The Evaluate Current Strategic Choice And Implications Management Essay

The Evaluate Current Strategic Choice And Implications Management Essay Strategic Management is a term that is not new, first used in the 1970s it was conceived that a team of strategic planners would come up with strategic ideas to sell to decision makers. It is all about identification and guideline used by the managers in order for the company to have a competitive edge over the competition. Joel Ross Michael Kami(Fred 2011, 35) mentioned that; Without Strategy, an organization is like a ship without a rudder, going round in circles. Its like a tramp; it has no place to go. According to Wheelen and Hunger(2006,3) A set of decisions and actions that are used to charter the performance of a corporation can be defined as Strategic management. The process of this would take into account the scanning of external and internal environmental factors, long term and strategic planning for strategy formulation as well as the implementation and evaluation and control process. Wheelen Hunger(2006,3) strongly focused on the analyzing and evaluating of external opportunities and threats compared to the companys strengths and weaknesses. A SWOT (Strength, Weakness, Opportunities and Threats) analysis is an ideal tool for strategic managers to plan for both predictable and unfeasible contingencies. In the point of Dess and Miller(1993), the combination of three major interrelated activities; strategic analysis, strategic formulation and strategy implementation can be called strategic management. These activities are a continuous process that helps evaluates and controls the company and the industry it is in, benchmarks the competition and set realistic targets and strategies to meet its existing and potential competition. Lamb(1984) states that strategic management is a continuous process that evaluates and controls the business and industries the company is in; it also assesses the competitors to set goals and strategies then reevaluates them every quarterly or annually to decide on the implementation of the strategy is successful. It then reevaluates the if there is any new factors such as technology, competition, economic market, social, financial and even political environment that can be used to create a new strategy. As a summary, Strategic Management and Planning is the understanding of the process of strategy formulation, implementation and evaluation. For company an organization to gain the edge over its competition regardless of size, scale; each organization needs to have a well planned strategic management in order to strive and compete in the market while optimizing its potential for tomorrows trends of today. Background of company The birth of Singapore Airlines was from Malaysian Air Limited where it first started in 1947, because of political reasons, the company was renamed to Malaysia-Singapore Airlines and finally the company split its shares to Malaysian Airlines System and Singapore Airlines in 1972 on which Singapore Airlines is owned by Singapore state owned investment house; Tamasek Holdings Singapore Airlines was forced to focus on the international market that was subjected to intense competition because there was no domestic route available to after the separation. The difficult start of was one of the factors that drove Singapore Airlines driving spirit to compete and dedication to branding. It started the branding strategy by engaging a French haute-couture designer in 1972 to come up with a special version of the Malay Sarong Kebaya for the airline stewardess uniform and adopting a branding Singapore Girls that provide top quality in-flight hospitality. This feature became one of the most recognized signatures for Singapore Airlines. The marketing strategy was accompany by background lobbying effort to talk country in granting access to its airport and dedication to its human resource management by investing 20million on training facilities. This was paid off at 1973 when the airline was ranked third in the Far East Asian region. The company then are force to conduct cost cutting program to struggle with surge of oil price on 1973~1977. Surviving this, in 1977 the airlines joint operation with British Airway to provide Concord jet service between Singapore and London, the service was terminated in 1980. This however was deem a marketing success as Singapore Airline were make famous around the globe with this achievement. At the same period, new Changi Airport was constructed, leading to a higher service standard being provided by Singapore Airline. This has paid off and Singapore Airlines were the top preference in Asia-Pacific Region in 1981. The airline follows a steady internal growth strategy in the 1980s, expanding its size, renewing fleet and adding route. SIA was privatised on 1985, listing on Singapore stock exchange with Temasek Holding owning a 63% initially and gradually reduced to 54% in 2008. During 1990s, the company follows a more aggressive growth pattern, two subsidiaries were form in 1992, Silk Air to close the gap between its route networks and cater to a lower cost market segment, SIA Engineering is form to increase productivity and pursuit better business opportunity. Globalisation in the 1990s have also prompt the airline to expand overseas, invest in other airline company and forming new subsidiary in other country to provide better support on is airlines. The Asia financial crises at the end of 1990s prompt the airline to review its operation cost again, cutting down on not profitable route. [St James Press, 1999]. Against conventional wisdom, the company have utilized its strong financial resources during financial crisis to make capital investment, spending 300million to renovate cabins of its aircraft. This had benefit the airlines as the price level during the crisis is low and the airlines have more bargaining power over its supplier [Scott, 2008]. Till date, Singapore Airlines group of companies provide passenger and cargo air transportation, airport terminal services, aviation engineering services, training of pilots, air charters and tour wholesales and related activities. As of March 2009, the group have 31,834 employee, posted a revenue of SGD 15,996 million. The airlines also operate route on 36 countries with 66 destinations and 726 weekly flights. The performance of Singapore Airlines at the beginning of year 2009 was severely hit by the economic downturn and pre-purchase fuel priced hedge at high level before the financial crisis [SIA annual report 08/09]. Recent health crisis like bird flu, H1N1 had also affected the travel industry which the airline is operating in. Organisational structure SIAs organisation is divided primarily by function and has disadvantages of low responsibility at bottom level staff and compartmentalize on manager. To tackle this, SIA have a flatten organisation chart with few level of hierarchy within the organisation, this allows autonomy and create a more flexible and dynamic business that empower people to make decision and leads to job enrichment. The company also promotes independences and encourage senior staff to train and allow junior staff to made decision. To tackle problem of job compartmentalize, non technical manager are rotated on jobs and allows them to have a broader picture. The management of SIA also stress on importance of maintaining good and healthy work culture inside the organisation. Team works is place on high importance by the company. As the company have established sales office in over 80 countries, it had divided the sales operation by geographical area. To tackle problem on management control, the company had placed the focus point on end results objective allowing site manager to exercise flexibility and made adjustment based on situation. Full authorities had been given to its overseas regional general manager allowing decision to make quickly in respond to local issue and customize business operation to suit local climate [Times 100, undated.]. The company used organic growth strategy and stress on profitability rather than size, this allow slow and steady growth and leader to be groom properly. In general, the organisational structure of SIA is decentralise encourages autonomy allowing quick response to business treat and opportunity which is crucial in the airline industry which are very fast and dynamics. 4.0 Analysis of External Environment 4.1 Political The political environment of Singapore is stable with its dominant political party Peoples Action Party (PAP) controlling the government since the independence. Singapore government has allowed the freedom in corporate governance and has little set restrictions to the industry. Singapore Airlines make 90% of the decision on its own and has only influence the appointment of the director over the company (Sikorski, 1995). Singapore Airlines was allowed to stress on profit in comparison with public or social responsibility and was even backed by the government during its retrenchment practice during the economical crisis. (Sikorski, 1995) With a strong foreign policy that maintains good relationship with 175 countries, Singapore has a particular good relationship with huge economical countries such as France, United Kingdom, and Germany. It also has a mutual free trade agreement between Japan, Korea, Australia, New Zealand, India, United States of America and recently with China in 2008. With Singapore signing the Gulf Cooperation Council-Singapore Free Trade Agreement in December 2008, it embarks to build strong ties with the middle east countries as well. Singapore is a stable base for the operations for SIA comparing itself to other regions in the Asia Pacific that have seen unrest over the recent years. Terrorism alerts affected some countries in the Asia region with India(2008) and Pakistan(2009) hit with the lost of hundreds of life. The tourism industry for Thailand was affected in 2008 during the protest and heavy floods as well as the Tsunami event that happened in Langkawi, Malaysia as well as Thailand that affected the influx of tourist there. There was also the riots in China and the Korean Missile crisis that effect the Singapore Airlines to re-route its flight to other locations. 4.2 Economic Financial Crisis in 2007 affected many countries over the world that brought recessions to most of the affected countries. This slum lasted through 2008 that made the global financial institutions very cautions on its loans of money and many companies had to underwent a cost cutting measure to stay afloat. The IMF predicted the regeneration of the world wide economy by 2009 and it the up market trend has steadily grown from there. The Singapore Tourism Board (STB) also contributed to promote Singapore as a destination for MICE (Meetings, Incentives, Conventions and Exhibitions). In SGD 90 Million BOOST (Building on Opportunity to Strengthen Tourism) program was launched in February 2009 and was followed up in October with an announcement for a new Tourism Compass 2020 roadmap to grow tourism 2015, with the goal to set Singapore as the leading city for MICE (STB,12 Oct2009). The growth was further spurred by the building of two integrated resort projects, Marina Bay Sand and Resort World at Sentosa. Singapore has also continued to host the Formula One Night Race and with all this factors surely has a positive impact for the travel and tourism sector for the country. 4.3 Social Cultural Singapores population comprises of more then 75% Chinese, followed by Malay and Indian; the main religion of the country is Buddhism, Islam, Christian, Taoism and Hinduism. Having a rich Asian culture in the country, Singapore is one of the most westernized countries within Asia. With the growing China economy and its open door policy; Singapore has landed a great pool of foreign labor arriving from China. This in return has created a cultural conflict among many Singaporeans. With a highly diversified culture with close to 35% of its population is non citizen residing in the country, (25% of is foreigner and 10% are permanent resident); Singapore can be considered as an immigrant country. Although having high non-citizen to citizen ratio, the country never stops to promote foreign talent and believes that if the immigrant policy were to be stopped, Singapore would face a shortage of quality labor. Having a strong Chinese influence over its working culture that has made it a culture of high in power distance with the lower employees accepting the subordinates positions that seldom questions the managements decisions. The working culture also stresses on good team work and maintaining group harmonies. (Warnstam,2007). This has made Singapore to become a very cooperative employee to employer relationship and its labor union is in good terms with companies throughout. 