Strategic Significance And Management Of Dell Inc Business Essay

Strategic Significance And Management Of Dell Inc Business Essay Strategy is the direction and scope of an organization over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations. The term strategic management underlines the importance of managers with regard to strategy. The strategic management role is different in nature from other aspects of management. It is concerned with complexity arising out of ambiguous and non-routine situations with organization wide rather than operation-specific implications (Thomas .L. Wheelen, 2010). This study based on the strategic management of Dell Inc. Dell has experienced its tremendous growth by empowering people through innovative products and services. Throughout this period dell has optimized its business model to raise its standards of excellence. Dells core values, mission, vision has facilitates the company to achieve this glorious goals. The purpose of this report to underpin an outlook for strategic significance and the management of dell computers by evaluating internal and external environments of Dells position in a comparative landscape. The report further undergoes the analysis; a recommended strategy has been outlined which will guided eventually to Dells strategic success. The final part of this study stating recommended the strategy and its implementation with a model including conclusion for the overall sustainability of the company. Company Profile Dell at a Glance Dell is an American multinational computer Technology Corporation founded in 1984 by Michael Dell. According to the statistics published under the global PC market share, it was placed to the 3rd position under the worldwide PC shipments. The company employees more than 82,700 people worldwide (www.scribd.com, 2012). Dell grew during the 1980s and 1990s to become a brand, thus Company employee Direct Business Model to expand the core business worldwide. Dells operational regions include mainly America, Europe Middle East and Asia Pacific regions. The company maintains a consistent focus on offering the best value to the customer. As a trusted technology innovator with diversified, comprehensive IT portfolio, Dell committed to serve its best to the customers and employee. For nearly three decades, Dell has been on an incredible journey, experiencing positive growth on a global scale. Empowering its people customers, business partners and team members who keep the company moving throu gh the rapidly evolving world of technology. Dell Key towards Strategic Planning Vision of the Company Its the way we do business. Its the way we interact with the community. Its the way we interpret the world around us-our customers needs, the future of technology, and the global business climate. Whatever changes the future may bring, our vision-Dell Vision-will be our guiding force The vision statement is able to put forward one of the most important principles behind the operations of Dell. The industry that Dell operates in is one of the most dynamic and ever changing one in the international market. Fluctuations of technology and consumer demands mean that change is the only constant. This is why the lack of prediction leads to the vision statement which focuses on the interpretation of strategy through consumer needs, technology trends and international business climate. Mission statement Dells mission is to be the most successful Computer Company in the world by delivering the best customer experience in markets they serve. In doing so, Dell will meet customer expectations in following areas. Highest quality, leading technology, Competitive pricing, individual and company accountability, best-in-class service and support, flexible customization capability and superior corporate citizenship. Dell Organizational Structure Dells governing body consisting with Executive Leadership team and the Board of Directors. The company is leading by the Chairman of the Board and Chief Executive Officer. Currently Michael S. Dell holding the two positions of chairman and the CEO (Dell, 2012). Dell is following two types of organizational structure which include Executive Leadership Team in senior management and Board of directors for oversight and supervision of the overall affairs of the company. They functions under the so call Executive Leadership Team. Supporting the Board of Directors functioning seven committee charters: Audit Committee Charter  , Compensation Committee Charter, Finance Committee,  Governance and Nominating Committee, Corporate Governance Principles,  Board of Directors Nomination Process,  Communicating With the Board of Directors.   Dells Executive Leadership team provides the guidance and focus in terms of seeking to help their customers more efficiently. They decide the companys operations and implements strategy and policy created by the Board of Directors (Dell, 2012).The other officers functions under the supervision of Board of Directors. The hierarchical organization structure is in Appendix:2. Organizational Characteristics Capabilities and Resources The heart of the Dells business strategy is its customer focus direct business model. In order to serve their customers in more efficient ways Dell developed its core competency by making its customers as the centric core value of its business and deployed the resources and capabilities. This has given the significant increment for Dells strategy to enhance and empowered more competencies such as manufacturing