International Business Machines Essay Example | Topics and Well Written Essays - 750 words

International Business Machines - Essay Example From this paper it is clear that  the Global Service business line provides the clients with business solutions and insights as well as Information Technology infrastructure. Even though most of the solutions are from the IBM systems and software, the corporation can engage in outsourcing if needed by the clients. According to CSI Market (2015), approximately 60 % of IBM's external Global Services annual revenue comes from maintenance and outsourcing arrangements. The Global Technology Services provide business process services and information technology services to the clients. It uses the IP integrated services and unique technology to ensure that the business value of its customers is improved. The business line enables the clients to benefit from the IBM's leading edge services, flexibility, outcomes, improved productivity and high-quality services.  As the report stresses  Global Business Services business line aims to deliver business outcomes to its clients in a more pra cticable manner. The business line attains its goal through the Application Management Services and Consulting. The business line ensures that the IBM solutions and content are integrated, and the clients are taken through a growth process. It ensures that the IBM capabilities and experts help the clients transform in market trends response. The activities are done through the segments of Front Office Digitization and Globally Integrated Enterprise.

Custom Gear Inc Edited Essay Example for Free

Custom Gear Inc Edited Essay 1.1 INTRODUCTION AND COMPANY BACKGROUND Custom Gear Inc., in Philadelphia, Pa., is a manufacturer of custom made gears ranging in weight from a few ounces to over 50 pounds. The gears are made of different metals depending on the customer’s requirements. Over the past year 40 different types of steel and brass alloys have been used as raw materials. Custom Gear sells its products primarily to engineering research and development laboratories or very small manufacturers. Recently the president of Custom Gear decided to accept a few larger orders for more than 100 gears. Although lower prices were accepted on these orders, they helped pay the overhead. It was found that the large orders caused many of the small orders to wait for a long time before being processed. As a result some deliveries of small orders were late. This report will write on the major problems that arises from the Custom Gear operation, the potential solutions, theories that can be applied in the case study and lastly but not least the conclusion. 2.1 PROBLEMS The root cause lies within the company’s policy. The company allowed the customer to change their design even after the production process has already started. This has contributed to the delay of the production. Other than that, the operation layout was designed ineffectively and inefficiently leading to an increase in their lead-time. Several major problems are identified from the root cause such as lack of processing policy flow, lack of order policy, and ineffective and inefficient layout as well as increase rate of return due to defective product. 2.1 Lack of Processing Policy Flow Lack of processing policy become a burden to Custom Gear where it allow the customer to changes their design even after the production process started. When the customer change the whole blue print, the production of that product will have to stop and wait for new design and raw materials to be clarified and arrived which delay the whole production process. Figure 2.0: Operation Process Flow The process in Figure 2.0 started when a customer wishes to order a gear, the order is taken by sales manager and marketing vice president (James Lord). The customer will specifies the type of gear, quality and raw materials desired by submitting a blue print. Once the order are received, 1 copy is sent to the production supervisor (Joe Irvine), and 1 copy is sent to the controller (Sam Smith). The controller will purchase the order for the raw materials required. These materials often take from 1 to 2 weeks to arrive, depending on the supplier and the type of material ordered. After receiving the raw materials, the supervisor reviews the order received before the starting the milling machine. The raw material, a gear blank, is sent to the Milling Work Centre. In the Milling Work Centre the teeth are cut into the edge of the gear according to the customers specifications. After that, the gear blanks are sent to the Drilling Works Centre, where one or more holes may be drilled in the gear. Then the gear will sent to the Grinding Centre which the gear will do the finishing by put on the gear teeth and the surface of the gear. Next, the gear may be sent to Heat Treating if this operation is required by the customer. After the batch of gears is completed, they are inspected by the next available worker and shipped to the customer.

