Performance Management Essay Example | Topics and Well Written Essays - 1000 words - 1

Performance Management - Essay Example Therefore, apart from overcoming the barriers such as language, cultural differences and influence of the trade unions, the management needs to concentrate on the matters relating to recruitment of staff, training to the employees, system for appraisal of performance, compensation to employees and maintaining cordial relationship with the employees, because these are the areas where the scope of the management significantly differs with the domestic HRM based on the corporate policies of the company. The paper seeks to study and analyse the international operations and expansion strategies of Mega Widgets, with the ambition of planning to list its company in Australian Stock Exchange in 2014 or 2015, for suggesting improvements in performance management. Organisation Structure The corporate culture at Mega-Widgets has been influenced by the founding family members. The structure of the organization plays an important role in the implementation of its strategies and controls. The deci sion making process is influenced by the structure of the organization which remains very centralized presently. All expatriate assignments have been individually negotiated by the Newcastle Plant Manager. The company has manufacturing plants and sales offices in Indonesia and India with senior management positions filled by Australian expatriates. The structure of the organization hampers decision making process and affects performance. The function of integration of the whole organization spread all over the world on day to day basis saps the energy of the management team located at the head office. Under such circumstances, the coordination of the corporate activities becomes very difficult. McGuire (2011) states â€Å"To treat organizations as singular entities devoid of diversity is to ignore the richness of employee backgrounds and experience. If organizations are to prioritise creativity and innovation, then it is imperative that unique perspectives are valued and appreciate d.† (p. 179). There have been changes introduced in the organization in the wake of expansions proposed in China and US. The company has created a new post Executive Director Human Resources. This appointment combined with the efforts of the Project Control Groups established by him will enable the Board to consider proposals for international resource management programs. These programs are expected to facilitate current operational requirements and impact the future strategic direction of Mega-Widgets by improving its performance in the long run. Management Policy The management follows progressive policies for its growth strategies and is highly professional in its attitude. This reflects in the management policy: The family relatives are not guaranteed of a job – they must prove themselves like everyone else.   The Executive Director Human Resources, with the full support of the Board, has established international human resources management project control groups to lend support to the expansion strategies of the company for effectively implementing the expansion strategies. Garavan & Garbery (2012) state, â€Å"Strategic HRD (SHRD) is premised on the view that HRD practitioners possess the competence to assume the role of strategic partners, strategic players and players in the business rather than simply

Compare and Contrast at least three of Fanthorpes poems Essay Example for Free

Compare and Contrast at least three of Fanthorpes poems Essay Fanthorpes poems: Half-past Two, Dear Mr Lee, and You will be hearing from us shortly offer us an insight into the views and thoughts of Fanthorpe, as well as making the reader think about their own preconceptions. She does this by making quirky and sometimes satirical poems, which seem almost like prose. Fanthorpes aims are unmistakable; her way of inviting the reader to look at life through her tongue-in-cheek writing makes people question their belief on the matter(s) that the poem explores. For example in Half-past Two the poet queries the strange idea of time. Adults see time as a number organised into a sequence that continues through out the day with out stopping. However in this poem Fanthorpe shows that children develop a different sense of time, almost like a dream world where time, as we know it, stops to exist. She also delves into the way that children see time as an event not a number, for example timeformykisstime. Likewise, in Dear Mr Lee, the poet disputes the way of teaching English, stating that the way teacher deconstruct and analyse poems makes it impossible for the piece to be appreciated for its face values. Similarly, You will be hearing from us shortly dissects the truth about interviews and the way that pressure in an interview can make the interviewee feel looked down on and prejudged. The poem is slightly satirical towards the end, but this only exaggerates the point that Fanthorpe is trying to convey. While under pressure, interviewees can hallucinate in a surreal manner. For example, And you were born-? Yes pity. Overall, the aims of all three poems suggest that Fanthorpe has some strong views about things we dont really see as serious issues but do affect people. Technique plays a big role in all of Fanthorpes poems, especially You will be hearing from us shortly, where the text aligned on the right indicates what the interviewer is thinking at that point in the interview. This is unique to Fanthorpes poems. Likewise in Dear Mr Lee irregular and haphazard line endings and even a P.S. in the poem contributes to the idiosyncratic nature of it. However in Half-past Two there are well-organised stanzas, typical of the common types of poem. Capital letters are used to exaggerate or highlight an important idea that Fanthorpe wants to be recognised, for example on Her desk represents the way the child imitates something said to him. Another variant from the norm in all three poems is the use of brackets or italic writing to represent either private