Ryanairs Strategic Management Practices

Ryanairs Strategic Management Practices Introduction The aim of this assignment is to explore Ryanairs strategic management practices through the theory of core competencies developed by Prahalad and Hamel (1990). Ryanair operates in the low cost carriers (LCC) industry and experienced success since the launch of its operations. Ryanairs successful strategic management position is reflected in the optimisation of its internal processes offering value to customers whilst eliminating waste. By developing a set of core competencies, Ryanair has been able to develop a strong market position while transporting millions of customers every year. The first part of the essay provides a brief overview of the company and the industry in which it operates. This section outlines the key competing forces and argues for the companys cost leadership approach towards its strategy. The second section outlines the core competence theory developed by Prahalad and Hamel (1990). This section briefly summarises the theory and its assumptions. The third section discusses the application of the strategic theory to Ryanair. This section argues that Ryanairs core competencies concern not only the efficient utilisation of its tangible resources (e.g. aircraft, contract on destinations with airports), but also intangible resources (e.g. market share, reputation, customer loyalty). Brief overview of Ryanair Ryanair gained its reputation as a low cost carrier (LCC) throughout Europe by following the SouthWest business model (Strategic Direction, 2006) (see Appendix 1 for a comparison between the two models). This model included the delivery of a no- frill service whilst offering a point-to-point service and short haul routes to secondary and regional airports. By competing on cost, Ryanair was able to offer cheap tickets to a range of European destinations with the result of changing how customers perceived their travelling experience. Ryanair was able to offer competitive prices by reducing operational costs through the utilisation of its aircrafts. In particular, by avoiding a hub-and-spoke service, creating short haul journeys, scrapping the traditional system of ticket production and seat reservation and in-flight meals, the company was able to increase the number of journeys whilst reducing costs. Moreover, the use of secondary and regional airports offer less handling costs, fewer terminal delays, and greater airport access. According to Datamonitor (2010) as of June, 2009, the company offers over 1,200 scheduled short-haul flights per day serving 145 locations throughout Europe and Morocco, with an operating fleet of 196 aircrafts. The company operates through approximately 845 routes (p.6). The scale of the companys operations indicates its positive reception by consumers seeking to reduce travelling costs whilst increasing the frequency of trips to European destinations. Current trends in the Low Cost Carrier (LCC) Market 3.1 A different approach to airplane transportation Malighetti, et al (2010) argue that the growth behind the LCC market is underpinned by the consumers increasing interest in using airplanes not as a luxurious mode of transportation but as an opportunity for travelling to new destinations at a minimum cost. According to Huttinger (2006) many countries perceived the airlines as a state institution and their reason for existence as a fulfilment of public needs (p.229). The same idea is also expressed by Pitt and Brown (2001) who argue that the development of a differentiated strategy allowed the LCC firms to create a new niche. Dobruszkes (2009) argues that efforts towards deregulating the industry by the EU allowed airline firms to introduce changes in their way of operation. Lack of regulation meant fewer restrictions as to how the airlines needed to design and perform their operations (e.g. ticketing system, destinations, etc) (Dobruszkes, 2009) According to Strategic Direction (2007a, 2007b, 2007c) the emerging opportunities developing from deregulation were followed by the SouthWest business model in the USA. This model was not only copied but also extended by companies like Ryanair and Easy Jet in Europe (Barrett, 2004). As Figure 1 illustrates, a steady increase in the number of passengers carried between LCC firms can be noted. For example, whereas Virgin Atlantic achieved 28.9% growth, in contrast, Ryanair achieved 171.9% for the number of passengers carried. The difference in volume is evidence of the consumers growth and changing travel needs. Figure 1 Scheduled passengers carried, 2002-06 2002 2003 2004 2005 2006 % change m m m m m 2002-06 easyJet 11.4 20.3 24.3 29.6 33.7 +195.6 Ryanair 14.9 21.3 26.6 33.7 40.5 +171.8 Flybe 2.6 3.2 5.5 +111.5 bmibaby 0.7 2.8 3.3 3.6 4.1 +583.3 Monarch na na 2 2.6 3.2 na Virgin Atlantic 3.8 3.8 4.3 4.5 4.9 +28.9 BMI 7.5 9.4 10.5 10.5 10.5 +40 BA (est) 40 38 36.1 35.7 35.6 -11 Source: Company data/CAA UK airline statistics/Mintel A key trend in the LCC market has not only been the consumers attention on cost but also opportunity for travelling to new destinations within Europe (Malighetti, et. al. 2010). As Pitfield (2008) argues, following the recent economic credit crunch the new business model favoured the LCC. Cost became a differentiating factor in the way consumers made their purchasing choices on travel (Pitfield, 2008). Moreover, from Figure 2 it can be noted that the competition between the LCC remains fierce. Ryanair and Easy Jet are the largest competitors in Europe sharing the greatest volume of passengers travelling. According to Gillen and Lall (2004) such growth is attributed to a) the number of destinations already served by the airliners, b) the reputation on cost and c) the development of a strategy that allows them to utilise resources whilst minimising waste. Efficiency remains a key attribute to the development of competitive advantage in this market. This is because excessive costs contr ibute to the firms cost structure. This means that for a LCC firm to remain competitive such company needs to sustain its levels of efficiency whilst improving the value chain with which the service is delivered. Figure 2: Passengers carried in 2006 Source: Mintel/Company data (2007) 3.2 Ryanairs cost leadership strategy According to Porter (1980, 1985) there are three types of strategies companies can adopt in an industry. These are a) cost leadership, b) differentiation strategy, and c) focus strategy. A cost leadership remains effective depending on the volume of customers served. Such strategy focuses on achieving economies of scale by maximising its profit margins through the maximised over volume of sales. In contrast, a differentiation strategy is based on the specific attributes of a service and/or product that competitors are not able to offer (Porter, 1987). The distinctive features that are unique to such service/product differentiate the companys competitive power (Porter, 1996). A focus strategy concerns a firms concentration on a particular segment in the market (e.g. consumers, product, health-related products) with the result of creating new barriers of entry for other competitors to enter (Porter, 1987). Such barriers are created because of the tacit knowledge (e.g. methods of produc tion) that is needed in order to develop the product and/or service. Ryanair is adopting a cost leadership approach to strategy. As Figure 4 shows, when comparing the companys prices against competitors and for the same destinations the cost difference remains considerable. Mintel (2007) notes that the company aims to turn flights around within 25 minutes and routes are consistently the shortest of all the Low Cost Carriers (LCCs). Wood (2004) and Boru (2006) argue that even though this cost leadership strategy has proven effective, nevertheless, it has been difficult for Ryanair to maintain it without influencing the quality of service offered to customers. In particular, Boru (2006) argues that Ryanairs hard approach on cost has resulted in a hostile behaviour towards customers. Ryanairs couldnt-care-less approach to customer care also applies to refunds and baggage. Not only are refunds never paid out, even if a passengers travel plans are disrupted by the