4.4 Technology The growth in the usage if Internet around the globe has prompted the growth of customized web addresses to be used around the world. This has also given the potential for the usage of Chinese characters to form the web address (Choe,Oct 2009). With the emergence of such technological advancement, the electronic devices has also evolved to become more portable with increased performance and now almost every household in Singapore would have a portable laptop, hand phone and digital cameras loaded with personalized music, games , photo and video. The growth of such technology has prompt an expansion of innovation over the past decade. The development of high speed networks and compression has allowed faster transfer of data and transfer rate, resulting in the availability to have high quality real time video conferencing with people around the globe from the office or even without leaving the house. This has made it a very good substitute for companies to use instead of having to send its employees for business travelling. (Yu, 23 Jun 2009). 5.0 Evaluate Current Strategic choice and implications 5.1 Analysis of Current Strategic Position 5.1.1 Financial position Singapore Airlines has maintained its profit over the years, the group has maintained its profit even through the 2008 financial crisis. After the growth in 2009 the group assets are worth SGD 22.04 million and debt of SGD 1.077million with an equity debt ratio of 0.08. With a general reserve of SGD 11.264 million the company is poised to be able to sustain its operations in any case of crisis. (SIA, Annual report 2012) 5.1.2 Product position Carrier RPK (Million) SIA 90,128 Cathay Pacific 90,975 Qantas 99,176 Total of   AAPA member 550,014 Table 1 Comparison of RPK Airlines market size can be measure by Revenue Passenger-Kilometer (RPK). Having based in Asia Pacific region, SIA, Cathay Pacific and Qantas all falls into the same category of medium cost, developed airlines. These airlines have similar offering and price level. It can be seen that SIA, Cathay and Qantas have market share of similar size [AAPA, 2009]. The company is ranked number two in Skytrax Best airline award; the airline is in the top five ranking for 10 out of the 12 award Skytrax have. The airline has the Best 1st Class and best in-flight catering award in 2009. The only part the company dont have a ranking is on the airport lounge service [Skytrax, 2009]. 5.1.3 Marketing capability The initial distribution of SIA is mainly by the travel agents or through internet bookings, SIA has come a long way by providing a ticketless system for its passengers that even allows boarding as well even for connecting flights with its partner airlines (SIA,2009). SIA also engages social networking website in Facebook though quite limited in its presence. This is a drawback with the current trend of younger generation who associates more with social networking sites. Another factor that is a slight disadvantages for Singapore Airlines is that the domain www.sia.com and www.sia.com.sg is not owned by Singapore Airlines, but to counteract this, they company has engaged to actively publish itself as the preferred search referee if anyone searches for SIA online. SIA has also made good placement in the search engine for using the key world Singapore airlines and Air Ticket Singapore which prompts SIA at the top of the search list. 5.1.4 Organizational structure The organization is divided by function and the disadvantages of low responsibility for the employees at the bottom as well as the compartmentalization on the managers. To overcome this, SIA has flat organization chart with few hierarchical levels for its organizations, this enables autonomy and create a more flexible but yet dynamic business that empowers its people to make decisions and lead to better job satisfaction. The promotion of independence and encouraging its senior employees to train and give chances to the junior personnel to make decisions are a key factor for SIA. Non technical management personnel are rotated on jobs and this gives them to have a broader perspective for the job. This is further strengthening by the stress on the importance of having a good and healthy work culture for the company. Great importance is stressed on having good team spirit. To overcome sales operation issue, SIA has focused on end results while giving its site managers to exercise flexibility to make necessary changes based on the situations. The full power is given to its overseas regional general manager to ensure fast response time for local issues and a more localized business operation to site the climate. The company focuses on the growth strategy that focuses more on profitability rather than size, thus allowing slow and steady growth with chances for leaders to be groomed properly. In general, the organisational structure of SIA is decentralise encourages autonomy allowing quick response to business treat and opportunity which is crucial in the airline industry which are very fast and dynamics. 5.1.5 Human Resources SIA has a strong emphasis on human resources. The requirements for entry level to the company is only for diploma holders are accepted, these employee would then go through the recruitment process. After the appointment, these cabin crew is trained for 15 weeks, 2 times longer the industrial standards. The SIA employees have a 6 month probation that needs to be reported continuously by their supervisor with a confirmation rate of 75% while 20% will be on extension. These trainings are changed periodically to adjust to show the customers expectations. While on the job, the employees are also required to engage in various voluntary community services, arts and cultural activities. Refresher courses will be available for employees allowing 3 to 4 days per year, this is a form of motivation for the employees to engage in self learning and the employees will be accountable for their own growth and development. Results from these stringent training has been obvious by producing Stewardess that have high esteem, motivated and capable in handling the customers in the companys best interest (Heracleous and Wirtz. 2009). The focus on talent form within the company, the company focuses on development of the human capita given training spending of SGD100million for its employees. The company also offers scholarship programs for recruiting management trainees from the universities. 5.1.6 Condition of facilities and equipment Having one of the newest fleets in the world, with an average age of 6 years, Singapore Airlines is one of the most updated planes compared to the worldwide average of 15 years (Prystay, 28 Aug 2009). By adopting the newest planes and technology this impacts in the reduction of maintenance and petrol cost. Other than that, SIA also went through an upgrading of its plane cabins to provide customers with the most updated entertainment systems and a better seating arrangement. Training equipment for its pilots is also provided from the SGD 1 million flight simulator that is capable of simulating the high altitude scenario. SIA also updated its training center in 1999 to ensure the recruitment is capable to facilitate a better and efficient training environment. Overall the airlines does have a great training faclilities for its personnel as well as their commitment to bringing top quality service with a strong financial background but because of the financial crisis in 2008 and the lack of demand over supply, SIA is laden with excess aircraft that has not been utilized. 5.1.7 Past objective and strategies SIA corporate level uses a diversified strategy whereby it expands its business to airline catering, airport terminal services as well as into aircraft maintenance. These dual strategy in cost leadership and differentiation enables SIA to have excellent cost efficient service through high business efficiency. SIA has secured its high business competence through the execution of five organizational systems. The first is the structured service development and design that allocates dedicated departments for its enhancement of service and thorough testing to ensure that there will be a quality service that will be able to meet the latest customers expectations. Second is the focus on consumer trends over the years, with a specific department that monitors closely to ensure that innovation is tailor to focus on improving and enabling a cost effective and highly productive service innovation. The focus will also be on the companys weak point, adapting the best practices from other successful developments while reducing the cost and risk involved for the innovation. The third set is the focus on a profit conscious culture, with the education of its personnel on the priority of profit and customer satisfaction. SIA also focuses on a reward based system that gives proper recognition to employees based on their performance to encourage team work and productivity while reducing wastage. The fourth is the goal for the organization to achieve success through the diversification and infrastructure of its subsidiaries. These integration allows the focus and control that will enhance the knowledge while reduction of cost at the same time. The management of its subsidiaries is based on a clear expectation that enables the subsidiaries to be subjected to market discipline. The last focus for the company is the development of its personnel through training and development while encouraging the development of a direct self continuous learning system to boost their self esteem. The overall strategies that SIA has adopted has made the company to have a high competence core with the overall ability to achieve a differential offering through exceptional levels of efficiency (Heracleous et al 2009) 6.0 Strategic Potential Justifications Choices for strategy for SIA should be based on the logical elements for the process and have a central role. The company should focus their choices of strategy through based on the internal and external factors while taking into account its core competency to strive for profitability and service excellence of its personnel. Strategic Choices for Singapore Airlines Business Level Strategy Corporate Level Strategy Direction and Method of Development Strategy for competitive advantage Adhere to government regulation and satisfaction Internal training and development Profit measurable success for strategies Diversification in market Creation of value added services to gain competitive advantage 6.1 Business Level Strategy Price Based Strategy This strategy takes into consideration of the product to price to gain a competitive advantage. There are many low cost airlines company as of this moment that is conducting business in the Asia region. This causes the market to be very competitive and Singapore Airlines is one of such company that faces challenges. Low cost airline companies such as Air Asia is one of the competitors that are focusing on the usage of price based strategy to capture a market share in the current market. Justification: Acceptable and feasible pricing strategy: The focus for the price based strategy is important as the current completion from the low cost airlines also focuses on the same routes of travel while providing a lower air fare. One of such routes traveled is from Singapore to Bangkok, from this example, Air Asia is selling its seats for a round trip for a price of $150 while compared to SIA that cost $500. Because of this the company is losing money as customer trends are now slowly switching over the low cost seats. http://htmlimg1.scribdassets.com/4abs74bzsw9yk25/images/16-b0f782e011.jpg 4.2 Corporate Strategy Direction Policy Matrix Used to measure the health of the industry for the Asian regions and the capabilities