process, human capital management and supply chain management. In order to hit the comparative market in right manner Dell has to improve its products based on modern technologies and consistently Dell has to improve its supply chain and manufacturing process which compliment the efficiencies created by supply chain. Dell had recruit, train and retain compatible workforce which could contribute for company future growth. The healthy environment endorses honesty and accountability as a long term perspective which can logically approach and enhances the core competencies in the c omplicated infrastructure. By delivering values and servicing them effectively Dell became more efficient in terms of recognizing, acquiring and retaining customers by fulfilling their needs. The core competencies which I discussed above enable Dell to perform efficiently and manage its profitability in a mature industry environment see Appendixà ¢Ã¢â€š ¬Ã‚ ¦.Further Dell was able to leverage its core competencies by utilizing its internal resources and capabilities to enhance its key success factors. See appendix à ¢Ã¢â€š ¬Ã‚ ¦ In addition Dells infrastructure, global presence along with capabilities and human capital will leads Dell further to achieve potential growth and differentiated strategic dimension. Dells technological efficiency is capable of supporting expansion to new markets. Such strategies like growing sales and delivering value to the customers in an innovative process will support to the Dells global manufacturing facilities. Dells differentiation stems from process  innovation.  The company is very successful in leveraging and harnessing the value  of its suppliers and partners  technology innovation.  This allows Dell to minimize RD spending and improve the cost structure, a strategy that is rarely matched by competitors.  The company is  also gaining  knowledge in the  retail industry  by  partnering with major  retailers such as  Costco.  This is vital  for the success  of any strategic initiative aiming for a retail presence in global  emerging markets such as China and  India. Dells financials indicate a stellar operational performance evident by above the average inventory, assets  and receivables turnovers.  The company was  able to achieve a  high financial  performance at the operational level by utilizing its state of the art IT infrastructure, supply chain and inventory  management systems.  Further, the  companys stock  represents an  at tractive investment due to the companys utilization of  assets and focus on capital return.  This is evident when comparing Dells high return on investment, asses and invested capital (ROE, ROA and ROIC) to the industry  and market (Appendix  F).  Profitability  ratios indicate  that Dell  is experiencing average profit margins.  This is  contributed to  hyper competition  in the  PC industry; competitors are running on thinner margins in order to gain market share. The capital structure that Dell adopts focuses on financing growth and operations from retained earnings, the company doesnt  pay dividends or acquire debt.  The companys financial  policy in this regard emulates an IT start-up company, even though its a mature company in a mature industry.  Its highly  unlikely that Dell  will continue this  policy in the near  future as investors press  for dividends  and the stock price falls, as  is happening already.  Further, acquir ing debt might be necessary to finance growth and establishing retail presence into global emerging markets. This will not have a negative effect on Dell since it possesses the necessary financial leverage. Business segmentations of Dell Dells business segmentation focuses with the customer. It attempt to fulfill customer needs which is at the heart of Dell. During the past years Dell has signified and recognized its customer-centric business. Dell believes that they operate its global Consumer business by serving customers with faster innovation and greater responsiveness, and enables them to better understand and address their challenges. Dells global business segments are given in the Appendixà ¢Ã¢â€š ¬Ã‚ ¦ Dell Business Strategy Dell is a customer-centric company which its marketing strategy is quite simple and basic in nature. The main emphasis is on the low-cost-strategy by selling the products at lower prices by following a direct business model which removes the middlemen. Dell is superior to manufacture its products with the time and cost and offer high level of customer service by meeting the customers expectations. This so call direct business model has five features which is explain in appendix.. Dell Product Development Strategy The product development strategy of Dells focus with developing its products based on technologies which include superior features and capabilities at competitive prices. Dell employees its unique approach in terms of design and development its products architecting innovative system designs and integrating new technologies to its products. Therefore by implementing this customer-centric approach, Dell delivers new and relevant products and services to the market quickly and efficiently (Dell, 2012). The company continuing to expands its business through delivering products faster and serving the customers in particular way. Key strategic issues Dell is facing multiple strategic issues which may impede on the companys top positioning the computer hardware market. This section addresses the four key strategic issues that Dell should address in order to