The Analysis of Majors Issues of Amp Incorporated Essay Example

The Analysis of Majors Issues of Amp Incorporated Paper The analysis of majors issues of AMP Incorporated AMP Incorporated, one of the largest manufacturers of connector and interconnect device, started in 1941, experienced several rounds of fluctuation and grew up with the bloom of U. S. economy. Literally, AMP could be seen as the leader and the guideline of the electrical industry. However, there does not exist a forever winner in business world. The rapidly changing environment, complex condition and intense competition may influence the result of a decision dramatically and push the company into a dangerous abyss like the situation AMP Incorporated met after the financial storm in Asia-Pacific. If there are some other possible strategies AMP could make out to deal with the issue it met under such kinds of situation? Could AMP do better by making the same decision? To obtain the answer, we will then make insight and comprehensive analysis to those issues happened on Amp Incorporated. Issue of aggressively purchasing: From the beginning of AMP history, one of the core philosophies of AMP was that it was an engineering and manufacturing factory. It almost becomes a tradition of AMP that it will spend as much as 9 percent of its sale annually on research and development department which is far less than 1 its competitor. An article of faith is created by AMP that it remains self-contained and develops its own technology during a period of 40 years. However, time always changes. We will write a custom essay sample on The Analysis of Majors Issues of Amp Incorporated specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Analysis of Majors Issues of Amp Incorporated specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Analysis of Majors Issues of Amp Incorporated specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The appropriate strategy in 40 years ago may not proper to the company 40 years later and might even stagnant the development of a company. According to the case, why AMP starts to aggressively purchasing companies is mainly based on two reasons. First is the external reason that the rapid growth of the electrical industry makes it harder for company to continue competing by simply depending on itself. To curb the mounting risks and prohibitive costs of increasingly complex technologies, AMP have no choice but to join to each other through consortia, joint ventures and other partnerships. Second reason is the internal ambition of AMP to diversify it products and try to monopolize a whole realm of electrical products. AMP expects to broad its product lines and providing complete assemblies to its consumers instead of supplying some discrete electrical components. The good thing for AMP to insist on those purchasing is really obvious and remarkable that AMP constructs it powerful force on the oversea market. Through such an aggressive purchasing strategy oversea, AMP achieve huge amount of revenue from the investment on those fast developing countries such as China and India. Apparently, AMP has a bunch of sufficient reasons to apply its aggressive purchasing strategy. While, could we just assert that this aggressive purchasing strategy is a great strategy without any flaw? Although by acquiring or entering joint ventures with other enterprises may help AMP to expend into new products and market, the pace of buying of AMP seems too rapid on the other hand. 2 In other words, the purchasing strategy of AMP is not prefect as it looks like because that it is too aggressive and impatient. Overly aggressive purchasing not only brings high revenue to AMP but also bring high rate of risk at the same time. Overly rapid speed of acquisition may lead to a large numbers of unreasonable and irrational buying. For instance, the first venture in the history of APM which cost it 13 million dollars does not proved fruitful at all. In fact, this purchase is a quite obvious failure of acquisition because the AMP has to close this first subsidiary company itself in just 4 years, and AMP has to lay off one-third of the employees. How could we improve the aggressive purchasing policy? To avoid the danger of over aggressive acquisition, we just need to convert aggressive acquisitions to rational acquisitions. First of all, AMP should have a long pre-planning for the target of the purchasing according to its long-term development direction. And then, AMP should be calm down and be patient to choice its target carefully. After chooses a list of companies it interest in, AMP should conduct a thorough assessment to those companies. Ask itself whether this acquisition is benefit or helpful to our ambition? At what field could this subsidiary help AMP? Is it difficult for the subsidiary itself to survive in the market? Then based on the statics from the assessment and considering all other kinds of conditions, AMP could then select those most profitable to purchase rather than aggressively buy every company it likes. Doing so, AMP could deduct much cost of wasting on inappropriate acquisitions and become more efficient on purchasing. Issue of pursuing â€Å"one-stop shopping†: As the internal reason drives AMP to carry out its aggressive storm of purchasing and joint 3 venture, â€Å"one-stop shopping† strategy express the strong ambition of AMP to broaden its market and expand the variety of its production. In order to offer one-stop shopping to its customers, AMP can no longer keep still in its specialized area for supplying some specific electrical products, instead, it need to set foot in those fields which are unfamiliar to AMP company such as the fields of new fiber optic, additive printed wiring boards, and cable assembly technologies. The example of joint venture with Akzo N. V, a Dutch chemical company, shows AMP’s determination to keep on following its â€Å"one-stop shopping† strategy. But whether a strategy is appropriate for that company to practice under a specific time background could not simply depend on the determination of that company to execute its decision. In the case of AMP incorporated, in order to achieve the goal of provide â€Å"one-stop shopping† for its consumers, AMP has to make a huge amount of acquisition to fill up those fields of technology which is not familiar to it. However, such an enormous amount of investment to other fields of technology may not bring a significant profit to AMP immediately because this investment could be seen as a kind of long-term investment and it costs lots of time for those newly-bought subsidiaries to adapt the operating system of AMP Inc. Thus, the decision to carry out the â€Å"one-stop shopping† strategy will bring a heavy burden to the financial condition of AMP and a high risk of participating into some unfamiliar realm. When undergoing such a heavy financial condition, the continuous acquisition and joint venture of AMP almost rely on its abundant capital which is created by the well running in its specialized business field and accumulated from the found of the enterprise. Based on the sufficient capital to invest, AMP’s goal of providing â€Å"one-stop shopping† for its consumers really 4 bring numerous opportunities and benefit the company in many aspects. With the expansion of market, AMP has chances to meet lots more enterprises specialized in totally distinctive areas. Then AMP could develop relationships with those companies which are both the seniors and competitors in that field of business. Those relationships developed between those various types of companies will benefit AMP more or less in the future growth of AMP. Also, what AMP could benefit from pursuing â€Å"one-stop shopping† is to diversify its product and control larger amount of market share in long run. Nowadays, AMP has already become one of the biggest overlords controlling the whole electrical connector industry. This significant achievement of AMP has to be attributed to the insistence on â€Å"one-stop shopping†. Without this strategy of conversion, AMP, continuing to run as a specialized company, may be constrained in a limited aspect of development. As an example of successfully application â€Å"one-stop shopping† strategy, Apple Inc, once a computer technology focused company, in order to supply complete assemblies of products related to computer, Apple broaden its research into the area of MP3 and cell phone. Such a movement brings Apple considerable profit and makes it becomes a worldwide leader in electrical technology. We could say that â€Å"one-stop shopping† strategy, although goes with risk, greatly stimulate the potential and infinite possibilities for AMP to develop itself. Therefore, in an overall point of view, the benefit brought by pursing â€Å"one-stop shopping† is greater than the risk and harm carried with this strategy. Issue of Agency relationship: When time goes into 1998, two suitors for AMP are attracted by extremely low stock price. Facing the first hostile bid from Allied Signal Incorporated, the management and board of directors of AMP reject the tender offer at a price of $44. 5 per share. Then, the conflict comes out between shareholders and management upon this purchasing. Representing by Hixon family, most of the stockholders of AMP Inc tend to agree with the tender offer. They are willing to sell the share they possess to Allied Inc. On the othe r hand, the management of AMP feels angry about the price per share provided by Allied Inc. They want their shareholders choose to trust their ability to returning value to AMP’s stockholders. After failing to persuade shareholders stop selling their stock to Allied Inc, the management has no choice but to conduct a self-tender to prevent their famous worldwide enterprise to be purchased at a cheap margin price. This self-tender offer further stimulated the dissatisfaction of the shareholders. As a result, they start to pressure the management of their company to stop fighting with Allied Inc. It is clear that the management of a company is hired by the shareholders and work for them to run the whole company. Their ultimate responsibility is to represent the interest of shareholders and maximize the value owned by those shareholders. However, in this case of purchasing, there is a difference between maximize the value owned by shareholders and just do what the shareholders desire. Simply following the direction of shareholders may not be a rational decision for the management of AMP. After undergoing the influence of financial storm in Asia-Pacific area, AMP’s shareholders may lose their confidence and patience due to the weak performance as a whole company during this difficult period. When problems involving with people’s own interest, people will always lose their 6 calm judgment and long run sightseeing. The shareholders of AMP, being anxious to save their principle, do not trust the management members who have worked for this company for many years even thought the management of AMP has already start to take a series of action such as trimming its workforces and closing some plants to reduce the cost. Several long letters written by AMP management to explain why they are fighting against the bid of Allied Inc do not bring any change of these shareholders’ altitude towards the tender. The relationship between the shareholders and management of AMP is breakdown gradually because of the shareholders’ impatience to save their money. Although there is no wrong for those investors to protect their principle from continues decreasing, they should try to believe their most important partner – the board of the company that they will try their best to create the maximum value for AMP Inc. The final result of this struggle with Applied Inc is AMP’s merging with Tyco at $51 per share which is apparently higher than the price provided by Applied Inc. Both the investors and management of AMP get a happy ending compare to be purchased by Applied at a cheap price at last. But on the back of successfully raising the stock price for sale, the decision of self-tender made by the board of AMP is really a dangerous movement. Shareholders have to endure a risk of continuous losing their investment in AMP because no one could guarantee that Tyco must purchase AMP or purchase it at a higher price. Instead of announced the decision of self-tendering, the management of AMP should let the shareholder know about this decision even though there may be gigantic resistance for management carry out that decision. All in all, the choice of fighting with Allied’s tender offer at a cheap price is rational and insight tactic. 7 While, how does the AMP Inc, once the most powerful companies and the No. 1 enterprise in the industry of electrical connectors, incur such a serious problem to survive? How does it have to face the destiny of being merged? Issue of undergoing the economic slowdown: The factors which push AMP into such a dangerous situation when experiencing a terrible economic condition could be illustrated in two aspects. As the case says, AMP’s share price had dropped mainly attributable to economic slowdown in Asia-Pacific and a strong U. S. dollar, although U. S. sales were also off. The reliance to the foreign sales of AMP leads to the dramatic decreasing of its amount of sales in worldwide range when the economic slowdown affects the region beyond U. S. The other factor that causes AMP to lose its sale amount in the domestic market is mainly caused by structural adjustment of AMP in 1996 and 1997, the same year as the financial storm. As the data shows us in this case, the sales amount in the region of Asia/Pacific occupy one-fifth of the total sales in the whole world. Affected by the serious finance storm in 1997, currencies in most of Asian countries like Japan, Korea and Thailand experience a horrible depreciation. Such depreciation dramatically weakens residence’s purchasing power in those ountries. However, a strong U. S. dollar makes the gap between dollar and other kinds of currency even deeper. Bunches of firms, who signed contracts with AMP could not afford the high exchange rate, finally have to give up the contract. For those common people who are the clients of AMP, how can people who are worrying the problems of their basic lives pay any more attention on those inessential electrical appliances? As a result, AMP may lose a large numbers of clients in Asia/Pacific region that 8 riginally contribute as much as 20 percents in its total sales. While most of the AMP’s competitors are focusing on the domestic market and hence, affected less by the economic slowdown in Asia/Pacific. In case of the happening of such a tragedy, what AMP could do is basically to reduce its cost, supply a series discount, and offer a flexible contract to its big client. By reducing the cost of products and supply discount for clients, AMP could decline its price at the largest extent and keep a low rate of profit. Doing so could not only stimulate the sales amount of the company, but also accelerate the inventory turnover of its products. What’s more important is that by decreasing the price, AMP could help those depressed consumers to find back the willingness of purchasing its products. Also, a flexible contract makes the big clients of AMP feel comfortable because they could feel they are treated reasonablely and friendly by AMP. Restructuring is the other factor that contributes to the weakness of AMP during the awful economic condition. Although this reconstruction is designed as a preparation for the next round of development, and should meant to be beneficial to the company in a long run, the company is still fail to take the change of economic condition into consideration. So, when the finance storm comes up, AMP in U. S. is also influenced because it has wreaked a lot of havoc in this re-born company. But it is not impossible to avoid the happening of such situation. AMP should design a better pre-planning of structure which taking more factors such as change of economic conditions, development of its competitors and the renovation of technology in that industry. After thorough consideration of variety of changing factors, AMP could then establish many specific countermeasures aimed at these situations. 9 In conclusion, although the AMP Inc owns a glorious history of expand and development, several decisions which are not fully thought will directly lead to the collapse of the whole enterprise. Thus each strategy made by a company should be considered over and over again. 10