of Singapore Airlines. Below is the representation of Singapore Airlines in comparative to Air Asia ad MAS in the Asian Region. http://htmlimg1.scribdassets.com/4abs74bzsw9yk25/images/17-978ec5a00e.jpg Source: Johnson G, Scholes K. 2005. P 320 Justification: Acceptability Feasibility of Directional Policy Matrix From the analysis it can be seen that the market positing of Singapore Airlines is aimed towards the middle business class strength that offers a highly attractive market. The bargaining power, threats for substitute and competitive rivalry is high for the Singapore Airlines. In the event of a cost increase for jet fuel to USD 115/barrel, the supplier has the upper hand the the treat of substitute is potentially high for the market. For this the feasibility and acceptance of a directional policy matrix for Singapore Airlines is High. 6.3 Directional and Method of Development TOWS Matrix Through the analysis of the internal and external environment, the generation of a TOWS based matrix. This will enable Singapore Airlines to focus on the strategic options available to cater for any potential changes or adapt strategies to further strengthen its market share while limiting its weakness. http://htmlimg2.scribdassets.com/4abs74bzsw9yk25/images/18-6f7d0e3282.jpg Suing the strength and opportunity for Singapore Airlines, there is potential for market diversification. To overcome the potential treats, SIA can have a merger or acquisition with certain airline companies. Avoidance of weakness for Singapore Airlines can adopt a cost leadership strategy. The airlines can develop their internal factors to avoid the treats and weaknesses. Justification Diversification: The current airline industry for the Asian region is highly competitive. There are many airline operations in the region and one of such competition comes from the low cost airline Air Asia. Air Asia flies twice daily from Malaysia to Guangzhou. Currently Air Asia has 86 routes that offers no frills service and has garnered wide recognition from the china market comparing to Singapore Airlines which has 88 destinations in 38 countries. Singapore Airlines would need to strengthen and diversify its market by planning out more feasible routes to high business locations and take a competitive advantage though expansion of the Asian market. Merger and Acquisition: Singapore Airlines needs to have a strong understanding on its competition and to avoid the treats they possess. With their strong financial background, the potential for merger and acquisition is a great choice for Singapore Airlines. Currently there are two national carriers that are seeking to limit Singapore Airlines to access their home market thus slowing down the growth for the airline. Because of this Singapore airlines joined the Star Alliance to take advantage of its international strategy. This is also boosted by the investment of SIA groups into China and India to ensure strategic alliances with the local organizations for their cargo divisions, airport services, enginnering and catering. Internal Development During the previous years, Singapore Airlines recorded a low asset turnover ration in comparison with its competitors. Because of this, the weaker asset turnover ratio has a potential to show that the companies ineffectiveness to utilize the assets to generate profit and will eventually lead to the decline in the groups growth. Singapore Airlines can adapt to this by using better use of information technology to enhance its services to the customers and gain back better response and efficiency. Singapore Airlines website is now one of the most advance and user friendly in the industry that offers the customers to check their schedules, buy tickets, check in and manage their accounts as well as even choosing the meal for their flights. Because of this value added service, the company is able to further maintain its market share and slowly cover up the losses by creating a portal for customers and potential clients to interact with Singapore Airlines. The efficient use of IT has proven to significantly reduce the cost and enhance service levels for Singapore Airlines. Conclusion Singapore Airlines is the national carrier for Singapore and is one of the industry leaders in Asia. Currently the operations route carries Singapore Airlines to South East Asia, East Asia, Europe, Middle East and the Australia. The analysis for the external factors indicates that Singapore Airlines does face some barriers due to the international economic and political sector. The prices of oil over the years have been very volatile and would play a major impact on the profitability of the airline industry. Other than that with some ups and downs in the economy and the growth of high speed networks through the usage of information technology has played an impact for the overall performance in the airline industry in general with people become less mobile while still being able to work with their counterparts across the globe. The internal factors with the successful branding of Singapore Airlines is one of the drawing factors that is able to sustain its competitive edge as well as w ith strong management background that ensure a quality of service for its customers gives the company its core competencies. For Singapore Airlines to keep evolving towards the new market trends, the company should take into account the internal and external surroundings.

Lone Parents Poverty And Unemployment Social Work Essay

Lone Parents Poverty And Unemployment Social Work Essay In a recent study, Rafferty and Wiggan 2011 state, in the past, lone parents with children below 16 years of age had the right to seek paid work or not, without risk of sanction. The recommendations of the Freud Review (2007) of Welfare-to-Work provision and the 2007 Green Paper on Welfare Reform, In Work Better Off, marked a critical phase in policy, proposing a new social agreement that reinforced lone parents obligation to seek paid work (Department for Work and Pensions (DWP), 2007). Since October 2008, lone parents whose youngest dependent child is above twelve years of age are no longer eligible for Income Support (IS) on the grounds of being a lone parent. From 2010, this was extended to lone parents whose youngest dependent child was above seven years old and this was further extended in the Budget 2010 to those whose whos youngest dependent child being  ¬Ã‚ ve or over (Great Britain, Parliament, Her Majestys Treasury, 2010). This paper will analyse the implications of the Governments policy objectives and their vision that it is right to expect people to make every effort to get themselves ready for work, as well as raising expectations. The government intention is that those who find work benefit from higher income and improved wellbeing. There are also fiscal benefits, with a lower benefit burden the government estimates that this policy change will affect approximately 100,000 single parents in 2011and make savings of  £380m between 2011 and 2015 (Tickle, 2010) there is also wider social gains with reduced adult and child poverty through increased employment (DWP, 2008). Lone parents feel that their concerns have been disregarded; that being a parent is a full time job and there are insufficient flexible, family friendly jobs available (Woods, 2010). Gordon (2002) stated that uncertainty about how to get benefits reinstated quickly if the job did not work out has placed another barrier in the way of seeking employment as well as the loss of Housing Benefit and changes in their Working Tax Credit. This is reinforced by the Policy Studies Institute (1996) which found that many out of work lone parents say they are unable to take paid jobs, even if they could find affordable childcare and the biggest reason given was that their children were too young and needed their mother at home. Channel 4 News (2011) broadcast that as the new welfare reforms for single parents come into force, lone parents are being set up to fail (Gingerbread, 2011). Gordon, (2002) also stated that policies pursued by successive Conservative governments throughout the 1980s and 1990s led to a massive increase in the number of low-income households and families. New Labour changed direction and had policies on making work pay by creating a liveable minimum wage and a welfare ideology, which emphasised the importance of maternal care. One of the keystones of New Labours strategy to reduce welfare dependency was making work pay, a strategy that was especially directed at lone parents through increased financially supported childcare and a specific New Deal which started after the 1997 election. This targeted lone parents amongst other vulnerable groups. The programme was voluntary and offered a mixture of job search support, training and practical support for the transition to work. There were only limited opportunities for training, with the main focus being on getting lone parents back into work. Gregg, Harkness and Smith (2007) state that Governm ent policies to help lone parents back into work and reduce levels of poverty, could had a profound  difference and change the quality of life for lone parent families. The UKs commitment to a personalised, bespoke, support is limited because of the lack of resources and training. Cunningham Cunningham (2008) stated that Social Workers (SW) should be aware of lone parents and their struggle with poverty and employability because poverty is a key and defining feature in the lives of many Service Users (SUs). They go on to state that sociology in Social Work is an important skill for Social Workers to bring into practice to help underpin the General Social Care Council (GSCC) Codes of Practice (COP). The GSCC COP state SWs must have appropriate knowledge and skills to provide social care and keep those skills and knowledge up to date. According to Knijn, Martin and Millar, (2007) reducing welfare dependency for lone parents could result in reduced welfare expenditure and maximised employment rates along with improved socio-political impact for women. The financial incentives for work had to be substantive and sustainable to reduce the risk of in-work poverty. Gregg, Harkness and Smith, (2007) stated that as part of its welfare reform and child poverty strategy, the incoming New Labour government initiated a series of policies aimed at reducing child poverty in 1997 and a key element of this was to increase employment rates amongst families with children, especially lone parents. Finch et al (2004) suggested that a lack of good childcare is one of the significant barriers to the governments target to increase the lone parent employment rate to 70 % by 2010. The Welfare Reform Green Paper (2007) states work is at the heart of our Welfare Reform Programme. Allan (1997) stated that benefit regulations were changed in an effort to encourage lone mothers into work and greater pressure was put on non-resident fathers to make sufficient financial contributions to their childrens needs. In its Green Paper (1998) Supporting Families, New Labours stance on lone parents was clear about the benefits of marriage (Cunningham and Cunningham, 2010) and al so stated paid work is the best route out of poverty (Department of Social Security (DSS) (1998). Lone parents were one of their key target groups. At this stage parents could still choose between staying at home and being a parent or going out to work. In the Budget 2010 address, Mr Osborne, Chancellor of the Exchequer, stated that the government expects lone parents to look for work when their youngest child goes to school. The changes  were implemented on 25 October 2010 and affected lone parents claiming IS.   