Tesco: Assessing the change implications of Tesco’s Rapid International Business process.

Executive summary Change is inevitable in any organization that aspires to grow. As an organization, Tesco has diversified its operations and extended into new markets in various countries such as China, Japan among others. However, its largest market base is still in the United Kingdom. This paper discusses the implications that the company’s rapid internationalization has had on its operations. Penetration into new and undiscovered markets which seem unattractive to many retailers and selling for low prices is the key strategy employed by this organization in its expansion process. They are able to charge these low prices due to the numerous benefits of economies of scale they enjoy due to mass production and sale. This strategy however, does not lack challenges just like any other strategy employed by other organizations. For instance, the competitors in the new markets can also reduce their prices thereby limiting the market to new entrants such as Tesco. This is especially so in large emerging markets such as China and Japan. This paper also addresses the need for change and factors that have contributed to change at Tesco. There are a number of reasons why change is important. For instance, in order to ensure it remains competitive, some aspects of the organization have to change. The factors which drive change in this organization include political factors, social factors, technological factors, economic factors and even its objectives as an organization. The change process in this organization receives support from all the levels of the organization and the goals and vision are clearly communicated to the members. This is evidenced by its exemplary performance. Despite the numerous challenges faced in the change process, it has remained afloat and the benefits of the change are evident through its continued expansion. This paper exhaustively explores the change process at Tesco, analyzes the situation and makes suggestions that the company can use in implementation of the change. Introduction Tesco is a general merchandising retail chain and an international grocery store. Founded in 1919, it has grown over the years and is currently operating in over 12 countries globally with a total of 530,000 employees. In 2012, it had ?3.03 billion in profits and ?59.4 billion in turnover. Most of its revenue (65%) comes from the United Kingdom. However, other places such as Asia, United States and Europe also are responsible for a large portion of its revenue (Tesco, 2012). It operates under different brand names, which include Superstore, Express Extra and Metro. It sells about 40,000 food items in its superstores, clothes and other nonfood items. It also owns petrol stations and offers personal finance services such as life insurance. Its expansion has placed it at a top position globally and currently is ranked as the largest retailer in Britain and as the third largest retailer globally (Lowe et al., 2012). The own-label products of the company are grouped into three segments na mely: the value level, normal level and finest level products. Despite the extensive development of the retailing and nonfood services, Tesco has undertaken huge investments internationally in a bid to ensure its continued growth. To ensure efficiency in operations and costs in its international operations, it has incorporated IT solutions to facilitate business processes (Miozzo et al., 2012). This paper provides an in-depth analysis of Tesco’s rapid internationalization. Situation and Culture Every organization has its own culture which either serves to identify its employees and customers or serves to ensure efficient running and cohesive relationships among the employees (Maitah, 2010). Tesco’s culture is distinctive through its numerous corporate social activities. These demonstrate its ideologies and values such as honesty, responsibility and fairness. This sense of social responsibility drove the organization into stating up supermarkets in areas where other supermarkets would not go into due to their native nature. At Tesco, there are string bonds among the staff and customers. This has been quite instrumental in contributing to wards employee job satisfaction and offering services that are satisfactory to customers. These relationships have ensured efficient operations within the organization due to the social groups formed (Tesco PLC, 2014). There are shared values upheld by the staff thereby ensuring a reduction in conflicts among them. This also encourages loyalty of the staff to the organization thereby ensuring its good performance is sustained. Lastly it helps them get a better understanding of the customers’ needs (Tesco PLC, 2014). Tesco has a flexible work environment, which ensures an increase in employee participation in various roles and decisions and also enhances their adaptability to possible changes within the organization. An inflexible work environment would in most cases lead to resistance from the employees, thereby limiting their productivity and innovation. In the long run, it will affect the performance of the organization (Tseng, 2011). The management practice undertaken by the organization tends to be in line with theory Y assumptions. In this theory, the management believes that the employees view their work as normal and will aim at obtaining additional responsibilities in their places of work (Russ, 2011). Given the right conditions, these managers believe that workers will be self-driven and work efficiently. Therefore, there will be joint decision making in regards to setting of objectives and development of strategies required to achieve these goals. Also these managers will delegate most duties and promote team work (Lowe et al., 2012). Even though the managers at Tesco have incorporated some of these propositions in the daily management of the organizations activities, it may not entirely lead to efficiency. This is because of the extensive number of the subordinates one manger supervises making it difficult to use the approach (Be nfari, 2013). Also, tasks allocated to the subordinates do not need specialized skills hence continued supervision by the managers is required in order for them to issue direction and ensure continuity in a bid to achieve the set goals of the firm (Inman et al., 2014 ). Drivers of change and the