Molecular Facts and Structures

The Idea Of Governess Extended Until The Nineteenth Century

The idea of governess extended until the nineteenth century. The Victorian women, especially the Bronte sisters, Charlotte and Anne, experienced the occupation of a governess. Their impressions were negative because of the poor condition, bad treatment, and low wage of a governess during the Victorian era. According to Gilbert, Anne endured in the governess’s job for six years while Charlotte shortened it to two years. Charlotte wrote in a letter to her sister Emily, â€Å"I can now see more clearly than I have ever done before that a private governess has no existence, is not considered as a living and rational being, except as connected with the wearisome duties she has to fulfill†(qtd. in Heyck, 203). Charlotte transfers her negative views of the governess’s status in English society through her literary work Jane Eyre. She portrays the poor conditions and bad treatments of the private school that Jane attends. In Lowood School, Jane spends eight years before she accepts an offer of becoming a governess and starting her financial dependence. Mr. Brocklehurst who is the headmaster of Lowood School keeps the girls hungry and cold. Also, he treats the girls very badly by punishing them. One of the problems that children from working and middle class face in schools, rather than the social distinction, is the physical punishment. In â€Å"Aspects of Neglect: The Strange Case of Victorian Popular Education,† Harold Silver investigates about the â€Å"corporal punishment† that is used inShow MoreRelatedWomens Failure to Gain the Vote Between 1900-1914 Essay8468 Words   |  34 Pagesbetween 1900 and 1914. 1. Long-term factors: First I am going to study the long-term causes, as it is with these that the climate of the situation at the time in question can be viewed in its entirety. At the start of the 20th century Britain was a patriarchal society, one dominated by males with women considered as lower class citizens. Most women were seen as their husbands’ property and were there to meet all their requirements, these requirements included doingRead MoreNationalism and Transnationalism in the Context of the European Union28567 Words   |  115 PagesNational debates 46 4.1. The EU: State of Nations or Nation-State? 47 4.2. The European Union and its Citizens 61 4.3. Constitution for the European Union? 67 Conclusions 72 Bibliography 76 APPENDIX 82 Introduction The twentieth century bears tragic scars left by the First and Second World Wars. Fifty million soldiers and civilians lost their lives in conflicts that left Europe in ruins.[1] In 1945 Europe faced the task to rebuild the European countries destroyed in war conflagrationRead MoreLogical Reasoning189930 Words   |  760 Pagesskills are a complex weave of abilities that help you get someones point, generate reasons for your own point, evaluate the reasons given by others, decide what or what not to do, decide what information to accept or reject, explain a complicated idea, apply conscious quality control as you think, and resist propaganda. Your most important critical thinking skill is your skill at making judgments─not snap judgments that occur in the blink of an eye, but those that require careful reasoning.

Importance of Operational Management

Question: Describe importance of operational management, operational function analysis for the furniture supplier organisation and tension between cost minimisation and quality maximisation? Answer: Introduction: Operation management is a part of management that only works to develop the operation strategy and monitoring the operation strategy as well. Operation managements main area is related with evaluation, design and controls the production process and redesign the production in order to develop the operation process. It helps the organisation to run the operation process accordingly and monitor the progress of the operation and compare the progress with organisations budgeted progress as well. This assignment has done on a furniture supplier organisation. Main aim of this assignment is to find out new ideas which would be helpful to develop efficiency and effectiveness of the business. Therefore first part of this assignment will show the nature and importance of operational management of that furniture supplier organisation and the link between strategic planning and operational management. Second part of this assignment will show the way the organisation can organise a typical production process and finally this report will show the techniques that organisation can adopt to develop their production. Importance of Operational management: Operation management of an organisation helps that organisation by monitoring the process of the production, by taking steps to develop the progress of the organisation and by implementing their strategy which is related to the organisations strategy. Mainly operation management set up the strategy by looking at the organisations strategy which helps the organisation to reach to their goals. Organisation gives priority to their operation management departments decisions at the time of decision making process as the organisations main outcome comes from production department which is controlled by operation department. Following points would be helpful to understand the operation departments contribution for the organisation: Contribution in decision making process: At the time of setting up the strategy the operation department provides their opinion for that strategy. Those opinions include the requirement of resources of production for the new project, the availability of part of the resources, the ability of the organisation to produce for the new project etc. Allocation of the resources: Operation department helps the organisation to allocate the resources. They collect materials, labour, machinery etc for production and