Marketing Systems and Structures, Tesco in the United Kingdom Assignment

Marketing Systems and Structures, Tesco in the United Kingdom - Assignment Example The first store by the name of TESCO opened up in the year 1929 in the north part of London (Tesco PLC- About Us 2010). Tesco has expanded its number of stores widely around the region of UK as well as around the world. They offer retail services according to the need of the customers. The main aim of the grocery retail store is to â€Å"serve the customer†. It is important for any retail store to make sure that their customers are satisfied with them. For the retail stores to be successful, it is necessary that customers make repeat visits to the store, in this case, the grocery retail store Tesco (Tesco PLC- About Us 2010). Focusing on customer satisfaction may allow the grocery retail store to become highly cost-effective as they then would be able to attain a large customer base. The focus of the retail stores should be highly revolving around the issue of customer satisfaction by meeting the demands of the customers (Reichheld 1996). Tesco in the UK alone has around more than 2200 stores. The product range of Tesco includes the groceries, general merchandise, electrical goods, the aspects of banking and insurance services and others of such types (Tesco PLC- About Us 2010). The type of customer that is going to be examined in this specific case is the loyal customers of Tesco. Customer loyalty can be a very important and strategic factor of allowing the organization to become highly successful in the competitive market. Tesco has demonstrated in many areas that they work on developing loyal customers for their grocery retail store. Some of their schemes have been discussed ahead. Tesco has worked on making their outlets a one-stop shopping place for their customers. Now by just visiting Tesco, all the needs of the customers may be fulfilled and this way more customers may be interested in visiting Tesco for their groceries and other needs being fulfilled accordingly.

Sexual Harassment in Organization Essay Example | Topics and Well Written Essays - 750 words

Sexual Harassment in Organization - Essay Example In today's world, organisations and workplaces have become extremely diversified and have adopted varied stance s in terms of job processes and the general outlook. What is striking in such a scenario, is the prevalence of organizational or work ethics. In today's workplaces, harassment has become a very repetitive occurrence, with cases being reported every now and then. The various forms of harassment range that come under the purview have increased by the day, with sexual harassment topping the list. The issue came to the fore-front, in the 1970s and ever since, a number of committees, benches and organisations have come into the picture, to outline the relationship between work ethics and harassment. Sexual harassment as an abuse of power has become front-page news in the U.S. business press. Recently, BusinessWeek detailed the sexual harassment endured by salespeople at the U.S. subsidiary of Astra AB, a major Swedish pharmaceutical firm (Maremont 1996). This harassment was perpetrated by people at the highest levels of the organization and salespeople who did not comply found life at the firm extremely difficult. The attention to workplace sexual harassment generally focuses on harassment of employees by others within the same firm. [Insights into Sexual Harassment of Salespeople by Customers: The Role of Gender and Customer Power Leslie M, Fine, C. David Shepherd and Susan L. Josephs] When workplaces become diversified and new parameters of work assessment emerge, it is important to maintain workplace ethics. However, when cases of favourtism and sexual harassment emerge, it certainly goes against what is legally permissive in the ethical nature of actions in workplaces. It becomes difficult when talented individuals are put down, on account of the sexual favours received from other quarters. Besides this, when bosses do harass their subordinates and the like, it goes against moral codes of conduct. Organisational Behaviour is often considered at four different levels. Individual Behaviour, which deals with the single fundamental unit of the organisation, talks about the individualistic perspective. It revolves around an individual's perceptions, actions, notions, temperament and contribution to the organisation. At a higher plane, we have the Group Dynamics, that involves interactions of a group. It is inclusive of team work and team-bonding, while also delving into the nature of interactions, inter-group interactions, departmentalization and the like. An organisation can also be demarcated in terms of the diverse processes and the clubbing of groups under processes that are more or less the same. This is precisely the reason why we have various groups coming under one process, say, Marketing or HR, and working in synchronization within the department, and with the other departments as well. The organizational structure is another concrete player, which is characterised by the hierarchal set-up of the