maintain its prominent market position. First, Dell faces slow growth for its primary product: the personal computer (PC) in saturated U.S. market. The majority of U.S. corporate and education PCs will be replacement units affected by a technological upgrade cycle within the next two years. Therefore, as Dell attempts to maintain its dominant position, the company should focus on product customization and superior relationships with suppliers. This strategy enabled Dells past success but had  become diluted over the last five years. The company should continue to improve itself in these areas in order to remain the top computer hardware differentiator. Second, the erosion of Dells brand value continues due to the perception of declining customer service. Although the company prides itself on superior customer service, recent surveys suggest that Dells results recently declined in this business segment. Dells executives are aware that quality customer service is a key element of the companys success and are reportedly working towards improvements. Third, Dells inability to serve all market needs due to the current strategy of limited vendors in its supply chain. Dell brings few products to market and leverages technology created  by other companies effectively and efficiently. Dell also remains committed to chip supplier, Intel. Although this enables Dell to offer PCs at high value to consumers, it also limits the companys ability to supply diverse customers. The company should consider enabling itself to offer more customized products by increasing relationships with more diverse suppliers Strategic Management Analysis Strategic Analysis is the process of conducting research on the business environment within an organization which operates and on the organization itself. This provides the foundation for the strategic management by providing an insight into the forces behind the intense competition, by developing a sustaining competitive advantage based on organization core competency (JOSEPH, 2012). The Strategic analysis is a one step in strategic management .The steps involved in strategic management is given in Appendixà ¢Ã¢â€š ¬Ã‚ ¦ Strategic analysis used following key analytical methods to underpin strategic management. SWOT analysis, PESTEL analysis, Porters five forces analysis and Value chain analysis (CIMA, 2007). Internal Analysis of Dell Dell enjoys in terms of low cost with superior product performance by its distinctive competencies. They are the core benefits which are practicing by Dell through its direct business model. Dell designs its products according to wishes of the target which allow the company to enjoy superior customer value and brand loyalty, which enhances company ability to coordinate its various functions to produce exciting products. Dell arrive its competitive advantage from three dimensions which is given in Appendixà ¢Ã¢â€š ¬Ã‚ ¦. Value chain analysis of Dell Before making a strategic decision, it is essential to understand how activities within the organization create value for customers. The main aim of value-chain is to categorize the generically value adding service of an organization. The theoretical study of value chain is given in Appendix.. Dell Value Chain Analysis Primary Activities. Support Activities Inbound Logistics Dell relies mostly on its highly reliable supplier, where Dell streamlines its operation and relies on its computer monitor supplier to ship directly to the customer. As long as its supplier retains its leadership position, Dell would collaborate with it to achieve mutual success. Operations Every Dell system is built to order. Therefore Customers get exactly what they want.  Dell uses knowledge gained from direct customer contact before and after the sale to provide award-winning reliability and tailored customer service.   Outbound Logistics When Dell introduced its direct business model which sells its products directly to consumers and communicating with them and serving them directly. Dell, on the other hand, sells, especially in two areas, seeing sales trends and learning about unmet customer needs.  The company also relies on customers knowledge of what they want to purchase and when they want to complete the transaction to drive the direct business model. Dell leverages this source of customer knowledge by making it as easy as possible for a customer to place a customized order electronically.   Marketing and Sales Dells direct to customer model solve the problem for additional capital for marketing and sales. By selling directly to consumer it eliminated retailers along the way. One advantage of this kind of system is that the firm is continuously in contact with its customers and they are benefiting in two areas concerning sales and marketing, seeing sales trends and learning about unmet costumer demands. Service Dell spent dollars training well-educated business segment managers provide state-of-the art advice to customers. The company also initiated a collaborative customer-solution teams that collaborate with customers to fulfill any unmet customer needs. Because of the nature of work of Dells employees they are continually being inspired to stay abreast of technology threats and opportunities that may alter the competitive landscape in the future. Procurement It is on this activity that Dell is weak because Dell do not enjoy protected by trademark or patent or copyright  technology. The technology being used in the industry is shared by all industry players. Technology Development