Job Seekers Allowance (JSA) Regulations (2010) changed the policy too, once children are of full time school age, parents who are able to work and are claiming benefits should be expected to look for paid work to support themselves and their family. Ahrends, J (2010) stated that Gingerbread, a charity for single parents, is still calling on the Coalition Government to  implement plans to enable all employees to apply for flexible working, to ensure all jobs in the public sector are offered on a part- time or flexible basis and  introduce a right to paid parental leave to help parents deal with time off when children are ill. David Cameron, Gordon Brown and Nick Clegg all pledged to challenge prejudice against single parents in 2010 (Ahrends, 2010) and the newly elected Coalition Government (2010) further stated that it was committed to introducing flexible working for all and launched a taskforce on children and families, unfortunately 9 months later this same government has scraped regulations which came into force April 2011 as part of a package of measures to reduce bureaucracy for businesses. Stratton and Wintour (2011) wrote in The Guardian, Vince Cable, the Business Secretary, will exempt firms with fewer than 10 employees from all new red tape for three years as it subjects 21,000 pieces of regulation to an audit by the public. This will see a shelving of the right to request flexible working for parents with children under 17 which will apply to all firms, not just small ones. It will also scrap the right to request time for training and education toward Continuous Professional Development (CPD). Freegard, (2010) co-founder of NetMums, commented on the benefit changes and suggested many lone parents would be feeling very anxious. She also noted single parents often want to work, but finding jobs to fit around the school day is very difficult; as is finding and paying for suitable good quality childcare before and after the school day. Woods D (2010) stated that family-friendly jobs are still far too rare despite the Government requiring 100,000 single parents to seek work in 2011. According to Gingerbread the vast lack of jobs with flexibility could jeopardise plans to have more single parents in work. A national survey of single parent members and users of NetMums website found that members had seen few jobs advertised that they could apply few for with part time hours, within school hours or as a job share or flexible in some other way. Launching a Gingerbread Briefing on flexible working, chief executive of the charity Weir (2011) called on the Government to move faster on plans for flexible working: She stated that the business case for flexible working has been proven with most employers agreeing that people work best when they have a work/life balance. Giullari, (2009) states in terms of poverty eradication there has been an improvement. Single parents employment rate has certainly risen, from 40% in the early 1980s to 56.6% in 2009. The Freud Report, (2007) states it is an increasingly common expectation that once children reach school age then receipt of benefits should be conditional on looking for a job. JSA is the main benefit for people who are out of work, to receive it you must be available for and actively looking for work. JSA is only given to bona fide jobseekers, anyone who refuses an interview, restart interview or fails to keep the job search diary faces instant cessation of their sensation benefits; this is not suitable for all. Lone parents still have the right to  limit their hours and not be expected to work outside normal school hours. For the governments policy to work, there has to be sustainable, flexible work for lone parents to be employed in. Under this welfare ideology one of the key assumptions is that all adults should be in work even if it means precarious employment (Lewis and Giullari 2005). This welfare ideology emphasises and promotes active social policies and needs full employ ment to achieve this (Knijn et al, 2007). The Coalition Work and Pensions (DWP) Minister, Maria Miller stated, We know that work is the best route out of poverty. Now with personalised interventions the most successful are when the intervention meets the SU needs, wishes and capacities (Van Berkel and Valkenburg 2006). Ahrends, (2011) debates although successive governments have promoted work as the route out of poverty and that many single parents are better off in paid work this is not always the case: 21% of children whose single parent is in full time work still fall below the poverty line, as do 29 % of children whose single parent is working part time. Ahrends (2010) further states 4 out of 10 children living in poverty are in a single parent household, and 9 out of 10 of them are mothers. More than 20% of women have persistently low incomes, helping, rather than forcing, these women is the answer. Finch et al (2004) discusses that numerous studies have suggested that Britains parents are failing, children are miserable and have poor moral, social and intellectual upbringing. Paton, (2011) writes children from single parent families are worse behaved, children raised by single mothers are twice as likely to misbehave as those born into traditional two-parent families, according to the Daily Telegraph. Headlines like this increase lone parents thinking that the government believes parenting can be done  alongside of part time work are counterproductive. When a lone parent starts work, there are many changes to daily life. and the lives of their families and other family members may have to be more involved in child care. All of this including the social, work, carer and school settings are key elements to work sustainability; this has not yet been systematically explored in research (Millar and Ridge, 2009). The Freud Review (2007) fails to answer difficult questions of how pu tting pressure on the most vulnerable will help the government to meet their child poverty targets and enable the best start for all children. Single parents want to work, for various reasons; increased income and financial independence are key motivators along with personal independence, the opportunity for social interaction with other adults, and to set a good example to their children. According to Ahrends, (2010) 42% of single parents say that having almost any job is better than being unemployed on benefits. Throughout Britain, a high proportion of single parent families are already in situations of severe financial vulnerability. The cost of living in Britain is  £13,400 (Bradshaw et al. 2008,p. 32). Figures produced for the DWP (See annex A) reveal that over 50% of people living in single parent families fall into the low-income bracket, which is defined as below 60% of the national median income after deducting housing costs (approximately  £195 per week for a single parent with children). In contrast, less than 5% of two parent families fall into this category (DWP, 2010). Finch et al (2010) state single paren t families will suffer disproportionately, not only under cuts to public services but also under tax increases and benefit changes. It is clear that single parent families, especially those headed by women, are at risk of becoming even more vulnerable to poverty. Jenkins, (2011) states that as most children living in severe poverty are in workless households, priority should be given to removing barriers to employment for parents living in poverty. Key measures to combat child poverty include help with childcare costs for low income households and more support for parents who work in part-time jobs; this could be done by raising the earned income level at which lone parents can claim full benefits, providing more training opportunities for parents who need and want to boost their skills and an increases in the minimum wage. The London School of Economics and Political Science state the Misery Index is a simple economic concept, which puts together the ills of inflation and unemployment together into a single amount of our financial despondency (Rainford, 2011). February 2011 saw it hit the highest level since October 1992. The Fawcett Society, a charity that campaigns for equality between women and men, points out, unemployment among women is already at its highest for the last twenty years. Women are the biggest losers under the public sector cuts. Women are also most likely to be affected by the governments plans to review regulations that burden business. The Fawcett Society (2011) state that the budget was a good opportunity missed, to present a credible growth plan and had some consideration of how to enable women to take up new jobs in the private sector. These measures were put in place to tackle the private sector pay gap and promote family-friendly jobs, which reflect the needs of a modern work force. Lone parents are facing a changing environment of social protection because of reduction in services and monies available because of the central government cuts. With the Coalition Government there has been a shift away from supporting lone parents being full time carers at home to an employment-based maternal model. There is a rhetoric focus and direction towards supporting employment and now the move to compulsory work-related requirements. Lone parents with children five years or over are treated the same as any other unemployed claimant (Woods, 2011). Lone parents are not now seen as having caring obligations but as a wider part of a hidden unemployed. DWP (2008) state the governments strategy is to increase employment and decrease poverty among lone parents but there are many obstacles still to be overcome. Gloster, et al. (2010) state that some of this is the incompatibility between low paid, part-time atypical jobs and the primary caring responsibilities of lone parents there is also no systematic provision for special paid or unpaid leave, good quality affordable childcare is difficult to find and there are few training programmes that fit into the lives of lone parents. Without the security of a second wage, child tax credits are paid regardless of the work status and the working tax credit is specifically intended as a supplement for low wages all contribute to this incompatibility. Family-friendly employment with a work/life balance are not now part of the governments policies and without action from both the Government and employers, many single parents will remain in the poverty trap. (Woods, 2011) (Word Count 2730)

Speech: Accepting and Dealing with Change :: essays research papers

Change can have many meanings. It is going from â€Å"same† to â€Å"different†. Change can be defined as an event that occurs when something passes from one state or phase to another and as a process of transition. The forces of change affect attitudes, beliefs and behavior. Not a single moment goes by when everything in our lives will remain the same. When you become adjusted to your surroundings, something changes again. Changes can affect both individuals and groups. Throughout our lives we go through many changes, especially in adolescence. This is shown in the song Graduation by Vitamin C. Graduation is about the change of leaving high school and moving on to adulthood. It shows the many questions young people have about leaving school, and uncertainty of the future. At the same time, it shows the constant of friendship that people can rely on, when many other things in their life are changing. Some people who have dealt with changes in their lives have become inspirational to others because of their courage, determination and optimism. Examples of such people are the Biggest Loser contestants and also Bethany Hamilton. The television program the Biggest Loser shows people changing their lives physically and emotionally through diet and exercise. People watching the show could relate to these people, which could give them inspiration and motivation to make changes of their own. Bethany Hamilton is an example of dealing with change in an optimistic way. In October 2003, Bethany was attacked by a shark while out surfing in Tunnels beach, Hawaii. Without warning, a Tiger shark attacked her surfboard, dragging her back and forth and then disappearing into the ocean. Bethany was able to compose herself to use her right arm to swim back to the shore. She was later taken to hospital with severe injuries, where her left arm was amputated. She came through her recovery with things that were important to her, such as her family and her Christian faith. Despite the trauma of the incident, Hamilton was determined to return to surfing. Just 10 weeks after the accident, she returned to the ocean and went surfing again. She adjusted to the change by using a custom made surfboard and changing her surfing style. Bethany taught herself to surf with only one arm and she also began surfing competitively in competitions again. Hamilton claims that the loss of her arm was a bles sing in disguise.