organizations stage in the change process There is always need for change in any organization, which is usually propelled by a variety of factors, which is also the case at Tesco. This section outlines the different factors that have contributed to the need for change at Tesco. It also addresses the stage of change in which the company currently is. One of these is the changing political environment. New legislations come up every day and therefore it needs to conform to these standards in order to avoid any legal suits against them. Legal suits may affect its cash flows as a majority of people may claim compensation. Issues also such as political instability may affect the operations of the organization (Lowe et al., 2012). Economic factors are also responsible for the changes. Factors such as economic crisis and fall in demand for goods may affect the cash flows adversely as sales will slump. This therefore poses a need for diversification of its operations hence a presenting a need for change (Benn et al., 2014). As the c ompany expands its operations, it manages this risk because when the risk is high in a certain market, there is another market with stable economic conditions (Polak et al., 2011). Social factors also contribute to this. Customer loyalty is a key social factor needed to ensure growth and sustainability of any business (Mahatma et al., 2013). For instance, news that the beef burgers from Tesco had horsemeat adversely affected the image of the organization and lowered the customer loyalty (The Guardian, 2013). This therefore drives for change as it has to ensure those who were affected are compensated and that corrective action is taken so no such occurrences are experienced in the future. Changes in the marketing strategies therefore are needed in order to restore the customer base (Anderson & Swaminathan, 2011). It can also be argued that technological factors are responsible for these changes (Hitt & Tambe, 2012). Due to Tesco’s extensive operations all over the world, it needs to adopt new technological advancements in order to ensure efficiency in its operations such as production and marketing. Issues such as social media marketing through twitter and Facebook should be considered in order to ensure they meet their target audience (Tuten & Solomon, 2012). Online shopping channels should also be enhanced further (Plunkett, 2009). At present, Tesco has undertaken numerous steps towards the change process. It has diversified its operations in order to prevent losses due to economic factors in one area. For instance it produces products such as petroleum and food products, both of which have inelastic demand (Tesco PLC, 2014). It complies with both the legal and ethical requirements especially in regards to food products and also compensates affected individuals in order to avoid law suits which could harm its operations. Also, the organization has undertaken numerous technological advancements in its operations in order to ensure its operations are well managed and that their customers are served efficiently (de Kervenoael et al., 2011). With reference to the j-curve model, there are stages which an organization goes through in the change process (Grabenwarter & Weidig, 2005). These include: †¢ Plateau: At this level there are minimal disruptions in the organization. †¢ Cliff: This stage is characterized by a lot of anxiety and uncertainties surrounding the new process. †¢ Valley: At this point, production is low and there are a lot of frustrations in the work place. It is the most critical part as it determines whether the change will be taken to completion. †¢ Ascent Stage: At this stage, the benefits from the development are reaped. There are no challenges at this point and the limited challenges faced can be easily resolved. †¢ Mountaintop: This is the final stage. Here, both productivity and performance have been improved. According to the j curve model, Tesco is at the ascent stage. This is because some of the benefits from the internationalization strategy are already being ripped by t he company (Lowe et al., 2012). Whether there is a strategy for this planned change or is it a response to a problem. For Tesco, the changes are both in form of a prior vision and as a response to changes in the issues in the market. Tesco has two key strategies which it employs in a bid to achieve its goals. These are: â€Å"How Tesco sells for less†- Tesco‘s goal is to sell large volumes of a wide range of products and services. In order to achieve this, they make use of the economies of scale benefits derived from producing and selling in bulk. This therefore implies that it can lower its prices hence sell its products globally at competitive prices (Tesco PLC, 2014). â€Å"Steering wheel† –this is related to its primary areas of concern. These are operations, people, financial and customers. Of all the four areas of concern, the customers are the most important. Tesco therefore, has ensured that the relationship between them is cordial and built on a t rust basis thereby securing their loyalty. It has ensured it provides quality products at very low prices and also that there is professionalism in service delivery to the customers (Bather & Tucker, 2011). The increase in competition in Tesco’s major markets is the main problem that has also led it to implement the internationalization strategy. With companies like Wal-Mart and Carrefour also struggling for the market share in the UK and other main markets, Tesco has had to consider expanding to other regions where there is less competition (Ryu & Simpson, 2011). Exploration of the problem to be addressed Whereas Tesco has successfully established itself in the many countries and is generally performing well, there are several problems it faces that ought to be addressed. This will improve the company’s performance and give it an edge over its main competitors in the market. These issues are discussed hereunder. Over dependence on the UK market Despite its extensive expansion to other market areas globally, its profits still largely depend on the UK market. About 73.8% and 65% of its profits in 2003 and 2009 respectively came from its UK market (Palmer, 2012). Even though this is not a problem in the short run, it may affect its operations in the long run if its competitors such as the Morrison’s group expand their operations and market share (Benn et al., 2014). Debt