Technology is an important source of competitive advantage and here one strength of Dell for the firm enjoys better access to technology. Dell introduces the latest relevant technology much more quickly than companies with slow-moving indirect distribution channels. Human Resource Management (HRM) Dells mission statement is to be the most successful computer company in the world at delivering the best customer experience in markets we serve. Dell employees, direct salespeople, help-desk operators, engineers, and the like all have to be knowledgeable and customer focused to ensure Dells continued competitiveness. Firm Infrastructure Dell revolutionized the traditional value chain of computer manufacturing industry by introducing the direct to customer model. Dell also employed a global business consultancy, to help it develop a set of metrics to judge business-unit performance. By doing so, daily decision making were more efficient. The chief financial objective that steered managerial evaluation at Dell was return on invested capital (ROIC). Which leads to no inventory build-up, Dell turns over inventory every six days on average, keeping related costs low. External Analysis of Dell PEST Analysis: Dells environment consists of uncontrollable forces that directly or indirectly influence an organizations ability to achieve a desired result. In the words of Kotler and Armstrong marketing environment consists of the actors and forces outside marketing that affect marketing managements ability to build and maintain successful relationships with target customers (Kotler Armstrong, 2003). These influences create both opportunities and threats for a company in a comparative market segment. Dell PESTEL Analysis factors Analysis Political The political environment of the business has pivotal effects on the performance of the business in the quest of achieving its strategic goals. The political instability started after the 9/11 has affected the market conditions all over the world. Most of the computer manufacturers belong to US and the country government is taking huge efforts to facilitate the business. This offers exciting opportunities across the world to manufacturer like Dell, HP, Acer, Toshiba, and Lenovo etc. In order to capitalize the growing needs of the market the government of US has strengthen its ties with China in order to exploit the comparative advantage of the country in the form of low labor and technological cost Economic High tariffs on IT products makes Dell difficult to enter other markets apart from USA .since most of the population of the world is young and adaptive to change in technology, dell aimed to manufacture its products which are more user friendly and can be afforded by young professionals, because purchasing power of working population saw an increase over the past few decades. Since the economy saw a change due to the meltdown and recession, dell also had to modify some of its policies to cope up with the changing scenario. The change in the US economy also effected Dell with it bring change in its core policies of inventory and credit management of receivables and inventory conversion days to decrease its operating cycle and thus reduce cost. Social The values across the continents are changing with the passage of time, and now a global culture is arising meaning the presence of universal segment having the same values, likes and dislikes and other norms across the world. This offers exciting opportunities to various organizations including computer manufacturer in the form of standardized product development offers across the world with no adaptation. This translates into various economies, and low fixed costs, meaning change in attitude towards foreign brand. Technological Technological changes are happening at a very fast rate due to which Dell is able to provide advanced technology  products to the  customers. As a result of  technological changes Dell has also increased their product line. It is adapting to the technological changes as he old technology is becoming obsolete. One of the most important effects of technological changes that have led to the increase of the demand of Dell computers is their Direct Business Model. They have excellent ecommerce capabilities, which can be seen with the success of the dell. The recent technological changes can be seen in their recent products like New Power Edge Servers, New Enterprise Computing Portfolio, Innovation Aids Recovery, Ultra-Thin Laptop, Adamo, which will be in the market very soon. Dell could exploit the network-internet, extranet to reach the corners of the world. Five Forces Analysis The Porters five Forces model is a simple and powerful strategy analysis tool that helps managers to know where the control lies in a company situation. It helps in understanding the strengths of the company in the market against the competitors, suppliers, and buyers. According to Porter the nature of competitiveness in a given industry can be viewed as composite of five forces, rivalry among competitive firms, potential entry of new competitors, potential development of substitute products, bargaining power of suppliers and bargaining power of consumers (David, 2005). The relationship of Porters five forces model for Dell have been depicted. In the following the study explore the five elements that constitute Porters five forces one by one and evaluate their impact on Dell in particular and personal computer industry in general. Rivalry Amongst Existing Competitors The personal computer