The change kaleidoscope

The change kaleidoscope Table of content Introduction Describe the strategic change context in 2002, at the start of the change process at Faslane. You should apply Balogun and hope Hailey’s change Kaleidoscope and discuss your findings. You should also briefly describe the type of change (use Balogun and hope Hailey’s type of changes model). You may additionally use any other relevant academic reading to develop and support your ideas. 1.1 Balogun and hope Hailey’s change Kaleidoscope. 1.2 The kaleidoscope Change Kaleidoscope 1.3 The contextual features of change in Faslane , (Kaleidoscope Model ) 2. Compare and contrast the internal features of the organizational when it was run by the MOD and Royal Navy (Up to 2001) with when it was run by Babcock Marine (2002-2010). You should apply McKinsey’s Seven S framework (do this twice – once for ‘up to 2001’ and once for 2002-2010) and discuss your findings. What, for example, where the most significant differences? You may additionally use any other relevant academic readings to develop and support your ideas. 2.1 McKinsey’s Seven S framework 2.1.1 Importance of McKinseys Seven S structure 2.1.2 McKinsey’s Seven S framework 2.2 Faslane run by the Royal Navy and MOD (up to 2001) 2.3 Falsane run by the Babcock Marine (2002-2010) 3.Critically evaluate the Faslane change using Kotter’s change steps. 4.Would you describe the strategic change process at Faslane as more â€Å"intended† or more â€Å"emergent†? You should use examples from the case and relevant academic reading to support your answer Conclusions Introduction The main aim of this paper is to focus on the strategic changes at Faslane from different perspectives of the Babcock marines and the Ministry of Defense (MOD). The objective is to understand the change and the studies of strategic leadership. Taking into consideration a number of different theories and models to analyze internal and external influences of the organization. In the year 2002 Faslane which was previously managed jointly by the Ministry of Defense and the Royal Navy decided to partner with Babcock Marine, a private sector company. The main aim of such partnering agreement was for the purpose of reducing cost and improving their services. Babcock Marine was given the responsibility to save the cost as well as to improve their operational effectiveness. They were given a target of  £76 million saving within five years. With a significant change Faslane was able to achieve the target and was considered best. Describe the strategic change context in 2002, at the start of the change process at Faslane. You should apply Balogun and hope Hailey’s change Kaleidoscope and discuss your findings. You should also briefly describe the type of change (use Balogun and hope Hailey’s type of changes model). You may additionally use any other relevant academic reading to develop and support your ideas. Balogun and hope Hailey’s change Kaleidoscope Change Kaleidoscope was produced by Hope Hailey Balogun (2002) to be a method for pulling together and arranging the extensive variety of logical highlights and usage choices that require thought amid change. In this sense Change kaleidoscope is even more a model than a strategy, however it is usable instrument for conceptualizing the way of progress. By its plan, the model speaks to an exhaustive system which manages the greater part of the variables that the creators regarded noteworthy by the writing. The kaleidoscope model was utilized interestingly to reflectively investigate a change project embraced in a first pharmaceutical organization. The kaleidoscope contains an external ring which is concerned with the highlights of the change setting that can either empower or oblige change, and an inward ring that contains the menu of usage choices open to change specialists. Comprehension of the context oriented highlights empowers change specialists to judge the fittingness of any methodology for their specific setting. 1.2 The kaleidoscope Change Kaleidoscope The kaleidoscope Change Kaleidoscope theory was developed by Hope Hailey Balogun has three rings: The outer ring relays to the broader strategic adjustment context. The central ring relays to specific contextual issues that need to be considered when expressing a revolution plan. The internal circle gives a set of choices of selections and interferences, design selections obtainable to change. Time -How rapidly is change required? Is the association in emergency or is it concerned with longer-term vital improvement? Scope -What degree of change is needed? Does the change affect the whole organization or only part of it? Preservation -What authoritative resources, attributes and practices need to be kept up and secured amid change? Diversity -Are the diverse staff, expert gatherings and divisions inside the association generally homogeneous or more various as far as qualities, standards and disposition? Capability -What is the level of authoritative, administrative and individual capacity to execute change? Is there a need to enhance this ability before