thoughts or another voice. During the three pieces various voices are regularly used; the poet will do this to show either a different viewpoint or the words of a narrator. In the poem Half-past Two voices are used extensively to represent what the child was thinking, what the teacher said and also the narrating. During Dear Mr Lee there seems to be no arrangement in the text at all, however it does resemble a prose letter. However, looking more closely, the poem seems to represent the childs feelings about teaching methods. Voices in this poem seem to consist of the childs thoughts and her teachers remarks. However in You will be hearing from us shortly the only voice is of the interviewer(s). I imagine Fanthorpe does this so that the reader can add in his or her own response to the observations of the interviewer. Fanthorpes style is very prose-like and the colloquial nature invites the reader into a new dimension of humour. The register in all three poems is varied, for example in Dear Mr Lee goes from, youd know its lived with me, stained with Coke and Kitkat too, good at terse and cogent. This varied approach to the poem may be due to the different voices that Fanthorpe puts in. All three poems especially contain a satirical and sarcastic tone, and towards the end of You will be hearing from us shortly there is an almost surreal and dreamy feel to the tone. However all the poems, as well as having humour and tongue-in-cheek style, also harness a serious intention. For example in You will be hearing from us shortly, even though it is quite funny, the way you can be looked down on in as an interviewee is a prejudice. For example the interviewer says And now a delicate matter: your looks. Do you appreciate this work involves contact with the actual public? This is clearly is meant to be a realistic event so that Fanthorpe can insight the reader to believe that prejudice does happen. Generally all the poems are very well written, however close analysis reveal even more about the poets way with words. In Half-past Two the last stanza is a brilliant description of the way that a child can slip into the clockless land of ever, and time hides waiting to be born. This end fraction of the poem portrays the childs dream world and how there is no time until the child is taught how to read time and it is then that time, as adults know it is born. In You will be hearing from us shortly the poet could not only be referring to the way that interviewers look upon interviewees, but how candidates assume surreal events will occur in the interview. For example it is very unlikely that an interviewer would comment on the very existence of an interviewee. During Dear Mr Lee Fanthorpe takes on the role of a child and doesnt tell the reader she has done this but instead writes like one. She achieves this by having no indents, no punctuation, random line lengths, no rhythm or rhyme and no paragraphs. For example there is not one full stop until the forty-ninth line. Writing like a child makes the reader think that the poem is being told by a child. To conclude, the three Fanthorpe poems looked at in the Essay help us to understand the way that Fanthorpe regards incidents happening in the world today. It also uses a colloquial tone that provides a jovial piece to read as well as getting a serious point through. All in all the prose-like texts let the reader enjoy an idiosyncratic and meaningful set of poems.

What’s in a Name? :: Research Papers

What’s in a Name? Throughout his book Virtually Normal, Andrew Sullivan explains how people of all different kinds of beliefs think about and treat homosexuals and homosexual behavior in society. He labels the four most commonly held viewpoints on homosexuality (liberationist, conservative, liberal, and prohibitionist) and poses his own politics of homosexuality. According to Sullivan's labels, gay and lesbian activist Urvashi Vaid would be considered a liberal. Vaid is a liberal because even though she may support some aspects of the other four viewpoints, the main points that the other four entail clash considerably with her own beliefs. Vaid is not a prohibitionist, a conservative, a liberationist, or a believer in Sullivan's own politics; she is a liberal under Sullivan's classification. Prohibitionists, according to Sullivan, are those who â€Å"wish to cure or punish people who prac ­tice homosexual acts, and to deter all the others who might be tempted to stray into the homosexual milieu† (Sullivan 22). These people believe that homosexuality is a choice, and that homosexuality violates a natural law. This natural law is the prohibitionist view that heterosexuality is the normal, natural form of human sexuality and that all other deviance, inducing homosexuality, is not normal and not natural. Scripture, and this natural law philosophy, are some of the intellectual ammunition prohi ­bitionists use. They want to stop tolerance of homosexuality at all costs. Urvashi Vaid, on the other hand, wants complete tolerance for homosexuals. She argues against these â€Å"evils† for equal rights for gays. She desires liberation of gay people, so they do not have to live in closets or in gay ghettos, and she wants the end of discrimination against gay and les bian people. She will not settle for virtual equal ­ity, and her goal of complete equality is against all a prohibitionist stands for. Andrew Sullivan describes his conservatives as people who are inconsistent, people who have a hypocritical stance on the issue of homosexuality. These people â€Å"combine a private tolerance of homosexuals with a public disapproval of homosexuality. While they do not want to see legal persecution of homosexuals, they see no problem with the discouragement and disparagement of homosexual sexual behavior† (Sullivan 97). They believe that people's private lives are their own, but in public the heterosexual form is the right form, and anything publicly against that norm will hurt society. So if homosexual people keep quiet about their homosexuality and let heterosexual dominance continue, then all will be well.