The Differences Between Programme And Portfolio Management Management Essay

The Differences Between Programme And Portfolio Management Management Essay Portfolio and programme management has question of governance from two perspectives. The first perspective is the interconnectedness of the different project objectives in order to increase of combined project outcomes. This requires to the development of programmes, which defined by Project Management Institute (PMI) as a group of related projects, managed in a coordinated way to obtain benefits and control not available from managing them individually (PMI, 2004) cited in (Blomquist Moller, 2006). The other perspective is concerned with the interrelationships among the management requirements for these multi projects in order to achieve the organizations overall business benefits. This led the need to develop portfolio management techniques which also defined by (PMI) as the centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing and controlling projects, programmes and other related work to achieve specific strategic busin ess objectives. (PMI, 2004) cited in (Blomquist Moller, 2006) From this concept it can be understood as a collection of projects or programmes and other work that are grouped together to facilitate effective management of that work in order to meet strategic business benefits. The projects or programmes of the portfolio may not necessary be interdependent or directly related. It is important to establish what is meant by programme management as opposed to portfolio management. The practitioners of the project management had tried to find good alignment between project management and organization strategy. Researches (Yuming, Quan Peng, 2007) in the literature has examined the idea for these strategies that should be aligned and moved from the corporate level through portfolio, programme and multi projects in a systematic manner that provides cohesion, visibility and effective communication as shown in figure 1. Figure 1: Diamond-E Model based alignment between strategy and portfolio project management adopted from (Yuming, Quan Peng, 2007) Programme Management:- In the past, the term programme has many synonyms that have been used, including multi project, portfolio of projects, macro project, and complex change (Ferns, 1991). A 3 phase for implementing programme management is suggested by (Ferns, 1991) as follows; preparatory phase, programme establishment, programme management. Basically, the concept of project management has evolved to what so called programme management and finally portfolio management. Most literatures illustrates programme management to be connected with albeit different from portfolio management (Lycett, Rassau and Danson, 2004; Turner and Muller, 2003) cited in (Blomquist Moller, 2006). However, Programme management is often perceived as the top layer of a hierarchy consisting of multi projects. The main goals of programme management is to focus on improving efficiency and effectiveness by choosing better prioritization, planning and coordination in the management of projects. Also by developing of business focus by identifies the goals of multi projects and the entire programme related to the requirements, goals, drivers and organizations work culture. Some researches on programme management have classified into three categories; programme management as an entity for organizational structure, programme management process and life cycles, and competencies for programme management. Sometimes, projects are too large to manage as a single entity. It is more convenient and effective to have work breakdown structure in a series of closely related and linked projects, each of them managed by a project manager, reporting to a programme manager (Buttrick, 2000a). PROGRAM.jpg Figure 2: A programme where each individual constituent project is used to manage a substantial work adopted from (Buttrick, 2000a) Generally, Programme management is a technique that provides the organization to coordinate multiple related projects concurrently, and cannot be controlled individually by bringing together people, activities and information in order to achieve the end goal and obtain significant benefits from them as a collection (Norton, 2008) and (Deancon, 2010). Programme may involve elements of related work outside the scope of the discrete projects in programme such as ongoing operations. A programme can only succeed if the multi-projects within the programme are completed, therefore without programme management; the projects will be uncoordinated and will not integrate into a final goal. Other authors (Haughey, 2001) has defined programme management as a group of related projects carried out in order to achieve a defined business objective and benefit. It provides specific way to control project management and covers vision, mission, aims and objectives, scope, approach, design, responsibilit ies, resourcing and benefits realization. By using well defined framework. The programme management has four basic stages; programme identification, planning, delivery and closure. These stages take the programme from beginning which must be based on strategies, right through to the final realization of a defined business objectives or benefits. 