the change methodology can be begun? Capacity -How much asset can orgnaisation INVEST in the proposed change as far as money, individuals and time? Readiness for change How prepared for change are the representatives inside the association? Is it accurate to say that they are both mindful of the requirement for change and roused to convey changes? Power -Where is the force vested inside the association? What amount of scope of carefulness does the unit expecting to change and the change pioneer have? 1.3 The contextual features of change in Faslane , (Kaleidoscope Model ) 2. Compare and contrast the internal features of the organizational when it was run by the MOD and Royal Navy (Up to 2001) with when it was run by Babcock Marine (2002-2010). You should apply McKinsey’s Seven S framework (do this twice – once for ‘up to 2001’ and once for 2002-2010) and discuss your findings. What, for example, where the most significant differences? You may additionally use any other relevant academic readings to develop and support your ideas. 2.1 McKinsey’s Seven S framework The McKinseys Seven S structure grew by well-known business specialist Robert H Waterman Tom Peters in 1980. McKinseys Seven S system is an administration model which incorporate Strategy, Structure, Systems, staff, style and style. McKinseys Seven S structure is habitually utilized as an Organizational examination instrument to quantify and screen changes in the inward state of an association. 2.1.1 Importance of McKinseys Seven S structure †¢ Examine the execution of an organization. †¢To rearrange authoritative change. †¢ To close how best to actualize arranged technique. †¢ Inspect the probable impacts of inevitable changes inside an organ 2.1.2 McKinsey’s Seven S framework Mainly McKinsey’s Seven S framework can be divided in to two major categories, they are hard elements and Soft Elements Strategy – The plan formulated to continue and build competitive benefit over the competition. Over-all, strategy is the one that’s obviously expressed, is long-term, helps to grasp competitive benefit and is reinforced by sturdy vision, mission and values. Structure Strategy signifies the way business divisions and units are planned and contains the data of who is responsible to whom. In other words, structure is the organizational map of the firm. It is also one of the most noticeable and easy to change fundamentals of the framework. Systems – Systems are the methods and actions of the organization, which expose business’ regular happenings and how choices are made. Systems are the zone of the firm that concludes how business is done and it would be the main attention for managers through organizational adjustment. Shared values – Share values can be highlighted as the core of McKinsey’s Seven S framework. Shared values are generating an organization that admirations each and every worker, committed to the environment and constantly attempts for waste elimination and perfection in everything it does. Skills Skills are the capabilities that firm’s workers accomplish very well. They also contain competences and capabilities. During administrative conversion the question often rises of what skills the company will really necessity to strengthen its fresh strategy or different construction. Staff – The general meaning of staff is the employees and their general competences. Staff component is apprehensive with what type or how many workers an organization will require and how they will be employed, educated, encouraged and satisfied. Style Style signifies the way the company is control by top managers and how they intermingle, what movements do they take and their representative value. In addition style is the administration style of company’s leaders. 2.2 Faslane run by the Royal Navy and MOD (up to 2001) 2.3 Falsane run by the Babcock Marine (2002-2010) Critically evaluate the Faslane change using Kotter’s change steps. Establishing a sense of urgency Faslane needed prompt change so Babcock assumed control over the administration framework and continue for change. They need to decrease cost and enhance operation proficiency without influencing administrations to Navy. Creating the guiding coalition They urge staffs to impart thoughts and insight additionally give energy to make own gathering and arrangement for division. They lessens administration layer to 4. Developing a change vision They make focus to attain to 76 million of expense sparing in 5 years period without influencing the administrations gave to the Navy. They help and bolster representatives to embrace the change process. Communicating the vision of buy in Babcock Marine decrease administration layer to 4and make association structure straightforward. They completely bolster representative for change and make a point to accomplish the association objective. Empowering broad based action They decrease political interference and administration layer. They likewise evacuate the trepidation of representatives for change process. Experience workers for change methodology were brought so that other existing representatives