Marketing strategies Essay

The word â€Å"strategy† is derived from the Greek word â€Å"stratà §gos†; stratus (meaning army) and â€Å"ago† (meaning leading/moving). Strategy is an action that managers take to attain one or more of the organization’s goals. Strategy can also be defined as â€Å"A general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed strategic planning process†. A strategy is all about integrating organizational activities and utilizing and allocating the scarce resources within the organizational environment so as to meet the present objectives. While planning a strategy it is essential to consider that decisions are not taken in a vaccum and that any act taken by a firm is likely to be met by a reaction from those affected, competitors, customers, employees or suppliers. Strategy can also be defined as knowledge of the goals, the uncertainty of events and the need to take into consideration the likely or actual behavior of others. Strategy is the blueprint of decisions in an organization that shows its objectives and goals, reduces the key policies, and plans for achieving these goals, and defines the business the company is to carry on, the type of economic and human organization it wants to be, and the contribution it plans to make to its shareholders, customers and society at large. Features of strategic management Strategy relates the firm to its environment, particularly the external environ-ment in all actions whether objective setting, or actions and resources required for its achievement. This definition emphasizes on the systems approach of management and treats an organization as part of the society consequently affected by it. Strategy is the right combination of factors both external and internal. In relating an organization to its environment, the management must also consider the internal factors too, particularly its strengths and weaknesses, to take various courses of action. Strategy is relative combination of actions. The combination is to meet a particu-lar condition, to solve certain problems, or to attain a desirable objective. It may take any form; for every situation varies and, therefore, requires a somewhat different approach. Strategy may even involve contradictory action. Since strategic action depends on environmental variables, a manager may take an action today and revise or reverse his steps tomorrow depending on the situations. Strategy is forward looking. It has orientation towards the future. Strategic ac-tion is required in a new situation. Nothing-new requiring solutions can exist in the past, and so strategy is relevant only to the future. Process The strategic management process is more than just a set of rules to follow. It is a philosophical approach to business. Upper management must think strategically first, then apply that thought to a process. The strategic management process is best implemented when everyone within the business understands the strategy. The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and strategy monitoring. 1. Goal-Setting The purpose of goal-setting is to clarify the vision for your business. This stage consists of identifying three key facets: First, define both short- and long-term objectives. Second, identify the process of how to accomplish your objective. Finally, customize the process for your staff, give each person a task with which he can succeed. Keep in mind during this process your goals to be detailed, realistic and match the values of your vision. Typically, the final step in this stage is to write a mission statement that succinctly communicates your goals to both your shareholders and your staff. 2. Analysis Analysis is a key stage because the information gained in this stage will shape the next two stages. In this stage, gather as much information and data relevant to accomplishing your vision. The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its strategic direction and identifying initiatives that will help your business grow. Examine any external or internal issues that can affect your goals and objectives. Make sure to identify both the strengths and weaknesses of your organization as well as any threats and opportunities that may arise along the path. 3. Strategy Formulation The first step in forming a strategy is to review the information gleaned from completing the analysis. Determine what resources the business currently has that can help reach the defined goals and objectives. Identify any areas of which the business must seek external resources. The issues facing the company should be prioritized by their importance to your success. Once prioritized, begin formulating the strategy. Because business and economic situations are fluid, it is critical in this stage to develop alternative approaches that target each step of the plan. 4. Strategy Implementation Successful strategy implementation is critical to the success of the business venture. This is the action stage of the strategic management process. If the overall strategy does not work with the business’ current structure, a new structure should be installed at the beginning of this stage. Everyone within the organization must be made clear of their responsibilities and duties, and how that fits in with the overall goal. Additionally, any resources or funding for the venture must be secured at this point. Once the funding is in place and the employees are ready, execute the plan. 5. Evaluation and Control Strategy evaluation and control actions include performance measurements, consistent review of internal and external issues and making corrective actions when necessary. Any successful evaluation of the strategy begins with defining the parameters to be measured. These parameters should mirror the goals set in Stage Types of strategic management 1. Functional strategies Functional strategy- selection of decision rules in each functional area. Thus, functional strategies in any organization, some (e.g., marketing strategy, financial strategy, etc.). It is desirable that they have been fixed in writing. In particular, functional strategies are as