Free Essays on Education In Brazil

EDUCATION IN BRAZIL SCHOOLS and TEACHERS in BRAZIL Until 1971 4 years of primary schooling (mandatory) 4 years of middle level school 3 years of Normal, Classical or Scientific studies After 1971 Pre-primary, 2-3 years 1st to 8th grade (mandatory) Collegial (High School), 3-4 years Vestibular (College entrance exam preparation) University, 4 to 5 years TEACHERS Most teachers are women Low salaries, minimal wages Frequent strikes SALARIES Elementary Schools: Usually 4-5 Minimum Wages for government schools $1,000 per month at private schools Maternity leave: 4 months Sick leave: as needed Vacation: January, february, July and half of December Universities: High salary: $1,500 per month Average salary; $500-700 per month TWO REALITIES PUBLIC SCHOOLS PRIVATE SCHOOLS Some of the best teachers (selected Good teachers (the bad ones are fired) by proficiency exam), but also some of the worst in rural or poor areas. 2-3 hours of class per day 5-6 hours of class per day Teachers often absent from school Teachers do not miss school Frequent strikes No strikes Free education to all Costs $50 to 400 per month per student Free meals No free meals Free materials No free materials Students use uniforms Students usually use uniforms Poor curriculum and planning Strong curriculum and planning Bad organization Good organization Very little discipline Strong discipline Students from poor population Students from rich and middle class Poor buildings and installations Usually good installations CURRENT SITUATION Everybody agrees there is a CRISIS in education in Brazil What to do about it? Brizola, Governor of the State of Rio de Janeiro, has tried to do something: o Building new, large integrated schools o All day classes, from 8 AM until 5 PM o Schools provide FOOD and Medical Assistance A recent conference of 600 school administrators gave following report: o Of 100 students that start the 1... Free Essays on Education In Brazil Free Essays on Education In Brazil EDUCATION IN BRAZIL SCHOOLS and TEACHERS in BRAZIL Until 1971 4 years of primary schooling (mandatory) 4 years of middle level school 3 years of Normal, Classical or Scientific studies After 1971 Pre-primary, 2-3 years 1st to 8th grade (mandatory) Collegial (High School), 3-4 years Vestibular (College entrance exam preparation) University, 4 to 5 years TEACHERS Most teachers are women Low salaries, minimal wages Frequent strikes SALARIES Elementary Schools: Usually 4-5 Minimum Wages for government schools $1,000 per month at private schools Maternity leave: 4 months Sick leave: as needed Vacation: January, february, July and half of December Universities: High salary: $1,500 per month Average salary; $500-700 per month TWO REALITIES PUBLIC SCHOOLS PRIVATE SCHOOLS Some of the best teachers (selected Good teachers (the bad ones are fired) by proficiency exam), but also some of the worst in rural or poor areas. 2-3 hours of class per day 5-6 hours of class per day Teachers often absent from school Teachers do not miss school Frequent strikes No strikes Free education to all Costs $50 to 400 per month per student Free meals No free meals Free materials No free materials Students use uniforms Students usually use uniforms Poor curriculum and planning Strong curriculum and planning Bad organization Good organization Very little discipline Strong discipline Students from poor population Students from rich and middle class Poor buildings and installations Usually good installations CURRENT SITUATION Everybody agrees there is a CRISIS in education in Brazil What to do about it? Brizola, Governor of the State of Rio de Janeiro, has tried to do something: o Building new, large integrated schools o All day classes, from 8 AM until 5 PM o Schools provide FOOD and Medical Assistance A recent conference of 600 school administrators gave following report: o Of 100 students that start the 1...

Words Ending in -ance and -ence

Words Ending in -ance and -ence Words Ending in -ance and -ence Words Ending in -ance and -ence By Maeve Maddox A reader asked if there were some easy-to-remember spelling tip for dealing with words ending in -ence and -ance. Both endings derive from Latin nouns. Words from Latin nouns ending in -entia affluence from affluentia, â€Å"abundance† audience from audientia, â€Å"a hearing† benevolence from benevolentia, â€Å"good will† continence from continentia, â€Å"self-control† diligence from diligentia, â€Å"accuracy† Words from Latin nouns ending in -antia elegance from elegantia, â€Å"neatness† petulance from petulantia, â€Å"forward conduct† significance from significantia, â€Å"an indication, a sign† vigilance from vigilantia, â€Å"watchfulness† tolerance from tolerantia, â€Å"enduring† Here are some of the most common English words with these endings. The only way to spell them correctlyapart from using a spell checkeris to memorize them. Words ending in -ence: absence affluence audience coherence conference confidence conscience consequence consistence correspondence dependence diligence evidence existence influence obedience occurrence patience persistence preference reference Words ending in -ance: acquaintance allowance ambulance annoyance appearance appliance arrogance disturbance dominance extravagance grievance guidance ignorance instance nuisance relevance remittance resistance significance substance tolerance Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Spelling category, check our popular posts, or choose a related post below:The Yiddish Handbook: 40 Words You Should Know20 Pairs of One-Word and Two-Word FormsDrama vs. Melodrama

Geometry proj2 Essay Example | Topics and Well Written Essays - 1000 words

Geometry proj2 - Essay Example be used to find the area of a parallelogram since the rectangle has been obtained by translating a triangular section of the parallelogram without loss of area thereby maintaining the base length and height. 4. How do the base and height of the parallelogram compare to the base and height of the original triangle? Write an expression for the height of the parallelogram in terms of the height, h, of the triangle. 10. Show how you can find an area formula for a kite using a reflection. (hint: Reflect half of the kite across its line of symmetry d1 by folding the kite along d1. How is the area of the triangle formed related to the area of the kite) 2. A company sells cornmeal and barley in cylindrical containers. The diameter of the base of the 6-in-high cornmeal container is 4 in. The diameter of the base of the 4-in-high barley container is 6 in. Which container has the greater surface area? Which container has the greater volume? 3. The roof of a 50 ft circular building is shaped like a cone with a diameter of 40 ft and height 20 ft. What is the surface area of the building and roof together? What is the volume of building and roof together? (5 points) 5. On Sept. 3, 1970, a hailstone with diameter of 5.6 in fell at Coffeyville, KS. It weighed about 0.018 lb/in.3 compared to the normal 0.033 lb/in.3 for ice. About how heavy was this Kansas hailstone? (5 points) 7. Two storage bins are built in the form of rectangular prisms, and the two bins are similar. One stores wheat at a cost of $.15 per bushel, and the other stores corn at a cost of $.20 per bushel. The bin storing the wheat has a square base 80 ft on a side and is 120 ft tall. If the cost of storing the wheat is $8000, and the cost of storing the corn is $36,000, find the height and the length to the nearest whole number of a side of the base of the bin storing corn. (2 points) 9. Two similar cylinders contain juice. The first cylinder has radius 6 in and height 10 in., contains orange