industry from the beginning is inclined toward consolidation, as the market type can rightly be cited as oligopoly. The industry contains players like Lenovo, HP, Toshiba, Sony etc. The competition in the market is based on price and competitive advantage. Threat of New Entrants Every player tries its utmost to beat and outperform competitors by producing the latest technology and then price them competitively. This probably the reason that new firms find it very hard to enter the market and the existing competitors trying their level best to either maintain their market. Bargaining Power of Buyer: In the personal computer industry the bargaining power of the buyer is very high due to the fact that there is very less amount of brand loyalty in the market because most of the manufacturer produced identical products. In additional to absence of brand loyalty, the switching cost is very low in the industry because most of the systems are based on the Intel processor. Moreover, customer also feels comfortable with backward integration and building their own system through selecting the individual components manufactured by different producers. Bargaining Power of Suppliers Traditionally the bargaining power of suppliers is also very high in the computer market. This is due to the fact that there are very few suppliers who supply the major components of the computer. For example the major suppliers of microprocessor are Intel and AMD. They are almost having the monopoly over the market. Moreover the organization will bear significant switching if the decided to change the component part suppliers. Substitute products Usually the availability of substitute does affect the sales and profitability of the computer and its various components to huge extent. Traditionally the threat of substitutes is very high for Dell. The computer industry has traditionally experienced similar products produced by the different manufacturer with a very little distinction between a computers produced by one manufacture with that of other. The competition between the rivals can be rightly cited as oligopoly because almost all the major producer manufactures identical products. The Industry Life Cycle: The computer industry as a whole has entered the maturity stage of product life cycle (Norman, 2010). Some of the weak competitors have disband their production while others (HP and Compaq) have consolidated their business due to decreasing margins with the passage of time and economic crunch that have started after the insolvency of Lehman Brothers. Most of the competitors are trying their level best to differentiate their offerings from the competitors in order to reduced value for their consumers, while other are trying to produce aesthetic design, ease of use, superior product performance. As depicted in Figure 1 the customer now Requires solution and convenience as compared to technology and performance. In order to stay competitive in the market all the players should continuously innovate their offerings according to the latest trends of the market . http://www.nngroup.com/reports/FigsFromIC/2-3.jpg Figure 1: Customer Preferences: adopted from http://www.nngroup.com/reports/life_cycle_of_tech.html.

Quarry Bank Mill †questions and answers Essay

1) Why did Samuel Greg establish a cotton mill in Styal in 1784? Greg established a cotton mill rather than a silk mill or other type of factory because cotton was the material that everyone wanted. Greg was a cotton merchant so he knew of all the advances in technology that were making it easier for cotton to be spun and woven. He knew that the machines making peoples jobs easier were too big to fit in their houses as they had done in the past, so he decided that if he built a mill to house them then he could make a lot of money seeing as cotton was in demand. Greg was a cotton merchant, so he knew the area. In the summer people would be farming, and in the winter they would be spinning cotton. Greg knew that these people would want a regular job to do all year so cotton was a good industry as they were already experienced at it, and wasn’t as laborious as farming. Also, due to the invention of John Kay’s flying shuttle in 1733, the spinners were struggling to keep up, as they could not spin enough thread for the weavers. Greg knew this so he decided that is he had a lot of spinners then he would be paid lots because thread for weaving was in high demand. Greg established his mill in 1784 because this was when the patents for cotton manufacture machines ran out. In 1771 Arkwright invented the waterframe which was a spinning machine powered by water. More cotton could be made, so the price would drop which meant more people would buy cotton. However, Arkwright had a patent on this machine so it was very expensive. Greg had probably been waiting until the patent on it ran out before he built his mill. The Arkwright waterframe needed a water supply, and Styal was the perfect place for Greg to build his mill. The land on which he built his mill was hilly, so very cheap because it was too steep for farming. It cost Greg about à ¯Ã‚ ¿Ã‚ ½2 per year to rent this land off the Earl of Stamford. The land that he bought had steep sides because it was part of a valley with a stream at the bottom. There were no factories upstream so there was nothing disturbing the waterpower, so Greg had a fast, regular supply of energy. Greg had the money to rent this land and afford to build a mill and employ workers because when he was 9 he moved to Manchester