death of a grandparent, but the bereaved customer is told to à ¢Ã¢â€š ¬Ã‚ ¦ for having the temerity to ask (Boru, 2006, p.50). Datamonitor also reports various lawsuits, claims, and legal proceedings, arising in the ordinary course of its business. Some of these legal proceedings and claims seek damages, fines, or penalties in substantial amounts or remediation of environmental contamination (p.7). The implication of this argument is that even though cons umers continue to fly with Ryanair, they nevertheless remain weary of its behaviour to their changing travelling needs. Figure 4: Comparative fare levels (same booking date and approximate departure times Source: OHiggins in Johnson G, Scholes, K, Whittington, R. (2008, p.839) Mintel (2007) argues that in order for Ryanair to increase its revenues, it tends to engage in making incremental increases on costs that remain hidden to consumers. For example, consumers are being charged to pay for advance boarding to seat reservations, sports equipment to extra baggage and others. OHiggins (2008) mentions for example that a disabled man won a landmark case against Ryanair after it charged him  £18 for a wheelchair he needed at Stansted Airport to get from the check-in desk to the aircraft. The passenger was awarded  £1,336 in compensation from Ryanair, as the UK based Disability Commission said it may launch a class action against the airline on behalf of 35 other passengers (p.834). Such hidden costs generated a negative image for the companys low cost reputation. Donne (2004) and Groom (2004) argue that customers dislike extra charges and seek to withdraw their loyalty for carriers that are not committed to their quality of service on the grounds of reducing costs. Figure 5: Customer complaints Source: in Johnson G, Scholes, K, Whittington, R. (2008, p.842) The implication of this argument is that Ryanairs successful strategy remains contingent to the changing trends in the environment. As Figure 3 illustrates, the process of strategy formulation and evolution goes through a cycle where application needs to conform to the changing conditions of the environment. This means that Ryanair needs to develop a different approach to its cost leadership strategy by introducing modifications to its model. This can be done by placing greater importance on the customers perceptions of satisfaction rather than just promoting the selling of low cost tickets. Figure 3 Aspects of Strategy formulation and evolution Source: Chaharbaghi and Willis (1998:1022) Core Competencies Theory According to Johnson et al (2008) Chaharbaghi and Willis (1998) the study of strategic management is concerned with understanding how an organisation can realise its corporate goals through the manipulation of its tangible and intangible resources. According to Ansof (1984) strategic management can be defined as a systematic approach to a major and increasingly important responsibility of general management: to position and relate the firm to its environment in a way which will assure its continued success and make it secure from surprises. (p. xv) According to Raduan, et al. (2009) strategic management can be seen as a combination of strategy formulation, implementation and evaluation (p.406) According to Mintzberg et al (1998) there are two principle schools of thought that influenced the discourse on strategic management over time. These are characterised as the a) design school and the b) emergent school. The design school argues for the importance of careful planning. Lidtka (2000) for example argues that the orchestration of processes can lead to the achievement over the intended strategic corporate outcomes. The emergent school was influenced by the work of Mintzberg (1979, 1983) and argues for the managements inability to manage uncertainty in the course of realising its corporate goals. Mintzberg (1983) argues that the role of strategic management is to adjust a firms intentions according to the shifting conditions of the environment. Such conditions cannot be known a priori but only realised at the time of their development (Mintzberg, et al (1998). Cunah and Cunah (2006) also support this idea by arguing that firms developed their strategic positions by an emerg ent process resulting from managers and employees improvisations in response to the realities of the market (p.839). In the discourse between the two schools, Prahalad and Hamel (1990) developed the theory of core competencies. This theory argues for a firms ability to develop specific competencies which are intertwined with the employees tacit knowledge and expertise. Core competencies remain context-specific and are not easily transferable because of the specificity of the employees knowledge and skills that help maintain it. According to Grà ¶ÃƒÅ¸ler (2007) core competencies represent a firms capabilities created by the complex interaction of its resources combined with implicit or explicit knowledge about the effective combination of these resources (p.252). According to Prahalad and Hamel (1994) the implication of this argument is that the innovative capability of a firm remains closely located in its awareness of the employees skills and their continuing development. Hence, the process of fostering core competencies comprises the development of qualities which concern the advancement of products/services which are intertwined with a set of skills which are people-specific (Hamel, 1996). As Figure 4 illustrates, performance remains an outcome of the interaction between capabilities and resources. Such a process is dynamic and not static, which means that the firm is in a continuing process of identifying and strengthening its core competencies over time (Goold, 1996). Figure 4 Relationship between resources, capabilities and performance Performance Capabilities Resources Source: Adapted from Grà ¶ÃƒÅ¸ler (2007, p.253) Having outlined the theory of core competencies the following section will discuss its application on Ryanair. Assessing Ryanairs strategy through its core competencies 5.1 Waste minimisation and improvement making According to Lawton (1999) and Done (2004) Ryanairs core competencies are identified in its ability to discover and remove operations that do not add value to customers. Prices can be reduced when unnecessary processes are eradicated and/or improved. Pietfeld (2008) argues how the increase in efficiency is an activity that needs to move beyond the process of careful planning. Gillen and Lall (2004) argue that Ryanair has instilled an improvement-making strategy that resides in its corporate culture. This means, that employees can take real-time initiatives which are then evaluated and implemented by the management on the organisation as a whole (Leavy, 2003). Lawton (1999) argues that the management of the organisation remains unable to detect deficiencies as employees are the ones who have immediate contact with customers. Hence, the process of introducing quality improvements requires the necessary organisational structure to allow initiative-taking by employees whilst these are also supported by the management layer. According to OSullivan and Gunningle (2009) the literature on initiative-taking by employees remains subject to criticism. This is because employees can indicate areas of improvement but such suggestions may not be readily applicable. However, a core competency developed by Ryanair is the development of an organisational structure where the corporate culture allows them to take initiatives which are then institutionalised. The management is responsible for the development of the necessary regulations, policies and procedures that can accommodate initiatives (Barrett, 2004). The implication of this activity is that the firm is able to swiftly respond to the customers changing needs with little delay. This core competency remains difficult to copy by competitors because it resides within their existing work ethic and cultural values of employees that has matured over time. A criticism that is expressed against Ryanair, and in contrast to its effort to increase levels of efficiency, concerns the absence of unions that may exercise resistance to the managements growing demands. By increasing the array of responsibilities, employees are required to achieve performance targets, OSullivan and Gunningale (2009) argue that Ryanair has created excessive demands on employees that are not accounted for in their salary. 