CURRENT EVENT Essay Example | Topics and Well Written Essays - 750 words

CURRENT EVENT - Essay Example Certain theorists have even stated that individuals even remain poor as they give up and submit to the culture experienced by the poor class. Individuals who become a part of this culture feel that they cannot change their economic scenario. They give up on the idea of competing and they feel that they are inferior to others and do not have the power to change things around. Sociologists are basically conducting a stereotypical behavior when they suggest that an individual remains poor due to his own activities. This is because not everyone in the poor class gives up or are not future oriented, those who get the option and chance try their best to turn their current economic conditions. The real reasons due to which an individual’s faces poverty are limited access to education and highly paid jobs. Several theorists even believe that individuals prefer not working at all in jobs that demand high amount of time and costs and they rather live on aid given to them by the governme nt, due to this the government’s aid has been questioned constantly. ... Scientific and psychological studies have even proved that poverty leads to major consequences such as elevated amount of stress, issues with family and work life and improper decision making. The bible pays emphasis to poverty and poor people, the bible has ordered Christians to help those people who are in need and this help is to be provided to them by those who are in better positions. Thus, it is the job of the wealthy to help the poor class; this will help in decreasing the difference between the economic conditions of the poor and the rich. According to conflict theorists, there is lot of wealth in current society and in these societies no individual should live without being able to acquire their basic necessities. They even stated that there is existence of poverty in the society just because those in power have the desire for poverty to exist (Zastrow, 1990, p508). They even believe that the poor people who are working are being paid very low salaries and wages just for the reason of ensuring that their employers remain wealthy at the expanse of poor working class. They even believe that people are unemployed because those who have the authority do not want these people to gain employment and that is why they keep standing against programs that can reduce the rate of unemployment. These programs include training sessions and education, these programs are rejected by the powerful because the powerful do not have the intention of giving away money as taxes and want to save that money even. Wealthy individuals fall in the category of people who are individualistic and they believe that individuals face poverty due to their own lack of efforts rather than the situations that are not in the control of these individuals. Wealthy individuals

The links between CFCs Essay Example for Free

The links between CFCs Essay There have been many methods to try and investigate the chemistry of the atmosphere. Some scientists use monitoring to find out what is present in the atmosphere and in what concentration. Many of the substances present have characteristic absoroptions in the infra-red and ultra-violet reigons of the spectrum. (1) Eg Ozone absorbss ultra-violet radiation with wavelengths below 360nm. (1) Ozone concentration has to be measured over a period of time, at different heights and lattitudes to make sure that any decreases are not from natural influences. This can be done from the ground, high-altitude planes and satellites. Laboratory measurements are used to determine how substances will behave in the stratosphere like how they are affected by solar radiation and the rates of reaction. The rate constants are very important and allows the rate to be calculated for almost any conditions. It is not enough to know how they react in the laboratory because, on this small scale, gases mix quickly by diffusion (1) but in the stratosphere there are much larger distances and known gasses are not perfectly mixed. We would not be able to make full use of these measurements without knowledge of air movements (meteorology). CFCs in the troposphere are extremely unreactive but in the stratosphere there are much higher levels levels of radiation energy which are needed to break down C-Cl bonds. This energy does not reach the troposphere because it is filtered out by the O2 and O3 molecules present in the stratosphere. Small concentrations of CFC 11 (CCl3F) were discovered in rural areas, wel away from any sources,and showed that it was able to diffuse to Antarctica. Such a stable gas would accumulate in the atmosphere. Scientists flew into the ozone hole and measured the concentrations of ClO radicals and O3. Figure 4 below (1) shows that the concentration of O3 fell dramatically at the point where the concentration of ClO radicals soared. This was conclusive proof that a catalytic cycle involving Cl radicals must be involved in O3 depletion. Also figure 1 (4) shows a severe depletion in the ozone layer over the Antarctic on October 1, 1999. The rapid depletion of CFCs in the stratosphere is due to the high levels of ultra-violet radiation which leads to the photodissociation of CFC molecules. Eg A CFC 11 molecule would absorb the high energy ultra-violet radiation and fragment to release chlorine radicals: CCl3F == CCl2F + Cl. (1) The Cl radical could then destroy ozone in a catlytic cycle (1): Cl + O3 == ClO + O2 ClO + O == Cl + O2 overall: O + O3 == 2O2 (1) The chlorine atoms are not used up in these reactions, they are homogeneous catalysts. (4) The raction rate is fast and one chlorine molecule could destroy thousands of ozone molecules. The oxygen free radicals, O in the second equation, are formed continuosly in the stratosphere. Ozone depletion is most severe over Antartica in the southern spring because of unique weather conditions, the sun disappears for six months. In the winter a vortex of cold air isolates the circulating air mass from the rest of the atmosphere (1), polar stratospheric clouds form allowing particles nitric acid frozen around the nuclei of sulphuric acid. The clouds provide a surface for the reaction of HCl with ClONO2. This reaction produces Cl2 which breaks down to form Cl radicals when the sun returns. These radicals lead to the destruction of Ozone. Figure 5 below (1) shows how polar stratospheric clouds help Cl radicals to destroy ozone. As the chemistry of chlorine in the sratosphere is better understood it is shown that some gasses like NO2 and CH4 can react with ClO radicals and interrupt the catalytic cycle: Cl + CH4== HCl + CH3 ClO + NO2 == ClONO2 The chlorine atoms become bound up in the stable reservoir molcules, HCl and CIONO2. They remain chemically inactive until realeased (3). CFCs have been used so widely for many reasons. It has the essential physical properties for a refigerent, appropriate boiling and freezing points (low enough to evapourate efficiently but high enough to liquefy by compression) (2). Its chemically stable, non toxic and cheap. (2) CFCs and the related HCFCs quickly became the refrigerantschioce for almost all applications. It had a wide range of uses, see table 2 below(2), and it was better than all previous refigerants. Table 2 (2). Compound Number Bp/ C Major Applications CCl3F CFC11 23 Air conditioners, water chillers, aerosols, coolant CCl2F2 CFC12 -29 Domestic fridges and freezers, car air condtioning, poly(styene) foams Scientists want to use HFCs (hydrofluorocarbons) as a replacement for CFCs because they contain fluorine as the only halogen (2). They also do far less damage to stratospheric ozone because HFCs are broken down in the troposphere by OH radicals so very little reaches the stratosphere also the C-F bond is not broken in the stratosphere. HFCs have no effect on O3 but they contribute to global warming. Also existing equipment will have to be modified or redesigned which could be very expensive. References:- 1. Article 1 Do CFCs destroy the ozone layer? , taken from ChemistryReview, March 1993. 2. Article 2 The rise and fall of CFCs, taken from Chemistry Review, September 1996. 3. Chemical Ideas pg 242 Heinemann 4. http://www. cis. ohio-state. edu/hypertxt/faq/usenet/ozone-depletion/top. html.

Americas Crime Fighters Need DNA Fingerprinting Essay -- Genetic Argu

America's Crime Fighters Need DNA Fingerprinting Deoxyribonucleic acid (DNA) is a chemical structure containing a base sequence. Base pairs are genetic codes made up of four chemicals (Adenine, Guanine, Cytosine and Thymine) and each sequence differs in every person. Because DNA is so complex and varies immensely in individuals, it can be used like a fingerprint, hence the name DNA Fingerprinting. DNA can be found and analyzed in blood, semen, saliva, hair and skin--even decades old if properly stored. The process takes longer than simple fingerprinting and is very expensive, but the results are almost perfect in determining identity. While these tests are very accurate, there is a 1 in 50 billion chance that two people will have an identical match. According to Kate Brinton and Kim-An Lieberman, the applications of DNA Fingerprinting are mainly Criminal Identification and Forensics, Paternity and Maternity tests, and Personal Identification (Applications link). Many court cases have been resolved through DNA testing , and because of today’s technology, it should be used more often in all necessary circumstances. Thomas H. Murray from Case Western Reserve University stated in 1987, â€Å"The moral significance of humankind is no more threatened by peeking at the underlying musical notation, the base sequences, than is the score of Beethoven’s last symphony diminishing to that piece of work.† In other words he is saying that analytical results from a base sequence should not affect someone’s moral views on DNA testing. As to who should be able to analyze your DNA and how long it remains on record, results should be as available as any other form of identification. DNA testing was first developed in... ...cation of many people possible. Finally, when a person is monitored or screened in the workplace for possible illnesses, they must understand that it is beneficial for them as well as other employees in the workplace. Results relate to the presence of mutated DNA strands and should be reflected on the person’s current physical condition as well as their past. This makes any changes to the workplace environment more accurate and logical. If any instance calls for DNA testing, results should be filed when the issue is resolved. People need to know of any concerns with their DNA to determine possible solutions. These solutions can be preventative medications or a recommendation to work in safer environments. Whether it needs to be viewed by doctors, researchers, or for criminal investigations, results should be as available as any other form of identification.