of Faslane will embrace change rapidly. Generating short term wins They effectively actualize change in low level and change impression of worker that change methodology is for good. They enhance execution and quality in administrations. They additionally break their 5 years plan and make yearly target which was to attain to 3 million however they had the capacity accomplish 14 million. Never letting up Babcock Marine discover positive change after lessen in worker view of apprehension and administration layer. New administration style was ideal to accomplish the focus of association. Incorporating changes into the culture The new administration and administration for Faslane was accomplishment to meet target. They enhance the quality and administrations for client. Thus, Faslane got opportunity to oversee whole UKs submarine armada. Would you describe the strategic change process at Faslane as more â€Å"intended† or more â€Å"emergent†? You should use examples from the case and relevant academic reading to support your answer Emergent Faslane was in requirement for quick change, so in 2002 they cooperate with Babcock Marine with understanding of acquiring positive change entire association. They have an arrangement to attain to  £76 million of expense sparing in five years of period without influencing the administrations gave to the Navy. Meanwhile for accomplishing their targets they apply distinctive expected and new technique according to needed. Change was not simple for Babcock in light of the fact that at first the client was not to support them. So to change individuals outlook Babcock begin to spurring for change as their acquiring was taking into account the sparing of the expense. Babcock urges to impart new thoughts and insight through entire day exchange. Babcock was knowledgeable about change process they knew the things need to decrease and enhanced in Faslane. They reengineer the structure of an association. By decreasing the administration layer from 7 to 4 they were accomplishment to decrease c ost and enhanced operational adequacy without influencing in nature of administrations. They concentrate on straightforward correspondence through and through level of administration. They decrease around 400 full-time equal posts. From distinctive explanatory apparatuses used to examine for inward and outside change environment make us straightforward the particular change prepare in Faslane. Babcock has admirably utilized their experience and method for change process which make them accomplishment to attain to their target furthermore more than desire CONCLUSION The contextual analysis demonstrated that particularly amid times of progress a trade of expertise is indispensable. This exchange must happen in the middle of new and experienced workers, generalists and experts, et cetera. Likewise, it got to be clear that cost decreases and administration upgrades are conceivable in the meantime. What is required is a reasonable objective (key pioneers obligation), a certain independence for representatives (constrained self-rule is liable to be ineffectual because of long choice making techniques) and the incorporation of every single influenced partner in the change process (clients, workers, nearby group, and so forth if there should be an occurrence of Faslane). Faslane has possessed the capacity to consent to all the five components of Successful and viable key authority. It had the capacity impart associations motivation to all the partners. It was additionally fruitful in keeping up moral standard and overseeing HUMAN RESOURCES. With its great execution, it had the capacity meet its target and had the capacity deal with the whole UK submarines armada. Proof for this administration style being successful can be seen in the choice that Faslane would turn into the home base for atomic submarines as well as for the whole UK submarines armada which means up to 2000 more JOBS. Faslane was extremely intriguing contextual investigation and considered associations MANAGEMENT and by what method can shrewd changes influence everything. Referencing A. Franken, C. Edward, and R. Lambert, ‘Executing Strategic Change’, California Management Review, (2009), pp. 49-71. Lynch, R., (2009) Strategic Management, 5th Edition, Prentice Hall J. Kotter, ‘What leaders really do’, Harvard Business Review, December (2001) Johnson, Gerry, and Kevan Scholes. Exploring Corporate Strategy. London: Prentice Hall Europe, 1999. Print. Johnson, Gerry et al. Integrated Business Applications. Frenchs Forest, N.S.W.: Pearson Australia, 2013. Print. Kotter, and Kotter International. The 8-Step Process for Leading Change Kotter International. Kotter International. N.p., 2015. Web. 3 Apr. 2015. Kotterinternatinal . 2014. The 8-Step Process for Leading Change. [ONLINE] Available at: http://www.kotterinternational.com/the-8-step-process-for-leading-change/. [Accessed 22 April 15]. Ambrosini, VeÃÅ' ronique, Gerry Johnson, and Kevan Scholes. Exploring Techniques Of Analysis And Evaluation In Strategic Management. London: Prentice Hall Europe, 1998. Print. 1

