susan J. (2008). Exercise 5B. Human Anatomy & Physiology Laboratory Manual Ninth Edition (pp. PEx-5 – PEx-13). San Francisco, California: Pearson Benjamin Cummings.

Managerial Accounting In Business Essay

Managerial Accounting is known as the tongue of business. Formalization of data and numbers in such a manner so as to help to arrive at decision making and financial planning is the main object of accounting process. While book keeping is mainly concerned with organizing and keeping records, i.e. books of accounts but managerial accounting are employed to examine the data of information for taking major business decisions. Managerial reports are prepared from Managerial accounting statements. Managerial accounting assists managers to plan and manage an organization’s operations. Budgets are prepared to convey management’s goals in financial terms by measuring, identifying, analyzing, accumulating, communicating and interpreting accounting and financial information. Over a period, performance reports are prepared to evaluate the actual results with that of budgeted one. With the help of cost accountants, the management keeps watch of how much it costs a company to manufacture a product or to provide the service. (Horngreen, Stratton & Sundem, p.5) Managerial accounting does not require complying with rules and procedures of the GAPP. An organisation can develop its own internal accounting system that will suit most to the needs of the company. Managerial report is a devise for using a financial metric (dollars) as a normalizing mechanism for taking decision about different choices and alternatives. For instance, a managerial report helps you to come to a conclusion whether it is better to add 1000 customer account advocates in a call centre in UK, against staffing a user experience and technical writing department in California and investing in billions in intuitive products, Managerial reporting helps to take decisions and to do right thing. The practice of financial analysis   germinate from the budgeting and accounting reports of an organisation and thus directs to generation of managerial reports that explain into the firm’s overall strategic decision making process. Hence the quality of the report at all level is more significant. The financial statement should reflect the true fiscal position of the organisation and it should not be an obscure. Financial and managerial reports should disclose a factual picture of the organization’s performance, making it to the outsiders and financial analyst to interpret financial results on their own. MAKING MANAGEMENT DECISIONS THROUGH APPLICATION OF FINANCIAL DECISIONS: In this chapter, let us view how financial analysis and reporting are processed and is being used as efficient financial tools. For all decisions made in an organisation must be based on prudent financial information and careful analysis. Can we open a new branch? How many hours per week can we afford to operate our factory? How productive is our employees? How much money is being lost on workers idle time? How cost effective was the training intercession? Can we prolong our services at current costs?   To answer to all the above questions, a manager needs financial and managerial input mainly accounting data’s. (Wertheim Paul, 1993) A prudent financial analysis may help to diagnose the deficiencies in other management areas like project or program management, human resource management, the availability and use of technology or the organization’s leadership. As a curative measure, a manager may have to review his organization’s management strategies, resources, structures, internal and external information needs and capabilities. This broad view may help to enlighten manager’s perspective on how financial management contributes to one’s organisation. Thus this will induce the manager to suitably design or change the chart of accounts, reports, improve financial reforms and databases and train staff to efficiently employ financial information on continuous basis. 2.1. Deciding on Labour and Staffing patterns: Employee cost will disclose the hours worked, cost of staff time and this will help the manager to analyse the labor, compensation issues and staffing matters. One can evaluate from good financial data to study how overtime pay and leave pay accrual are influencing labor costs or employee cost of the organisation. This financial analysis can reveal which actions are most labour oriented which may guide you to restructure management processes and control the level of effort of employees of an organisation. (Hake, E. R., 2005). 2.2 Fixing fees for services and other fees: Cost to provide a particular service can be derived from financial data’s of an organisation as this will help the management to take critical decisions like estimating prices for any products or services , developing budgets , bidding for new projects or business or planning in reduction of costs. If the cost per service of an organisation is arrived at, then it will be easy to take into other factors such so as to come to a decision how to offset these costs. 2.3 Determing the combination of services: Cost per unit of production, cost per unit sold of different services and their cost effectiveness can be derived from financial data of an organisation and this can be utilized to decide to which services to provide, emphasize, promote or subdize. Further information’s like clientele, catchments’ population, service utilization and service volume are also needed for this purpose. By monitoring the services which are rarely used or often lose money, a manager can conclude how best to apply appropriate changes. 2.4 Estimating future supply costs and inventory: From the financial data of an organisation we can infer the price fluctuations, consumption patterns, the costs of keeping supplies in stock which includes transportation, logistics, personnel and facilities management. A manager can use this information for taking decisions such as which supplier to select, which supplier has to be renegotiated, to purchase inventory on a seasonal basis so as to reap the benefit of price advantage through out the year. A manager has also to decide whether the costs of spoiled and expired stock need to be controlled or contained. 