Multi-agency working in a special school setting

There are about 15,000 kids ( aged under 18 ) with complex and profound acquisition troubles in England ( DCSF, 2008, School Census ) . The Department for Children, Schools and Families ( DCSF ) define composite and profound tilting troubles in the undermentioned footings: In add-on to really terrible larning troubles, the kids will hold other important troubles, such as physical disablements, centripetal damage or a terrible medical status. They require a high degree of big support, for their personal attention every bit good as for their acquisition demands. They are likely to necessitate centripetal stimulation and a course of study that is broken down into really little stairss. Some kids with profound and multiple acquisition troubles communicate by gesture, oculus pointing or symbols ; others communicate by utilizing really simple linguistic communication. For the intent of this survey, in line with the DCSF definition, pupils with complex and profound acquisition troubles are defined as those who portion two features: a profound cognitive damage or larning trouble ; and a complex interaction of troubles in more than one country of operation. Evidence suggests that locally coordinated proviso is being adopted nationally as a person-centred attack to the demands of kids with complex and profound acquisition troubles ( Hirst and Baldwin, 1994 ) . Despite this, the Further Education Funding Council for Learning Difficulties and/or Disabilities Committee ( FEFC, 1996 ) suggests there are still promotions to be made in be aftering between professional groups in order to advance educational patterned advance and societal inclusion ( Department of Health, 2001 ) . In relation to these findings this paper describes a research survey that aims to measure the effectiveness multi-agency working within a proviso for kids with complex and profound acquisition troubles.Multi-agency working: a argument over conceptualizationIn past research, the footings inter-agency and multi-agency have been used interchangeably, doing the construct of multi-agency working less clear. Some research workers, such as Carpenter ( 1995 ) have suggested th at the differentiation between the two is numerical, whereby ; ‘inter-agency ‘ refers to two professionals workings together, such as a instructor and instruction helper, whilst ‘multi-agency ‘ working refers to a state of affairs when there are more than two professional groups are involved, such as a primary school instructor, physical therapist and larning support instructor. Other authors suggest the difference between inter-agency and multi-agency working roots from issues of professional boundaries. For illustration, inter-agency working could be seen as â€Å" like you are traversing into another infinite†¦ † ( Pirrie et al. , 1998, p.213 ) where there are clear function definitions, whilst multi-agency working can be seen as advancing blurred boundaries between professional groups ( Wilson and Pirrie, 2000 ) . The DfES defines multi-agency working as: â€Å" †¦ different services and squads of professionals and other staff working together to supply the services that to the full meet the demands of kids, immature people and their parents or carers. † ( DfES, 2004, p.18 ) . It is believed that the term ‘multi-agency ‘ working screens a wide array of engagement, which could run from meetings between professionals from different bureaus to professionals working collaboratively over long periods of clip and across local communities ( Barnes, 2008 ) . For the intent of this survey, multi-agency working will affect different professionals working together on a regular footing over a considerable period of clip at The Meadows[ 1 ]to run into the demands of the students who attend.Multi-agency working to back up kids with complex and profound acquisition troubles: the demand to organize servicesOver clip, there has been a gradual displacement in the perceptual experience of persons with complex and profound acquisition troubles. Whereby, the medical theoretical account, with its concentration on personal shortage, is bit by bit germinating into a societal theoretical account which highlights the impact of environmental factors, societal factors and entree to educational chances on the lives of those with complex and profound acquisition troubles ( World Health Organization, 2001 ) . The increasing focal point on quality of life has highlighted the demand for professional bureaus to work collaboratively, if those with complex and profound acquisition troubles are to take richer lives ( Mencap, 2000 ; Barnes, 2008 ) . Besides, multi-agency working is being progressively seen as a agency of enabling improved entree to specialist support and resources, easing inclusion and ensuing in raised attainment ( Forbes, 2007 ) . Roaf ( 2002 ) suggests that multi-agency working enables kids with complex educational demands to make their full potency, stating: â€Å" Despite the complexness of their troubles, in school, instructors frequently find that when professionals work closely together, immature people reach their educational potency†¦ † ( p. 2 ) . Roaf ( 2002 ) besides highlights how, in contrast to multi-agency working, accessing services which are fragmented can frequently take to holds in accessing support and kids can at times get ‘lost in the system ‘ . Further research suggests that kids with complex and profound demands frequently experience co-occurring and overlapping troubles ( Maras et al. , 2002 ) which require a holistic appraisal of single demands through multi-disciplinary working. Multi-agency working has been identified as an effectual method of early designation and intercession to turn to complex demands ( Carpenter, 2000 ) and the demand to better multi-agency working to back up persons with complex and profound acquisition troubles was highlighted in the White Paper Valuing People ( Department of Health, DoH 2001 ) . Valuing Peoples advocates a person-centred attack to presenting â€Å" existent alteration in the lives of people with larning disablements † ( p. 5 ) by supplying â€Å" a individual, multi-agency mechanism for accomplishing this † ( p.5 ) . The paper suggests that in order to make the cardinal aim that â€Å" handicapped kids gain maximal life-chance benefits from educational chances, † ( p. 122 ) it is indispensable that wellness attention and societal attention should follow a multi-agency, coordinated attack to back up persons, every bit good as their parents or carers. The overarching purpose of coordinating service s through joint on the job patterns across wellness, societal attention and instruction is to supply a ‘seamless service ‘ ( DfES, 2003, 2004 ) to give kids the best possible start in life and to get the better of the troubles otherwise faced by households through fragmented services ( DoH, 2006 ) . The research base in this country proposes that multi-agency working is a cardinal facilitating factor for enabling kids with complex and profound acquisition troubles to derive improved life-chances and educational chances every bit good as supplying support for parents and carers. The following measure is to see how effectual multi-agency working can be achieved.Pulling on the grounds: factors which facilitate effectual multi-agency workingLiterature from an organizational psychological science perspective suggests that merely seting persons from professional groups together does non needfully take to effectual multi-agency or collaborative working ( Clark, 1993 ; Pirrie et al. , 1998 ) . Alternatively it is proposed that effectual multi-agency working is dependent on broad scope of factors, such as a blurring of professional boundaries which leads to the formation of â€Å" trust, tolerance and a willingness to portion duty † ( Nolan, 1995, p. 306 ) . Besides, success depen ds on the creative activity of a new manner of working that identifies common ends ( Pirrie et al. , 1998 ) , offers clear way at a strategic degree ( Atkinson et al. , 2005 ) and encourages a personal committedness from squad members ( Wilson and Pirrie, 2000 ) . Guidance from Every Child Matters: alteration for kids, provinces: To work successfully on a multi-agency footing you need to be clear about your ain function and aware of the functions of other professionals ; you need to be confident about your ain criterions and marks and respectful of those that apply to other services, actively seeking and esteeming the cognition and input others can do to presenting best results for kids and immature people. ( DfES, 2004, p. 18 ) A elaborate survey carried out with 139 members of multi-agency squads ( Local Government Area Research Report 26 ; Atkinson et al. , 2002 ) found that the primary accomplishments identified for successful multi-agency working across a scope of scenes include: a committedness from all involved ; understanding ain and other ‘s functions and duties ; holding common purposes and aims to work towards ; effectual communicating and information sharing ; strong leading ; holding support or resources needed ; and good working relationships and holding equal clip. Sloper ( 2004 ) found factors at an organizational degree which facilitate multi-agency working include: the planning, execution and on-going direction of multi-agency services ; clear and realistic purposes and aims that are easy understood and accepted ; clearly defined functions and duties with clear lines of answerability ; strong leading from a multi-agency guidance or direction group ; guaranting good systems of communicating and information sharing at all degrees ; and an agreed timetable and incremental attack for alteration. In drumhead, scenes where effectual multi-agency working has been established with a strong committedness from professionals involved has lead to better results for kids with complex and profound acquisition troubles ; nevertheless, the manner in which this is achieved is non simple. There are cardinal constituents identified within the research which are thought to ease multi-agency working but accomplishing effectual multi-agency working is non a straightforward procedure and may change from one puting to another. Based on a reappraisal of the literature around factors which affect multi-agency working, repeating subjects include: the apprehension of functions and duties ; effectual communicating and information sharing ; positive working relationships between persons from different bureaus ; and organizational factors such as how multi-agency working is managed.The Present StudyAt a whole-school staff meeting, The Meadows identified a desire to measure the effectivity of multi-age ncy working centered on students with complex and profound acquisition troubles. At