Steel Co Human Resource Report Essay -- Steel Co Human Resource Case S

Table of Contents Background 1 Aim 1 Objectives 1 Limitations/Scope 1 Evaluation of Steel Co Performance and Reward System 2 Performance and Reward management Tools 3 Pay Structure 5 Performance and Reward for different groups 6 Conclusion 7 Recommendations 7 References 8 Background The company Steel Co, which has been established for around 30 years, has been in a steady decline during the current recession and although a Divisional Director has been employed by the owner the fortunes of the company have not improved. The staff is unhappy, unproductive and unimpressed by the Human Resource system that currently exists in the company. The pay structure that currently exists within the organisation has been much debated among employees who feel it is unsatisfactory. The Business Adviser will research Performance and Reward management tools in order to help the company develop a more suitable Performance and Reward system to use. A variety of sources will be used in order to evaluate the system and tools against other organisational frameworks. The pay structure within the company will also be looked at in order to identify any possible changes that could be made. Aim The aim of this report is to evaluate current Human Resource Practices within Steel Co and identify weaknesses that the current model possesses. Performance and Reward management tools available will be evaluated in order to make recommendations on how the Management tools could compliment the system that Steel Co currently employs. Objectives To achieve the aim of this report there are 4 Objectives which are considered: 1. Evaluate the Performance and Reward model that the company currently uses in order to identify weaknesses and areas whe... ...ng conditions as well as overall organisational performance. Due to being intrinsic rather than extrinsic the company does not incur a high cost and thus would be able to retain and motivate employees further. References Works Cited http://www.businessballs.com/balanced_scorecard.htm http://www.tatasteeleurope.com/en/careers/general_vacancies/benefits/ http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20Goal-Setting%20Theoryof%20Motivation%20IJMBA%20V15%20N1%202011.pdf http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf http://www.allenword.com/360feedbackform-final.pdf http://www.cipd.co.uk/hr-resources/factsheets/pay-structures.aspx#link_3 http://www.benefitsandcompensationresources.com/wp-content/uploads/2009/08/why-a-family-job-approach.pdf

Concepts And Definitions Of Disability Essay

The contemporary conception of disability proposed in the WHO International Classification of Functioning, Disability and Health (ICF) views disability as an umbrella term for impairments, activity limitations and participation restrictions. Disability is the interaction between individuals with a health condition (e.g. cerebral palsy, Down syndrome or depression) and personal and environmental factors (e.g. negative attitudes, inaccessible transportation, or limited social supports). Long ago there was great confusion over the meaning of terms such as impairment, handicap, or disability. Then, in 1980, the WHO provided great service by offering a clear way of thinking about it all in a little book called â€Å"International Classification of Impairments, Disabilities and Handicaps†. All these terms refer to the consequences of disease, but consider the consequences at different levels. The disease produces some form of pathology, and then the individual may become aware of th is: they experience symptoms. Later, the performance or behaviour of the person may be affected, and because of this the person may suffer consequences such as being unable to work. In this general scenario, Impairment was defined as â€Å"any loss or abnormality of psychological, physiological, or anatomical structure or function.† Impairment is a deviation from normal organ function; it may be visible or invisible (screening tests generally seek to identify impairments). Disability was defined as â€Å"any restriction or lack (resulting from an impairment) of ability to perform an activity in the manner or within the range considered normal for a human being.† Impairment does not necessarily lead to a disability, for the impairment may be corrected. I am, for example, wearing eye glasses, but do not perceive that any disability arises from my impaired vision. A disability refers to the function of the individual (rather than of an organ, as with impairment). In turn, Handicap was defined as â€Å"a disadvantage for a given individual, resulting from impairment or a disability that limits or prevents the fulfillment of a role that is normal (depending on age, sex, and social and cultural factors) for that individual.† Handicap considers the person’s participation in their social context. For example, if there is a wheel-chair access ramp at work, a disabled person may not be handicapped in coming to work there. Here are some examples: Impairment – Speech production; Disability – Speaking clearly enough to be understood; Handicap – Communication I – Hearing; D – Understanding; H – Communication I – Vision; D – Seeing; H – Orientation I – Motor control, balance, joint stiffness; D – Dressing, feeding, walking; H – Independence, mobility I – Affective, cognitive limitations; D – Behaving, interacting, supporting; H – Social interaction, reasonableness Here is a diagram that suggests possible parallels between the impairment, disability & handicap triad, and the disease, illness and sickness triad. (The squiggly arrows are intended to indicate a rough correspondence) â€Å"Patients do not come to their physicians to find out what ICD code they have, they come to get help for what is bothering them.† A Positive Perspective? Quality of Life and the International Classification of Function The focus on disability takes a somewhat negative approach to health, perhaps not unreasonable since doctors are supposed to cure diseases. But starting in the 1980s clinicians began to set goals to achieve when the disease could not be cured, beyong merely controlling symptoms. The notion of Quality of Life gained prominence as a way to emphasize a positive perspective on health – health as a capacity to function and to live, even if the patient has a chronic condition. A central aim of care was to enhance the quality of the patient’s function, and hence their ability to life as normal a life as possible, even if the disorder could not be cured. This notion was a further extension of handicap, covering maintenance of normal function, but adding psychological well-being and, if possible, positive feelings of engagement. Measurements of quality of life extend the disability focus beyond the ability to perform â€Å"activities of daily living† to include a broad range of functioning (work, home, play) and also the person’s feelings of satisfaction and well-being. This is necessarily a qualitative and subjective concept, judged by the patient in terms of the extent to which they are able to do the things they wish to do. In this medical context, quality of life is distinct from wealth or possessions, and to amke this clear you may see the term â€Å"health-related quality of life.† Reflecting these evolving ideas, the WHO revised its  Impairment, Disability and Handicap triad in 2001, re-naming it the International Classification of Function (ICF). This classification system provides codes for the complete range of functional states; codes cover body structures and functions, impairments, activities and participation in society. The ICF also considers contextual factors that may influence activity levels, so function is viewed as an interaction between health conditions (a disease or injury) and the context in which the person lives (both physical environment and cultural norms relevant to the disease). It establishes a common language for describing functional states that can be used in comparing across diseases and countries. The ICF therefore uses positive language, so that â€Å"activity† and â€Å"participation† replace â€Å"disability† and â€Å"handicap.† The ICF is described on the WHO web site. Impairment, Disability and Handicap Sheena L. Carter, Ph.D. The words â€Å"impairment,† â€Å"disability,† and â€Å"handicap,† are often used interchangeably. They have very different meanings, however. The differences in meaning are important for understanding the effects of neurological injury on development. The most commonly cited definitions are those provided by the World Health Organization (1980) in The International Classification of Impairments, Disabilities, and Handicaps: Impairment: any loss or abnormality of psychological, physiological or anatomical structure or function. Disability: any restriction or lack (resulting from an impairment) of ability to perform an activity in the manner or within the range considered normal for a human being. Handicap: a disadvantage for a given individual that limits or prevents the fulfillment of a role that is normal As traditionally used, impairment refers to a problem with a structure or  organ of the body; disability is a functional limitation with regard to a particular activity; and handicap refers to a disadvantage in filling a role in life relative to a peer group. Examples to illustrate the differences among the terms â€Å"impairment,† â€Å"disability,† and â€Å"handicap.† 1. CP example: David is a 4-yr.-old who has a form of cerebral palsy (CP) called spastic diplegia. David’s CP causes his legs to be stiff, tight, and difficult to move. He cannot stand or walk. Impairment: The inability to move the legs easily at the joints and inability to bear weight on the feet is an impairment. Without orthotics and surgery to release abnormally contracted muscles, David’s level of impairment may increase as imbalanced muscle contraction over a period of time can cause hip dislocation and deformed bone growth. No treatment may be currently available to lessen David’s impairment. Disability: David’s inability to walk is a disability. His level of disability can be improved with physical therapy and special equipment. For example, if he learns to use a walker, with braces, his level of disability will improve considerably. Handicap: David’s cerebral palsy is handicapping to the extent that it prevents him from fulfilling a normal role at home, in preschool, and in the community. His level of handicap has been only very mild in the early years as he has been well-supported to be able to play with other children, interact normally with family members and participate fully in family and community activities. As he gets older, his handicap will increase where certain sports and physical activities are considered â€Å"normal† activities for children of the same age. He has little handicap in his preschool classroom, though he needs some assistance to move about the classroom and from one activity to another outside the classroom. Appropriate services and equipment can reduce the extent to which cerebral palsy prevents David from fulfilling a normal role in the home, school and community as he grows. 