allocate those to get standard outcome from those resources. It helps organisation to saving extra costs of production (Slack et al, 2013). Monitoring the production process: Operation department monitors the production process of the organisation. In this part they measure the resources that is using for production and compare the actual resources with budgeted resources. It helps the organisation to produce their products within their budgeted limit and it also helps them to produce standard products by using appropriate resources (Slack et al, 2013). Developing the strategy of production: Operation department does research of the production and try to find out other ways of production which would be helpful for the organisation to save the resources by maintaining their standard quality. It helps the organisation to develop their net profit as well (Slack et al, 2013). Operational function analysis for the furniture supplier organisation: In a furniture supplier organisation, operation management plays an important role to operate the production unit. Verities of functions involve in operation management and operation management daily work includes those functions as well. There are mainly eight functions that operation management operates daily in a furniture supplier organisation. Those are as follows, Selection of design of the furniture: Operation management need to know their customer organisations requirement and on the base of that the management of the organisation will select the design of the furniture to produce (Slack et al, 2013). Furniture production process selection: The operational management will plan to determine about the process of the production. In that situation they can determine about the resources that they can use for the production. For example, they can increase or decrease the uses of labour and machinery at this time (Slack et al, 2013). Production capacity determination: Operation management will determine unit of furniture they can maximum produce by using their labour and machinery. Plan for production: At this point the operational management can make a time scale sheet and on the base of that they can plan for the production. It would be helpful for them finish the work on time (Slack et al, 2013). Control the production: The furniture supplier needs to produce the furniture on the base of their demand. Otherwise over production could cause them to increase their storage costs. Costs and quality control: Operation department always try to control the costs of production by keeping the standard of quality of production. It helps them the organisation to increase their profit (Slack et al, 2013). Inventory Control: Inventory overstock could cause them to increase their stock costs and falling of price could cause them to decrease the profit as well. By looking at that situation operation management controls the inventory of the organisation and produce on the base of their customers demand. Machinery maintenance and replacement: Operation management control the maintenance of machinery and they replace faulty or backdated machinery to increase the ability of production. It helps organisation to keep balance on demand and supply. In addition modern machinery helps the organisation to develop the production and to motivate their employees (Slack et al, 2013). Process model of the furniture supplier and evaluation: It is important for the furniture supplier organisations operation management to follow a formalized process model which would be helpful for them to produce the furniture appropriately for the customers. Therefore the organisation can use the following process model which would be helpful for them to determine the accuracy of the furniture quality and quantity. Process model for the furniture supplier could be the following model, According to the diagram the furniture supplier organisation put raw materials by using technology or labours for the transformation process. In their transformed resources means change in materials on the base of customers order. In that situation the change could be change of physical characteristics of materials, location of materials, ownership of materials etc. It also changes on the base of their customer organisations feedback and returns (masterclassmanagement, 2014). At the time of transformation process, the organisation needs to design their process and implement the improvement of the process. Finally operation management can planning and control the process as of producing furniture. Finally with the help of operation managements plan, the organisation delivers the furniture to their customers and provides the excellent customer services as well. However after delivering products and services their customers provide their opinion and on the base of that opinion operation management improve their production process (masterclassmanagement, 2014). Improvement by using Three Es theory: Operating management of the organisation can evaluate their performance by using Three Es theory and on the base of that they can take steps to improve their strategy. It would be helpful for them to develop organisations objectives and it would be helpful to achieve competitive advantages as well. Main target of Operation management is to produce standard quality products by controlling the cost. Therefore Three Es helps them to achieve the target. Full meaning of Three Es is Economy, Efficiency and Effectiveness. Economy: On the base of economy the furniture organisations operating management will evaluate the costs of the production. In that situation they can review their raw material prices, labour costs, technological costs etc. Main target of this part is to reduce the costs of production and increase the quality of the production as well. Nowadays operation management of furniture manufacturing organisation try to use modern technologies to reduce their labour costs and