this meeting the school staff reported that they would wish to measure current multi-agency working within the school to larn about how that might be improved for future service bringing. This was so discussed at a planning meeting affecting the research worker, the school SENCo ( Particular Educational Needs Coordinator ) and deputy caput instructor. The present survey is an explorative probe into multi-agency working within this specialist proviso for kids with complex and profound acquisition troubles. The context for this survey is The Meadows School which was established in September 2000 following the reorganization of proviso for kids with particular educational demands in Newtown[ 2 ]and is now presently the lone primary school within Newtown Local Authority catering for the demands of kids with complex and profound acquisition troubles or disablements. In September 2006, The Meadows moved into a edifice which was trade name new and purpose built. Along with instruction and schoolroom support staff, the school is supported by a multi-agency squad of: physical therapists, occupational healers, address and linguistic communication healers, a specializer instructor of the visually impaired, a specializer instructor of the hearing impaired, clinical psychologist, educational psychologist and medical staff, such as the school nurse and the adviser baby doctor. There are presently 124 kids go toing The Meadows, runing in age from 2 old ages to 11 old ages. All are described as holding complex and profound acquisition troubles, which include: terrible autism, complex medical conditions, physical and mobility troubles, every bit good as terrible developmental hold. There is a high proportion of students from an cultural minority background and a little figure of looked after kids who attend The Meadows. An OFSTED review in summer 2007 rated the school as being ‘Good ‘ overall and the undermentioned were rated as outstanding: Foundation Stage proviso, Personal Development and Well-being, Care, Guidance and Support and Curriculum Activities. OFTSED study that â€Å" There are first-class working relationships with other suppliers and bureaus and these have a positive consequence on the development of course of study activities. †PurposesThe purpose of this survey is to measure the effectivity of multi-agency working at The Meadows. This will be achieved by replying the undermentioned inquiries: 1. How is multi-agency working organised and structured at The Meadows? 2. How do multi-agency professionals ( MAPs ) at The Meadows perceive their ain and others ‘ functions? 3. How could multi-agency working at The Meadows be improved for future service bringing?MethodProcedureThis survey was conducted over a four month period from September to December, 2010. Table 1 nowadayss a timeline which illustrates the process ( informations aggregation methods are described in more item in the Measures subdivision of this survey ) .TimeActionRADIO theoretical account ( Timmins et al. , 2003 ) phaseSeptemberOn an informal visit to the scene, The Meadows staff mentioned a demand for research to be conducted within the school. They felt research could assist the school develop future service bringing. I suggested a treatment is held with school staff to place some possible research countries. Phase 1: Awareness of demand raised by the school.Early OctoberI met with school SENCo to discourse possible research countries. The rating of multi-agency working is agreed. I was asked to carry on the research. Phase 2: Invitation to move is given by the SENCo on behalf of the schoolMid OctoberI met with the SENCo, early old ages coordinator and deputy caput instructor to discourse research inquiries and purposes to be investigated. Phase 3, 4 & A ; 5: Identifying stakeholders and discoursing who the results will impact and holding the focal point of concern.End OctoberA research brief is emailed ( See Appendix One ) sketching the purposes of the research, research aims, attack, methodological analysis, timings and contact inside informations, including why information will be collected and how it would be used. Staff are asked to supply feedback on research brief. Phase 5 & A ; 6: Identifying stakeholders and discoursing the focal point of concern every bit good as determining a model for informations assemblage.Early NovemberI visited The Meadows to carry on a semi-structured interview with the early old ages coordinator, deputy caput instructor and caput instructor to larn about the school and how multi-agency on the job maps. Phase 7: Gathering Information stage 1.Mid NovemberI conducted observations over two forenoons ( about seven hours ) to roll up informations. The intent was to depicting four things: the accomplishments and cognition staff were using in their function, working relationships between multi-agency staff, how multi-agency working was structured or organised and what sort of support was offered by MAPs. Phase 7: Gathering Information stage 1.End NovemberI explored student files for information. The intent was to measure the accomplishments and cognition MAPs were using in their function and how multi-agency working was structured. Phase 7: Gathering Information stage 1.DecemberData was collected through the usage of questionnaires. Phase 7: Gathering Information stage 2.MeasuresThe overarching purpose was to measure multi-agency working at The Meadows with an involvement in placing ways of developing future support for kids with complex and profound acquisition troubles at the school. A multi-method attack was used affecting two stages. Phase one, was chiefly analytic-inductive ( Robson, 2002 ) , using an interpretative attack as the footing for question, whereby, semi-structured interviews were conducted, pupil files were explored and observations were used to bring forth rich, qualitative information. Phase two consisted of structured questionnaires used to look into subjects originating from the interview responses and research relationships between variables to bring forth quantitative informations. Semi-structured interviews I visited The Meadows to carry on a semi-structured interview with the early old ages coordinator, deputy caput instructor and caput instructor to larn about the school and how it operates as a multi-agency squad. A semi-structured attack with open-ended interview inquiries was used, as suggested by Cohen and Manion ( 1989 ) to let the research worker to be flexible throughout the oppugning procedure, so that a free-flow of information could be achieved. An interview agenda of inquiries was created based on subjects which had emerged from a reappraisal of the literature. A list of possible inquiries was written ( see Appendix Two ) to motivate the interviewer sing the cardinal points to cover and subjects to turn to. As recommended by Robson ( 2002 ) there was flexibleness over the sequencing of inquiries, their exact diction and the sum of clip and attending given to different subjects depending on the response of the participant. The interviews were tape recorded which Robson ( 2002 ) suggests is good pattern to supply comprehensive informations for ulterior analysis. This method besides allowed me to concentrate on edifice resonance which is an built-in portion of a successful interview procedure ( Dexter, 1970 ) . At the start of each interview I described the interview procedure, about how long it should last, and the general topics to be covered. I asked the interviewee ‘s permission to enter replies and reassured confidentiality. The interviewees were asked if they had any inquiries before get downing the interview and once more at the terminal. After the interviews were complete, through informal treatment, participants were asked to reflect on the interview procedure. From feedback, it was found that respondents felt they had been able to reply inquiries in their ain clip and in their ain manner. Participants said they felt relaxed and liked my interview manner, as it was informal and â€Å" set them at easiness. † Observations I conducted observations over two forenoons and observed 15 members of staff working across four categories including, instructors, larning support practicians, physical therapists and address and linguistic communication healers. Before get downing observations, I introduced herself by mentioning to the information outlined in the research brief and inquiring for each participant ‘s consent to be portion of the research procedure. The observation technique involved analyzing a scope of grownups working with kids and depicting four things: the accomplishments and cognition staff were using in their function, working relationships between multi-agency staff, how multi-agency working was structured or organised and what sort of support was offered by MAPs. This was recorded on an observation record sheet ( see Appendix Three for sample record sheet ) . As proposed by Robson ( 2002 ) , information was recorded during observations and extra information was added shortly after each observation period, including interpretative thoughts and subjective feelings. Questionnaires The purpose was to try as broad a scope of bureaus as possible and cod informations through the usage of questionnaires from a scope of professionals from different bureaus who support students at The Meadows. An explanatory missive, along with a structured questionnaire ( See Appendix Three ) were sent to each member of staff at The Meadows through the usage of the school ‘s internal postal system and through electronic mail besides. The questionnaire was structured into six subdivisions. These subdivisions were based on subjects originating from the reappraisal of literature, interviews and observations conducted antecedently. The six subdivisions were as follows: background information, which explored the respondents ‘ function and clip worked at The Meadows ; communicating between MAPs including: teaching staff ; physical therapists ; occupational healers ; address and linguistic communication healers ; a specializer instructor of the visually impaired ; a specializer instructor of the hearing impaired ; clinical psychologist ; and educational psychologist. apprehension of ain and other multi-agency professional ‘s functions at The Meadows ; positions on administration and construction of multi-agency working at The Meadows as these facilitated or inhibited each respondent ‘s ain work and overall multi-agency working within the school ; environmental factors which may impact multi-agency working ; and other Factors act uponing multi-agency working. The inquiries were a mixture of open-ended inquiries which had no predetermined response options and needed respondents to enter their replies in sentences and scaling inquiries which required respondents to click a corresponding response on a five-point ordinal graduated table. A pilot questionnaire was administered to four participants. Through informal inquiring, respondents gave feedback which was incorporated into the concluding questionnaire design. 