2. LD example: Cindy is an 8-year-old who has extreme difficulty with reading (severe dyslexia). She has good vision and hearing and scores well on tests of intelligence. She went to an excellent preschool and several different special reading programs have been tried since early in kindergarten. Impairment: While no brain injury or malformation has been identified, some impairment is presumed to exist in how Cindy’s brain puts together visual and auditory information. The impairment may be inability to associate sounds with symbols, for example. Disability: In Cindy’s case, the inability to read is a disability. The disability can probably be improved by trying different teaching methods and using those that seem most effective with Cindy. If the impairment can be explained, it may be possible to dramatically improve the disability by using a method of teaching that does not require skills that are impaired (That is, if the difficulty involves learning sounds for letters, a sight-reading approach can improve her level of disability). Handicap: Cindy already experiences a handicap as compared with other children in her class at school, and she may fail third grade. Her condition will become more handicapping as she gets older if an effective approach is not found to improve her reading or to teach her to compensate for her reading difficulties. Even if the level of disability stays severe (that is, she never learns to read well), this will be less handicapping if she learns to tape lectures and â€Å"read† books on audiotapes. Using such approaches, even in elementary school, can prevent her reading disability from interfering with her progress in other academic areas (increasing her handicap). Gale Encyclopedia of Education: History of Special Education Top Home > Library > History, Politics & Society > Education Encyclopedia Special education, as its name suggests, is a specialized branch of education. Claiming lineage to such persons as Jean-Marc-Gaspard Itard (1775 – 1838), the physician who â€Å"tamed† the â€Å"wild boy of Aveyron,† and Anne Sullivan Macy (1866 – 1936), the teacher who â€Å"worked miracles† with Helen Keller, special educators teach those students who have physical, cognitive, language, learning, sensory, and/or emotional abilities that deviate from those of the general population. Special educators provide instruction specifically tailored to meet individualized needs, making education available to students who otherwise would have limited access to education. In 2001, special education in the United States was serving over five million students. Although federally mandated special education is relatively new in the United States, students with disabilities have been present in every era and in every society. Historical records have consistently documented the most severe disabilities – those that transcend task and setting. Itard’s description of the wild boy of Aveyron documents a variety of behaviors consistent with both mental retardation and behavioral disorders. Nineteenth-century reports of deviant behavior describe conditions that could easily be interpreted as severe mental retardation, autism, or schizophrenia. Milder forms of disability became apparent only after the advent of universal public education. When literacy became a goal for all children, teachers began observing disabilities specific to task and setting – that is, less severe disabilities. After decades of research and legislation, special education now provides services to students with varying degrees and forms of disabilities, including mental retardation, emotional disturbance, learning disabilities, speech-language (communication) disabilities, impaired hearing and deafness, low vision and blindness, autism, traumatic brain injury, other health impairments, and severe and multiple disabilities. Development of the Field of Special Education At its inception in the early nineteenth century, leaders of social change set out to cure many ills of society. Physicians and clergy, including Itard, Edouard O. Seguin (1812 – 1880), Samuel Gridley Howe (1801 – 1876), and Thomas Hopkins Gallaudet (1787 – 1851), wanted to ameliorate the neglectful, often abusive treatment of individuals with disabilities. A rich  literature describes the treatment provided to individuals with disabilities in the 1800s: They were often confined in jails and almshouses without decent food, clothing, personal hygiene, and exercise. During much of the nineteenth century, and early in the twentieth, professionals believed individuals with disabilities were best treated in residential facilities in rural environments. Advocates of these institutions argued that environmental conditions such as urban poverty and vices induced behavioral problems. Reformers such as Dorothea Dix (1802 – 1887) prevailed upon state governments to provide funds for bigger and more specialized institutions. These facilities focused more on a particular disability, such as mental retardation, then known as â€Å"feeble-mindedness† or â€Å"idiocy†; mental illness, then labeled â€Å"insanity† or â€Å"madness†; sensory impairment such as deafness or blindness; and behavioral disorders such as criminality and juvenile delinquency. Children who were judged to be delinquent or aggressive, but not insane, were sent to houses ofrefuge or reform schools, whereas children and adults judged to be â€Å"mad† were admitted to psychiatric hospitals. Dix and her followers believed that institutionalization of individuals with disabilities would end their abuse (confinement without treatment in jails and poorhouses) and provide effective treatment. Moral treatment was the dominant approach of the early nineteenth century in psychiatric hospitals, the aim being cure. Moral treatment employed methods analogous to today’s occupational therapy, systematic instruction, and positive reinforcement. Evidence suggests this approach was humane and effective in some cases, but the treatment was generally abandoned by the late nineteenth century, due largely to the failure of moral therapists to train others in their techniques and the rise of the belief that mental illness was always a result of brain disease. By the e nd of the nineteenth century, pessimism about cure and emphasis on physiological causes led to a change in orientation that would later bring about the â€Å"warehouse-like† institutions that have become a symbol for abuse and neglect of society’s most vulnerable citizens. The practice of moral treatment was replaced by the belief that most disabilities were incurable. This led to keeping individuals with disabilities ininstitutions both for their own protection and for the betterment of society. Although the transformation took many years, by the end of the nineteenth century the size of institutions had increased so  dramatically that the goal of rehabilitation was no longer possible. Institutions became instruments for permanent segregation. Many special education professionals became critics of institutions. Howe, one of the first to argue for in stitutions for people with disabilities, began advocating placing out residents into families. Unfortunately this practice became a logistical and pragmatic problem before it could become a viable alternative to institutionalization. At the close of the nineteenth century, state governments established juvenile courts and social welfare programs, including foster homes, for children and adolescents. The child study movement became prominent in the early twentieth century. Using the approach pioneered by G. Stanley Hall (1844 – 1924; considered the founder of child psychology), researchers attempted to study child development scientifically in relation to education and in so doing established a place for psychology within public schools. In 1931, the Bradley Home, the first psychiatric hospital for children in the United States, was established in East Providence, Rhode Island. The treatment offered in this hospital, as well as most of the other hospitals of the early twentieth century, was psychodynamic. Psychodynamic ideas fanned interest in the diagnosis and classification of disabili ties. In 1951 the first institution for research on exceptional children opened at the University of Illinois and began what was to become the newest focus of the field of special education: the slow learner and, eventually, what we know today as learning disability. The Development of Special Education in Institutions and Schools Although Itard failed to normalize Victor, the wild boy of Averyon, he did produce dramatic changes in Victor’s behavior through education. Modern special education practices can be traced to Itard, and his work marks the beginning of widespread attempts to instruct students with disabilities. In 1817 the first special education school in the United States, the American Asylum for the Education and Instruction of the Deaf and Dumb (now called the American School for the Deaf), was established in Hartford, Connecticut, by Gallaudet. By the middle of the nineteenth century, special educational programs were being provided in many asylums. Education was a prominent part of moral therapy. By the close of the nineteenth century, special classes within regular public schools had been launched in major cities. These special classes were initially established for immigrant students who were  not proficient in English a nd students who had mild mental retardation or behavioral disorders. Descriptions of these children included terms such as steamer children, backward, truant, and incorrigible. Procedures for identifying â€Å"defectives† were included in the World’s Fair of 1904. By the 1920s special classes for students judged unsuitable for regular classes had become common in major cities. In 1840 Rhode Island passed a law mandating compulsory education for children, but not all states had compulsory education until 1918. With compulsory schooling and the swelling tide of anti-institution sentiment in the twentieth century, many children with disabilities were moved out of institutional settings and into public schools. However, by the mid-twentieth century children with disabilities were still often excluded from public schools and kept at home if not institutionalized. In order to respond to the new population of students with special needs entering schools, school officials created still more special classes in public schools. The number of specia l classes and complementary support services (assistance given to teachers in managing behavior and learning problems) increased dramatically after World War II. During the early 1900s there was also an increased attention to mental health and a consequent interest in establishing child guidance clinics. By 1930 child guidance clinics and counseling services were relatively common features of major cities, and by 1950 special education had become an identifiable part of urban public education in nearly every school district. By 1960 special educators were instructing their students in a continuum of settings that included hospital schools for those with the most severe disabilities, specialized day schools for students with severe disabilities who were able to live at home, and special classes in regular public schools for students whose disabilities could be managed in small groups. During this period special educators also began to take on the role of consultant, assisting other teachers in instructing students with disabilities. Thus, by 1970 the field of special education was offering a variety of educational placements to students with varying disabilities and needs; however, public schools were not yet required to educate all students regardless of their disabilities. During the middle decades of the twentieth century, instruction of children with disabilities often was based on process training – which involves attempts to improve children’s academic  performance by teaching them cognitive or motor processes, such as perceptualmotor skills, visual memory, auditory memory, or auditory-vocal processing. These are ancient ideas that found twentieth-century proponents. Process training enthusiasts taught children various perceptual skills (e.g., identifying different sounds or objects by touch) or perceptual motor skills (e.g., balancing) with the notion that fluency in these skills would generalize to reading, writing, arithmetic, and other basic academic tasks. After many years of research, however, such training was shown not to be effective in improving academic skills. Many of these same ideas were recycled in the late twentieth century as learning styles, multiple intelligences, and other notions that the underlying process of learning varies with gender, ethnicity, or other physiological differences. None of these theories has found much support in reliable research, although direct instruction, mnemonic (memory) devices, and a few other instructional strategies have been supported reliably by research. The History of Legislation in Special Education Although many contend that special education was born with the passage of the Education for All Handicapped Children Act (EAHCA) in 1975, it is clear that special educators were beginning to respond to the needs of children with disabilities in public schools nearly a century earlier. It is also clear that EAHCA did not spring from a vacuum. This landmark law naturally evolved from events in both special education and