5.2 Utilisation of Resources A second core competence concerns Ryanairs ability to maximise the volume of customers travelling whilst increasing the number of routes offered. Barrett (2004) argues that the shorter turnaround times permit more journeys per day per plane which, coupled with the higher seat density of Ryanair planes, generate lower seat mile costs (p.92). Delays result to high maintenance costs in servicing aircrafts (Barrett, 2004). Such costs, in turn, can result in reducing the number of destinations offered in the first place. Gillen and Lall (2004) argue that a faster turn improves utilization of all factors of production such as aircraft, gates, ground equipment and labour (p.44). Ryanairs core competency concerns its capacity to maximise the utilisation of its aircrafts whilst also maximising the number of routes offered. However, such utilisation requires the management of the employees contribution for knowing how resources need to be managed. The exercise of knowledge and training remain task-specific. Employees understand how their contribution, at one segment in the business, can have a wider contribution on the companys performance as a whole. Ryanair demonstrates synergy in managing array of operations that include a) the management of its network routes, b) the punctuality with which aircrafts turnaround, and c) the employees capability to manage an increase in volume of passengers. Such understanding is embedded onto the employees. As Prahalad and Hamel (1990) argue, a competency remains difficult to replicate by competitors because it is context-specific, and subject to the tacit knowledge and skills produced in the first place. Ryanairs ability to utilise its resources whilst maintaining a cost leadership strategy results from the combination between the employees knowledge and the utilisation of its resources. Figure 5 illustrates the companys efforts to increase levels of efficiency between 2002 and 2003. A complementary dimension to the utilisation of resources is the creation of new destinations. Datamonitor (2010) argues that in January 2010, the company introduced 25 new routes to/from Alicante, Barcelona Reus, Barcelona Girona, Bratislava, Bristol, Cork, East Midlands, London Stansted, Milan Bergamo, and Pescara. In the following month, the company announced opening three new routes from Edinburgh to Faro, Marrakech, and Paris. It also launched six new routes to the Greek holiday destinations of Kos, Rhodes and Volos (p.6). The creation of new routes is subject to the companys core competencies for sustaining its cost-leadership strategy whilst expanding the destinations offered. This means that by attracting a larger volume of passengers travelling, Ryanair achieves economies of scales that help maximise its profit margins. By achieving a high seat-filling-capacity Ryanair can sustain its standard maintenance costs whilst improving on revenues. Moreover, such strategy can create barriers of entry to competitors (Dobruszkes, 2009). By gaining entry to the new network routes, other airline companies (e.g. Easy Jet, Air Lingus, etc) have greater difficulty in competing for the same destinations. Figure 5: Ryanair operating statistics between 2002 and 2003 Source: OHiggins in Johnson, et al. (2008, p.846). Conclusion The aim of this essay has been to explore Ryannairs strategic management practices. By making use of the theory of core competencies as developed by Prahalad and Hamel (1990) this essay argued for the companys cost-leadership strategy that is sustained through its efforts to minimise waste and improve efficiency. Even though Ryanairs business model has proved successful, at the same time, there is growing criticism regarding the evidence indicating the company undermining the quality of its customer service. Even though consumers continue to use Ryanair for its efficient service and low cost prices the company is struggling to avoid the mounting criticism concerning the introduction of hidden costs and lack of adequate customer service (Wood, 2004, Boru, 2006). This essay argued that the companys core competencies concentrate on improving levels of efficiency at the operational level. There are two areas in which this occurs. The first is by developing an organisational culture where employees are encouraged to take initiatives in order to reduce operations that do not add value to customers (OHiggins, 2009). The second area concerns Ryanairs ability to maximise the utilisation of resources whilst expanding on the number of destinations offered (Dobruszkes, 2009). According to Prahalad and Hamel (1990) it can be argued that Ryanairs business model remains difficult to copy by competitors because the synergies created are subject to the employees knowledge and experience. Such knowledge remains contextual and task specific.Such core competence is difficult to transfer by merely migrating the methods and tools used. However, this essay also argued that perceptions of value need to be reconsidered by Ryanair. This is because value is not only subject to the low cost prices offered but also to the quality of customer service which includes the companys attitude towards responding to complaints and avoiding the misrepresentation of information as well as hidden cost s. References Ansoff, H.I. (1984) Implanting Strategic Management. Englewood Cliffs NJ: Prentice Hall. Barrett, D. S. (2004) The sustainability of the Ryanair model, International Journal of Transport Management Vol.2, pp. 89-98 Boru, B. 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Strategic Direction Vol.22, No.6, pp.18-21 Strategic Direction (2007a) Industrious times at British Airways and Ryanair. Winning the battle for the skies, Strategic Direction, Vol.20, No.4, pp.4-6 Strategic Direction (2007b) Employees come first at high-flying Soughtwest Airlines. Model contrasts with Ryanair approach to low-cost aviation. Human Resource Management International Digest, Vol.15, No.4, pp.5-7 Strategic Direction (2007c) Flight or flight. Ryanair, Southwest Airlines and post-merger US Airways and America West, Strategic Direction, Vol.23, No.1, npp.12-15 Wood, E. G. (2004) Who pays for wheelchairs?, Institute of Economic Affairs, pp. 60-61 Appendixes

The theme of the novel Russlander (By Sandra Birdsell) :: essays research papers

The October revolution of 1917 in Russia was a turning point that defined Russia as a nation. It was one of the most dramatic events in the history of the Russia that had completely changed the lives of the people at that time. The Russlander by Sandra Birdsell describes the live of a girl who was raised on a wealthy Mennonite estate. It seemed like her parents were ignoring all the troubles in the outside world, living a happy life together. But nothing lasts forever, and their happiness ended with the start of the revolution. At that time Katya was only 16 years old. Just like many people at that time she lost her family and friends, who were killed by the Bolsheviks. The conflict with the new leaders of the country started when her father refused to pay taxes and support his country, and ended with this horrible tragedy. Katya had lost everything that her family owned and was forced to move to another country, where she had to start a new life from scratch. Even though she had relatives living in Canada, it was not an easy task. Just like other immigrants to Canada, she had to face many difficulties, like the learning of the new language, and adapting to the new lifestyle. Many years later, she came back to her homeland to visit the places she grew up in. After more than fifty years she still remembered the tragedy that suddenly ended the happy life of her family. People should value other things, besides money and their estate. Everyone should show more love and attention to the members of their family, because nothing can be compared to the importance of the family to any person in the world. It is unfortunate that in many cases, people realize how important their family is after they lose one or more of their relatives.