20 questionnaires were returned ( N=20 ) from a scope of bureaus, including: larning support helpers ( N=3 ) ; educational psychologist ( N=1 ) ; occupational healer ( N=1 ) ; address and linguistic communication healers ( N=2 ) ; physical therapist ( N=1 ) ; instructors ( N=6 ) ; librarian ( N=1 ) ; and senior Management staff ( N=5 ) .ConsequencesThe consequences will be reported in relation to the research aims below: 1. How is multi-agency working organised and structured at The Meadows? 2. How do MAPs at The Meadows perceive their ain and others ‘ functions? 3. How could multi-agency working at The Meadows be improved for future service bringing?How is multi-agency working organised/structured at The Meadows?In order to derive insight into how The Meadows operates as a multi-agency squad, observations across the school were conducted, pupil files held at Newtown Inclusion Support were explored and information was gathered through interviews with the school ‘s early old ages coordinator, deputy caput instructor and caput instructor. Contented analysis of the informations from observations and interviews ( See Appendix Four for process ) suggests that The Meadows operates as an operational multi-agency bringing squad. Diagrammatic representation of this type of attack is provided in Figure 1.1. Figure 1.1 Operational squad bringing theoretical account During the interviews participants ( caput teacher, early old ages coordinator and deputy caput instructor ) were asked to name all the bureaus that on a regular basis work at The Meadows and depict how services are coordinated and delivered to back up students at the school. From their responses, it was possible to build a figure to demo the bureaus and their connection ( See Figure 1.2 ) . When asked, interviewees described multi-agency working at The Meadows as â€Å" a scope of experts who work in close propinquity and work together to present support to students, † ( head teacher ) with the overall purpose being, to accomplish â€Å" a bipartisan exchange of cognition, thoughts and accomplishments † ( head teacher ) between all those involved ( as indicated in Figure 1.2 ) .The Meadows Multi-agency squad bringing theoretical accountFigure 1.2 The Meadows ‘s multi-agency squad bringing theoretical account. Health professionals: physical therapist, occupational healer, address and linguistic communication healers, clinical psychologist, pediatric adviser, Educational Psychologist. Education professionals: Educational Psychologist, instructors, larning support practicians, senior direction, co-ordinators. Other services: Parents, voluntaries, meal-time supervisors, site staff, disposal staff, drivers, librarian Social services: Social workers. The purpose of the operational bringing squad was reported to be for professionals from different bureaus to work together on a daily footing and to organize a cohesive multi-agency squad that delivers a person-centered service straight to students who attend The Meadows. By utilizing this attack senior direction at The Meadows hope to supply a â€Å" seamless service for parents † which offers a broad comprehensiveness of expertness, accomplishments and experience and hope this attack encourages â€Å" joined up believing † between bureaus, â€Å" an efficient free flow of information † and would promote â€Å" more creativeness. † Through questionnaires, MAPs who work at The Meadows were asked to rate their cognition and apprehension of assorted structural and organizational elements of multi-agency working at The Meadows such as the staffing construction and the organisation of the course of study. Respondents were asked to rate the extent to which they were involved in determining these elements and how they impacted on their engagement in multi-agency working. Chart 1 below represents the mean questionnaire response from staff ( larger sized chart available in Appendix Five ) . The responses were divided into three groups: senior direction, learning staff ( including larning support practicians ) and professionals who are employed by external bureaus such as address and linguistic communication healers, occupational healers, physical therapists and psychologists. This was done to see whether there were differences between groups. Although evaluations across all countries were high for all groups, it was found that senior direction rated their cognition of the construction of The Meadows and engagement in determining service bringing as highest across most classs. Teaching staff rated 2nd highest across the same countries and external bureaus rated lowest across these countries. This suggests that external bureaus perceive they have the lowest apprehension of The Meadows ‘s course of study, the least chances for joint planning and preparation bringing and the least input into future service bringing. Qualitative responses on the questionnaires from professionals employed by external bureaus, suggest that clip restraints are the chief ground for the deficiency of engagement in joint planning and preparation. Additionally, during interviews some staff reported that some MAPs do non hold a clear apprehension of The Meadows ‘s thematic course of study, which leads to them to propose extra marks which are ill-fitting with the curriculum marks already in topographic point. It was felt this frequently puts increasing demands on learning staff who are responsible for implementing marks suggested by external bureaus.How make MAPs at The Meadows perceive their ain and other ‘s functions?Through questionnaires MAPs were asked to name the cardinal accomplishments and cognition they considered that they implemented in their function at The Meadows. This information was triangulated with informations from observations and single student files. Figure 2 illustrates the cardinal accomplishments and cognition used by multi-agency staff at The Meadows in their daily working. Figure 2. diagrammatic representation of cardinal accomplishments and cognitionCommon Skills & A ; Knowledge– specializer cognition ;– assessing pupil advancement ;– communication with other professionals & A ; parents ; and– experience.Address and Language Therapists:– cognition of communicating development and swallowing troubles ; and – mark linguistic communication and option signifiers of communicating.Physical therapists:– expertness in all right and gross motor development ; and – placement and seating options.Teaching Staff( including larningsupport practicians ) :– communication with parents & A ; a broad scope of professionals ; – experience of working with kids with a broad scope of demand ; and – program, learn & amp ; assess student advancement.Educational Psychologist:– advice on behavior direction rules ; -advice on accessing the course of study ; and – support student ‘s academic development. The cardinal circle in Figure 2. entitled ‘Common Skills and Knowledge ‘ , identifies a set of common accomplishments that all MAPs employed in their work at The Meadows. The qualitative responses from questionnaires suggested that some MAPs felt that there was some â€Å" function convergence † and â€Å" deficiency of lucidity † sing the cardinal duties of some professionals they worked with, which at times lead to repeat in the work carried out by different persons, peculiarly when measuring student advancement. This will be explored further in the Discussion subdivision of this paper. The following measure was to research how staff at The Meadows perceived their ain functions. Through questionnaires staff were asked to rate statements associating to their function and the functions of other MAPs. Consequences are presented in Chart 2 ( larger sized chart available in Appendix Five ) . The bulk of MAPs felt that they had a really good apprehension of their ain function and others ‘ functions. All staff members viewed themselves chiefly as a member of The Meadows ‘s staff squad. Those who are employed by an external bureau viewed themselves as chiefly members of The Meadows staff squad and besides view themselves as portion of an external bureau. Qualitative responses from this group suggest that some persons found that belonging to two administrations can be â€Å" hard to pull off at times, † can sometimes be â€Å" frustrating † and can at times â€Å" lead to conflict. † Overall, respondents felt that professional boundaries were non hard to traverse and they perceived that professional boundaries were somewhat blurred. Through questionnaires, staff were asked to rate the grade to which they understood the functions of other professionals who worked at The Meadows and how often they had contact with them. The consequences are presented in Chart 3 ( larger sized chart available in Appendix Five ) . The consequences show that there are fluctuations in the degree of apprehension of some professional functions and in the degree of contact with some professional groups. From the mean overall responses it is suggested that most respondents felt they had the clearest apprehension of the functions of: teaching staff, larning support practicians, address and linguistic communication healers, the instructor of the visually impaired, nursery nurses, the wellness attention squad and disposal staff. These groups were besides rated as holding the highest degree of contact, which suggests that high contact can take to better apprehension of others ‘ functions. There was least contact with the clinical psychologist, the instructor of the hearing impaired, societal workers and the educational psychologist. Qualitative responses from the questionnaire suggested that clip limitations affect contact with some professional groups, particularly those with merely one member such as the clinical psychologist, the instructor of the hearing impaired, societal workers and the educational psychologist, which adversely impacted other workers ‘ apprehension of the function.How could multi-agency working at The Meadows be improved for future service bringing?In general, respondents believed that multi-agency working at The Meadows was effectual and well-organised. However, qualitative responses suggested some countries for possible betterment were: clip restraints, deficiency of communicating and function ambiguity. Through qualitative responses on questionnaires it was suggested that communicating between MAPs was an country which could be addressed to better future service bringing at The Meadows. Seven cardinal elements to better communicating were