2.1 Structure of Programme Management:- The structure of Prgramme management allows controlling multi projects so they deliver effectively for the group as well as to hand the changes proactively and also it provides a framework for handling complexity and risk. Moreover, there is often a program support group to undertake the necessary coordination, administration and implement common standards (Buttrick, 2000a). It concentrates on delivering new capabilities and services, Business plan, Strategic objectives, Change and some other initiatives. For example the long term objectives can be definite by programme management, and this will help the organization to identify the multi projects that will lead in achieving these objectives and needs to think carefully about the benefits of these projects are designed to bring about. These potential benefits are considered as; meeting business needs, saving, and reducing risk. The main activities for programme management are: setting the baseline, agreeing roles and responsibilities , Programme planning, project priority, stakeholder communication, progress reporting, quality management, risk management, issue management, managing benefits and programme closure (Haughey, 2001). Some authors says that(Haughey, 2001), all programmes should have a well defined baseline from which to measure costs and benefits resulting from investment into the programme. Hence, Programme management is becoming an increasing important issue for managing changes within business which can be internal, such as increasing the level of products, or external, such as implementing a new government policy (Norton, 2008). Project team.jpg Figure 3 A typical programme management structure adopted from (Buttrick, 2000a) Project portfolio:- With a strongly increase share of companies investing in project- organized undertakings, the generally expected advantage in controllability for multi project comes along with a loss of transparency and hence effectiveness of the overall project landscape (Elonen and Artto, 2003) cited in (Jonas, 2010). So the need for a structure and proactive management of the project landscape gets increasingly important. Effective project portfolio management is becoming a key competence for organizations handling numerous projects simultaneously. A project portfolio is seen as number of projects that compete for scarce resources and are conducted under the sponsorship or management of a specific organization (Buttrick, 2000b). Refer to (Jonas, 2010) study, the measure for portfolio success should be taken at different points in time. The overall system success is consisting of three dimensions; process effectiveness, portfolio success and portfolio related corporate success. The tasks for portf olio management is consist of those related to multi project is; portfolio structuring, resource management, portfolio steering, and organizational learning and portfolio exploitation It can be argue that the portfolio management system success will be positively influenced by the extant to which these multi project portfolio tasks are executed in the company. As mentioned realer, Portfolio management is all the projects which are related or unrelated, undertaken by an organization. These can be divided into functional area such as IT, supply chain, HR, new development. With this level, it gives a complete view across the organization to understand all the multiple projects are taking place, related or unrelated. The best way for presenting this data is by business function, thereby giving a view of the projects in a specific area. Portfolio management is useful for decision makers because it provides them a total view of all initiatives taking place across the organization. This will ensure that the organization focused on what is important, helps avoiding duplication and informs strategic decision making. The activities which will be undertaken during portfolio management are: Checking strategic alignment, risk management, progress reporting. When the organization handling group of projects which are carried out by sponsorship and managed by this organization. These projects must complete for scare resources such as people, finances, time, and so on which can be available from the sponsors, since there are normally not enough resources to hand out for proposed multi projects which meets the organizations minimum requirements on certain criteria. Therefore project portfolio is the selection for periodic activity involved in selection a portfolio, from available project proposals and the multi project currently underway which must meet the organizations stated objectives in a desirable manner without exceeding available resources or effecting other constraints (Archer Ghasemzadeh, 1999) . So the portfolio management has to be pivotal in planning and controlling complex project more effectively and more efficiently and this can be achieved by implementing project portfolio management practices as a management innovation. Programme and Portfolio Management:- With the understanding the difference between programme and portfolio management, it is possible to understand what the organization needs to achieve and how programme and portfolio management fits into an organization processes and procedures. The hierarchy in this understand is shown in figure 1. Figure 1 Programme management Hierarchy adopted from (Haughey, 2001) By considering that, some multi projects are too large to manage as a single entity, so it is necessary to split them up into smaller manageable projects. And also if the whole project is too large for single project manager to handle, then, the numbers of projects managers are needed to handle the small projects. Hence smaller project with multiple project managers all designed to achieve a single long term objective for the organization. For control these groups and have an overall view a programme manager is required. 5 Conclusions:- The synopsis differences between a programme and portfolio in multi projects are; Programme is a group of projects related to the organization that are managed in a coordinated way to gain business goals that would not be possible were these projects managed independently (Ferns, 1991). Programme management concentrates on delivering; new capabilities, Business plan, Strategic objectives, Change and other initiatives. Portfolio management is all projects, related or unrelated, being carried out by this organization. Portfolio management aims to optimize the results of project portfolio to gain organization benefits and wants. Portfolio project a collection of projects, programmes and other work that are compiled together to facilitate the effective management of the same work to meet strategic business benefits. Each one has a special role to play and needs to be managed differently (Deancon, 2010). programme and portfolio management has been designed to fulfill nearly all organizations individual and multi projects to succeed in todays competitive climate.