International expansion is expensive hence requires heavy cash flows used for marketing and investment purposes. Therefore, Tesco requires huge cash flows and these are raised through borrowing (Randall & Seth, 2011). The repayment of these debts has further been worsened by the economic downturn and has become expensive overtime. Its aggressive expansion activities reduce the cash available for financing other activities in the organization (Benn et al., 2014). Acquisitions Due to its large size, and wide range of products, Tesco can easily take over other firms, especially in the United Kingdom. However, there is a risk posed by it turning into a serial acquirer since these actions will lower its quality, brand visibility and even earnings. This therefore should be addressed and a different expansion strategy considered (Johnson & Turner, 2010). Aggressive expansion into large markets such as China and Japan may lead to a decline in returns due to reasons such as the existing economic conditions in these markets, reactions by competitors and failure of the company’s strategy (Benn et al., 2014). The key players and what each player may lose or win The key players here include: †¢ Competitors- these are most likely to lose their market share due to an increase in Tesco’s market share. Some of its competitors include ASDA, Carrefour S.A, Safeway Inc. and the Royal Dutch (Palmer, 2012). †¢ Government- the governments in various cou ntries where Tesco operates would most likely gain additional revenue from the taxes paid in by Tesco (Johnson & Turner, 2010). †¢ Customers- the consumers will benefit due to quality products at cheap prices since this is the main aim of Tesco. As the company seeks to gain a larger market share, it will be beneficial to clients (Anderson & Swaminathan, 2011). Articulation of the vision to the members or the organization As an organization, Tesco has a clear mission and vision. With a massive workforce of 597, 784 employees (as of 2013) there are strategies that are put in place to ensure that every one is at par with the organization’s mission and vision (Tesco PLC, 2014). The vision of Tesco is to be valued by the customers they serve, the communities in which they operate, colleagues and the shareholders. The organization seeks to transform lives through innovative products and inspire future generations. In all the 12 countries where Tesco operates, the company is va lued and appreciated. The people are served in the best regard and they are loyal clients. This is a clear indication that the vision of the company has been articulated by the members of the organization (Taylor, 2014). The level of support within the organization at each level For the change process to be efficiently implemented in an organization, it is vital for all parties to be equally involved. This will reduce resistance and facilitate an easy transition from the state prior to the change to the state after (Kotter, 2007). Generally, there is extensive support from the various levels in the organization at Tesco. For instance, the top level management makes decisions in regards to the possible areas of expansion. There have been minimal or no reports of resistance to internationalization at Tesco (Taylor, 2014). This means that as the company implements these strategies, it takes all the necessary measures to ensure that all the parties that are likely to be affected are well informed of the need for the change and the process that will be undertaken in the change process (Benn et al., 2014). Other levels in the organization, including the middle and lower levels, are also supportive of the changes (Taylor, 2014). Other key players to be consulted Apart from the parties within the organization, it is also vital for the company’s management to ensure that it consults other external stakeholders that are likely to be affected by the change (Kotter, 2007). There are different groups that need to be consulted. One of these groups comprises of the company’s creditors. These are the financers who facilitate the change process. Hence, their approval is needed because they need to certify that the expansion is profitable and that their funds will not be put in risky businesses (Bennett & Bush, 2013). Shareholders also have to be consulted. These are the owners of the business hence their interests must be factored in any decision making process. Their consent must be given before the expansion is undertaken. The governments of the home country and the target country into which the company intends to expand (Liguori, 2012). Before entering into any new markets, there are legislations set which must be observed. Compliance with these laws is needed before they can set up their operations in any country. Recommendations for forming or not forming a coalition It would be optimal for Tesco to form further coalitions with other organizations. This is because it will benefit in a number of ways. For instance, there will be an acquisition of additional skills from the company with which it is partnering. This also applies to other tangible and in tangible resources that might have cost the company a lot to acquire (Hogg et al., 2012). The potential market for Tesco will increase at a faster rate. By forming merger with companies that have already established themselves in the market, Tesco will automatically inherit the market share of the other companies. This is as opposed to a situation where the company could have entered the market on its own (Matsushima et al., 2013). Another advantage is that there will be improved information access and sharing, especially information about the markets being targeted (Hogg et al., 2012). Whereas there are benefits that the company can get by entering coalitions with other companies in expanding its op erations, there are also several limitations that it can be exposed to as a result of this. For instance, there can be conflicts in terms of how profits are shared among the companies involved (Matsushima et al., 2013). As a result of varying organizational cultures and structures, entering coalitions can also limit employee productivity as employees as there will be a conflict in the way they operate. This challenge is usually mostly felt in the early stages of the coalition (Benn et al., 2014). Recommendations on useful tools for managing change at the organization Generally, it is difficult for any organization