The Power of One Character Analysis

The close of the school year returns our hero to his beloved Nanny who listens to his tale of torture and who introduces the first flavor of Africa to the western reader; she summons the great Inkosi-Inkosikazi, a medicine man who will cure the boy of the â€Å"night water. † Nanny tells the boy's story with all the eloquence of the great storytellers while Inkosi-Inkosikazi and the others listen. Even our hero is in awe: â€Å"I can tell you one thing, I was mighty impressed that any person, most of all me, could go through such a harrowing experience. 6 All is set for the night; the chickens have been put through their magic, our hero has had his sweet potato, and it is time for him to meet Inkosi-Inkosikazi in his dreams. When this happens, our hero is shown a quiet place to which he can return in times of trouble. He does this later in the book when he feels a crisis. In the morning, the night water problem has been solved and Inkosi-Inkosikazi presents the boy with the s crawniest of the chickens. He is named Granpa Chook. This chapter is significant for several reasons. As an introduction to the bildungsroman style, our hero is situated in a time and a place.His early tribulations are addressed and he is given weapons to deal with them. His ability to think things over is revealed, and the chapter ends with one hurdle overcome and the boy set to begin another year at boarding school. This time, though, he has the magic of Inkosi-Inkosikazi and Granpa Chook, â€Å"the first living creature over which I had held power. † 7 He is learning that there are ways to cope with injustice. Just as he had decided to remain invisible, our hero learns that there is strength inside of him and that he can summon that strength when needed.He is able to find ways to survive the Judge and other oppressors. This gives hope to any reader who has felt himself the underdog. As the novel progresses, our hero's ability to rise to the surface despite how different he is to his companions tells the reader that we are all unique and that the power of each one can overcome daunting odds. The above material should serve as the basis for one class discussion. For each chapter, the teacher should examine what is essential to fuel the discussion. This next portion of the narrative will concentrate on the ransitional points in Peekay's development and the instances in which politics affect his life and environment. The remainder of the first section of Book 1, which will be evaluated through a written assessment (see Appendix C) takes Peekay on a journey to his new home in Barberton. Peekay finishes his time at boarding school where he learns to adapt to the Judge and his â€Å"storm troopers† by doing the Judge's homework in hopes that the older boy will graduate and be out of his life. The Judge has carved a crude swastika on his arm.He agrees to allow Pisskop and Granpa Chook live until he passes math and then says Hitler will surely deal wit h them and they will be dead meat. This plan is altered when Pisskop refuses to eat the turds the Judge forces into his hands and Granpa Chook defecates in the howling Judge's mouth. He and the storm troopers beat the bird to death, leaving our hero to bury and mourn his only companion. The school term ends, the Judge departs, and Mevrou, who, interestingly, also addresses our hero as Pisskop, prepares him for the journey to his new home by brusquely informing him that he will take the train alone.Free from the Judge, yet mourning the loss of Granpa Chook, they set out. When they meet Harry Crown, the Jew who sells them tackies, the man is appalled at the boy's name and suggests â€Å"Peekay† which our hero gratefully accepts. Thus far, Peekay has been loved by his Zulu nanny, despised by his Afrikaner schoolmates and subjected to the cruelties of budding Nazis, and treated kindly by a Jewish storekeeper. The next step involves Mevrou's emotionless parting from the boy when s he consigns him to the care of the railway.Then Peekay meets Hoppie Groenewald with whom he travels and who treats him as an individual and a friend. â€Å"Hoppie Groenewald was to prove to be a passing mentor who would set the next seventeen years of my life on an irrevocable course. He would do so in little more than a day and a night. † 8 He introduces Peekay to boxing and brings him to his match where the boy is put under the care of Big Hettie, an aging, overweight Irish women who literally kills herself with food. She is the subject of her own drama which unfolds in the following chapter. Peekay learns from Hoppie that he is a worthwhile person.He learns that there is a goal in each life and to reach that goal one must focus. The most important piece of information he learns, though, is that the power of one can conquer. The child's mind takes in this crucial information along with his heart's response to the genuine kindness of the first person who seems to care about him since Nanny. To his dismay, he awakens the morning after the fight to find a note from Hoppie who has left the train. It contains the advice, â€Å"first with the head, then with the heart,† 9 which Peekay follows in all his future endeavors.This section of Peekay's journey allows characters from several different backgrounds to make their impressions on the boy. The threat of Hitler is somewhat removed, but the marked inequality in the way different groups of people are treated unfolds. From Peekay's embarrassment at Hoppie Groenewald seeing his circumcised penis and fearing that he will despise him because he is English, to hearing the beautiful Indian lady with the diamond in her tooth referred to as a â€Å"coolie,† Peekay is constantly made aware that people in this society are unrelenting in their notion of social hierarchy.This baffles the boy who sees everyone as the same. But how did he become the egalitarian child who grew into the freedom fighter? His be ginnings show him with a bland and ineffectual mother who has a nervous breakdown and is essentially removed from his life. His nanny is the most important person in his small world. Granpa is kindly but vague. These conditions could account for the boy's acceptance of the blacks in his world, but how does it come about that he also accepts the other disdained groups? While he fears the Judge and his henchmen, he does not profess to despise all other Afrikaners.He takes to Harry Crown and is fascinated by the Indian woman. The key to this acceptance is in his nature as a person and his early experiences. At school he is made into the outcast. For no reason other than his heritage, the boy is punished, humiliated, and threatened with death. He is bewildered, not understanding why he has been singled out this way, yet he does not see his treatment as an injustice in the beginning. His reaction is to try to blend in and remain impervious to the tortures with which he lives.The result o f forcing this under the surface is that he becomes a bed wetter. The interesting point here is the cure; Nanny sets out to cure the boy in the only way she knows how. The acceptance into her culture without question or prejudice enlarges the boy's capacity to understand that all humans are part of the same whole. He communes with Inkosi-Inkosikazi in his dream and is linked to the older man's culture. This early understanding of the interconnection between all people is what allows the boy to incorporate anyone he meets into his world, his space, and his family.The people who do not fit well are individuals who have strayed from the whole, those such as the Judge and Lt. Borman. These people must be dealt with but they are not representative of their entire race and do not engender hatred from Peekay as such; he can discern them as blotches on the whole of humanity and deal with them appropriately. This maturity is what all intelligent people strive for, hoping to assess an individ ual and his actions and not mistake the work of one person as representative of an entire race or ethnic group.Peekay seems to exude the feeling of common brotherhood without consciously striving to communicate it, unlike Pastor Mulvery, who is portrayed as being as sincere as he is intellectually able, yet projecting all of his acquired ideals and dogma in a sickeningly conscious manner. Peekay reflects the world around him. He is everyman and everyman is his brother. Through his actions, Peekay speaks to the world around him and those who inhabit it answer him in kind. Throughout the book there are subtle distinctions between the competing Afrikaners and the English, referred to by the Judge as the