Lupus Essay -- essays research papers fc

br> Lupus   Ã‚  Ã‚  Ã‚  Ã‚  Lupus is a potentially life threatening disease that effects about 1.5 million Americans. Lupus can effect many different parts of the body. Lupus is a type of autoimmune system disorder in which the body cannot distinguish the difference between foreign antibodies and its own organs. So basically what happens is that the body ends up attacking its own organs thinking they are foreign substances. (The Lupus Foundation of America)   Ã‚  Ã‚  Ã‚  Ã‚  There are three different types of Lupus. They are: Discoid, Systematic, and Drug-Induced. Discoid Lupus only effects a persons skin. The only symptom of Discoid Lupus is a rash. Systematic Lupus is the most common form of Lupus. It effects the skin, joints, and sometimes the organs of a persons body. Sometimes this form of Lupus will go into remission and there will be no symptoms until the disease becomes active. The final type of Lupus is Drug-Induced. This Lupus is brought on by the use of certain prescription drugs, especially drugs to lower blood pressure. When the use of the drug is discontinued the symptoms almost always disappear. (The Lupus Foundation of America)   Ã‚  Ã‚  Ã‚  Ã‚  There is no known cause of Lupus. Although some families seem to be prone to Lupus, there is no known gene that carries the disease. Only about five percent of children born from a mother with Lupus will develop Lupus. Lupus is often thought of as a women’s disease because it occur...

Of Mice and Men †5 Diary Entries Essay

We travelled from Weed today. God damn bus driver dropped us off ‘least 10 miles from the ranch and told me it was just down the road. God if I see that damn driver I’d break his neck. Me and Lennie found a nice place to sleep for the night. If Lennie hadn’t been so God damn stupid we’d still be up in Weed rollin in the cash but Lennie had to do somethin’ wrong didn’t he, dumb bastard, jst like he always does. Every thing was goin; O.K in Weed and I’ll be damned if we can find a better place than that to work at. I sure hope Lennie don’t go grabbin’ no other girls just to feel a damn dress. I’ll never be able to fix up a stake if that dumb bastard stays dumb forever. I love Lennie but it’s hard movin’ from ranch to ranch with him there all the time. I’ve told him if he gets in any more trouble to come back to this very spot in the brush. Lennie sure is stupid, earlier he was carrying a dead mouse just to pet it. I dont know what i’m gonna do with him every time he gets upset I have to tell him that dumb story about the house where we will have rabbits and an alfalfa patch and he can pet the stupid rabbits. Who knows maybe one day that dream might come true but I don see that day coming soon. Diary Entry 2 Me and Lennie met a few people today. There was this old guy called candy and he’s got a stinkin’ old dog. He’s quit a nice fella though he told me about Curley and his wife. I met Curley just a bit after that convisation with Candy, he came in asking for his wife. He had a go at Lennie for no god damn reason at all. Candy reckons it’s just coz Lennie’s bigger than him. Curly’s one of those small guys who hates big guys, but he better not pick on Lennie coz Lennie may be dumb but hell he’s strong as a bull Earlier I was angry with Lennie coz he spoke infront of the boss when i told him not to.I had to tell the boss a few lies because he realised that Lennie was dumb and the boss wanted to know if I was hangin’ round with him to take his pay check off him at the end of the month.I told him that me and Lennie were cousins so tha is why we hung round together, good job that ain’t true coz if I was any relation to Lennie i’d kill myself. I met a real nice guy today called slim. He introduced me to everyone workin’ at the ranch and he thought it was good to see two guys like me and Lennie hangin’ round together coz he said that you don’t often see two guys hangin’round together. Although I’m gettin’ on O.K at the ranch with all the other guys and stuff, I cant help thinkin’ about the chance of Lennie and Curley gettin’ into a fight coz Curley was real mean to Lennie earlier. If Curley tries to start a fight with Lennie then Lennie gonna have to smash him back. I know that Lennie would never mean to cause any trouble but if Curley starts i’m gonna let Lennie fight back coz guys like Curley need to be taught a lesson. I ain’t sittin’ back and watching Curley beat up Lennie coz that ain’t right. Curley’s wife worries me aswell coz Lennie really likes her and he could get into real trouble if he does somethin’ like in Weed. Candy told me that she always eyein’ all the guys up. The thing that really gets to me is that Curley’s wife might give Lennie the eye and he might do somethin’ stupid, I just hope he doesn’t. Diary Entry 3. Today Candy was listenin’ in on me and Lennie havin’ a chat, normally I don’t like people listenin’ in on me but Candy had somethin’ interesting to say. He wanted to join the little dream me and Lennie ‘ave got of gettin’ our own little place and land and a few crops an’ animals. He’s got $350 to help buy the land. Since he aint no harm and he’s probabally gonna die soon we decided to let him come. The dream that was just a dream is now comin’ to reality just coz that old man Candy. Im gonna get hold of those old people an’ tell ’em im gonna buy the house, at the end of the month we will have $450 and then I’d keep workin’ on the ranch to pay off the rest. One day soon we might just be able to do it. We couldd get the little place of our own with a few acres of land and crops to grow, and rabbits coz Lennie’s always on about how he will tend the rabbits. Of course most guys dont believe us bout the dream coz i bet they had dreams just like us and watched ’em fall apart loads of times. This whole idea of our own land has made Candy have a bit of hope, poor bastard, Carlson shot his dog last night to put it out of misery, I mean it was old, smelly & decrepid it was for the best. Slim offered him one of his new pups, Slim also gave a pup to Lennie which was really nice of him. Lennies pretty dumb and he loves petting things I hope he jus’ dont do nothin’ stupid like on our last job and blow the chances of the house. Diary Entery 4. I new somethin’ bout that Curley couldn’t help but pick a fight with Lennie. Lennie hadn’t done nothin’ wrong either, he was standin’ there smilin’, thinkin’ bout our dream an’ Curley came in the bunk house in a mood an’ seen Lennie laughin’ and he socked him right in the chops and hittin’ and hittin’ him, Lennie was jus’ standin’ there takin’ it. So I told Lennie to fight back so Lennie grabbed hold of Curley’s fist and started crushin’ it like a tin can, Curley was floppin’ like a fish, Lennie must of broke every bone in his damn hand. Thanks to Slim we shouldn’t get canned coz he made it pretty clear to Curley that if he told anyone how this happened he would say how easily Lennie crushed his hand. Curley agreed not to tell anyone, so hopefully all that is all settled. I thought that would of ended our chance of the dream. Diary Entry 5. I was right in what i did wasn’t I? If they caught Lennie they would strap him up in a cage in one of those nut houses. It was the right thing to do! If Curley had caught him he would of tortured him and made him die a slow death. Atleast when i shot him he was happy and peaceful thinkin’ about the dream and not scared. Now Lennies gone im gonna be just like any other ranch worker, lonely and without a loving friend, it’s gonna take me a while to come to terms with what i’ve done, killed my only and best friend. Me and Candy aint gonna carry on with the dream, theres jus’ no point Lennie was the life and soul of the dream now he’s gone so has the dream. No doubt Candy will be upset and miserable but there ain’t nothin’ I can do about that. Slim and Carlson took me for a drink and told me that it wasn’t my fault and that I had to do it, I guess they’re right after all it was me or Curley and I ain’t lettin Curley touch Lennie. I probably gonna move on to a different ranch and carry on workin’ somewhere else alone.