and its employees to adjust to change. It is therefore recommended that an organization uses a model as this will give the leaders a guideline on how to effect this change and make it acceptable (Boje et al., 2012). There are several models that have been suggested by researchers to help in change management. One of these is Kotter’s eight-step model, which is summa rized in detail in the table below (Kotter, 2007). By following the steps that have been suggested by Kotter above, there is a high likelihood of succeeding in the change process. However, critics have faulted the model for being mechanistic and assuming that all organization can chronologically follow these steps. It fails to acknowledge that organizations differ (Liguori, 2012). Additional advice It is important to see to it that there is e continued success in operations of the organization. Presently, Tesco has greatly diversified its operations. Though it can be seen as a good strategy for business in terms of spreading risk, it can choose to focus and specialize in a few of them. The expansion of the nonfood operations offers a greater potential than the others and hence it can choose to concentrate in this area due to the extensive demand for these products. This however, can be adversely affected by the economic environment. Therefore, an extensive assessment of potential risk factors should be made before investments in this unit are undertaken. Of importance is to note that sales here are generated by the consumer confidence levels and ratings. At present, these are quite low. There is also an increase in the demand for organic and natural product in the United Kingdom. Tesco therefore should take advantage of this opportunity to conform to these lifestyle changes and develop products in order to tap into these new markets. This would be more efficient if Tesco could lower the costs of production in order to ensure that the product prices are not so high and hence are available to the consumers. In conclusion, Tesco can penetrate into new markets such as the United States through its current penetration strategy into undiscovered markets as this has been effective in the past and still is. This is because the current retailers are not willing to delve into these markets. This would also require an extensive risk assessment especially in regards to transportation and supply as this would affect the cash flows .hence, it would be effective to use a clustered approach in development of stores instead of placing them indiscriminately. If it can penetrate the fresh foods market in the United states then they will continue to be successful as the demand for food is relatively inelastic and will not be adversely affected in case of economic downturns. References Anderson, R.E. & Swaminathan, S., 2011. Customer Satisfaction and Loyalty in E-Markets: A PLS Path Modeling Approach. The Journal of Marketing Theory and Practice, 19(2), pp.221 – 234. Bather, A. & Tucker, R., 2011. Legitimacy Theory and a Compliance Analysis of Tesco’s 2008 Business Review. International Review of Business Research, 7(2), pp.137-56. Benfari, R.C., 2013. Understanding and Changing Your Management Style: Assessments and Tools for Self-development. New Jersey: John Wiley & Sons. Benn, S., Dunphy, D. & Griffiths, A., 2014. Organizational change for corporate sustainability. Londin: Routledge. Bennett, J.L. & Bush, ?.W., 2013. Coaching for Change. New Jersey: Routledge. Boje, D., Burnes, B?. & Hassard, ?J., 2012. The Routledge Companion to Organizational Change. New York: Routledge. de Kervenoael, R., Canning, C., Palmer, M. & Hallsworth, A., 2011. Challenging market conventions: Supermarket diversification and consumer resistance in children’s apparel purchases. Journal of fashion marketing and management, 15(4), pp.464-85. Grabenwarter, U. & Weidig, T?., 2005. Exposed to the J-Curve: Understanding and Managing Private Equity Fund Investments. London: Euromoney Books. Hitt, L.M. & Tambe, P., 2012. The Productivity of Information Technology Investments: New Evidence from IT Labor Data. Information Systems Research, 4(1), pp.234-57. Hogg, M.A., Van Knippenberg, D. & Rast, D.E., 2012. Intergroup leadership in organizations: Leading across group and organizational boundaries. Academy of Management Review, 37(2), pp.232-55. Inman, M., O’Sullivan, ?N. & Murton, A?., 2014. Unlocking Human Resource Management. New Jersey: Routledge. Johnson, D. & Turner, ?C., 2010. International Business: Themes and Issues in the Modern Global Economy. New Jersey: Routledge. Kotter, J.P., 2007. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, pp.1-10. Liguori, M., 2012. The supremacy of the sequence: key elements and dimensions in the process of change. Organization Studies, 33(4), pp.507-39. Lowe, M., George, G. & Alexy, O., 2012. Organizational identity and capability development in internationalization: transference, splicing and enhanced imitation in Tesco’s US market entry. Journal of Economic Geography, 12(5), pp.1021-54. Mahatma, I.G., Bakti, Y. & Sumaedi, S., 2013. An analysis of library customer loyalty: The role of service quality and customer satisfaction, a case study in Indonesia. Library Management, 34(6/7), pp.397-414. Maitah, M., 2010. How Culture Affects your Business. [Online] Available at: http://www.maitah.com/wp-content/How%20culture%20affects%20your%20business.pdf [Accessed 17 May 2014]. Matsushima, N., Sato, Y. & Yamamoto, K., 2013. Horizontal Mergers, Firm Heterogeneity, and R&D Investments. The BE Journal of Economic Analysis & Policy, 13(2), pp.959-90. Miozzo, M., Yamin, M. & Ghauri, P.N., 2012. Strategy and structure of service multinationals and their impact on linkages with local firms. The Service Industries Journa, 32(7), pp.1171-91. Palmer, A., 2012. Introduction to Marketing: Theory and Practice. Oxford: Oxford University Press. Plunkett, J.W., 2009. Plunkett’s E-Commerce and Internet Business Almanac 2009. Texas: Plunkett Research. Polak, P., Robertson, D.C. & Lind, M., 2011. The New Role of the Corporate Treasurer: Emerging Trends in Response to the Financial Crisis. International Research Journal of Finance and Economics, (78). Randall, G. & Seth, A?., 2011. The Grocers: The Rise and Rise of Supermarket Chains. New York: Kogan Page. Russ, T.L., 2011. Theory X/Y assumptions as predictors of managers’ propensity for participative decision making. Management Decision, 49(5), pp.823-36. Ryu, J.S. & Simpson, J.J., 2011. Retail internationalization: Lessons from† Big Three† global retailers’ failure cases. Journal of Business & Retail Management Research, 6(1). Taylor, M., 2014. The Success of Tesco’s International Expansion. Munich: GRIN Verlag. Tesco PLC, 2014. About Us. [Online] Available at: http://www.tescoplc.com/ [Accessed 11 5l 2014]. Tesco, 2012. Annual Review and summary Financial Statement 2012. London: Tesco PLC. The Guardian, 2013. How the horsemeat scandal unfolded – timeline. The Guardian, 15 February. Tseng, S.-M., 2011. The effects of hierarchical culture on knowledge management processes. Management Research Review, 34(5), pp.595-608. Tuten, T.L. & Solomon, M.R., 2012. Social Media Marketing. New York: Prentice