â€Å"verdomde rooineks,† or â€Å"damned rednecks. Characters toss off ethnic references and racial epithets as a matter of everyday speech, such as, â€Å"I will tell Hoppie Groenewald you behaved like a proper Boer, a real white man,† 10 and â€Å". . . my mother was always getting splitting headaches because she was a white woman and like Nanny said, it was a very hard thing to be. † 11 Peekay is essentially colorblind. To him, his Nanny is the most important person in the world. His mother is simply the woman who gave birth to him. Without a father, his grandfather is an bsent-minded, distant personage who has little influence on the boy's life. All the figures in Peekay's life at this point, save the Judge, are adults, and it matters little whether they are Zulu, Shangaan, Afrikaner, Jewish, Indian, or â€Å"verdomde rooinek. † To Peekay they are all people, each one an entity to examine and understand; sometimes to fear and sometimes to love. The combination of a child's point of view with the adult narrator's reflection on these memories frames the picture for the reader, creating a universal point of view for global readers of all ages.After the disappointment of finding his mother under the religious spell of Pastor Mulvery, Peekay discovers that Nanny has been sent back to Zululand because she would not forsake her beliefs for the Christian religion. Peekay's life would have been unbearably bleak if he hadn't met Doc. Chapter Nine brings a breath of hope, both intellectual and aesthetic, into Peekay's life. Instead of remaining in the stifling company of his mother and Pastor Mulvery with the â€Å"escaping teeth,† Peekay has found a mind and heart to nurture his own.His loneliness birds are at bay, and he realizes, at age six, that one can be alone but not lonely. In this part of the book, organized Christianity is portrayed as something to be avoided. None of the characters who embrace the Apostolic Faith Mission seems to be very bright. The whole question of what happens in heaven is almost funny, except that the only response to the little white girl's query about whether the blacks will still work for the whites is for Pastor Mulvery to tell her that nobody works in heaven.He sidesteps the entire issue of equality and leans toward the â€Å"separate but equal† stance held in the United States. Doc, in contrast, who is a German citizen and therefore perceived as a threat to society, is the most spiritual character in the book; it is he who unwraps the beauty of the natural world for Peekay. In Courtenay's world, those interested in war and politics are definitely less valuable than those who embrace nature. In the second half of Book 1, Peekay grows from age 6 to 12. His relationship with Doc is the longest and most fruitful of any of his mentors.World War II begins and Doc is imprisoned for being an unregistered German. The injustice spreads as Peekay tries to intervene and is kicked in the jaw and touted as a hero who brought down a suspected traitor. When he comes to in the hospital, his broken jaw wired shut, Peekay is appalled at the report and relies on Mrs. Boxall, his friend and the town librarian, to sort it out and vindicate him. Peekay's observation o f the treatment of the prisoners and the racial prejudice of the prison officials only strengthens his feelings of the necessity for equal rights and education for everyone.He does not think of himself as English; he is South African. Doc accepts his internment graciously, as he is allowed full freedom of movement in the prison and is allowed to have a cactus garden. There is a hierarchy among the prisoners as well. In every collection of humans who must coexist at close quarters there will be some order that emerges or that is imposed. Think of Lord of the Flies or The Admirable Crichton. Power struggles exist among any group of people. Seeing the power that Peekay attains without his seeking it points to the power inside him; the power of one person to make a change.This reinforces the notion that the one who should be held as an example is the one who does not seek power. This is more clearly illustrated in later chapters. The character of Geel Piet could fill an entire book. His relevance to the theme of Peekay's story lies in his role as a symbol of the downtrodden, poor bastard. He has lived a life of crime, but he is not all bad. He has learned to function within the system to accept what he cannot change. His legacy is: Peekay's success, the eight-punch combination, and the music that Doc dedicated to him.Peekay's boxing progresses, his musical abilities, although not masterful, proceed, and his academic career flourishes, due largely to his tutoring by Doc, Mrs. Boxall, and extra help from his teacher, Miss Bornstein, on whom he develops a crush. By the end of Book 1, Peekay has realized the enormity of the inequality of his country. His comprehension has grown from his early fear of Hitler coming to kill him and Granpa Chook to a resolve to continue to fight racial hatred and promote equality for all. The Power of One Character Analysis The close of the school year returns our hero to his beloved Nanny who listens to his tale of torture and who introduces the first flavor of Africa to the western reader; she summons the great Inkosi-Inkosikazi, a medicine man who will cure the boy of the â€Å"night water. † Nanny tells the boy's story with all the eloquence of the great storytellers while Inkosi-Inkosikazi and the others listen. Even our hero is in awe: â€Å"I can tell you one thing, I was mighty impressed that any person, most of all me, could go through such a harrowing experience. 6 All is set for the night; the chickens have been put through their magic, our hero has had his sweet potato, and it is time for him to meet Inkosi-Inkosikazi in his dreams. When this happens, our hero is shown a quiet place to which he can return in times of trouble. He does this later in the book when he feels a crisis. In the morning, the night water problem has been solved and Inkosi-Inkosikazi presents the boy with the s crawniest of the chickens. He is named Granpa Chook. This chapter is significant for several reasons. As an introduction to the bildungsroman style, our hero is situated in a time and a place.His early tribulations are addressed and he is given weapons to deal with them. His ability to think things over is revealed, and the chapter ends with one hurdle overcome and the boy set to begin another year at boarding school. This time, though, he has the magic of Inkosi-Inkosikazi and Granpa Chook, â€Å"the first living creature over which I had held power. † 7 He is learning that there are ways to cope with injustice. Just as he had decided to remain invisible, our hero learns that there is strength inside of him and that he can summon that strength when needed.He is able to find ways to survive the Judge and other oppressors. This gives hope to any reader who has felt himself the underdog. As the novel progresses, our hero's ability to rise to the surface despite how different he is to his companions tells the reader that we are all unique and that the power of each one can overcome daunting odds. The above material should serve as the basis for one class discussion. For each chapter, the teacher should examine what is essential to fuel the discussion. This next portion of the narrative will concentrate on the ransitional points in Peekay's development and the instances in which politics affect his life and environment. The remainder of the first section of Book 1, which will be evaluated through a written assessment (see Appendix C) takes Peekay on a journey to his new home in Barberton. Peekay finishes his time at boarding school where he learns to adapt to the Judge and his â€Å"storm troopers† by doing the Judge's homework in hopes that the older boy will graduate and be out of his life. The Judge has carved a crude swastika on his arm.He agrees to allow Pisskop and Granpa Chook live until he passes math and then says Hitler will surely deal wit h them and they will be dead meat. This plan is altered when Pisskop refuses to eat the turds the Judge forces into his hands and Granpa Chook defecates in the howling Judge's mouth. He and the storm troopers beat the bird to death, leaving our hero to bury and mourn his only companion. The school term ends, the Judge departs, and Mevrou, who, interestingly, also addresses our hero as Pisskop, prepares him for the journey to his new home by brusquely informing him that he will take the train alone.Free from the Judge, yet mourning the loss of Granpa Chook, they set out. When they meet Harry