to live with his uncles who were in the cotton trade. He inherited à ¯Ã‚ ¿Ã‚ ½10,000 from one uncle when he died, and when the other uncle retired he left Greg à ¯Ã‚ ¿Ã‚ ½25,000 worth of business to Greg when he was 24. Styal was also a good place to build a mill because it was near to Manchester so there was a good transport system. Cotton was transported from Egypt and India to Liverpool, and from Liverpool it was taken along the Bridgewater canal to Broadheath. It would then be taken from Broadheath by horse and cart to Styal. This transport system was good fro Greg because it made the raw cotton accessible, and it was reliable so he could always have a steady incoming supply of cotton, and he could transport his own spun cotton to cotton merchants so had a steady income. Coursework: Quarry Bank Mill 2) To what extent do the Greg’s deserve their reputation as good employers? Samuel Greg seems like a good employer, but there are cases against him, and cases which enhance his reputation as a good mill owner. The working conditions in the mill were quite loud. Sources from the mill show us that there was fine cotton in the air, which got into peoples lungs and caused lung problems for workers. Also, the cotton was highly flammable, so a tiny spark from one of the machines could start a fire. The floors and ceiling support beams were made out of wood, which was also a fire hazard. However, Greg covered the ceilings with metal panels, and had stone staircases for a fire escape where people would be safe. In the mill it was very hot and humid because cotton was stronger when it was damp. Employees couldn’t open windows because they had to keep conditions like this, so they were forced to work in a hot and damp factory. The machines were all packed tightly into the factory and there were no safety guards so it was very easy to get caught up in the machines. However, sources from the mill show that there were very rarely any deaths from people getting caught in machines, although not all cases may have been recorded for the mill to avoid a bad, dangerous reputation. In the factory it would have been loud because of all the machines, so the workers put cotton in their ears to reduce the damage, as earmuffs only became law in 1986. Despite the fact these working conditions weren’t the best to be working in, all other mills were the same and possibly worse. The hours people worked were fairly similar to the hours worked by people at other mills. However, all ages worked the same. Sources at the mill, and source A tells us that all employees worked 68 hours a week. However, Source A was written in 1834, and the factory act was passed the year before in 1833. The factory act stated that 9-13 year olds only worked a 48 hour week, but Greg was making them work the same hours as all other employees over 13. However, there was no register of births until 1837, which meant that you didn’t know how old children were, so magistrates couldn’t prove that Greg was breaking the law. Also, other factory owners were doing just the same, and breaking other laws such as the night working of children, and making them work under the age of 9, whereas Greg was obeying these rules. Also, Greg employed families, so they could all work together, and employed apprentices. In Source A, Greg states that no children under 12 were made to work, however Greg wrote this himself so he could easily have lied as no inspector came to make sure he was telling the truth. Also, there were no birth certificates so it was impossible to prove how old the children actually were so Greg could make under 12s work and get away with it. Greg did not believe in punishing his workers, due to his religion, so there was no corporal punishment inflicted on his employees. Source A proves that Greg did not enforce corporal punishments, however, Source A is a questionnaire sent to Greg to answer about his own mill. The factory commissioners did not visit the mill; they just relied on the answers to the questionnaire given to them by the factory owners. Greg could have been biased in his answers because it was his own mill so he would probably have lied to make his mill seem better. Also, question 64 asks if any complaints have been taken against him or any overseers on the punishment of employees. No answer is given to this question, which makes it seem dubious. Either Greg was guilty and did not want to lie so he gave no answer, or he was being truthful and no complaint had been alleged so he did not answer because there had been no cases. Despite these details making Greg seem a good employer, there is also the case of Esther Price. Source C says that she was put in solitary confinement in a ‘dungeon’ with ‘windows darkened by boards being nailed up against them on the inside’. Price was supposed to have been in this room for 5 days without light, fire or a bed. However it is said that she escaped after finding out a dead body was in the room next to her and she was so terrified she managed to escape. This story seems a bit extreme, and is probably biased because it was written by John Doherty, who was campaigning for less working hours for mill employees, so he would be extremely critical and would probably exaggerate the details. We do not know how old Esther Price was, or whether she was a typical worker, or an exception. Also, if she had skipped work, why didn’t they just shave her head like they did to punish other girls, or just make her work through her break times to make up for the work lost. She