Success of BMW Campaign

The BMW campaign consisted of many major and small events which helped to market the new BMW Z3 roadster to the public. However, the question now is whether the campaign is successful in accomplishing that goal. Success of the BMW campaign can be measured in several ways. For example, it can be measured by its objectives (whether the objectives of the campaign have been met) or by the number of pre-orders made. In this case, due to the lack of knowledge about the number of pre-orders made after each event, we will be measuring by its objectives. We have identified 5 major objectives to the campaign as shown in the case. They are: (1) to motivate and stimulate dealer network, (2) develop an Order Bank, (3) reposition BMW as stylish and fun, (4) positioning Z3 in American culture and most importantly, (5) improve BMW’s brand awareness. To see whether the objectives have been met, we shall examine each individual event carefully. Dealer Advertising and Promotions Dealers’ support for BMW Z3 is important in launching this new car to the public. With 345 dealers and only 150 display cars during the promotional period, it proved to be a challenge for this partnership to occur. However, the dealers upgraded to meet the challenge and an order bank was developed. In addition, the dealer promotional package which showcased the private screening of the Golden Eye film and car before the box office film opening proved to be very effective in raising BMW’s brand awareness. As quoted, â€Å"these events attracted great local publicity, appearing in local newspapers, and often reported on metropolitan television and radio†. Their innovative package has also help to reposition BMW as being stylish and fun, which was also a way to help improve the Z3’s standing in the American market. As such, all the objectives have been met for this event, thus proving the success and effectiveness of this event. Product Placement in Golden Eye This non-traditional method of branded entertainment, or more commonly known as product placement, in a movie was very risky, as mentioned in @@@ (benefits and risks). However, Golden Eye turned out to be a hit in the box office in America, selling $26. 2 million in ticket sales. As consumers tend to switch off their resistance mechanism to advertisements during films (O’Guinn, Allen, Semenik, 2009), consumers are being more exposed and susceptible to these subtle advertisements in Golden Eye. As the main idea of tying Z3 with James Bond was to show the fun and ‘cool’ side to the car, it was successful in achieving the objective, together with the success of the movie. As a result, there were positive reviews made by New York Times, Motor Trend Magazine and even Forbes. A more tangible result was that over 9000 Z3 was pre-booked by December 1995 compared to the projected 5000. Needless to say, product placement was the key in the success of the campaign. Neiman Marcus Christmas Catalog Neiman Marcus Catalog was a unique point-of-contact to the consumers because the products it features are usually deemed as very desirable, similar to being a wish list. As proven, 100 orders were made within two days instead of the estimated 20 units sales goal, which came as a pleasant surprise to BMW and Neiman Marcus. In fact, there were 6000 customers’ orders or waiting list applications fighting for the 100 cars. This showed that this promotion idea was effective in selling Z3 to customers. Also, BMW can reach out to more customers via the catalog distribution too. BMW Internet Site The growing usage of Internet caused the popularity of company websites to increase in 1996. With the ‘Build Your Own Roadster’ module added to the site, visitors could visualise their own car from a variety of perspectives. One main benefit was that it could communicate product features or benefits effectively since consumers can examine the virtual car closely. Also, the personalisation effect can cause the consumers to feel a certain emotional bond to the product. Consumers who had spent a lot of effort during the shopping experience would evaluate the product as more favourable and important (Cardozo, 1965). Thus, this could greatly aid in the sales of Z3, assuming that Z3 can be personalised in terms of exterior, interior and top colours too. However, since the website did not have online purchase options at that time, the website could only prove to be useful in raising brand awareness and possibly instil a ‘fun’ factor. Press Launch in Central Park. This event was a major factor in helping not only to promote Z3 as a stylish, fun car but also greatly improving brand awareness. There were extensive coverage in both broadcast and print by major network news programs which improved Z3’s brand awareness drastically. Radio DJ Program This was important in the word-of-mouth effect which had three times the effect of other programs. This buzz marketing, which is a concept of peer-to-peer program, gave rise to conversations about BMW Z3. As the DJs were chosen with care, they were ideal in helping to spread the word about BMW (Khermouch, Green, 2001). This has also helped generate awareness about Z3 as well as positioning it to be fun and stylish. Summary Certainly, these events, whether small or big, have contributed one way or another to the success of the campaign as they reinforced and built upon one another to create a better effect. However, some of the promotional activities were only effective to a certain extent due to the constraint of technology knowledge and tools in that era. Nevertheless, the campaign achieved its goal to introduce and market Z3 into the American market.