Crown, the Jew who sells them tackies, the man is appalled at the boy's name and suggests â€Å"Peekay† which our hero gratefully accepts. Thus far, Peekay has been loved by his Zulu nanny, despised by his Afrikaner schoolmates and subjected to the cruelties of budding Nazis, and treated kindly by a Jewish storekeeper. The next step involves Mevrou's emotionless parting from the boy when s he consigns him to the care of the railway.Then Peekay meets Hoppie Groenewald with whom he travels and who treats him as an individual and a friend. â€Å"Hoppie Groenewald was to prove to be a passing mentor who would set the next seventeen years of my life on an irrevocable course. He would do so in little more than a day and a night. † 8 He introduces Peekay to boxing and brings him to his match where the boy is put under the care of Big Hettie, an aging, overweight Irish women who literally kills herself with food. She is the subject of her own drama which unfolds in the following chapter. Peekay learns from Hoppie that he is a worthwhile person.He learns that there is a goal in each life and to reach that goal one must focus. The most important piece of information he learns, though, is that the power of one can conquer. The child's mind takes in this crucial information along with his heart's response to the genuine kindness of the first person who seems to care about him since Nanny. To his dismay, he awakens the morning after the fight to find a note from Hoppie who has left the train. It contains the advice, â€Å"first with the head, then with the heart,† 9 which Peekay follows in all his future endeavors.This section of Peekay's journey allows characters from several different backgrounds to make their impressions on the boy. The threat of Hitler is somewhat removed, but the marked inequality in the way different groups of people are treated unfolds. From Peekay's embarrassment at Hoppie Groenewald seeing his circumcised penis and fearing that he will despise him because he is English, to hearing the beautiful Indian lady with the diamond in her tooth referred to as a â€Å"coolie,† Peekay is constantly made aware that people in this society are unrelenting in their notion of social hierarchy.This baffles the boy who sees everyone as the same. But how did he become the egalitarian child who grew into the freedom fighter? His be ginnings show him with a bland and ineffectual mother who has a nervous breakdown and is essentially removed from his life. His nanny is the most important person in his small world. Granpa is kindly but vague. These conditions could account for the boy's acceptance of the blacks in his world, but how does it come about that he also accepts the other disdained groups? While he fears the Judge and his henchmen, he does not profess to despise all other Afrikaners.He takes to Harry Crown and is fascinated by the Indian woman. The key to this acceptance is in his nature as a person and his early experiences. At school he is made into the outcast. For no reason other than his heritage, the boy is punished, humiliated, and threatened with death. He is bewildered, not understanding why he has been singled out this way, yet he does not see his treatment as an injustice in the beginning. His reaction is to try to blend in and remain impervious to the tortures with which he lives.The result o f forcing this under the surface is that he becomes a bed wetter. The interesting point here is the cure; Nanny sets out to cure the boy in the only way she knows how. The acceptance into her culture without question or prejudice enlarges the boy's capacity to understand that all humans are part of the same whole. He communes with Inkosi-Inkosikazi in his dream and is linked to the older man's culture. This early understanding of the interconnection between all people is what allows the boy to incorporate anyone he meets into his world, his space, and his family.The people who do not fit well are individuals who have strayed from the whole, those such as the Judge and Lt. Borman. These people must be dealt with but they are not representative of their entire race and do not engender hatred from Peekay as such; he can discern them as blotches on the whole of humanity and deal with them appropriately. This maturity is what all intelligent people strive for, hoping to assess an individ ual and his actions and not mistake the work of one person as representative of an entire race or ethnic group.Peekay seems to exude the feeling of common brotherhood without consciously striving to communicate it, unlike Pastor Mulvery, who is portrayed as being as sincere as he is intellectually able, yet projecting all of his acquired ideals and dogma in a sickeningly conscious manner. Peekay reflects the world around him. He is everyman and everyman is his brother. Through his actions, Peekay speaks to the world around him and those who inhabit it answer him in kind. Throughout the book there are subtle distinctions between the competing Afrikaners and the English, referred to by the Judge as the â€Å"verdomde rooineks,† or â€Å"damned rednecks. Characters toss off ethnic references and racial epithets as a matter of everyday speech, such as, â€Å"I will tell Hoppie Groenewald you behaved like a proper Boer, a real white man,† 10 and â€Å". . . my mother was always getting splitting headaches because she was a white woman and like Nanny said, it was a very hard thing to be. † 11 Peekay is essentially colorblind. To him, his Nanny is the most important person in the world. His mother is simply the woman who gave birth to him. Without a father, his grandfather is an bsent-minded, distant personage who has little influence on the boy's life. All the figures in Peekay's life at this point, save the Judge, are adults, and it matters little whether they are Zulu, Shangaan, Afrikaner, Jewish, Indian, or â€Å"verdomde rooinek. † To Peekay they are all people, each one an entity to examine and understand; sometimes to fear and sometimes to love. The combination of a child's point of view with the adult narrator's reflection on these memories frames the picture for the reader, creating a universal point of view for global readers of all ages.After the disappointment of finding his mother under the religious spell of Pastor Mulvery, Peekay discovers that Nanny has been sent back to Zululand because she would not forsake her beliefs for the Christian religion. Peekay's life would have been unbearably bleak if he hadn't met Doc. Chapter Nine brings a breath of hope, both intellectual and aesthetic, into Peekay's life. Instead of remaining in the stifling company of his mother and Pastor Mulvery with the â€Å"escaping teeth,† Peekay has found a mind and heart to nurture his own.His loneliness birds are at bay, and he realizes, at age six, that one can be alone but not lonely. In this part of the book, organized Christianity is portrayed as something to be avoided. None of the characters who embrace the Apostolic Faith Mission seems to be very bright. The whole question of what happens in heaven is almost funny, except that the only response to the little white girl's query about whether the blacks will still work for the whites is for Pastor Mulvery to tell her that nobody works in heaven.He sidesteps the entire issue of equality and leans toward the â€Å"separate but equal† stance held in the United States. Doc, in contrast, who is a German citizen and therefore perceived as a threat to society, is the most spiritual character in the book; it is he who unwraps the beauty of the natural world for Peekay. In Courtenay's world, those interested in war and politics are definitely less valuable than those who embrace nature. In the second half of Book 1, Peekay grows from age 6 to 12. His relationship with Doc is the longest and most fruitful of any of his mentors.World War II begins and Doc is imprisoned for being an unregistered German. The injustice spreads as Peekay tries to intervene and is kicked in the jaw and touted as a hero who brought down a suspected traitor. When he comes to in the hospital, his broken jaw wired shut, Peekay is appalled at the report and relies on Mrs. Boxall, his friend and the town librarian, to sort it out and vindicate him. Peekay's observation o f the treatment of the prisoners and the racial prejudice of the prison officials only strengthens his feelings of the necessity for equal rights and education for everyone.He does not think of himself as English; he is South African. Doc accepts his internment graciously, as he is allowed full freedom of movement in the prison and is allowed to have a cactus garden. There is a