identified, these were: systems in topographic point to let confidential exchange of information between bureaus for illustration, through secure web waiters ; chances for multi-agency meetings at regular intervals and available on a ‘as needed ‘ footing ; chances to run into as a whole staff with all MAPs who work at The Meadows to construct better working relationships ; a dependable point of contact to mention to for information and counsel when MAPs are non in school or non readily available ; a shared country on the school ‘s intranet where MAPs can portion information, programmes and how to implement recommendations ; guarantee disposal staff have a clear apprehension of the duties of MAPs who visit the school and are notified of when they are due to see ; and guaranting communicating with parents presents a â€Å" clear and cohesive image, † ( deputy caput instructor ) particularly when many professional bureaus are involved and there is possible for conflicting advice. Suggestions for bettering the apprehension of other multi-agency professionals ‘ functions were contributed as a manner of bettering future service bringing at The Meadows. Five perceived cardinal elements to better apprehension were identified. These were: a profile of each multi-agency professional who operates at The Meadows that other school staff can mention to, for information about their functions and duties ; more contact with MAPs. Classroom-based staff suggested it would be helpful if MAPs spent more clip in category ( if possible ) and had more chances to work straight with learning staff, kids and parents ; more chances created for joint planning between MAPs and classroom-based staff. more staff meetings to specify functions and construct professional relationships ; and more multi-agency engagement in the school ‘s â€Å" visioning yearss † where future service bringing is discussed.Reliability, cogency and generalisabilityIt is of import to observe some of the restrictions of this peculiar survey. One such restriction is that the findings are specific to one peculiar scene and limited to the minute in clip the survey was conducted. It can non be assumed that consequences can be generalised to other instances and fortunes. The attack used in this survey does hold the potency to give conceptually rich, psychological histories of complex phenomena ( Turner, 1992 ) .The design of this survey was developed based on treatments with school staff and the research worker ‘s ain contemplations, doing it likely that prejudices exist which limit the dependability and cogency ( define and be specific ) of findings. For illustration, the steps used and the research design were determined by the research worker ‘s perceptual experiences of what the school would happen good and of import. Another possible restriction is that trying was across a figure of bureaus in this survey, nevertheless, there are other bureaus which were non involved that would hold been utile to include, the most noteworthy being societal workers, farther it would hold been helpful to research parents ‘ positions. The choice of bureaus and interviewees may hold led to the consequences being skewed. In footings of informations aggregation steps used, there are a figure of strengths and restrictions to each which are summarised below. Semi-structured Interviews: This attack allows some grade of flexibleness and provides a wealth of verbal and non-verbal rich and enlightening information ( Robson, 2002 ) . However, this attack lacks standardisation and can raise concerns over dependability ( Robson, 2002 ) . Besides, the flexibleness of this attack increases the likeliness of interviewer prejudice which can impact the cogency and dependability of responses. Focused Observations: The observation informations provided rich, qualitative information embedded within the context of the scene ( Robson, 2002 ) which added to the face cogency and dependability of the informations collected. However, experimental informations are capable to reading by the perceiver and trust on what the perceiver chooses to go to to. Besides, a deficiency of multiple perceivers can impact the dependability of reported informations. Questionnaires: This attack allowed a scope of persons to be involved in the research which may non hold been possible otherwise, due to clip restraints. Questionnaire response rate may hold been increased if the questionnaire could hold been shortened or conducted at a more convenient clip. Since content analysis was carried out by one research worker this may besides hold led to researcher prejudice. In footings of overall dependability and cogency of this survey, it is of import to observe that by utilizing a multi-method attack and triangulating the findings from several methods of informations aggregation ; it is possible to better dependability and cogency ( Robson, 2002 ) .Discussion and decisionsThe intent of this survey was to measure the effectivity of multi-agency working within a proviso for kids with complex and profound acquisition troubles by replying the undermentioned inquiries: 1. How is multi-agency working organised and structured at The Meadows? 2. How do MAPs at The Meadows perceive their ain and others ‘ functions? 3. How could multi-agency working at The Meadows be improved for future service bringing? When turn toing the first inquiry, it was noted that The Meadows maps as an operational multi-agency bringing squad. This attack relies to a great extent on effectual communicating and a high degree of committedness from all bureaus involved ( Atkinson et al. , 2002 ) . It relies on the effectual sharing of information and resources every bit good as the demand to happen clip to construct good working relationships between bureaus ( Atkinson et al. , 2002 ; Roaf and Lloyd, 1995 ) . When working within this theoretical account of service bringing, it is extremely of import to construct cognition and apprehension of each other ‘s functions, duties and precedences in order to advance cooperation between bureaus ( Atkinson et al. , 2002 ; Easen, 1998 ; McConkey, 2001 ) . When compared to staff who were for good based at The Meadows, such as learning staff and senior direction at the school, bureaus which are employed by external administrations, had the least apprehension of The Meadows ‘s course of study and rated their engagement in joint planning and staff preparation as lowest. Qualitative informations supported the position that that these countries were a possible failing in multi-agency working at The Meadows and that by turn toing the restrictions in these countries, future service bringing could be improved. In peculiar, it was suggested that MAPs should hold a clear apprehension of the alone course of study The Meadows provides for each single student. Pupils work on a â€Å" thematic course of study based on chance † ( head instructor ) , which includes elements of the National Curriculum and besides is separately tailored to supply chances to develop accomplishments and experiences in countries such as personal and societal instruction, communicating, independency and drama relevant to each kid. Rushmer and Pallis ( 2002 ) suggest that for an administration to accomplish its ends and aims, the work of single squad members must be linked into a consistent form of activities and relationships. The consequences from this survey suggest there is a set of common accomplishments that all MAPs employed in their work at The Meadows, viz. : specializer cognition, measuring student advancement, pass oning with other professionals every bit good as parents and pulling upon old experience. In relation to these findings, other research suggests that blurred professional boundaries and deficiency of lucidity around functions and duties can constitue a barrier to integrated working ( Cameron and Lart, 2003 ) . In contrast, other research has shown that joint-working relies upon the meeting of the accomplishment, experience and cognition of each professional to bring forth positive results that merely working together can accomplish ( Rushmer and Pallis, 2002 ) . When look intoing how multi-agency working at The Meadows could be improved for future service bringing, staff felt that betterments could be made to the effectivity of communicating between professional groups and where there is function ambiguity originating from integrated working ( Percy-Smith, 2005 ; Stewart, Petch, & A ; Curtice, 2003 ) . For case, there is ambiguity around the different functions and duties of professional bureaus who work at the school. Expand on this†¦ The consequences of this survey are supported by findings from old research on multi-agency working which suggest that clip is a cardinal hinderance to effectual multi-agency working ( Gill, 1989 ; Hudson, 2003 ; Lloyd-Bennett & A ; Melvin, 2002 ; Stead et al. , 2004 ; Walker, 2003 ) . This survey indicates that The Meadows could develop communicating and apprehension. This could be encouraged through increased articulation working and chances for contact through meetings and preparation, better cognition of each other ‘s functions would besides assist persons work together efficaciously. Encouragingly, professionals at The Meadows are by and large happening joint working a good and positive experience and are acute for it to develop. Through a mixed-method attack this survey captures the sentiments and contemplations of a group of professionals who have developed successful coaction to back up kids with complex and profound acquisition troubles who attend The Meadows and has explored ways in which this success can be built upon for future pattern.Word Count: 5,798MentionsAnning, 2001 Atkinson et al. , 2002 Bank, 1992 Barnes, 2008 Barnes, 2008 Brown and White ( 2006 ) Cameron and Lart, 2003 Cameron and Lart, 2003 ) . Carpenter ( 1995 ) , Carpenter, 2000 Clark, 1993 ; Pirrie et al. , 1998 Cochrane, 2000 ; DCSF, 2008, School Census Department of Health, 2001 Dexter ( 1970 ) DfES, 2003, 2004 DfES, 2004 DoH, 2006 ) . Easen, 1998 FEFC, 1996 Forbes, 2007 Gerwirtz, 2002 Gill, 1989 ; Hudson, 2003 ; Hirst and Baldwin, 1994 Kimberlee, 2001 LGA Research Report 26 ; Atkinson, Wilkin, Stott, Doherty, & A ; Kinder, 2002 Lloyd-Bennett & A ; Melvin, 2002 ; Maras et al. , 2002 McConkey, 2001 Mencap, 2000 ; Nolan, 1995 Percy-Smith, 2005 ; Pirrie et al. , 1998 Roaf ( 2002 Roaf and Lloyd, 1995 Robson, C. ( 2002 ) Real World Research: A Resource for Social Scientists and Practitioner-Researchers. 2nd erectile dysfunction. Oxford: Blackwell. Rushmer and Pallis ( 2002 ) Rushmer and Pallis ( 2002 ) Sloper ( 2004 Stead et al. , 2004 ; Stewart, Petch, & A ; Curtice, 2003 ) . Turner, 1992 Walker, 2003 Wilson and Pirrie, 2000 Wilson and Pirrie, 2000 World Health Organization, 2001