Expansion of Trade in the 15th Century essays

Expansion of Trade in the 15th Century essays ?Throughout history, many different civilizations have branched out into the world looking for new trade routes, land, and desirable goods that could not be found in their home land. In the mid-15th century China had massive fleets of ships that were several times larger than the average seagoing craft of the day. Chinese admiral Zheng He led these fleets as far as Africa, where he brought back new and fascinating things that the Chinese had never seen before. In 1492, the discovery of the new world by Christopher Columbus caused Spanish conquistadors to leave Spain in search of gold and wealth. The discovery of the new world sparked a global trading system between Europe, Africa, and the Americas that would last for centuries to come. I can only imagine what it would have been like to see the massive Chinese treasure fleets floating on the horizon as they approach the shore. It must have been a truly impressive sight to see, and must have been intimidating at first, but upon seeing that these new faces were friendly and wished to trade, I certainly would have been happy to see them. "All the ships of Columbus and da Gama combined, according to a recent account, could have been stored on a single deck of a vessel in the fleet that set sail under Zheng He." (Strayer, p. 575). They would have very little effect on my life aside from increased trading and more wealth that they would provide for my country. Overall I would feel happy about their presence, and the wealth and trade they would bring with them. At the same time, I don't know how I would react to the looming presence that the fleet would have over me. The story is a little bit different when it comes to being an Aztec witnessing the events that followed arrival of the Spanish fleets. For an Aztec native to see the towering ships on the horizon it must have been a mixture of emotions. Fear, awe, curiosity, excitement, and confusion would have been my feelings toward thei...