was supposed to have been kept in a ‘dungeon’ but we do not know how big this room was, or whether it really was a dungeon. If Greg was not big on punishments, then why have a ‘dungeon’ specifically for solitary confinement, and if the boards keeping out the light were nailed on the inside, then why couldn’t the prisoner just pull them off? Greg was well known for being a good employer and running a good mill, so Doherty probably chose him to pick on to damage his reputation. Also, Esther stayed on at the mill after she was 21 and was allowed to leave the apprentice house, so her experience couldn’t have been that bad otherwise she would have left and got another job somewhere else. Sources at the mill tell us that the wages Greg’s workers received were less than in other mills, but the conditions were better, and better housing was provided. Greg built a village near to the mill for his workers to live in. The rent for these houses was less than in other places, and the houses themselves were better than in other places. Greg built two-up-two-down houses, which had more room and were better than the back-to-back houses built in other cities because instead of having a family or more in each room, you had a family in each half of the room so it was more hygienic. There were outside toilets for each of these houses in the small yard at the back, and there were allotments so workers could grow their own food and spend their money on other things. In this village, there was also a bakers, a few shops and a church for workers. In the apprentice house, apprentices were given a healthy diet, and were fed twice every day, which was extremely good as in other workplaces they would sometimes not receive any food in one day. Workers in the mill had a breakfast time before they started work; they stopped for lunch and then could have their own evening meal when they got home. Source B states that apprentices had every day, which would have been quite expensive. On the other hand, this source was written by Andrew Ure who was convinced that factories were a good way to keep children happy and employed. He was writing to argue that factories were good so would probably be biased. Sources at the mill show there was a doctor that regularly visited the apprentice house. Healthcare was not a necessity, so Greg was ahead of the future laws be making sure his apprentices were in good health and were cared for when sick. Greg made sure that the apprentices attended school regularly and they were taught how to read, write and some maths. This was probably for his own benefit because if his employees could read then they could read signs put up about hour or wage changes, or could go on to work sorting out the mills finances or something that required more than just a person with thin nimble fingers. In the workers village there was a church, and workers and apprentices attended the church regularly. Despite the cases against him, Greg appears to be a good employer. He was keeping almost all his working conditions within the law, and the factory conditions were no worse than other factories. He was educating his apprentices which was giving them a chance of a good future, and was sending them to church which wasn’t necessary but he wanted them to go anyway. He employed a doctor which wasn’t a requirement, so he wanted to keep his apprentices in good health. He also did not enforce physical punishments, and there were hardly any deaths. He provided them with cheap rent for good houses. I think that Greg was a good employer, but he did have an ulterior motive, which was money. By educating his apprentices they could do other jobs for him, which brought in more money than working machines. He may have built a mill purely because he was concerned about the families going out of business because of the new machines, or he would rather they worked in a factory with better conditions like his, or he built the mill because he wanted to make money, and he could make enough to afford to keep his workers happy.

Britain is a sexist society Essay

Sexism is prejudice or animosity towards gender, institutionally or personally. The term is most often used for women, but it is generally aimed for all genders. In the United Kingdom, in the past few years 72% of women claimed they got abused due to their workplaces. Compared to 67% in 2002, 72% of women said yes, when asked; if they had ever felt intimidated at work by a fellow employee. Even with these results, 81% of the women said that they would not report these cases to their managers because they would be shy or worried. In addition, they believe that being female harmed their chances of career progression (82%) in 2006, compared to 78% in 2002 because males are the dominant office culture. The main reasons that sexism takes place is because one gender will feel another gender is weaker and not as successful as another. They will feel as if they have not got the ability e. g: workplaces without giving them any chance to prove themselves. This is clearly a stubborn and an ignorant way to treat people. Sexism is certainly taking place in the UK and there are numerous ways, which denotes that sexism does manifest in this country, such as: making prejudice statements and using offensive terms. In addition there was someone paying you less because of gender, this would be sexism. If you make friends and talk to more people based on their personality, this will help fight sexism and also joining anti-sexist campaigns will help the community.