increase production as well (Hill and Hill, 2012). Efficiency: In the efficiency part operation management evaluate their performances with other organisations performance. Efficiency part could be divided by two groups. Those are inter-authority comparison and inter comparison. Into inter-authority comparison, operation management compare their performance of production like operating expenses, number of employer, labour skills etc with other similar types of organisations. On the other hand inter comparison system helps organisation to compare costs of productions with other similar types of organisations (Hill and Hill, 2012). Effectiveness: Efficiency part helps operational management to determine their objectives and achievement of the organisation. In this point operational management compare the objectives that whether the objectives are practical and precise or not. On the base of that they takes steps do develop their activities (Hill and Hill, 2012). Tension between cost minimisation and quality maximisation: Organisations operation management always try to set up the strategy which would be helpful to minimise the costs of the production and develop the quality of the productions as well. It helps the organisation to achieve competitive advantages in terms of cost leadership and customers become have by getting good quality products. With the help of that the organisation can provide low costs products with good quality which always the customers look for (Hill and Hill, 2012). The furniture supplier organisations operational management can mainly look on the quality of the products and after that they can review the costs of the production. Therefore it could be said that, the organisation can give first priority on the quality of the products and second priority is the costs of the products. In terms of profit maximisation the organisation need to look on the cost of the production as well. Therefore operation management of the organisation always review the segments of the production to control the costs of the production (Hill and Hill, 2012). Significance of five management objectives: Operation management mainly looks on five objectives in terms of running the production procedure appropriately which would be meeting to the organisations requirement. Mainly operation management set up their strategy which meets to the organisations strategy as well and their main target is to deliver quality products with lower prices as well. Those five objectives are as follows, Costs: It has already been explained that, operation management of the organisation always try to minimize their costs. Therefore in some situation they move their manufacturing areas in other locations or they set up their manufacturing areas where they can get cheap labour, raw materials etc. Low casts help the organisation to maximise the profit (Hill and Hill, 2012). Quality: In terms of getting loyal customers, it is important for the organisation to maintain the quality of the products. It helps the organisation to increase their revenue and earning goodwill as well. Therefore operation management always maintain their quality of the products. In some situation they try to improve the quality of the products by keeping the same costs of the products. It helps them to get competitive advantages (Hill and Hill, 2012). Speed of the production: It is operation managements responsibility is to maintain the speed of the products. Operation management try to find out the ways to speed up the productions and in some situation they control the speed of the productions as well to maintain the quality of the products. The furniture supplier only supplies their production to a particular organisation therefore they control their speed on the base of the organisations demand (Hill and Hill, 2012). Flexibility: Operation management try to become flexible with their daily works. It helps them to develop their strategy. In this point flexibility means operation managements power to change the products and production process. However at the time of changing the production procedure the operation management looks on their customers requirements and organisations objectives (Hill and Hill, 2012). Dependability: Dependability is to deliver the furniture to their customers on time. It helps to gain goodwill and the customers become happy to get delivery on time. Operational management always do research to improve their services and try to find out the ways that they can use to deliver their products more accurate time (Hill and Hill, 2012). The way liner programme adds value to a production process: Liner programming is a mathematical technique that helps the organisation to maximise or minimize a linear function of several variables. Liner programme is helpful for operation management of the furniture supplier organisation. It helps the operational management to make the best possible use of available productive resources. In some situation the operational management may face the problem of bottle neck in production process. In that situation Liner programme helps the organisation to calculate the bottle neck, it highlights the bottle neck resources and suggests possible steps that the organisation can take to overcome that problem (IBM, 2014). The need for operational planning and control in producing a furniture: It is important for operational management to follow formalized procedure to determine the need for operational planning and the steps to control in producing the furniture. In this time they need to take some steps which would be helpful to set up their strategy and into their strategy they can include these steps as well. Those points would be as follows, They need to review all activities which are related with the production of furniture. They need to order and collect all the resources that they need to run their production procedure. They have to determine