The Other Boat Essay -- Other Boat Edward Morgan Forster

The Other Boat Who am I? Why do I do what I do? When can I break the rules of society without being guilty? In the unique agony of seeking understanding, acceptance, and love, these several questions echo poignantly throughout human history. For all people these introspective problems—while difficult—desperately need answers, as answers to these questions dictate the choice to stay within the bounds of accepted ethics or to step out. The importance and difficulty of finding good answers to these questions intensifies for atheists and agnostics, since they must formulate answers with the full responsibility for their conclusions resting on their own shoulders. No religion can answer these questions for them. Thus, Forster, a humanist who shunned organized religions and endorsed the creation of individualistic creeds, if choosing to step out from established laws and customs, must ask, on his own, if his justifications hold true or if they converge with all other crimes against society. â€Å"The Other Boat† contains many of Forster’s personal humanistic moral perspectives on many issues including class conflict, colonization, racism, and adultery. However, most centrally, through a perspective of naturalistic fatalism, â€Å"The Other Boat† contains Forster’s personal moral justifications for homosexuality. Readily available contexts for discovering and analyzing Forster’s moral justifications appear throughout critical scholarship on â€Å"The Other Boat,† yet many critics overlook these humanistic conclusions. In a biographical essay on Forster’s life, Carrol Viera notes that the collection The Life to Come and Other Stories, which includes â€Å"The Other Boat,† has generally been analyzed by critics from two perspectives. Most critics, she says... ...ose difficult recurring questions, and from his own unique perspective he answers boldly: I am a homosexual. I do what I do because my nature dictates I must do it. I can break the rules of society without being guilty for nature disallows doing otherwise. These arguments for justified homosexuality live on today, and in many ways Forster’s naturalistic answers remain the dominant answers given by modern homosexuals. Through â€Å"The Other Boat† Forster gives their moral argument an early and eloquent voice, and though we agree or disagree we should laud him for that. Works Cited Forster, Edward Morgan. "The Other Boat." The Norton Anthology English Literature. Ed. Stephan Greenblatt. Vol. F. New York: W.W. Norton & Company, 2006. Viera, Carrol. â€Å"E. M. Forster.† Dictionary of Literary Biography. Ed. John H. Rogers. Vol. 162. Detroit: Gale Research Company, 1996.

University of California Personal Statement Prompt 1

I always have distorted the tone whenever I’m asked from where I come from, knowing that the casual sound would not raise any curiosity or would not lead to another question of why I am here. Mexico is the answer; a beautiful country where I was born, where I was raised, and where my parents struggled to give me a life where I would not lack of anything, yet, I lost them as they tried to fight for this. A country filled with corruption, where there is more fear for an authority than a civilian, where there is a question whether you can do something for them in exchange.My parents had a different vision of what they wanted in life, their vision has shown me that you have to defend your principles regardless of how they are seen. I have lost contact with them due to the circumstances that they are in, I wish I could tell them how I really feel, how I am writing a college application to the best universities in California, how through experience I have learned to appreciate the a ctual community where I am present.In 2009, a tedious legal process of guardianship had the some regulations met that qualified me to go live with my legal mother; my surroundings were against my placement and decision of leaving, but under my circumstances and my perspective, I had to. I was told that I was leaving everything I knew behind and that the place and way where I was going to reside was insidious. The answer that I gave contained words of my principles that I defended which stated that I was not leaving everything behind but actually going forward with my future and vision of my life.I left with an idea, and now, that idea is a task that I will achieve, this task for me is meaningful and ulterior. I want to be a citizen that functions as a contributor to its society, I desire for a family that I never had, a stability where my future children would take me to their school for their show and tell, and they will think that their dad is an invincible person and their mom is the sweetest mother in the world.I can picture their euphoria when I attend to their high school graduation, I can hear myself saying; â€Å"I’m proud of you, son† with a fat check on my coat for them to go to whichever University they want to attend. As American history would define it, I am in pursuit of the American Dream, and the rewards are going to be limitless. I do not see anything as not being possible, I am grateful for the opportunity that I am given as a student, grateful for the encouragement of my teachers and the security of this country. But above all, I am thankful for being taken into a process of admission that will determine my future.

Introduction to Law: Law Firm Expansion Essay

When considering the expansion of a law firm, it is imperative to consider a number of different factors that can influence the success in new states. Primarily, the firm needs to determine the exact state/states that shall be targeted along with an analysis of the weaknesses and threats that exist for the company and the strengths and opportunities that the company can utilize to make the most of them. The extension of the firm has to be one that its clients can rely upon to provide them with the same credibility that they are accustomed to at the original establishment. In order to do so without any hindrances, it is highly essential to ensure that the firm does not come into conflict with the laws of the state in which it is planning to expand. This paper shall attempt to highlight some of the most essential factors that a law firm should consider when expanding within the US. With regard to expansion in multiple states in the US, the firm needs to pay special attention to income allocation methods, determining presence and nexus, sales tax on professional services and personal property tax amongst others (Quinn, 2007). Each state has specific laws regarding these areas of business operations with respect to law firms. Laws that influence these elements are designed to address the process of contracting parties to support the expansion and to allow the law firm to adapt to the legal and taxing infrastructure. Also, it is just as essential to consider laws that have implications on the engagement of external parties in the state where the firm is considering expansion. Taxing laws and prerequisites defined in state laws are to be given special concern in this regard since they may serve to dictate the very policy that the firm chooses to adopt in its expansion.