Software Patents, Copyright, and Piracy Issues in India...

Software Patents, Copyright, and Piracy Issues in India Introduction India has developed enormously in the field of science and technology. Information Technology has been one of the fastest growing sectors in the country and a major contributor to the economy. Indias economy has boomed over the past decade due to Governments initiates. With it vast pool of educated population and its leading presence in the Software arena India is fast becoming a knowledge hub. This paper gives an overview of Patent, copyright and Cyber laws, software piracy issues, and analyses the economic benefits of reducing piracy and the ethical issues of piracy. Overview of Patent, Copyright and Cyber Laws The protection regarding Intellectual†¦show more content†¦The legislation is supported by the Patents Rule, 1972(the Rules) which have been amended and update periodically, the latest amendment being Patents(Amendment) Rules, 1999. Key Features of Patents: *) the term of the patents was originally 14 years. This was amended under TRIPS obligations to 20 years *) Software can probably be patented in India. In the US and the European Union it can be patented if it shows technical effect. Article 27 of TRIPS lists out the patentable subject matter. *) Business Method cannot be patented in India as of now. It can be patented in US and European Union if it uses technology in a unique manner. *) The international governing patents include Paris convention and the Patent convention treaty. Copyrights: Copyright is about protecting the expression of an idea, rather than the idea itself. It covers original literacy, dramatic, musical or artistic work. Literacy works include computer programs, tables and compilations including computer database. Copyright Law: In India the Intellectual Property rights of computer software is covered under copyright law. Accordingly the copyright of computer software is protected under the provisions of the Indian Copyright Act 1957, which was substantially amended in 1994 and reintroduced in 1995. With these changes, the Indian Copyright Law has become one of the most stringent laws in the world. The 1995 law clearly explained for theShow MoreRelated Copyright Laws in India Essay3212 Words   |  13 PagesCopyright Laws in India This document is intended to give a brief overview of the patent and copyrights laws in India and a brief analysis on global issues related to these laws. India has progressed enormously in the field of technology and is ranked tenth in the pool of scientific and technical personnel in the world. There may be hundreds of economical, legal, ethical issues that might have global impact but discussing all of them here is almost impossible. Only the key issues are focusedRead MoreCopyright Protection on Internet9657 Words   |  39 PagesLEGAL ENVIRONMENT OF BUSINESS COPYRIGHT PROTECTION ON INTERNET (08BS0001781) SECTION-F Contents {text:bookmark-start} INTRODUCTION {text:bookmark-end} {text:bookmark-start} 1.1 About Intellectual Property [1] {text:bookmark-end} It is not material wants that seek ownership, but the ideas, skills and moral aspirations need equal protection. It refers to creations of the mind: inventions, literary and artistic works, symbols, names, images, and designs used in commerce. Read MoreSoftware Piracy3161 Words   |  13 PagesSOFTWARE PIRACY: ATTITUDES TOWARDS SOFTWARE PIRACY Prepared for English 310 CONTENTS Page Illustrations iv Abstract v Software Piracy: Attitudes toward Software Piracy 1 Purpose ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K..1 Scope ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K.1 Methodology ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K ¡K.1 What is Software Piracy? 1 Various Forms 2 Legal Issues 3 Student Awareness 4 FactorsRead MoreBriefly Compare the Political Regime Type in China and India. Which of the Two Would You Prefer to Do Business in and Why?1478 Words   |  6 Pagespolitical regime type in China and India. Which of the two would you prefer to do business in and why? India and China are two republics that have experienced very opposing political regimes throughout history. 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