follows: Production strategy( â€Å"make or buy†) – defines what the company produces itself, and that purchases from suppliers or partners, that is, how far worked out the production chain. Financial Strategy- to select the main source of funding: the development of their own funds (depreciation, profit, the issue of shares, etc.) or through debt financing (bank loans, bonds, commodity suppliers’ credits, etc.). Organizational strategy- decision on the organization of the staff (choose the type of organizational structure, compensation system, etc.). May be allocated and other functional strategies, for example, the strategy for research and experimental development (R & D), investment strategy, etc. In addition, each of the functional strategies can be divided into components. For example, organizational strategy can be divided into three components: strategy of building organizations – to select the type of structure (divisional, functional, project, etc.); strategy to work with the staff – a way of training (mainly administrative staff), training of staff (in a business or educational institutions), career planning, etc.; Strategy wages (in the broader sense – rewards and penalties) – in particular, the approach to the compensation of senior managers (salary, bonuses, profit sharing, etc.). Organization for the implementation of the strategy at the functional area responsible senior specialist (Ch. Engineer, Director of Finance), at the enterprise level – the general director or director of the department, at the level of groups of companies – a collegiate body (management, board of directors). 2. Human resources Role in Strategy Formulation: HRM is in a unique position to supply competitive intelligence that may be useful in strategy formulation. Details regarding advanced incentive plans used by competitors, opinion survey data from employees, elicit information about customer complaints, information about pending legislation etc. can be provided by HRM. Unique HR capabilities serve as a driving force in strategy formulation. 3. Marketing strategies Marketing management is a business discipline which is focused on the practical application of marketing techniques and the management of a firm’s marketing resources and activities. Globalization has led firms to market beyond the borders of their home countries, making international marketinghighly significant and an integral part of a firm’s marketing strategy. Marketing managers are often responsible for influencing the level, timing, and composition of customer demand accepted definition of the term. In part, this is because the role of a marketing manager can vary significantly based on a business’s size, corporate culture, and industry context. For example, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product. To create an effective, cost-efficient marketing management strategy, firms must possess a detailed, objective understanding of their own business and the market in which they operate. In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning. To achieve the desired objectives, marketers typically identify one or more target customer segments which they intend to pursue. Customer segments are often selected as targets because they score highly on two dimensions: 1) The segment is attractive to serve because it is large, growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or other factors; and 2) The company has the resources and capabilities to compete for the segment’s business, can meet their needs better than the competition, and can do so profitably. [3] In fact, a commonly cited definition of marketing is simply â€Å"meeting needs profitably.† 4. Financial strategy To get the most out of your financial resources and achieve sustainability you’ll need to successfully manage all your funding and financing sources in an overarching strategy for your organisation. Many organisations manage income from a number of different funding and finance sources – from donations, grants, contracts and income generated from trading. A financial strategy enables your organisation to assess your financial needs and the sources of support required to meet your objectives and fulfil the organisational mission, whilst also planning for continued growth to enable stability. You’re financial strategy will derive from your mission. So the first step is to clearly define why you exist and you plan to achieve your mission before preparing any budgets. Cadbury History Birmingham 1824 John Cadbury was one of ten children of Richard Tapper Cadbury, a prominent Quaker who had moved to Birmingham, England from the West Country in 1794. In 1824, 22-year-old John Cadbury opened his first shop at 93 Bull Street, next to his father’s drapery and silk business in the then fashionable part of Birmingham. Apart from selling tea and coffee, John Cadbury sold hops, mustard and a new sideline – cocoa and drinking chocolate, which he prepared using a mortar and pestle. Cocoa and drinking chocolate had been introduced into England in the 1650s but remained a luxury enjoyed by the elite of English society. Customers at John Cadbury’s shop were amongst the most prosperous Birmingham families, the only ones who could afford the delicacy. Cocoa beans were imported from South and Central America and the West Indies. Experimenting with his mortar and pestle, John Cadbury produced a range of cocoa and chocolate drinks, the latter with added sugar. The products were sold in blocks: customers scraped a little off into a cup or saucepan and added hot milk or water. John Cadbury had a considerable flair for advertising and promotion. â€Å"John Cadbury is desirous of introducing to particular notice ‘Cocoa Nibs’, prepared by himself, an article affording a most nutritious beverage for breakfast,† announced his first advertisement in the Birmingham Gazette in March 1824. He soon established himself as one of the leading cocoa and drinking chocolate traders in Birmingham. The popularity and growing sales of John Cadbury’s cocoa and drinking chocolate of ‘superior quality’ determined the future direction