2.5 Analysis of Variance: A variance analysis is an exhaustive assessment of disparity between actual and planned results. The main three part of variance analysis are assessment of the actual cost with that of budgeted cost (expenses), assessment of the intended quantity of an activity or procurement with the actual quantity and valuation of the actual output with the planned output. (Kohl beck, M., 2005). 2.6 Budget: It can be explained as a detailed financial plan revealing expected future income and expenses. As an effective controlling tool, it helps to scrutinize current operating environments of an organisation. Immediate corrective action can be resorted by analyzing  Ã‚  Ã‚  Ã‚   and on reviewing and reacting variances between expected and actual expenses once variance is reported. 2.7 CASH FLOW STATEMENT: It signifies how cash was engendered and how it was used up for the business purpose. It discloses the incoming   and outgoing of cash in an organisation and it reports various types like cash flow from financial activities, cash flow from operating activities and cash flow from investing activities. It is being deployed by financial managers to assess whether there will be sufficient cash on hand to meet expenditure requirements. RISK MANAGEMENT: A prudent manager can manage the risky conditions by constant examining of financial status of his organisation. Certain happenings may bring potential impairment to the organisation. For instance, a sudden increase in repair costs and sharp decline in sales revenue may leave the organisation without enough funds to provide services and fulfill objectives. A manager must review likely risk and to shun or control perilous situations like failure to meet quality, performance, budget objectives. Financial data’s are the immense source in risk management process which will help to quantify the risks by resources type like inventory, employees, cash, facility or receivables. Finance managers normally apply two techniques for handling risk mitigation and contingency planning. Risk alleviation guarantee strategies and procedures to control, prevent, or reduction of impact of the risk event if it transpires. For instance, if there is risk of fall in sales revenues, a mitigation technique would be to add more products or diversification of business so that the decline in sales of a particular product may not be detrimental. Like wise, a contingency plan would be to add up a reserve fund that could be used to supplement the fall in sales revenue due to competitors strategy or depression. (Kristy James E., 1994) PRUDENT MANAGEMENT DECISIONS FROM FINANCIAL DATAS: One of the critical financial management aspects is to build good financial decisions. Since financial management influences all parts of management, it is better to recognize and realize the sound financial management and discover how to use sound financial information. One of the best ways to compare the financial performance is to look into the competitor’s performance. For instance, a hospital may look into the hospital wide financial reporting which helps to understand how they have performed and to analyse the reasons for poor performance if any. Comparing the gross and net margin with the other hospitals will help to fix the loophole. Further comparison of actual with that of budgets will also assist to know whether revenue and expenses are with in the budgeted range and if there is a variance, the reasons for the same. A hospital may keep a strict eye on its margins and various means to measure the level of profitability by having close watch on emergency department visits, inpatients admissions, surgeries, revenues from scan and x-rays and blood testing etc. This information will help a hospital to manage its cost either on monthly or periodical basis. Admission rates, costs and gross revenues may act as best performance indicators. For example, if the number of outpatient department visits at a particular facility is trailing back, then CEO will talk to physician to know the reasons. Thus managerial report helps to take a decision for the discontinuance of a poorly performing product line.[1] CASH FLOW RATIOS CAN BE EMPLOYED TO FIND REASONS FOR BUSINESS FAILURES: Cash flow information can be utilized to find out the success or failure of the business in advance as it has been evident from the previous empirical studies like Gentry, 1984, Bernard and Stober, 1989, Carslaw and Mills ,1991 , BarNiv 1990. Most of these studies have found that the level of cash inflows and outflows from various activities are highly interconnected and a failure of any part of the system to function may jeopardize or cause the entire firm to fail. (Glover, J. C., 2005) The key ratios are [2] Current ratio:  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2 to 1, Quick ratio  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1 to 1 Liquidity ratio  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   0.40 to 1 Equity / debt ratio  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     1.65 to 1 Return on Equity  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   14% If you apply the above ratio and can find out the 80% of the financial health of any company. For instance, if unusual increase in accounts receivable may lead to conclusion that accounts receivable are being managed very badly and may result in high bad debts. But if you have at closer look, you may find out that the company may have introduced a new product or a new market where such receivables are considered to be rational and the new product may elevate the company to soaring heights later or vice-versa. Financial Ratio’s can foretell warning signs: Companies in distress offer difficult analytical problems for analyst. Financial problems like problem in meeting obligations like equity deficiencies, liquidity problems, funds shortage and debt default. Operation problems may result in prospective revenues may be doubtful, ability to operate in danger, consistent failure in operational success, inefficient management, poor control over business operations. Special indicators like incurring operating losses , initiation of liquidity process , a waning allocation of product market , delaying payments to