History of the Thermometer and Lord Kelvin

History of the Thermometer and Lord Kelvin Lord Kelvin invented the Kelvin Scale in 1848 used on thermometers. The Kelvin Scale measures the ultimate extremes of hot and cold. Kelvin developed the idea of absolute temperature, what is called the Second Law of Thermodynamics, and developed the dynamical theory of heat. In the 19th century, scientists were researching what was the lowest temperature possible. The Kelvin scale uses the same units as the Celcius scale, but it starts at ABSOLUTE ZERO, the temperature at which everything including air freezes solid. Absolute zero is O K, which is - 273 °C degrees Celsius. Lord Kelvin - Biography Sir William Thomson, Baron Kelvin of Largs, Lord Kelvin of Scotland (1824 - 1907) studied at Cambridge University, was a champion rower, and later became a Professor of Natural Philosophy at the University of Glasgow. Among his other achievements was the 1852 discovery of the Joule-Thomson Effect of gasses and his work on the first transatlantic telegraph cable (for which he was knighted), and his inventing of the mirror galvanometer used in cable signaling, the siphon recorder, the mechanical tide predictor, an improved ships compass. Extracts from: Philosophical Magazine October 1848 Cambridge University Press, 1882 ...The characteristic property of the scale which I now propose is, that all degrees have the same value; that is, that a unit of heat descending from a body A at the temperature T ° of this scale, to a body B at the temperature (T-1) °, would give out the same mechanical effect, whatever be the number T. This may justly be termed an absolute scale since its characteristic is quite independent of the physical properties of any specific substance. To compare this scale with that of the air-thermometer, the values (according to the principle of estimation stated above) of degrees of the air-thermometer must be known. Now an expression, obtained by Carnot from the consideration of his ideal steam-engine, enables us to calculate these values when the latent heat of a given volume and the pressure of saturated vapor at any temperature are experimentally determined. The determination of these elements is the principal object of Regnaults great work, already referred to, but, at present, his researches are not complete. In the first part, which alone has been as yet published, the latent heats of a given weight, and the pressures of saturated vapour at all temperatures between 0 ° and 230 ° (Cent. of the air-thermometer), have been ascertained; but it would be necessary in addition to know the densities of saturated vapour at different temperatures, to enable us to determine the latent heat of a given volume at any temperature. M. Regnault announces his intention of instituting researches for this object; but till the results are made known, we have no way of completing the data necessary for the present problem, except by estimating the density of saturated vapour at any temperature (the corresponding pressure being known by Regnaults researches already published) according to the approximate laws of compressibility and expansion (the laws of Mariotte and Gay-Lussac, or Boyle and Dalton). Within the limits of natural temperature in ordinary climates, the density of saturated vapour is actually found by Regnault (Études Hydromà ©triques in the Annales de Chimie) to verify very closely these laws; and we have reasons to believe from experiments which have been made by Gay-Lussac and others, that as high as the temperature 100 ° there can be no considerable deviation; but our estimate of the density of saturated vapour, founded on these laws, may be very erroneous at such high temperatures at 230 °. Hence a completely satisfactory calculation of the proposed scale cannot be made till after the additional experimental data shall have been obtained; but with the data which we actually possess, we may make an approximate comparison of the new scale with that of the air-thermometer, which at least between 0 ° and 100 ° will be tolerably satisfactory. The labour of performing the necessary calculations for effecting a comparison of the proposed scale with that of the air-thermometer, between the limits of 0 ° and 230 ° of the latter, has been kindly undertaken by Mr. William Steele, lately of Glasgow College, now of St. Peters College, Cambridge. His results in tabulated forms were laid before the Society, with a diagram, in which the comparison between the two scales is represented graphically. In the first table, the amounts of mechanical effect due to the descent of a unit of heat through the successive degrees of the air-thermometer are exhibited. The unit of heat adopted is the quantity necessary to elevate the temperature of a kilogramme of water from 0 ° to 1 ° of the air-thermometer; and the unit of mechanical effect is a metre-kilogramme; that is, a kilogramme raised a metre high. In the second table, the temperatures according to the proposed scale, which correspond to the different degrees of the air-thermometer from 0 ° to 230 °, are exhibited. The arbitrary points which coincide on the two scales are 0 ° and 100 °. If we add together the first hundred numbers given in the first table, we find 135.7 for the amount of work due to a unit of heat descending from a body A at 100 ° to B at 0 °. Now 79 such units of heat would, according to Dr. Black (his result being very slightly corrected by Regnault), melt a kilogramme of ice. Hence if the heat necessary to melt a pound of ice be now taken as unity, and if a metre-pound be taken as the unit of mechanical effect, the amount of work to be obtained by the descent of a unit of heat from 100 ° to 0 ° is 79x135.7, or 10,700 nearly. This is the same as 35,100 foot-pounds, which is a little more than the work of a one-horse-power engine (33,000 foot pounds) in a minute; and consequently, if we had a steam-engine working with perfect economy at one-horse-power, the boiler being at the temperature 100 °, and the condenser kept at 0 ° by a constant supply of ice, rather less than a pound of ice would be melted in a minute.