of the business. In 1831, John Cadbury rented a small factory in Crooked Lane not far from his shop. He became a manufacturer of drinking chocolate and cocoa, laying the foundation for the Cadbury chocolate business. These early cocoa and drinking chocolates were balanced with potato starch and sago flour to counter the high cocoa butter content, while other ingredients were added to give healthy properties. By 1842, John Cadbury was selling sixteen lines of drinking chocolate and cocoa in cake and powder forms. The Quaker Influence The Cadbury family were prominent members of the Society of Friends or Quakers, one of the many nonconformist religious groups formed in the 17th century. Their strong beliefs carried into campaigns aimed at ending poverty and deprivation and many prominent Quaker-run businesses were part of reforms of social and industrial society in Victorian Britain. John Cadbury’s lifelong involvement with the Temperance Society influenced the direction of his business enterprise. By providing tea, coffee, cocoa and chocolate as an alternative to alcohol he felt he was helping to alleviate some of the alcolohol-related causes of poverty and deprivation amongst working people. He also incorporated some of these principles in his industrial relations philosophy. (See A Progressive Workplace) Cadbury Brothers of Birmingham John Cadbury As the enterprise prospered, in 1847 John Cadbury rented a larger factory in Bridge Street, off Broad Street, in the centre of Birmingham and went into partnership with his brother Benjamin – trading as Cadbury Brothers of Birmingham. The retail side of the business in Bull Street was passed to a nephew, Richard Cadbury Barrow in 1849. Barrow Stores, as it became, traded in Central Birmingham until the 1960s. A major turning point for the cocoa and chocolate industry came in the mid-1850s, when taxes on imported cocoa beans were reduced by Prime Minister William Gladstone. The previously prohibitive chocolate products were now within the reach of the wider population. Cadbury Brothers received their first Royal Warrant on February 4, 1854 as ‘manufacturers of cocoa and chocolate to Queen Victoria.’ The company continues to hold royal warrants of appointment. During the 1850s business began to decline. The partnership between the first Cadbury brothers was dissolved in 1860, a difficult time in the company’s history. John Cadbury’s sons Richard and George, who had joined the company in the 1850s, became the second Cadbury brothers to run the business when their father retired due to failing health in 1861. John Cadbury devoted the rest of his life to civic and social work in Birmingham until his death in 1889. Although they had worked in their father’s business for some years, the prospects for Richard. 25, and George, 21, were daunting. Their first five years were a period of unremitting toil with few customers, long hours and very frugal living. Both seriously considered taking up other vocations – Richard as a surveyor in England and George as a tea planter in India. George was focused on manufacturing, and Richard with sales, but in the early days both brothers went out and promoted their goods. Due to their dedication, sheer hard work and improvements in the quality of Cadbury cocoa products, the business survived and prospered. Technological Advancements Historic packaging Dissatisfied with the quality of cocoa products, including their own, the Cadbury brothers took a momentous step in 1866 that not only had a bearing on their business but revolutionised the whole of the British cocoa business. Until that time English cocoa had been heavily adulterated with starch substances like potato flour or sago to mask the excess cocoa butter. The cocoa drink, as described by George Cadbury himself, was a â€Å"comforting gruel†. Following a visit to the Van Houten factory in Holland to see their new cocoa press, the brothers introduced this new process to their Bridge Street factory. The press removed some of the cocoa butter from the beans, producing a less rich and more palatable cocoa essence – the forerunner of the cocoa we know today. There was no need to add flour and Cadbury’s new cocoa essence was advertised as ‘Absolutely pure†¦therefore Best’ At that time there was much concern in Parliament about the adulteration of food, including cocoa. The new unadulterated Cadbury’s cocoa essence was heralded as a major breakthrough and resulted in the passing of the Adulteration of Food Acts in 1872 and 1875. Cadbury received a remarkable amount of free publicity during this period and sales increased dramatically. The marketing of this cocoa essence helped turn a small business into a vast worldwide company. The introduction of cocoa essence was not the only innovation that improved the Cadbury Brothers’ trade. The plentiful supply of cocoa butter remaining after the cocoa was pressed made it possible to produce a wide variety of new kinds of ‘eating chocolate,’ leading to the development of the smooth creamy chocolate produced today. The quality of the chocolates made by the company following the introduction of the cocoa press was such that in the 1870s, Cadbury broke the monopoly which French producers had previously enjoyed in the British Market. Cadbury’s Chocolate Box A chocolate for eating had been produced at the Cadbury factory since 1849 but it was not, by today’s standards, a very palatable product. With the availability of cocoa butter a new chocolate recipe produced chocolate similar to that which we enjoy today. Refined plain chocolate was made for moulding into blocks or making bars and chocolate creams that with chocolate-covered fruit-flavoured centres. Cadbury’s â€Å"fancy chocolates†- or assortments as they are now called – were sold in decorated boxes, with small pictures that children could cut out to stick into scrapbooks. Richard Cadbury applied his considerable artistic talents to introduce more ambitious and attractive box designs from his own paintings, using his own children as models or depicting flowers and scenes from his travels. They were the first British-made