the larger society and came about in large part due to the work of grass roots organizations composed of both parents and professionals. These groups dated back to the 1870s, when the American Association of Instructors of the Blind and the American Association on Mental Deficiency (the latter is now the American Association on Mental Retardation) were formed. In 1922 the Council for Exceptional Children, now the major professional organization of special educators, was organized. In the 1930s and 1940s parent groups began to band together on a national level. These groups worked to make changes in their own communities and, consequently, set the stage for changes on a national level. Two of the most influential parent advocacy groups were the National Association for Retarded Citizens (now ARC/USA), organized in 1950, and the Association for Children with Learning Disabilities, organized in 1963. Throughout the first  half of the twentieth century, advocacy groups were securing local ordinances that would protect and serve individuals with disabilities in their communities. For example, in 1930, in Peoria, Illinois, the first white cane ordinance gave individuals with blindness the right-of-way when crossing the street. By mid-century all states had legislation providing for education of students with disabilities. However, legislation was still noncompulsory. In the late 1950s federal money was allocated for educating children with disabilities and for the training of special educators. Thus the federal government became formally involved in research and in training special education professionals, but limited its involvement to these functions until the 1970s. In 1971, this support was reinforced and extended to the state level when the Pennsylvania Association for Retarded Children (PARC) filed a class action suit against their Commonwealth. This suit, resolved by consent agreement, specified that all children age six through twenty-one were to be provided free public education in the least restrictive alternative (LRA, which would later become the least restrictive environment [LRE] clause in EAHCA). In 1973 the Rehabilitation Act prohibited discriminatory practices in programs receiving federal financial assistance but imposed no affirmative obligations with respect to special education. In 1975 the legal action begun under the Kennedy and Johnson administrations resulted in EAHCA, which was signed into law by President Gerald Ford. EAHCA reached full implementation in 1977 and required school districts to provide free and appropriate education to all of their students with disabilities. In return for federal funding, each state was to ensure that students with disabilities received non-discriminatory testing, evaluation, and placement; the right to due process; education in the least restrictive environment; and a fre e and appropriate education. The centerpiece of this public law (known since 1990 as the Individuals with Disabilities Education Act, or IDEA) was, and is, a free appropriate public education (FAPE). To ensure FAPE, the law mandated that each student receiving special education receive an Individualized Education Program (IEP). Under EAHCA, students with identified disabilities were to receive FAPE and an IEP that included relevant instructional goals and objectives, specifications as to length of school year, determination of the most appropriate educational placement, and descriptions of criteria to be used  in evaluation and measurement. The IEP was designed to ensure that all students with disabilities received educational programs specific to their â€Å"unique† needs. Thus, the education of students with disabilities became federally controlled. In the 1982 case of Board of Education of the Hendrick Hudson Central School District v. Rowley, the U.S. Supreme Court clarified the level of services to be afforded students with special needs and ruled that special education services need only provide some â€Å"educational benefit† to students – public schools were not required to maximize the educational progress of students with disabilities. In so doing the Supreme Court further defined what was meant by a free and appropriate education. In 1990 EAHCA was amended to include a change to person-first language, replacing the term handicapped student with student with disabilities. The 1990 amendments also added new classification categories for students with autism and traumatic brain injury and transition plans within IEPs for students age fourteen or older. In 1997, IDEA was reauthorized under President Clinton and amended to require the inclusion of students with disabilities in statewide and districtwide assessments, measurable IEP goals and objectives, and functional behavioral assessment and behavior intervention plans for students with emotional or behavioral needs. Because IDEA is amended and reauthorized every few years, it is impossible to predict the future of this law. It is possible that it will be repealed or altered dramatically by a future Congress. The special education story, both past and future, can be written in many different ways.

Business Strategic Management on McDonald’s in India Essay

1.1 McDonald Corporation worldwide McDonald‟s Corporation, headquartered in Oak, Brook, US, is a fast food chain established by Maurice and Richard McDonalds. Since its establishment in 1940 when the company operates as a barbecue with customers queuing up for a limited service, the company has grown to become the world‟s largest hamburger food chain serving 68 million customers daily in over 119 countries. The company attains its international recognition following the purchase of a franchise right by Ray Kroc in 1955 who establish the presence of the company in other regions (Gilbert, 2009; Business Education, 2011). 1.2 McDonald’s India McDonalds entered India in 1996 through a joint venture with local firms such as Hardcastle Restaurants Private Limited and Connaught Plaza Restaurants Private Limited. However, contrary to the company‟s expectation, McDonalds faced some tough time been accepted by the consumers due to perhaps cultural mismatch between the locals culture and what McDonalds represent – the American culture (Habib, et al., 2011). Through its localization strategy (Times Magazines, 2011; The Start Newspaper 2011), McDonalds changed its product menu from beef burger to lamb and vegetable burger given the large vegetable consuming population, altered its store design, reduce the product price by 10-15% so as to suit the customer‟s taste and preference. This localization strategy has paid off because McDonalds has over 300 restaurants in various parts of India serving over 500,000 customers on daily basis. 2. Macro environment analysis in India After years of economic dwindling, the Indian economy is fast growing in recent years, thus impacting positively on the fast food industry. For example, Subramanian, (2013) notes that Indian economy grows at 6.4% annual rate from 2002 to 2011 with an average rate of 7.7%. This has enhanced the rise of the middle class group after years of wide gap between the rich and poor. This rising middle social class opens more investment potential for companies especially fast food companies because the more income people  earn, the more likely they would spend such on food. Also, another prevalent concept in India is the tendency to eat outside which has increased from 2-4 times a week to 4-8 times. Goyal and Singh, (2007) assert that food diversity in India is characterized by India‟s diversified culture comprising diverse states. Although Indians like to have homecooked meals – a concept supported religiously as well as individually, recent years has witnessed a slight shift i n food consumption patterns among urban Indian families toward eating outside owing to increasing awareness and influence of western culture. The rising middle class group and consumer‟s tendency to eat outside has affected the fast food industry positively in that Nayak, (2013) notes that the India fast-food industry grows at 40% rate and the market value is expected to reach 70 billion rupees ($1.1 billion) by 2016. 3. Micro business environment in India using PESTLE The political, economic, sociocultural, technological, legal and the environment factors influencing the India fast food market is discussed here. 3.1 Political factor McDonald‟s and other fast food chain are expected to obey labeling and packaging regulations and health and safety guidelines as stipulated by the Indian government and its food regulatory bodies. This is because of the growing concerns of the health effect of consuming fast food (Ali, et al. 2011). For example, the fast food consumption has been shown to increase calorie intake, weight gain which exposes consumers to the risk of facing diabetes. Given this, fast food is been criticized by health practitioners and consumers activists for high calorie content and Trans fat. 3.2 Economic factor India‟s increasing income level per month which was Rs5130 in 2011 and Rs5,729 in 2012-2013 (The Economic Times, 2013) gives McDonalds and other fast food chains a good economic prospect for profitability and better market performance. However, the low setup cost of fast food outlets and franchising create rapid expansion in that operators keep prices low so as to attract customers (Gilbert, 2009). For example, McDonalds offers  financing and training assistance for new franchisees so as to help better manage their cash flow and keep business profitable. 3.3 Social factor Consumers changing lifestyle offers both opportunities and challenges to the fast food operators. While outlets who provide healthier and more natural food menu would benefit from consumers‟ changing eating habit to organic food, operators who do not provide healthier food options would loss customers. For example, when McDonalds entered India, it did not realize the desired results because while over 70% Indians are vegetarians, the company‟s burgers were made with beef as other markets. Thus, the company localized its products and outlets so as to suit the consumer‟s tastes and preferences by offering vegetarian burger and revamping the outlets‟ design (Srikant, 2013). 3.4. Technological factor Technological advancement helps fast food companies to streamline value creation process so as to enhance efficiency (Srikant, 2013). For example, through advanced food processing technology, Help Desk Service, network and application consolidation, the operations of McDonalds in India is greatly improved. Also, just-in-time order and delivery is done over the internet and TV, social media and radio are used to advertise the products and maintain customer relationship management. 3.5 Environmental factor There is a growing concern about environmental issues associated with fast food consumption in India (Times Magazines, 2011). For example, fast food is said to be one of the largest consumers of paper products leading to millions of pounds of food packaging waste littering roadways, clogging landfills and spoiling quality of human life. 3.6 Legal factor Given the increasing environmental concerns of fast food consumption, the  operators are required by law to use environmentally friendly materials such as recyclable materials in packaging products so as to avoid wastes littering roadways and landfills (Times Magazines, 2011). Also, McDonald‟s in India and other firms are required to maintain fair advertisement programs so as not to make false advertising promises. 4. Industry analysis India‟s fast food industry is a fast growing market characterized with many players and challenges. Michael Porter‟s five forces model is used to analyze the competition level and profitability (see Figure 1). 4.1 Entry barrier India‟s fast food industry is a fast growing market due to increasing middle class population, changing lifestyle towards eating outside and low setup costs although major existing players such as McDonalds enjoys economics of scale and strong brand recognition. This increasing market potential encourages many potential firms to enter the market. Business Wire, (2011) reports that the India fast food market grows at an annual rate of 30-35% because of increasing social class grow and consumers‟ changing lifestyle. 