Top 10 Love Quotes from Shakespeare

Top 10 Love Quotes from Shakespeare As this  list of top 10 Shakespearean love quotes suggests, William  Shakespeare remains the world’s most romantic dramatist and poet. He is responsible for Romeo and Juliet and Sonnet 18, the greatest love story and poem ever written. Here are the top Shakespeare love quotes, from his plays and his memorable sonnet: Helena, A Midsummer Nights Dream   Act 1, Scene 1: Helena ponders how Demetrius, instead of falling for her, is becoming enamored of  Hermia: Love looks not with the eyes, but with the mind,And therefore is winged Cupid painted blind. Romeo, Romeo and Juliet Act 1, Scene 4:  Romeo tells his friend Mercutio that he is sinking under loves heavy burden with Juliet: Is love a tender thing? it is too rough,Too rude, too boisterous, and it pricks like thorn. The Duke, Twelfth Night Act 1, Scene 1: The Duke addresses the court in his palace, comparing love to a beautiful tune being played by the court musicians: If music be the food of love, play on. Sonnet 18 This is the opening couplet of Bards famous poem in which he compares his lover to a beautiful spring day- and finds her superior: Shall I compare thee to a summers day?Thou art more lovely and more temperate. Olivia, Twelfth Night   Act 3, Scene 1: Olivia, a countess, is talking to Viola, who has disguised herself as a man and inadvertently attracted Olivias love: Love sought is good, but given unsought is better. Ferdinand, The Tempest Act 3, Scene 1: Ferdinand, whose party has crashed on an enchanted island,  is speaking with Miranda, who was marooned on the island 12 years before, as they fall in love amid magical trickery: Hear my soul speak:The very instant that I saw you, didMy heart fly to your service; there resides,to make me slave to it. Beatrice, Much Ado About Nothing   Act 4, Scene 1:  Beatrice addresses Benedick as they banter  while friends conspire to make them fall in love- and succeed: I love you with so much of my heart that none is left to protest. Portia, ​The Merchant of Venice   Act 3, Scene 2:  This is Portias convoluted way of saying Im all yours! to Bassanio, one of her suitors: One half of me is yours, the other half yours- Mine own, I would say; but if mine, then yours,And so all yours! Romeo, Romeo and Juliet Act 1, Scene 1: Romeo tells his cousin Benvolio about his love for an unnamed woman (Juliet) and how she has so far resisted his advances: Love is a smoke raised with the fume of sighs. Phebe, As You Like It   Act 3, Scene 5:  Phebe tries to tell Silvius that she doesnt love him, having instead fallen for Rosalind, who is disguised as a man named Ganymede. (Phebe is quoting from a poem by Christopher Marlowe; Shakespeare borrowed the line from Marlowes Hero and Leander.): Who ever loved that loved not at first sight?