Business 1 Coursework 1 on Enterprise

Business 1 Coursework 1 on Enterprise 1. Identify three reasons why Enterprise uses workforce planning. Workforce planning is the process of analysing an organization's likely future needs for people in terms of numbers, skills and locations. It is an essential process in Human Resource Management as it ensures that a firm has the right number of people in the right place, with the right skills at the right time. Workforce planning often has 5 steps. The first step is the ‘Environment Scan’ which involves managers look at why workforce planning is important, the strategic objectives, the internal and external environment.The second step is ‘Current Workforce Profile’ where managers look at their current profile, current skills and competencies of the workforce, and current strengths and development needs. The third step is the ‘Future Workforce View’ which is when managers look at what future products and services will be provided by the organiz ation, what the future environment will require, what the future workforce supply and demand is, what future skills and competencies are required etc.The fourth step is ‘Closing the Gaps’ is when the business has to see what the key areas of need/action are to move from where the organization is now to where it wants to be. It involves basically filling all the gaps that are needed to be filled in order to have a successful workforce plan. The final step is the ‘Conclusion/Evaluation’ where managers can check what the key outcomes of the workforce plan were, how they can evaluate the strategies in the workforce plan and what the next implementations are of the workforce plan. Enterprise is the largest car rental business in North America.In 2007, it had 728,000 rental cars in use, employing over 65,000 people with an annual turnover of over 4. 5 billion pounds. The car rental market is increasingly competitive and Enterprise continues to expand its range of services to meet customer needs and wants. Enterprise ensures it has the right people and skills to achieve its business aims and objectives. Therefore it is majorly important for Enterprise to hire, train, develop, and promote its staff. The organization uses workforce planning so it can see what its future staffing needs are.Three reasons why Enterprise may use workforce planning are: the business may grow into new markets such as moving into truck rental, it may use new technology which requires new skills e. g. global positioning equipment, or staff may retire or be promoted, leaving gaps which need to be filled. Enterprise is constantly aiming to grow larger and along with looking at its present situation, it needs to plan what the future workforce needs will be. The impact of good workforce planning would be eliminating surprises, no delays, identifying problems early, preventing problems, lower turnover rates and taking advantages of opportunities.If Enterprise didn’t use workforce planning, it would face the opposite of what it actually faces when it plans its workforce efficiently. Workforce planning is very essential and should be implemented by every HR department in an organization. â€Å"Being prepared is better than being surprised. † 2. In a competitive market, what does Enterprise do differently to attract high quality candidates? A competitive market is a market with a large number of buyers and sellers, such that no single buyer or seller is able to influence the price or control any other aspect of the market.Most individuals search for a company that they feel they can be happy to work for. Businesses recruit applicants for various reasons, for example, if it’s a new business, if the business is expanding or if an employee has been dismissed or has resigned thus leaving a vacant post which needs to be filled. Applicants vary. This means that individuals applying for a job will have different personal goals, different t ypes of skills ;amp; qualifications, different personalities, different family backgrounds, different education, different strengths ;amp; weaknesses and so on.There also will be differences between applicants applying for the same job as every human is different, of course. Businesses have to advertise a job and potential applicants will apply for the job with a hope to get selected and fill the vacant post. Since every individual is different, this will mean that some applicants applying for a job will be much better at that particular job than other applicants. Now, every business will want to select the most suitable applicant for a job. The business will select the applicant that they feel will prove to be most profitable.This suggests the obvious reason as to why there is intensive competition between businesses in the same market when it comes to attracting high quality applicants. An applicant who possesses a high level of competencies, experience and other various qualities will prove to be beneficial to one company whilst a threat to a rival. So, businesses try and carry out unique methods of attracting the most suitable candidate for an available job. In order to attract high quality candidates, Enterprise is raising the company profile within UK universities using Campus Brand Managers.These are students or interns who work for Enterprise and act as liaisons for potential applicants. Other activities to attract university applicants include: presentations on the company, relationships with clubs and organizations, attending Careers Fairs, ‘drop-in’ sessions, skills sessions, and mentoring programmes. Students can also visit Enterprise and spend time learning about how it does business and what opportunities it offers. Enterprise offers a good salary and training as part of its benefits. However, the real attraction is the chance of a career rather than just a job.Most employees start out as Management Trainees with the potential to pro gress to Vice President. Applicants would be high attracted upon hearing that ‘most’ employees in Enterprise progress to Vice President. Employees also have opportunities to specialize in specific areas such as finance, human resource management, vehicle acquisition, risk management and many others. This allows individuals to develop their career path as they progress within the company. Also, Enterprise makes every effort to ensure that its workforce is representative to the cultural and ethnic diversity in the wider population.It believes in cultural awareness. This is a positive sign for applicants as nobody wants to face racism and discrimination, and instead look forward to working in a friendly environment where individuals are noticed according to their performance at work, rather than their appearance, age, sex and race. Enterprise has an online recruitment process. This strategy improves the speed and efficiency of the application for both the company and the a pplicant, the website provides lists of jobs available and also provides information about the company culture and values.This allows applicants to get a good idea of whether Enterprise would suit them. An ‘internship’ scheme is available for university students. It gives students an opportunity to work with Enterprise. Students gain valuable experience. They even begin on-the-job training at a branch office and take on the same responsibilities as management trainees and learn about sales, marketing, customer service, business management and administration support. The Enterprise Graduate Management Trainee programme offers graduates a fast-track career path with opportunities for self development and quick progression.In a short time, the graduates can move up to a Management Assistant and then on to Assistant Manager. This form of quick progression is a motivator for many people as everybody wants to work in a place where they can feel valued and where they can reall y exploit their potential to reach the highest rank possible in their career. The opportunity for a successful career also gives employees the incentive to stay in Enterprise in the longer term. Enterprise advertises its vacancies and opportunities across a wide range of media such as newspapers, magazines and online.Advertising a job is very essential for any business as it informs the public and methods such as advertising in newspapers and online can help give this information to a much larger number of people which then means that there will be an opportunity for more and higher quality candidates! To target graduate recruits, Enterprise has developed a website – ‘Come Alive’ which shows potential employees the benefits of career opportunities with Enterprise and provides a medium through which students can also submit their applications.Applicants also like to see current employees’ comments about a company, so the website presents profiles of Enterpr ise employees with their career stories. Upon seeing rapid successful career stories, individuals with potential will feel that Enterprise is the right place for them to develop their career. However, with intense competition for attracting candidates, it should be taken into consideration that there are other large businesses that have adopted a range of innovate ideas.For example, Tesco supermarket advertises on the television and also has a talent plan for internal recruits. Therefore, Enterprise should be aware of the fact that there are other rivals with different methods of attracting individuals. However, Enterprise engages in multiple various methods of attracting suitable candidates which makes it hold a strong position in the competitive market of attracting applicants. 3. What competencies does Enterprise look for when recruiting in order to maintain its high levels of customer service?Competencies are the level of knowledge and skill required to enable a person to achiev e a standard in a job or task. Every job requires a certain level of competencies depending on the position of that post. It is significant that an employee meets with the competencies required by a business as this will allow him/her to benefit the company with his/her knowledge, skills, creativity, ideas and hard work. A business often needs to recruit candidates internally and externally. Internal recruitment is when there is a job vacancy from within the company i. . its internal, while external recruitment is when there is a job vacancy which requires external candidates applying for a post. Enterprise is a business that is seeking rapid growth and expansion; therefore it needs to recruit more external high quality candidates that have the right competencies to work for the business as well as new ideas which can prove positive for the company. Enterprise seeks competencies in its recruits both for an immediate job role and also for development over the longer term to support t he business growth.Human Resource managers in the company use job description and job specification to match job roles with competencies. A job description summarises a job role within an organization and lists the main tasks. A personal specification highlights the characteristics a candidate needs for a post, as well as the desirable qualities the company is looking for. Enterprise combines these two standard documents together by using a skills and competencies framework.Skills/abilities required by Enterprise| Competencies/behaviours needed| Customer service focus| Sees issues/needs from a customer perspective| Persuasiveness| Adapts to suit the audience| Flexibility| Deals with challenges, demonstrates resilience, able to prioritise| Results driven| Creative about getting things done, thrives under pressure, organizes work| Leadership ability| Works cooperatively, takes ownership, seeks leadership| Communication| Plans important conversations, confident and articulate| Table 1. above portrays the skills and competencies that recruits are required to possess. Table 1. 0 shows the competencies which Enterprise looks for when recruiting in order to maintain its high levels of customer service. Enterprise aims at recruiting employees with the above competencies as these make up an efficient worker who can majorly contribute to the business. As the company’s concentration is on expanding its workforce capacity, it will obviously have to set particular competencies which employees will be equired to meet as this will enable Enterprise to grow larger as a whole. The benefits of competencies being met for Enterprise would be: providing customers with the exact service that they need, deals with all types of customers including complaints, coping with changing circumstances, delivering to high standards, growing the leaders and managers of the future, and supporting ;amp; maintaining the professional Enterprise reputation. What would happen if Enterprise di dn’t focus on setting essential competencies when recruiting candidates?Several problems could arise such as lack of communication, demotivation ;amp; alienation, lack of control, poor customer service, bad leadership and management, higher staff turnover, lower revenue etc. This would cause serious repercussions and damage to the business’s brand name. Since Enterprise is a service-orientated business and operates in a highly competitive marketplace, it must deliver high levels of customer service to keep customers satisfied.When the company’s focus is to grow, it needs to make sure that it has customer loyalty; it needs to make sure it has a high market share when entering new markets, and it also needs to try and ‘steal’ customers of other rivals. Therefore, Enterprise’s employees need to have the competencies which it requires as this also helps the business to achieve its aims and objectives. 4. How does Enterprise's strategy of providin g a career path benefit the company? Most people apply for jobs with a hope that the firm will be most suitable for them and that they can progress in the longer term.Enterprise's specialty is that it aims at providing employees with a career rather than just a job. Therefore, it's strategy is to provide a career path for employees. A career path is a flexible line of progression through which an employee moves during their employment with an organization. Such strategy gives employees a sense of direction as well the opportunity to obtain their personal aims and objectives. It gives them an incentive to strive for promotion and success so that they can exploit their full potential and reach self actualization.In Enterprise, most employees start out as Management Trainees with the potential to progress to Vice President/General Manager. Employees also have opportunities to specialize in specific areas such as finance, human resource management, vehicle acquisition, risk management a nd many others. Enterprise's strategy of providing a career path is highly beneficial to the company, as employees that are highly motivated and strongly determined to develop their career path, will deliver high levels of customer service. This will lead to high levels of customer satisfaction which is a key driver of growth for Enterprise.If the company didn’t pay much heed to the needs and wants of its employees, it would start facing problems as staff would feel demotivated and alienated. Enterprise’s well established name as well as its constant aim to grow larger relies heavily on employees delivering highest possible levels of customer service. Employees who feel they are not valued by the business and don’t have the desire to work hard in order to progress along their career, are obviously not going to deliver the high quality service that customers expect from a well reputed business. Unhappy customers would not be very likely to return to the business. Therefore, such an action would only harm the business’s reputation. However, it is not just a career path that determines the motivation of employees but this factor does hold a strong position it terms of motivating them. So, why does providing a career path benefit the company? Because it gives individuals confidence, determination, and an incentive from within, to work hard and progress in their career. Thus resulting in high levels of customer service which will simultaneously satisfy customer needs and wants, which will in turn give the business a good reputation and opportunity for more growth.Word Count: 1,873 words. Bibliography: 1: Refer to the Internet link http://businesscasestudies. co. uk/tesco/recruitment-and-selection/workforce-planning. html It provides the definition of workforce planning. 2: Refer to page 53 in the ‘Recruitment and selection’ at Enterprise Rent-A-Car case study. Workforce definition used from Glossary. 3 Refer to the Internet l ink http://workforceplanningtools. com. au/tools/workforce-planning/5-steps/ which shows the 5 steps of workforce planning. 4 Refer to page 53 in the ‘Recruitment and selection’ case study. Information on Enterprise used from Introduction section. Refer to the Introduction section on page 53 in the case study. Business aims and objectives. 6 Refer to ‘The role of Human Resource Management’ section on page 53 in the case study. It highlights the 3 reasons why Enterprise may use workforce planning. 7 Refer to the Internet link http://www. workforce. com/article/20021024/NEWS01/310249995/why-you-need-workforce-planning which provides information on the impacts of good workforce planning. 8Refer to the link http://www. workforce. com/article/20021024/NEWS01/310249995/why-you-need-workforce-planning on the Internet. A wise quote was adopted from there. Refer to http://www. google. co. uk/webhp? hl=en;amp;tab=iw#hl=en;amp;output=search;amp;sclient=psy-ab;amp;q=wh at%20is%20a%20competitive%20market;amp;oq=;amp;gs_l=;amp;pbx=1;amp;bav=on. 2,or. r_gc. r_pw. r_qf. ;amp;fp=9cc6ce1e3edfb4fe;amp;bpcl=35466521;amp;biw=1366;amp;bih=593;amp;pf=p;amp;pdl=300 on the Internet. It highlights the definition of a competitive market. 10 Refer to the ‘Attracting Applicants’ section on page 54 in the case study. Information on Campus Brand Managers is given. 11 Refer to the ‘Attracting Applicants’ section on page 54 in the case study. Information on liaisons is given. 2 Refer to the ‘Attracting Applicants’ section on page 54 in the case study. Information provided on the activities that Enterprise practices to attract interested applicants. 13 Refer to the ‘Attracting Applicants’ section on page 54 in the case study. It states that Enterprise offers a career rather than just a job. 14 Refer to the ‘Attracting Applicants’ section on page 54 in the case study. It says that trainees have an opportun ity to progress to Vice President. 15 Refer to the ‘Attracting Applicants’ section on page 54 in the case study. It shows the area which Enterprise specializes in. 6 Refer to the ‘Attracting Applicants’ section on page 54 in the case study. It claims that individuals can develop their career path as they progress within the company. 17 Refer to the ‘Recruitment’ section on page 54 in the case study. It mentions that Enterprise has an internship scheme for new recruits. 18 Refer to the ‘Recruitment’ section on page 55 in the case study. It shows how Enterprises advertises its vacancies. 19 Refer to the ‘Recruitment’ section on page 55 in the case study. It mentions that Enterprise has a website – ‘Come alive’ which is to target graduate recruits. 20 Refer to the ‘Recruitment’ section