hierarchy among the prisoners as well. In every collection of humans who must coexist at close quarters there will be some order that emerges or that is imposed. Think of Lord of the Flies or The Admirable Crichton. Power struggles exist among any group of people. Seeing the power that Peekay attains without his seeking it points to the power inside him; the power of one person to make a change.This reinforces the notion that the one who should be held as an example is the one who does not seek power. This is more clearly illustrated in later chapters. The character of Geel Piet could fill an entire book. His relevance to the theme of Peekay's story lies in his role as a symbol of the downtrodden, poor bastard. He has lived a life of crime, but he is not all bad. He has learned to function within the system to accept what he cannot change. His legacy is: Peekay's success, the eight-punch combination, and the music that Doc dedicated to him.Peekay's boxing progresses, his musical abilities, although not masterful, proceed, and his academic career flourishes, due largely to his tutoring by Doc, Mrs. Boxall, and extra help from his teacher, Miss Bornstein, on whom he develops a crush. By the end of Book 1, Peekay has realized the enormity of the inequality of his country. His comprehension has grown from his early fear of Hitler coming to kill him and Granpa Chook to a resolve to continue to fight racial hatred and promote equality for all.

The Effects of TQM in Eurasia International

The Effects of TQM in Eurasia International Introduction The Eurasia International case study is based on the implementation of total quality management (TQM) to improve the overall performance of the shipping company. TQM involves the application of quality management standards to all elements of the business.Advertising We will write a custom assessment sample on The Effects of TQM in Eurasia International specifically for you for only $16.05 $11/page Learn More It requires that the quality management standards be applied in all branches and at all levels in the organization. Characteristic of Eurasia going through the total quality process is an unambiguous and clear, limited interdepartmental barriers, excellent customer and supplier relation, time spent on training and the recognition that quality is product quality as well as the quality of the entire firm, including personnel, finance, sales and other functions. Top management has the responsibility for quality rather than employees and is thei r role to provide commitment, support and leadership to human and technical processes (Kanji Asher, 1996). In as much as the TQM initiative is to succeed, management has to foster the participation of workers in quality improvement and create a quality culture by altering attitudes and perceptions towards quality. Importance of a voluntary system of self regulation Mr. Bajpaee believed a voluntary system of self-regulation was essential for the shipping industry largely because of the need to achieve excellence in maintaining the necessary HR focus while controlling the vessel’s cost structure, keeping on line with customer requirements and foreseeing the competition. That is focusing on the nature of the shipping work and the important roles of individuals in order to meet the diverse needs of the stakeholders. The industry had undergone major restructuring which led to significant growth especially into the international markets.Advertising Looking for assessment o n business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The outcome of the rapid growth was the demand for more resources, yet in an environment with diverse regulatory systems. This led to issues like shipping accidents and other deficiencies as the industry focused more on making profits at the cost of the quality of services. According to Bajpaee, the shipping industry is analogous to any manufacturing industry. Therefore, a ship is likened to a factory where independent control is paramount in order to increase efficiency in operations and effectiveness of the human resources. In addition to the differing needs of the employee, the industry is associated with uncertain environments which call for unique actions and strategies to ensure success. Quality in the shipping industry is measured by the ability of a shipping firm to transport products safely from one place to another. However, there are factors unique to individu al ships that are described by the environment which determine the decision making processes. The self-regulation means that the management is able to respond to these factors free from other restrictions that might not fit in the specific context. In this respect, total quality management is considered to interlock with a self-regulatory system in that the system supports the creation of a quality culture. Managers as well as other employees who are restricted to explore the ideas they think to fit best in their duties are not likely to understand the needs of stakeholders that can lead to value creation. They will likely be endeavoring to accomplish tasks rather than accomplishing them efficiently. Bajpaee observes that a ship manager serves as an intermediary with secondary customers and is different from a manager at the base of a shipping company. Therefore, the success of the two managers is determined by different factors and hence cannot function under a common regulatory fr amework. Each environment demands self-reliance for the managers to offer effective solutions and steer the respective workforce towards achieving the organizational objectives.Advertising We will write a custom assessment sample on The Effects of TQM in Eurasia International specifically for you for only $16.05 $11/page Learn More Creating value for people Mr. Bajpaee likens cash flow to blood flow such that as oxygen is important to blood flow, profit is important to cash flow. However, the significance of life is not limited to having a pulse and similarly business existence is not limited to the flow of cash. More important is to create value for the stakeholders: shareholders, customers and employees. These observations mean that profit or cash flow results from value creation and not the other way round. As much as the firm is committed to creating value for the stakeholders, profit is created and the business is also sustained. The Bajpaee’s s aying is directly related to the idea of total quality management. Creating value for the stakeholder means the efforts to bring job satisfaction, customer satisfaction and shareholder satisfaction (Mukherjee, 2006). No business can be sustained if it lacks the capacity to retain employees, attract new customers and encourage shareholders to invest more. The human resources are the source of customer satisfaction which lead to increased sales and profits as well as shareholder satisfaction which is the source of investments. Therefore, value creation is not only the source of cash flow but also the best approach to instill a quality culture. The central purpose of a business’ existence is therefore to create value for stakeholders and profit cannot supersede it. Eurasian international is committed to creating value for stakeholders through total quality management initiatives. First, the organization creates value for its employees through recruitment, training and developmen t. Attracting employees from diverse environments is important to any firm operating at the global level which Eurasia achieves by recruiting seafarers globally and assembling international crews. Value is created through more friendly conditions for employees by offering stable working hours and established career paths.