about the activities that they can run smoothly or they have to wait for other activities. In addition finally they have to determine about the time when they need other activities to take place (Heizer and Render, 2014). Planning the operation of producing the furniture and control the production procedure: Planning and the operation of producing the furniture and control the production procedure is mainly depend on the demand and supply of the products. Demand into the market could go down and therefore on the base of that the customer organisation may reduce the supply of furniture. However into the furniture market, it is unlikely reduces the demand of the furniture. However demand of a particular design may reduce and on the base of that customer organisation may ask to change the model of the furniture. In that situation it is important for the operation management to redesign the furniture production plan and implement the plan to provide furniture on their customers demand (Heizer and Render, 2014). On the other hand, furniture manufacturers would have to make plan by considering their situation as well. It is because they get delivery of raw materials from their suppliers. In some situation suppliers might renegotiate the price of raw materials, or they might start reducing the quality of the products. In that situation it is important for the operational management to redesign the production model and implement the production model to continue their production process by keeping their standard qualities (Heizer and Render, 2014). Moreover the supplier would have to consider other resources to run their production process. Other resources include labour, machinery etc. They need to look on their labour qualities, availability of the labour, costs of the labour. In addition, machinery availability, latest machinery uses, decision making whether they should use machinery or labour for production is also important work for the operation management of the organisation (Heizer and Render, 2014). Operational outcomes for the selected furniture supply organization: It is noted that being a supplier of furniture, the organization needs to set in motion with pre-assessment scheduling, followed by the supplier evaluation as well as the operational outcomes assessment. Below are the essential operational outcomes for the selected business organization: Operational planning Conversions Expected benefit Forecasting demand The demand for the particular furniture is forecasted by the company or assess the demand of the product and accordingly order the wood High Assemble stock Assembling the stock like wood, nails, paints, steel and adhesive low Cutting the wood Items are being machine rather than assemble from the parts. Manufacturing as per the order of the clients (Apte et al. 2011). Low Designing and using adhesive and various other materials Innovating the style of furniture along with selecting the design, greasing and polishing the furniture High Checking the quality Quality controller check the quality by assessing the furniture strength and weight and size as per the client demands (Trietsch and Baker, 2012). High Inventory Entire finished product are being keep for the dispatch by using the batch processings. Low Logistics Final send into the stores and from there to consumers. Medium Network plan: Network planning helps to reduce the complexity of task. In this study, implementation of TQM within the existing supply chain system of the furniture company, network diagram will give the time of the project which will help in scheduling of the project. Below are the details of the network plan for the selected business organization. Activities Predecessor DAYS A - 2 B - 3 C B 1 D A,C 3 E D 8 F C 1 G F 6 H F 3 I B 7 J H,E,G 2 Here, A = Preparing the technicals specifications B = Tender processing C = Work orders D = Supply of equipments E = Supply of TQM F = Supply of fittings G = Civil work H = Installations I = Monitoring J = Dummy testing The below mentioned figure explores the critical path of the network: Figure: Network of the project So, the critical path is The approaches that can be used for project management and quality control in sale, stock or purchase process: It is important for the operational management to control the quality of the furniture for sales, stock, and purchases process. It helps the organisation to gain goodwill and to run the business successfully. Therefore project management of the furniture supplier organisation can use different tools to control the quality of the furniture for sales, stock and purchase process. Those tools are as follows, The Ishikawa diagram: This diagram is helpful to examine the reasons of something happens or might happen in operational process. It helps the process management to identify the gaps of production and on the base of that process management can take steps to fulfil the gaps. (pumhut, 2014) Control chart: Into the furniture manufacturing organisation control chart would be helpful to find out normal distribution and allows the organisation to track trends and adjust the process mean when the organisation reach goals and need to set new goals. Main reason of using control chart is the organisation can track trends overtime (pumhut, 2014). Conclusion: Finally it could be said that, operation management plays one of the most important roles within an organisation. With the help of operational management the organisation can reach to their goals easily and it helps them to develop the business by gaining goodwill as well. On the other hand, operational management need to follow formalized process to overcome their challenges and to run their daily works. It would be helpful for the operational management to reach to their target easily. Personal reflection: After executing this study, it is now clear to me that operation management is part of strategic importance to every organisation