4.2 Existing rivalry Since the entry rate of India fast food market is high, there are quite a number of current fast food firms competing for the same customers. Given this, McDonalds, Kentucky Fried Chicken (KFC) and other competitors compete over customers through price reduction, product localization to suit tastes and preferences and revamping the outlets to be more convenient and smart. While the price war attracts more customers, it tends to reduce the profitability rate of the companies since the reduced product prices would increase production costs. Rapoza, (2012) reports that McDonald‟s India cuts 6-15% products prices in order to increase its customer base. 4.3 Substitutes products Although the threat of substitute products in the fast food market is moderate, food available in foodservice, retail outlets and homemade serve as substitute products (Haberberg and Rieple, 2008). However, the convenience and family dining experience associated with eating outside on fast food outlets reduce the threat of substitute. For example, while consumers can cook at home cheaply, the lack of convenience element in homemade food increases consumers‟ chances of eating on fast food outlets. 4.4 Suppliers power The suppliers‟ bargaining power is moderate in the India fast food market. This is because with the growing competitive supply chain alliances, supplier bargaining power appear to be limited (Srikant, 2013). However, the firm to enjoy higher bargaining power depends on who has a more technology control and strategy. 4.5 Buyers power The buyer‟s bargaining power seems moderate to high in the India fast food market. For example, the industry‟s competitiveness enhances consumer‟s bargaining power and consumers are highly price-sensitive (Muhlbacker et al., 1999) with little/no switching cost among fast food chains. But, major companies like McDonald reduce buyer‟s power through providing product range that cater for the whole demographic, rather than focusing on a single segment. For instance, McDonalds targets children with its „Happy Meals‟ products offerings while professionals with breakfast options and take – away coffee. 5. Success factors McDonald‟s in India targets children, youth and the young urban family who are either vegetarians or non-vegetarians. To survive and succeed in the India market, McDonalds understand consumer‟s needs and satisfy such needs profitability. Table 1 shows consumers‟ needs and the determinants of the industry survival and success. Table 1 indicates that consumer‟s needs are changing from benefits such as tastes and quantity to a more healthy food menu deliver in a clean and conducive environment at an affordable precise. The survival spectrum of the table is the survival factors. According to the table, fast food firms can survival the intense market competition through price cutting since  consumers are price sensitive and efficiency. However, the other end of the spectrum is the determinants of the industry‟s success story. According to the table, firms can succeed if they differentiate base on product uniqueness and costs and designing products to satisfy local tastes and preference. 6. McDonalds India and value chain McDonald‟s India internal environment is characterized by purchasing raw materials from suppliers, preparing food and serving customers. Table 2 shows the value creation process of McDonalds in India. It shows the various stages and activities involved in the value creation processes. For example, McDonalds purchases raw materials from its fixed, pre-defined suppliers which are subsequently prepared and served to customers in a clean and comfortable environment. Although India‟s supply chain network was underdeveloped during the early stage when McDonalds penetrated the country, McDonald‟s has taken steps to improve the situation. The company works with local suppliers and farmers to source all its requirements. This indicates that McDonalds has over the years streamlined its business through its strategic and threshold resources to become a key player in the India market. 7. Business-level strategy In the company‟s level strategy, the issues considered are resources and capabilities, positioning approach, differentiation and costs strategies. 7.1 Resources and capabilities While McDonald‟s resources are the useful assets which help the company create a cost or differentiation advantage which rivals cannot acquire easily, capabilities entail McDonald‟s ability to use its resources effectively and efficiently (Gilbert, 2009; Business Education, 2011). Examples of McDonald‟s resources include: corporate brand identity such as brand image, brand reputation and brand equity. Other resources include strong technical know-how, installed customer base and patents and trademarks. An example of McDonald‟s capability is its skill in bringing a product to the Indian market faster than rivals who help the firm enjoys first-mover benefit. McDonald‟s resources and capabilities form distinctive competencies which facilitates innovation, efficiency, quality and customer responsiveness. A resource-based view is used to explain McDonald‟s resources and capabilities (see Figure 2). According to the resource-based view theory, McDonald‟s uses its resources and capabilities to produce a competitive advantage which subsequently yields an excellent value creation. The model indicates that McDonald‟s must develop a competitive advantage through resources and capabilities which are superior to competing products. 7.2 Positioning approach McDonald‟s India positions the brand through utilizing its resources and capabilities which ultimately develops into costs and differentiation strategies. This is aimed at delivering product benefits exceeding competing brands at lower costs. This indicates that McDonald‟s India positions itself in the fast food industry through its low-cost and differentiation strategies. 7.3 Differentiation and costs strategies While differentiation strategy entails delivering superior product benefits that exceed competing products, costs strategy entails delivering product that benefits at lower costs. This is directed at achieving a competitive advantage that would help McDonald‟s deliver superior value for customers and superior return for the firm. 8. McDonald’s India analysis The company‟s strengths and weaknesses as well as opportunities and threats are discussed here. Table 3 balances the internal and external environment of McDonald‟s in India Table 3: McDonald‟s in India‟s SWOT analysis STRENGTHS While there seems to be a fair balance of the strengths and weaknesses, the former outweighs the latter. This indicates that the firm stands a chance of utilizing its market position to become a strong force to recognize if it will convert its weaknesses into strengths. For example, McDonald‟s could invest in public relations to change the negative perception consumers have towards fast food so as to increase consumers brand association and preference. On the external environment, while the growing middle class population indicates more disposable income on fast food, the intense competition may not allow McDonald‟s to capture on the trend but through aggressive campaign. 9. Corporate-level strategy McDonalds India‟s mission is to become consumer‟s most favorite place to eat. The mission is designed to be achieved through its global strategy of „plan to win‟ approach by offering superior consumer experience. The company is guided by its operational strategic goals of lower costs, quality products delivered at quick speed in a flexible environment (Business Wire, 2011; Rapoza, 2012). For example, it serves as the costs leader in the fast food market through its economies of scale and cost control mechanisms. On the quality, it provides tasty and healthy options without compromising the standard. McDonalds entered India through a joint venture with Hardcastle Restaurants Pvt. Ltd and Connaught Plaza Restaurants Private Limited who spearhead the promotion of McDonald’s operations in West, South and North regions (Srikant, 2013). The relationship between foreign partner and the locals is a mutual one in that human capability, marketing expertise and operational know-how are shared among the associating firms so as to achieve a mutual benefit. For example, while McDonalds uses its strong global market expertise and presence in promoting the brand in India, the two partners use their knowledge on the local complete latter efforts. McDonalds involves both in forward and background so as to have a better control over the supply chain and logistic function of the fast. For example, McDonalds India 12 diversifies into related products on the area of healthier product offering, franchising, upstream and local product sourcing. This indicates that the firm expands tap into growth potentials in the market by introducing more products-line and increase market share. This fulfills consumers‟ unmet needs because it becomes more attractive and better competitor. Diversification gives the firm more control over market by capturing profitable opportunities and gaining access to crucial resources. However, diversification has the risk of not selling the new products or generating enough revenue to cover the investment costs. 10. McDonald’s India structure and control pattern McDonald‟s India adopts decentralized management structure in its task allocation, coordination and supervision towards goal achievement. This indicates that each of McDonald‟s outlets in India has a restaurant manager who allocates, coordinates and supervises the operations so as to ensure that the sales quotas and performance is achieved (Business Education, 2011). However, middle-line managers and training managers assist the restaurant manager to achieve the organizational goals. While the manager and assistant managers oversea the daily running of the outlet, the delivery crew members perform basic operations such as procuring materials and preparing and packaging food menu and ensuring customers satisfaction. While the decentralized structure helps each restaurant to implement policies and strategies according to their peculiar needs and tastes, it could cause inconsistent service quality and standards among the restaurants in different regions. 11. Recommendation McDonalds in India should take note of the needs and expectations of the local consumers. Thus, the following points must be considered in order to attract and increase the customer base in India. McDonald‟s India should offer superior value through unique product benefits at affordable price and ensure consistent service quality. The company should offer food menus comprising many options so as to suit consumers‟ varying tastes and preference McDonalds India should offer healthier menu options and enhance its brand image through investing in public relations The company should provide convenient and quick services to meet consumers changing lifestyles 12. Conclusion McDonalds penetrated the India market in the 1996 due to growing middle class population, changing lifestyles, and the tendency for dual partners to hold full time job. However, the company did perform well at the initial years due to cultural mismatch between McDonalds who represents the American culture and the locals who epitomizes the India culture. To achieve greater results, McDonalds revamped its store outlets, reduced price by 6-15% and product location. If the company wishes to maintain its market position in the emerging market, it must streamline its product benefits to include health concerns of the consumers. References Ali, I. et al. (2011). â€Å"An exploratory study on the web-based customer relationship management in the fast-food industry in Malaysia†. 2011 2nd International Conference on  Economics,  Business  and  Management  [online]  Vol.  22(14).  Available:  Fast foodwww.ipedr.com [Accessed: 13 October, 2013] Business Education, (2011) McDonald’s Company Facts Home Page [online]. Available: http://www.bized.co.uk. [Accessed: 13 October, 2013] Business Wire, (2011) Research and Markets: The fast food market in India: Indian fast food market is growing at the rate of 30-35% Per Annum, 04 August [online]. Available: http://www.businesswire.com [Accessed: 7 October, 2013] Gilbert, S. 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