fancy chocolate boxes and were very popular. Some of his original boxes still exist. Elaborate chocolate boxes were much prized as special gifts by the late Victorians as they could later be used as trinket or button boxes. Chocolate box designs ranged from superb velvet covered caskets with bevelled mirrors and silk lined jewel boxes to pretty boxes with pictures on the lid. The popularity of these splendid Cadbury boxes continued until their disappearance during the Second World War. Victorian and Edwardian chocolate boxes are now collector’s items. Cadbury Brothers Ltd The business became a private limited company – Cadbury Brothers Limited – in 1899 following Richard Cadbury’s sudden death at the age of 63. George Cadbury became chairman of the new board and his fellow directors were Barrow and William A. Cadbury, sons of Richard and two of his own sons, Edward and George Cadbury Junior. By 1899, the Bournville factory had trebled in size with more than 2,600 employees. With the formation of the limited company, Bournville entered a new era as the younger members of the Board introduced new ideas – analytical laboratories, advertising and cost offices, a sales department, works committee, medical department, pension funds, education and training for employees. The Bournville factory site became a series of factories within a factory, as everything needed for the business was produced on site, including tin box pressing plants, carton making units, a design studio and printing plant. This policy continued until well after the Second World War when the rationalisation of the business to mainstream activity – production and marketing of chocolate confectionery- led to the use of outside specialised suppliers for ancillary items. . Cadbury India began its operations in India in 1948 by importing chocolates. It now has manufacturing facilities in Thane, Induri (Pune) and Malanpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and sales offices in New Delhi, Mumbai, Kolkata and Chennai. The corporate head office is inMumbai. Since 1965 Cadbury has also pioneered the development of cocoa cultivation in India. For over two decades, Cadbury has worked with theKerala Agricultural University to undertake cocoa research. Cadbury was incorporated in India on 19 July 1948. Currently, Cadbury India operates in five categories – Chocolate confectionery, Beverages, Biscuits, Gum and Candy. Some of the key brands are Cadbury Dairy Milk, Bournvita, 5 Star, Perk, Bournville, Celebrations, Gems, Halls, Éclairs, Bubbaloo, Tang and Oreo. Its products include Cadbury Dairy Milk, Dairy Milk Silk, Bournville, 5-Star, Perk, Gems (a version of M&M’s), Eclairs,Bournvita, Celebrations, Bilkul Cadbury Dairy Milk Shots, Toblerone, Halls, Tang and Oreo. It is the market leader in the chocolate confectionery business with a market share of over 70%. Products Major chocolate brands produced by Cadbury include the bars Dairy Milk, Crunchie, Caramel, Wispa, Boost, Picnic, Flake, Curly Wurly, Chomp, and Fudge; chocolate Buttons; the boxed chocolate brand Milk Tray; and the twist-wrapped chocolates Heroes. As well as Cadbury’s chocolate, the company also owns Maynards and Halls, and is associated with several types of confectionery including former Trebor and Bassett’s brands or products such as Liquorice Allsorts, Jelly Babies, Flumps, Mints, Black Jack chews, Trident gum, and Softmints. Notable product introductions include: 1866: Cocoa Essence 1875: Easter Eggs 1897: Milk Chocolate and Fingers 1905: Dairy Milk 1908: Bournville 1914: Fry’s Turkish Delight 1915: Milk Tray 1920: Flake 1923: Creme Egg (launched as Fry’s) 1926: Cadbury Dairy Milk Fruit & Nut 1929: Crunchie (launched as Fry’s) 1938: Roses 1948: Fudge 1958: Picnic 1960: Dairy Milk Buttons 1968: Aztec 1970: Curly Wurly 1974: Snack 1976: Double Decker 1981: Wispa (relaunched 2007) 1985: Boost 1987: Twirl 1992: Time Out 1995: Wispa Gold (relaunched 2009 and 2011) 1996: Fuse 2001: Brunch Bar, Dream and Flake Snow 2009: Dairy Milk Silk 2010: Dairy Milk Bliss 2011: Big Race oreo 2012: Marvellous Creations and Crispello. Advertising controversy In May 2011 the model Naomi Campbell described the new advertisement for the Bliss bar as ‘insulting and hurtful’. Reacting to the advertisement, which had the tag line Move over Naomi – there is a new diva in town, Campbell said, â€Å"I am shocked. It’s upsetting to be described as chocolate, not just for me, but for all black women and black people. I do not find any humour in this.† A spokesperson for the company insisted that the campaign was â€Å"a light-hearted take on the social pretensions of Cadbury Dairy Milk Bliss†. The campaign was, he later added, â€Å"no longer in circulation†¦ we have no plans to repeat the campaign.† Reacting to Campbell’s outburst, comedian Reginald D. Hunter, on the BBC television comedy quiz Have I Got News For You, suggested that it was complimentary for black people to be compared to chocolate, and that enjoyment of the Bliss bar might even be enhanced by a love of black people. Health and safety 2006 Salmonella scare On 19 January 2006, Cadbury Schweppes detected a rare strain of the Salmonella bacteria, affecting seven of its products, said to have been caused by a leaking pipe. The leak occurred at itsMarlbrook plant, in Herefordshire, which produces chocolate crumb mixture; the mixture is then transported to factories at Bournville and formerly Somerdale to be turned into milk chocolate. It was not until around six months after the leak was detected that Cadbury Schweppes officially notified the Food Standards Agency, shortly after which it recalled more than a million chocolate bars. In December 2006, the company announced that the cost of dealing with the contamination would reach  £30 million. In April 2007, Birmingham City Council announced that it would be prosecuting Cadbury Schweppes in relation to three alleged offences of breaching food safety legislation. At that time, theHealth Protection Agency identified 31 people who had been infected with Salmonella Montevideo. One of the alleged victims had to be kept on a hospital isolation ward for five days after eating a Cadbury’s caramel bar. An investigation being carried out at that time by Herefordshire Council led to a further six charges being brought. The company pleaded guilty to all nine charges, and was fined one million pounds at Birmingham Crown Court—the sentencing of both cases was brought together.