and it plays very important role in reducing the company cost and the increase in production of the company. In order to execute this research work, as I choose a furniture supplier organization as the case organization, it helped me to understand the aspect related to manufacturing and innovating design for the furniture. This study at the same time helped me to understand how the business attains the supply and demand balance in the marketplace. During the study, I also understood that company takes too much long process of manufacturing the furniture because of the large part of the time is taken in the production planning and strategy. References: 1. masterclassmanagement, 2014. Information obtained from https://www.masterclassmanagement.com/BusinessManagementCourse-DayToDayRunning.html . Last viewed 23/06/2014 2. Slack N. Brandon-johns A. Johnston R. 2013. Operational management, 7th London: Pearson 3. IBM, 2014. Information obtained from https://www-01.ibm.com/software/commerce/optimization/linear-programming/ . Last visited 27/06/2014 4. Hill, T. Hill, A, 2012. Operational management. 7th London: Palgrave McMillion 5. Heizer, J. Render B, 2014. Operational management. 11th London: Pearson 6. CNX, 2014. Information obtained from https://cnx.org/content/m32170/latest/. Last visited 28/06/2014 7. Pmhut, 2014. Information obtained from https://www.pmhut.com/quality-control-in-project-management . Last visited 28/06/2014

To Balance Technological Development an Example of the Topic Business Essays by

To Balance Technological Development Vis-Ã  -vis Growth and Profitability BACKGROUND OF THE CASE iPremier is one of the top two electronic commerce retailing businesses with a commendable pattern of growth. The overall management structure of the company is sound and impeccable. Its stock position, surviving the NASDAQ 2000 downfall, held comfortably steady hence. The level of satisfaction of its executive, employees and customers are sustainable. The technical and technological structure of iPremier is well provided for. It has an outsourced host and colocation support. iPremiers relationship with QData has been a long-standing satisfactory affair. Need essay sample on "To Balance Technological Development Vis--vis Growth and Profitability" topic? We will write a custom essay sample specifically for you Proceed Until that one early morning when iPremiers 3-month old Chief Information Officer, Bob Turley, was awaken from a business trip in New York City by one of iPremiers operations crew, Leon Ledbetter, with an alerting problem that iPremiers website cannot be accessed. Within a few hours that market will commence, their customers might not be able to conduct business with them. A hacking into the systems of iPremier is highly suspected. THE INCIDENCE As instantenously looked into and being analyzed by iPremiers Technical Operations Team Leader, Joanne Ripley initially surmised to Turley that the continuous one-liner e-mails that says ha keep appearing in their systems. Ripley and Ledbetter could not diagnose behind their firewall via the T1 line therefore they suspect a connectivity problem in QData, meaning, a possible problem outside the perimeter of the architecture of iPremier. But they do not see any connectivity problem into and out of the building of QData People Usually Tell EssayLab support:Who wants to write essay for me?Essay writers propose:Order Papers On Essaylab.ComBuy Essays Online Do My Essay Buy College Papers Essay Writing Service What Ripley initially learned is that the emails are coming through an anonymizer. The preliminary thought of Ripley is to unplug the server soon she gets to QData offices. But it will take sometime to put their systems back together after unplugging. Yet, Turley and Ripley are worried about infiltration of customer data and credit cards data. After the initial and brief exchange of Turley and Ripley, the subsequent briefings he held with iPremiers CEO, Jack Samuelson; VP Business Development Warren Spangler and Legal Counsel, Peter Stewart the unanimous decision is to pull the plug and avert a public raucous soon as markets awaken and iPremier experience a backlash on their stocks and market standing. What Turley eventually had to do was to consult iPremiers Chief Technology Officer, Tim Mandel that will enable him to come to a final conclusion then achieve a unanimous decision with his peer executives. Mandel hesitates on pulling the plug because logging data might be lost. And such logging data will be crucial to truly analyze the depth of what happened. It will serve as evidence to enable them to evaluate the big picture of the problem with QData, and, yes, with iPremier Chief Executive Officer. It is therefore imminent that the hacking incidence be thoroughly analyzed because if iPremier does not get to know what really happened, it can happen again. And not knowing what happened, iPremier will not be truly capable of what to disclose to the public. Besides, Mandel believes there is however little effect preserved logs because detailed logging is enabled because it takes a lot of disk space on the server. To pursue detailed logging will require investment on additional storag e arrays and the finance executives of iPremier are cold to the idea. Therefore, the investigation of the incidence might produce mediocre analysis to support further solutions desired or courses of action. Finally, Ripley having gotten into the server console of QData discovered a flood of synchronized conversation from multiple sites directed at the router that runs the iPremiers firewall service. There are 30 sites that the hack is coming from which spells to a classic distributed denial of service attack. Ripley decided to shut down traffic from the addresses of the internet providers. A denial of service attack does not necessarily mean an intrusion. Thus, the customer data and credit card data of iPremier