CRITICAL MANAGEMENT PERSPECTIVES Essay Example | Topics and Well Written Essays - 2750 words

CRITICAL MANAGEMENT PERSPECTIVES - Essay Example It is also important to have human skills in order to incorporate the views of other people and manage them well; this will also ensure that the people work towards a common goal within the organization (Alvesson et al., 2009, p. 200). Therefore, critical management is determined to harmonize the workplace, through ensuring that the employees and facilities are managed well and working conditions improved. In order to ascertain this, managers need to rely on management theory and practice in order to deal with the complexities and ambiguity of organizations. These management theories and practices deal with construction of models based on observations, to try and manage business activities (Carr, 2000, pp. 210). In addition, the practices of management also deals real life experiences of the manager within an organization. This paper therefore seeks to critically evaluate the impact of ambiguity, complexity, and uncertainty on how the organization is managed. Additionally, the paper will demonstrate a critical understanding of management practice and theory, ability to identify and evaluate vital assumptions in the ideology of management, and analyze and evaluate organization and management theory and appraise the application of management theory in organizational contemporary contexts. Management is a process of working with and through people. Organizations need effective management in order to maximize their production under the prevailing conditions of scarce resources. Managers need to shift their focus to the contemporary issues of organizations such as the ambiguity, uncertainty, and complexity of organizations. It is also important for upcoming managers to exhibit a critical understanding of management practice and theory. In addition, ability to identify and evaluate the major assumptions of management ideology and evaluating the theories of organization and management in its application to the wide range of contemporary contexts; will enable managers maximize the potential of their organizations in working under the uncertainties and complexities of organizations.. It is in this regard that this paper is written. Management and organization theory and practice concept Several theories of management and organization can be used in ascertaining effective management of organizations. These will help in solving the recurring issues, challenges and problems within the organization. According to Aven & Renn (2010, p. 190 100) among the effective management theories for effective management of organization’s uncertainties, ambiguity and complexity is the scientific management theory that was founded by Taylor; this theory states that management needs to ensure proper planning of organizational activities in order to achieve optimum productivity and efficiency. This productivity and efficiency can be realized when the management relates well with the employees who form major part of the organization. The theory also asserts that employees be trained using scientific methods in order to avoid conflict with the management. The graduate manager may also employ the bureaucratic approach as described by Max Weber in managing the mentioned uncertainty, ambiguity, and complexity of the organization. According to Alvesson et al., (2009) the bureaucratic approach by Max Weber, is vital in centralizing the structure of management. According to the theory, democracy should spearhead the practices within the organ

Financial Reporting Theory and Practice Essay Example | Topics and Well Written Essays - 500 words

Financial Reporting Theory and Practice - Essay Example Since the reporting of a company's performance greatly depends on which accounting standard is utilized, the firm's health often depends on the policies in financial reporting. One of the most important issues in financial reporting is the valuation of the company's assets. Since a firm's asset is often measured by the amount of resources it holds in its asset account, companies should not overlook the valuation measures they use. This paper will examine the valuation of tangible, fixed assets as set by FRS and IAS. Valuation of fixed assets is laid out on FRS 15 entitled Tangible Fixed Asset and in IAS 16 with the heading Property Plant and Equipment. However, standard setters differ in their requirements regarding revaluation. FRS 15 states that "none specialized properties should be valued on the basis of the existing use value, with the addition of notional directly attributable acquisition costs where material (53a)." Meanwhile IAS 16 necessitates that asset be measured at the fair value unless (a) the exchange transaction lacks commercial substance or (b) the fair value of neither the asset received nor the asset given up is reliably measurable.

Political Science - society and state in contemporary russia Essay

Political Science - society and state in contemporary russia - Essay Example However, Moscow was the nerve centre of Russia while it was also the largest city of USSR. However, according to some politicians like Vladimir Zhirinovsky, socio-political and economic conflicts between the Soviet and Russian identities had always existed. Historians like Hosking (2006) have thus described the Russians as both the â€Å"rulers and victims† of the erstwhile Soviet administrative system. During the Stalinist era, events like the great purge, murder of Leon Trotsky, adoption of the National Anthem of Soviet Union, etc. often indicated this identity crisis. Stalin, who was from Georgian ancestry, conducted indiscriminate political executions, deportations and large-scale socio-cultural engineering to use the Russian peoples for the benefit of his regime. (Faria 2012) Evolution of an undemocratic and corrupt electoral system In the Soviet era, Russians did not have any democratic electoral system at all. Even after the fall of communism Russia continues to be haun ted by the memories and conventions of the autocratic rule. This is like inheriting the legacies of Cold War and Stalinism. Events like the apprehension of Anna Chapman in USA on the grounds of espionage for Russia as reported by Huffington Post (Isachenkov 2011) show that Russia’s communist past cannot be neglected. ... inside Russia, powerful socialites like Mikhail Prokhorov have openly challenged Putin and accused him for destroying the democratic institutions (BBC News 2011). Agencies like Reuters have reported the major Russian political reformists think that â€Å"Putin must change† (Freeland and Gutterman 2012). But unlike the leaders like Prokhorov and Yavlinsky, most of the established Russian political elites are trying to align themselves with the government policies. Possibly, this is due to their urge to avoid government persecution. But similarity in political tendencies may also be a reason behind this. Majority of the opposition groups are less interested in denouncing the evolving corrupt electoral system. Instead, they are seeking their share of the poplar votes. The most powerful opposition leaders of Communist Party of Russian Federation (led by Gennady Zyuganov) and Liberal Democratic Party (led by Vladimir Zhirinovsky) are relatively well mannered and lenient towards the iron-handed nature of Putin’s government. (Faria 2012) Role of the Russian media during elections Russia has a history of suppressing the freedom of expression by its authoritarian rulers. Aleksandr Solzhenitsyn has shown intricately that how Stalin used the instruments like deportation and detention to suppress not only the freedom of press but also the voice of popular aspirations in general. Particularly in his monumental works The Gulag Archipelago, Solzhenitsyn (1974) has shown that restrictions on free speech and news media had existed almost all through the Soviet era of Russia. According to several experts, the effects of the Soviet era and scars left by Stalin’s oppressive rule are creating problems even today. Contemporary researchers like Enikolopov, Petrova and Zhuravskaya (2010)