short term creditors , skipping of dividends , bond default and rating changes , bank account excessively overdrawn , insufficiency of cash flows . (Barker, R., 2004). The major disadvantages of the financial ratios include the timeliness of the financial statements, location within the trade cycle, the lack of consideration of the business sector and the overlook of accounting policies. The financial ratios are the best indicators for further examination and not to be construed as a means themselves. CONCLUSION: Thus, management reports are very key elements of the business world. Most of the companies have some form of each type of accounting knitted into their business operations. By adopting appropriate standards for each, the company will be able to successfully keep track of their financial standing for internal as well as external objectives. Banks and financial institutions which have vested interest in borrowing firms should ascertain that the borrowers have to adopt policies regarding requiring customer to prepare the financial reports as per the guidance of Generally accepted accounting principles ,auditor rotation , necessary information on off balance sheet items . Financial analyst should view corporate financial statements and pay special attention to accountant’s opinion letter, management discussion, and the notes to the statements and analysis on public companies and also consider the implications of management’s decisions relative to accounting policies. A financial analyst should also review the company’s latest form 8-k, which is filed with SEC which records the occurrence of any material events or corporate changes of importance to investors or lenders like any disagreement the firm has had with the auditors, any of late changes in the constituent of audit firm.( Saatci, E,2004) By diligent financial analysis, one can identify the accounting irregularities from the financial and managerial reports of an organisation and thus avoid doing business with the management of questionable integrity. Likewise, benchmarking surveys and best practices reviews are beneficial tools for detection of problems, finding out ways to improve and signaling positive changes. Though benchmarking and best practices are modern tools for business improvement but they will not cure everything that is ailing a company. Benchmarking and best practices initiatives are most triumphant when they are advanced with an open mind and the belief that they symbolize an education process. Cash flow information can be utilized to find out the success or failure of the business in advance as it has been evident from the previous empirical studies like Gentry, 1984, Bernard and Stober, 1989, Carslaw and Mills ,1991 , BarNiv 1990 Operation problems may result in prospective revenues may be doubtful, ability to operate in danger, consistent failure in operational success, inefficient management, poor control over business operations. Special indicators like incurring operating losses , initiation of liquidity process , a waning allocation of product market , delaying payments to short term creditors , skipping of dividends , bond default and rating changes , Bank account excessively overdrawn , insufficiency of cash flows . Thus this study proves that the company’s managerial report and internal report are excellent tools for the measurement of efficacy and financial achievement and also a diagnostic tool to detect the perils in advance to undertake correctional measures. A company may overcome its negative factors by undertaking timely correctional methods through its managerial and financial ratios or else it has to remain as an old dog which never learns new tricks.       BIBILIOGRAPHY:    Horngreen C.T, Straton, W.O & Sundem, G.L, Introduction to Management accounting (12th ed,), Prentice Hall, New Jersey. Montgomery, H., Lipshitz, R., & Brehmer, B. (Eds.). (2005). How Professionals Make Decisions. Mahwah, NJ: Lawrence Erlbaum Associates Cocheo, S. (2005). The Efficiency Ratio: How Good a Tool? ABA Banking Journal, 97(6), 10+.          [1] ‘Are you keeping an eye on your organization’s financial pulse? Healthcare financial Management, Dec 2005. [2] Kristy James E., ‘Conquering financial ratios: the good, the bad and the who cares? –Business Credit, Feb, 1994.

Literary Analysis of “Barn Burning” - 2800 Words

A Literary Analysis of â€Å"Barn Burning† In the beginning, â€Å"Barn Burning† appears to be a story about an oppressive father and his family, who seems to be caught up in his oppression. As you read further in to the story you find that the story is focused on a young son of a poor sharecropper, who has to struggle with his father’s arsonist tendencies which are destroying his families’ reputation and life style, while coming to terms with his own morality. The young son, whose name is Colonel Sartoris Snopes, is the protagonist in this story. Sarty (the boy’s nickname) disapproves of his father’s destructive actions and soon has to decide whether to be loyal to his family or give in to his own values of morality. Abner Snopes, who is the†¦show more content†¦Ã¢â‚¬Å"The smell and sense just a little of fear because mostly of despair and grief, the old fierce pull of blood. He could not see the table where the Justice sat and befo re which his father and his father’s enemy (our enemy-he thought in that despair; ourn! Mine and hisn both! He’s my father!)† (Faulkner 250) This setting allows the reader to get a glimpse of the relation the story has in regards to justice versa injustice, while emphasizing the importance of Sarty’s decision. The sharecropper’s cabin is now Sarty and his family’s new home, which is owned by a man named De Spain. De Spain allows them into this cabin under the assumption that they will help cultivate De Spain’s farm and also give him a portion of the crop. The cabin is described as a â€Å"paintless two room house† and referenced to be similar to all the other previous homes of the Snopes’ family. Faulkner also, describes the nature of the family’s belongings with great detail as to emphasize the poverty in which the Snopes’ lived. The scene at the cabin shows the condition in which Sarty and his family have to live under. 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