are still safe. Although, Ripley contends that a denial of service attack and an intrusion may not necessarily be exclusive. Finally, Ripley reported to Turley that amazingly she just saw that the attack stopped just like that and the website of iPremier is back in the fold of servicing their customers without any trace of the incidence having transpired. Of course Ripley and Turley decided to really sit down and sort out what really happened and come to fore as to what should be done for once and for all to the seeming deterrence of existing technical architecture of iPremier. ORGANIZATIONAL PROBLEMS AND CAUSES iPremier seeming relationship with a benign associate as QData hosting is mainly due to the proximity of the two companies. QData however cannot be described as a potential candidate for market leadership. It features basic floor space, power, connectivity, environmental control, physical security, management services of websites, firewall internet security services. QData is not keen on investing in advanced technology. Of course iPremier has recognized these realities and the imminence of a shift to another facility. What makes the resolve pending final enactment is due to iPremiers being enamoured with and just concentrates on its growth track that has been consistent. They have been busy with their progress. Then there is the consideration of expense that will be incurred in the shift: at three times more than their current cost with QData. iPremier is likewise extensively dwelling on the effect of eventual disruption of service to customers during the transition. Finally, one of the founders of iPremier has a sense of indebtedness to QData who has stood by iPremier during the difficult times of iPremier during the early days of its operations. QData was more than willing to sustain their contracts. HOW IPREMIER AND ITS EXISTING OPERATIONAL STRATEGIES STAND Strength - iPremier is presently and considerably a lead player in the new economy of internet marketing. At 50% annual growth rate, it was able to hold its water during the 2000 NASDAQ crash. Its high-end customers are varied and transactions are smoothly settled via credit card online and on the spot. In return, the goodwill of iPremier to its customers is illustrated via its flexible policies on purchase satisfaction before finally deciding on keeping their purchases. Weakness The technical and technological support of the seemingly efficient marketing and management realities of iPremier need to be thoroughly re-evaluated. What has arisen with the hacking incidence may be a blessing in disguise enabling further evaluation as to what could possibly brew further. Opportunities The customer satisfaction level of iPremier is secure. Therefore, customer satisfaction will translate to improved turnover of business. There is the word of mouth effect that is truly profound. There are repeat orders that can be harnessed. Threats A weak technical support that will eventually no longer cope to the potential of market growth - will have a very drastic effect. New Economy businesses are highly sensitive because the only thing that customers bank on is the efficiency of online transactions. Customers who will face a minutest difficulty on online transactions will simply click away to find alternative providers. ALTERNATIVE SOLUTIONS As verily pointed out by the operations staff of iPremier, it is reckoned that with appropriate modernization of computing infrastructure, growth could be accomplished by adding installations in other facilities, rather than by expanding floor space in existing facility. iPremier has not gotten on the drawing board to truly work this concept out. The perspective of the operations department is to augment their existing business volume that will ensure that their efficiency to present customer service is sustained and that no hitches can immediately transpire. RECOMMENDED SOLUTION Bob Turley as the protagonist must reckon that his is the mandate to attack iPremiers suspected deficit in operating procedures as what the CEO advised him during his appointment time. Therefore, there is the overall picture that needs in-depth analysis beyond the technical and technological aspects. The need for paradigm shift might come to fore: as it is the battlecry of change. As an exemplification, the U.S. Department of Housing and Urban Development developed their processes and procedures in their website management. And an overview says: When HUDs website debuted in 1995, we made a discover: citizens expect to get information and services directly from HUD. Some managers objected: Citizens arent our customers. We work through intermediaries. Were wholesalers not retailers. The web changed this paradigm. It caused HUD to create a new product: citizen-centered information and services. We began by examining our audiences: what do they want to know? What do we want to tell them? Within months, we refocused our website on homes and communities not HUD. We drew content from inside and outside of HUD, adding value by organizing it in ways that make sense to citizens. When we encountered voids in content that citizens wanted, we became entrepreneurial. In 2000, we began teaching free Web Clinics, encouraging HUDs grantees and partners to create content to which we link. We developed free software - HUDs Web Clinic Wizard - to make it easy for them to build websites. (HUD, 2005) [underline supplied] Turley must diagnose the true flow of operational procedures. Whatever logistical support that each process and procedure requires must be prescribed with solutions in two phases: interim short term to progress to long term stable solution. Turley and Ripley must for once and for all make a comprehensive analysis of what happened in the incidence. They will have to take off from there to solidly support a firm course of action. If an overhaul may come to pass in its technical support, then