[70] Analysts have said the fine is not material to the group, with mitigating factors limiting the fine being that the company quickly admitted its guilt and said it had been mistaken that the infection did not pose a threat to health. Head office Cadbury’s head office is the Cadbury House in the Uxbridge Business Park in Uxbridge, London Borough of Hillingdon, England. The building occupies 84,000 square feet (7,800 m2) of space inside Building 3 of the business park. Cadbury, which leases space in the building it occupies, had relocated from central London to its current head office. Cadbury’s previous head office was in 25 Berkeley Square in Mayfair, City of Westminster. In 1992 the company leased the space for  £55 per 1 square foot (0.093 m2). In 2002 the company agreed to pay  £68.75 per square foot. The Daily Telegraph reported in 2007 that the rent was expected to increase to a â€Å"three-figure sum. † In 2007 Cadbury Schweppes had announced that it was moving to Uxbridge to cut costs. As of that year the head office had 200 employees. After the Kraft Foods acquisition of Cadbury, Kraft announced that the Cadbury head office would remain the â€Å"Cadbury House.† Mission statement of cadbury. Cadbury’s mission statement says simply: ‘Cadbury means quality’; this is our promise. Our reputation is built upon quality; our commitment to continuous improvement will ensure that our promise is delivered’ . Vision The Vision into action (VIA) plan embodies all aspects of our strategy. Our governing objective is to deliver superior shareowner returns by realizing our vision to be the world’s biggest and best confectionery company. At the heart of our plan is our financial scorecard, judiciously reinforced by our priorities, commitments and culture . Management information strategy. A management information system (MIS) provides information that organizations require to manage themselves efficiently and effectively.[1] Management information systems are typically computer systems used for managing five primary components: 1.) Hardware, 2.) Software, 3.) Data (information for decision making), 4.) Procedures (design,development and documentation), and 5.) People (individuals, groups, or organizations). Management information systems are distinct from other information systems, in that they are used to analyze and facilitate strategic and operational activities.[2] Academically, the term is commonly used to refer to the study of how individuals, groups, and organizations evaluate, design, implement, manage, and utilize systems to generate information to improve efficiency and effectiveness of decision making, including systems termed decision support systems, expert systems, and executive information systems.[2] Most business schools (or colleges of business administration within universities) have an MIS department, alongside departments of accounting, finance, management, marketing, and sometimes others, and grant degrees (at undergrad, masters, and PhD levels) in MIS. Characteristics of management information strategies Strategic information management is a salient feature in the world of information technology (IT). In a nutshell, strategic information management helps businesses and organizations categorize, store, process and transfer the information they create and receive. It also offers tools for helping companies apply metrics and analytical tools to their information repositories, allowing them to recognize opportunities for growth and pinpoint ways to improve operational efficiency. Automation IT professionals design strategic information management systems to automate the management of incoming and outgoing information to the greatest possible degree. While each company has its own unique IT needs, strategic information management systems typically include built-in controls that filter, sort, categorize and store information in easy-to-manage categories. Customization Strategic information management systems are typically customized to meet the unique needs of each individual company. Incoming and outgoing data can be sorted and cross-referenced according to a wide range of individually specified controls and parameters, which include the company’s business verticals and horizontals, individual clients, demographics, geographic location and business function. Strategic information management systems are extensively categorized, allowing for an optimal level of organization. Access controls can be as strict or as lax as the client wants, allowing for company-wide access to information databases or limiting information accessibility to key personnel. User-specific controls can also be set, in case employees need access to certain information but management wants to limit their access to sensitive data. Benefits The benefits of strategic information management can be felt from the executive level right down to the functional staff level. It can help businesses expand their operations into new areas, set goals, measure performance and improve overall productivity. Risks Some of the risks involved with strategic information management systems include implementation challenges, incompatibility with client databases and human error. As with other IT management techniques, data protection and information security is also an ongoing concern. Conclusion Cadbury is one of the best known brands in the world today. It is a brand which is associated with high levels of quality and customer satisfaction. The ongoing growth of Cafà © Cadbury provides a flagship that further helps to enhance the reputation of the Cadbury Masterbrand. At the same time, it provides customers with the opportunity to indulge themselves in the enjoyment of high quality products in a welcoming environment.