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Job roles are defined and the employees can advance their careers through education and accumulation of experience. Work performance for individual workers is formally appraised on periodic basis as a way to motivate them. Second, customer value in Eurasia is achieved by collecting and acting on customer satisfaction information. There are established Key Performance Indicators corresponding to customer value, shareholder value, human value and leadership/intellectual value. All sea-based and shore-based groups have performance targets at all levels. This ensures that the management is able to observe how all parameters are working on a virtually real-time basis. In addition, the firm collects information from external market and financial information providers which is analyzed by employing TQM methods prior to taking the necessary action. Third, Eurasia creates the value for its shareholders through a number of ways including the proper use and maintenance of resources as well as ensuring the flow of revenue. Since the shareholders are also the ship owners, Eurasia has set a process of monitoring, evaluating the technical conditions of the vessels in an effort to maintain them in good working conditions. The teams responsible are organized such that any deficiency is identified, analyzed and corrected appropriately and on time. As much as the resources are in good conditions, the sea activities are increased and thus higher returns for the stakeholders. In general, the organizational structure, employee training and development, resource allocation and maintenance as well as focusing on customer needs are among the factors that create value for the people. Organizational structure enables the human resource to understand their job roles and responsibility. Employee training and development provides the employees with the necessary skills and motivates them to work hard. Resource allocation enables the company ensures higher returns by reducing inefficiencies in operations. By focusing on the needs of customers, Eurasia ensures brand equity which lead to a royal customer base. Realizing operating efficiencies One of the objectives that Bapjaee put forward when implementing TQM was to increase the operating efficiencies. For this goal, the manager was determined to establish coordination in activities between the sea-based and shore-based groups. This was because any successful operation depended on the effort of both groups. The failure of crew members to deliver cargo safely would as well nullify the efforts by the shore-based groups to complete the transaction with the customer. As a result coordination of activities begins at the initial stages of a transaction and continues through until success is attained and evaluated for recommendations. To start with, the crew members are recruited, trained and developed according to the specific type of vessel under management, the particular type of cargo or the voyage in question. The shore- based group must communicate to the crew the system of safety, guidelines, policies and procedures in order to equip them with tools and knowledge necessary for any probable eventuality. This is backed up with well established daily, weekly and monthly reporting systems; quarterly inspections; pre-embankment and post-dismemberment debriefings and constant satellite-based monitoring to determine whether the vessel was making the right progress. Moreover, Eurasia has established a management structure comprised of self-check, cross-check and external-check constituents corresponding to the firm’s shipboard fleet management and support team. Additionally, when defects or deficiencies are identified in a particular operation, they are analyzed by a reliability team to determine the root course of the failure. For all operations, this determination is widespread involving the crew, system and equipment. The appropriate remedy to the failure is arranged while touching on the releva nt adjustments such as provision of more training and development, making necessary maintenance and revising the policies and procedures. Such a follow up ensures that every other operation is performed better than the previous one; continuous improvement. Other companies have a number of lessons to learn from Eurasia operating efficiencies. First, operating efficiency are achieved when there is corporation between operating groups. This means that operating efficiency touch every party that has influence no matter how small it is. Companies should not assume some departments simply because they are not directly related to the particular operation. They should aim for total quality improvement. Secondly, efficiency is about improving on the weak areas rather than introducing new ideas. When one learns from failure, he becomes more confident to explore new ideas that add to the existing knowledge. Finally, other companies can learn the need to create a quality culture in order to inc rease operating efficiencies. Indeed, quality of service in the service industry translates to efficiency in operations and improving that quality is an effort to increase operation efficiencies (Klefsjo Bergquist, 2006). The role of information Information play a central role in everything that Eurasia does which begun from its establishment to its expansion into the global market. Initially, the selection of Hong Kong as headquarter stemmed from the information gathered about the city. The city had a sophisticated telecommunication, infrastructure, an extensive air transport system, an advanced banking infrastructure, a low tax regime and a productive workforce, all of which suggest extensive research of the market. As a competitive competency, Eurasia deployed advanced database-management and computerized information system that gave users access to timely and accurate information. Most of the strategies established in the firm were based on information attained either from the market environment or failures in the industry. For instance, the strategy to become the best instead of the biggest was established after continued failures of firms in the shipping industry. During this time, Bapjaee observed how many shipping companies competed in a limited marketplace to acquire economies of scale and decided to focus on a completely different direction. Operations efficiencies originated from relevant actions on the weak areas identified through the collection and good flow of information among the operating groups. Another area that information has played a central role is on the Eurasia’s quality journey. Despite Bajpaee having reflected on the changes taking place in the industry to conclude that TQM was most necessary to the firm, he studied processes at other companies that had implemented TQM to confirm the relevant components. Again, these components were based on the need to seek much information on both the industry and the market. A definition of quality in terms of customer’s needs is a matter of seeking information about the diverse needs of customers. An organization-wide quality performance is about integrating stakeholder information into the company. The work system proposed relates to the adoption of an information system by the human resources. A meaningful way to monitor and measure results will require an evaluation and analysis of information pertaining to the performance of the system. Information has also played a center role in recruiting, training and developing employees. The recruitment of seafarers globally and assembling of international crews clearly stipulate the need to have relevant information about the global market needs. Job design that specified the roles of the candidates is a consequence of information about the objectives of the firm and the market needs. Again, organizational learning occurs as information cascades down through the levels of the organization. Employees plight in the information provided by the higher levels while managers take use of the feedbacks from the employee. Appraisal system is also an issue of collecting information about the performance of the employees and weighing them against the objectives of the firm in order to determine the worthy workers. Conclusion Total Quality Management is a concept applied in businesses such as Eurasia with a focus on continuous improvement across all branches and levels of an organization. Being part of Eurasia, the concept defines the way in which the organization can create value for its people. Bapjaee thinks that the most appropriate environment to use TQM is that which has a self regulatory system which allows the appropriate response to the dynamics of the shipping environment. Through TQM, Eurasia has been able to create value which eventually leads to operation efficiencies. These efficiencies have particularly been achieved by continuous correction of deficiencies identified in the process. A pa rticular interest is the central role that information has played in enabling TQM initiatives especially through continuous learning. References Kanji, G. K. Asher, M. (1996). 100 methods for total quality management. Thousands Oak, CA: SAGE. Klefsjo, B. Bergquist, B. (2006). Six sigma and total quality management: different day, same soup. Int. J. Six Sigma and Competitive Advantage, 2(2), 162-178. Mukherjee, P. N. (2006). Total quality management. New Delhi: PHI Learning Pvt. Ltd.

Body Image Concerns and Sociocultural Ideals essays

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