it should be so. Turley must awaken his CEO that with a sustained 50% annual growth, a reasonable investment can be worked out to upgrade technical facilities. Venturing to change requires the firm commitment to succeed. With that vision in mind, playing the devils advocate may come to fore. Making a decision towards either a calculable or incalculable repercussion entails the same thing: risk. However, there are already a thousand and one other cases and situations that embarking on a vision is half the battle won. For example, Merck & Co. Inc. encountered a situation while it was working on its Invermectin veterinary drug. In 1978, Dr. P. Roy Vagelos, then head of the Merck research laboratories, received a provocative memorandum from a senior researcher in parasitology, Dr. William c. Campbell. Dr. Campbell had made an intriguing observation while working with Ivermectin, a new antiparasitic compound under investigation for use in animals. Campbell thought that Ivermectin might be the answer to a disease called river blindness that plagued millions in the Third World. But to find out if Campbells hypohesis had merit, Merck would have to spend millions of dollars to develop the right formulation for human use and to conduct the field trials in the most remoted parts of the world. Evn if these efforts produced an effective and safe drug, vitually none of those afflicted with river blindness could afford to buy it. Dr. Vagelos.had to decide whether to invest in research for a drug that, even if successful, might never pay for itself[Yet] Despite these risks, Dr. Vagelos wondered what the impact might be of turning down Dr. Campbells proposal. Merck had built a research team dedicated to alleviating human suffering..Ultimately, Dr. Vagelos who had to make the decision whether or not to fund research toward a treatment for river blindness. (Weiss, Bollier, 1994) [underline supplied] Furthermore, Turley can work out with Business Development and Marketing how they could increase on product line offerings. Congruent to an efficient operating procedure is the capability to expand product lines and market base. As Turley can warrant that re-investment in the total operating process will be returned by an invigorated market activity, there can be no stopping on the potential of iPremier both in service efficiency and turnover. A re-invigorated market activity depends on loyal customers and they must indeed be built upon. They are the bastions that will warrant the risks to achieve success and a vision and deciding on new investments. Curious things are happening. More and more companies, it seems are trying to turn us into loyal customers. We read about it .. We hear about it..Companies in every industry are saying they want us around for the long term. They say THEIR FUTURE SUCCESS ACTUALLY DEPENDS ON KEEPING US IN THE FOLD. Executives proclaim that THE ONLY PROFITABLE CUSTOMER IS A LOYAL ONE and that the only way to grow a good business is by building a good relationships. (Heil, Parker, Stephens, 1997) [upper case provided] PERSPECTIVE AND PROSPECT: Paramount to real business growth is a balancing act of recycling. Meaning, a portion of sustainable growth must be re-invested. This balancing act is an armor towards calculable changes that market environments and business environments pose within the realm of customer responses. Customer needs and satisfaction can become variable overnight. A satisfactory level of service, even if sustained and consistently attained, is not a laurel to simply rest with Recognizing changes and adopting and adapting to them is a more prudent and dynamic business resolve than merely sitting on growth and continue playing profits with intangible fixed income investments or money market or stocks. Capital expenditures are honest expressions of a companys true recognition of the goodwill of customers and the intention towards improving customer relationships. What Turley and iPremier will risk is of course a sizeable reduction in the companys cash flow. With a solid blueprint on maximizing customer satisfaction towards increasing product line and customer base, the hesitation will be alleviated. The confidence of any transitional and bold dynamics in a business must be a unanimous consensus amongst its executives. It is only in unified faith and confidence that a business expansion and operational upliftment can be realized. There may be setbacks in infusing new ideas into a company. Creating a vision and the ability to share a vision and gather everyone to unite behind the process of success is a challenging hurdle and yet a rewarding exercise and a demonstration of skill. Generating a vision for an organization is held to b important, because from that platform the enterprise is helped to model strategic plans and provide a kind of touchstone for goal setting [Allen, 1995]. An effective vision is considered ot be one which defines ways INTO THE FUTURE[but] do not expect that everyone will buy into your ideas. There will always be those who will not want to come to board [Moorhouse in Shells video, 1996]. He argues that there will be always be people who cannot be motivated to join in, and that these persons will need to be moved aside into less critical positions. (Kakabadse and Kakabadse, 1998) [upper case provided] At the end of the day, no guts, not glory. References: HUDs Web Management Operating Procedures. June 1, 2005 Weiss, S. and Bollier, D., 1994. Merck , A Case Study. International business Case Studies. Edited by Robert T. Moran, David O. Braaten and John E. Walsh, Jr. p. 309, 314 Kakabadse, N.K. and Kakabadse, A. P. 1998. Vison,Visionary Leadership and the Visioning Process: An Overview. Success in Sight. Edited by Andrew Kakabadse, Frederic Nortier and Nello-Bernard Abramovici. p. 1, 26 Heil, G., Parker, T., Stephens D.C. 1997. Building Relationships One Customer at a Time. One Size Fits Ones. P. 17