Mental Models/Mindsets Essay

This paper will describe the four steps to change the mental models of Beadworks. The first step is to recognize the power and limits of the models. The second step is to test the relevance of the mental models against changing environment and to generate new models. The third step is to overcome inhibitors such as lack of information, lack of trust, desire to hold on to old patterns, and the expectations of the others. The final step is to implement the model, assess the model and continuously strengthen the model (Crook, Wind, Gunther, 2005, p. xxiv). Beadworks has taken strategic planning internally and implemented a big change recently. Beadworks purchased Austin Hamilton (a beads and jewelry making supplier) to maximize customer profiling. In addition, before and after purchasing Austin Hamilton (AH), Beadworks had to recognize the power and limits of a mental model for maximizing profits. â€Å"Mental models are representations in the mind of real or imaginary situations. Scientists sometimes use the term â€Å"mental model† as a synonym for â€Å"mental representation†, but it has a narrower referent in the case of the theory of thinking and reasoning† (Kenneth Craik, 1945). Taking the theory of thinking, the owner of Beadworks had a mental model of having access to more clientele through the Austin Hamilton purchase earlier in 2008. A mental model represents a possibility. Mental models can also be constructed by imagination, perception and knowledge of discovery. Beadworks recognized opportunity with AH and succeeded to make the most mental models and apply them to grasp the potential of the new products Beadworks can use. â€Å"Usability is strongly tied to the extent to which a user’s mental model matches and predicts the action of a system.† (Nielsen, 1993). Thus, a way to explain Beadworks’ idea to purchase AH prior to actually purchasing it, was determine the outcome. A true statement that would show Beadworks more benefits in the final outcomes of obtaining another business would be; more customers were accessible to see the products Beadworks offered. Moreover, new products were introduced with innovational designs. Not to mention, long-term goals were made short-term due to higher level of supply and demand. After becoming familiar with mental models, it is important to understand the  need of change and relevance. A mental model or mindset can be similar to a decision making process where it is crucial to formulate solutions and identify alternatives. In this case, it can be compared to the process where the relevance of mental models is compared to the changing environment. From this, the next step is to create new models and develop an integrated portfolio of mental models or mindsets. Such decisions can help Beadworks greatly by realizing that there can be countless solutions or approaches to the same situation. â€Å"All growth is a leap in the dark, a spontaneous, unpremeditated act without benefit of experience† (Miller, 1960). The desire for change of mental models or mindsets can help generate greater success in a customer-centric mindset. Testing new approaches will reduce anti-growth correcting the common mistake of being outdated and obsolete. Only recently has Beadworks felt the ongoing pressure to test new approaches of mental models. The realization for need of innovation and competitive advantage has given the initiative for Beadworks to try new things. Once the relevance of the mental models is tested against the external factors which obstruct change then the internal factors are required to be tested. There a various internal factors such as lack of information, lack of trust, the desire to hold on to old patterns and the expectations of the others (Crook, Wind, Gunther, 2005, p. xxiv). One of the biggest challenges for Beadworks is to gather information and stay current on fashion and trends. The lack of information about the continuous updating fashion can result in loss in sales and loss in market share for the organization. One of the best ways to stay in business is to promote fashion with available products in hand and being innovative. However, this is not possible if an organization carries the desire to hold on to the old patterns. The designs or patterns require continuous change to stay with market trends. Beadworks have built trust amongst its customers in last few years by offering new products year after year. The only challenge now is to keep up the trust for its customers and its employees. Beadwork was able to take the challenge by acquiring the Austin Hamilton and offering better service to its customers with an option of direct purchase. When Beadworks purchased Austin Hamilton, we soon realized that the business model was based on weekly specials only. Austin Hamilton would only generate sales if a weekly flyer was sent out promoting a certain product or a certain discount if a specific amount of goods are purchased. This model had to be changed from revenue generated by weekly sales and promotions to a more stable business model where revenue is generated on a regular basis. The previous model worked fairly well for previous owner but with the transition to new ownership, sales were not stable and Beadworks was not accustomed to weekly promotions. Austin Hamilton products were over priced and that is why there would be weekly promotions, so customers would feel that they are saving money each week. To slowly transition to a new model, Beadworks had to modify the model for Austin Hamilton and involved a lot of trial and error. This paper described the four steps to change the mental models in Beadworks. The four steps were recognize, test, overcome, and implement the mindset models. Beadworks followed the four steps as discussed above in the paper successfully. At the end, the developed model was implemented and tested for errors and trials. References Johnson-Laird, P., & Byrne, R. (May 2000). Mental models website: A gentle introduction. Retrieved December 3, 2008, from http://www.tcd.ie/Psychology/Ruth_Byrne/mental_models/index.htmlNielsen, J. (1993). Mental models and usability. Retrieved December 5, 2008, from http://www.lauradove.info/reports/mental%20models.htmMiller, Henry. The Wisdom of the Heart,  ©1960 by Henry Miller. Reprintedby permission of New Directions Publishing Corp. Yoram (Jerry ) Wind and Colin Crook, with Robert Gunther. The Power of Impossible Thinking: Transform the Business of Your Life and the Life of Your Business, Prentice-Hall, 2005