Speech Of Life Reason Essay Example for Free

Speech Of Life Reason Essay â€Å"Life is a gift from God and it’s too short, no one can tell when life of an individual will end but God† so me, I enjoy my life every day, every minute, every second or even every millisecond cause that’s the way how I show my appreciation of what God has given to me. Aside from our Lord, I also value the Love that my parents, relatives and fellas give me continuously. That is a massive thing to me because that Love is my strength, power and my bravery to endure life every day. Myself? Do I really know myself? A question that is so easy to answer, but if the answer of your mind is YES well then your mind’s answer is incorrect. For me, the one who knew you most are your pals. How can I say? Simply because there are lot of things that your friends notice in you and you can’t say anything but, â€Å"Oh my God, I’m like that. I’m so sorry† Anyways, this is Ma. Emelyn C. Malabanan speaking in front of you all. I have a simple life and I grew up in a not so rich family but my parents Rafael and Emelita Malabanan did their very best to raise us. They are the two most important people in my life, the reason why I’m striving hard to finish High school up to College so that I can give them back all the goodness that they have given to me. Someday I wish to have a profitable life because I want it to share with them and give them the best life that they didn’t imagined even in their wildest dream. For me, they are the rival teachers and even if they don’t give grades I know that they made me pass because I’m their daughter and that’s how much they love me. I graduated elementary at Saint Raphael Archangel Parochial School but my auntie was the one who paid all the payments there because my parents can’t afford that school. Now, I’m relishing my teenage life because of the people who taught me how to enjoy it.

Effect of Diluted Thyroxine on Highland Amphibians

Effect of Diluted Thyroxine on Highland Amphibians 1.1. Replication of an experiment on extremely diluted thyroxine and highland amphibians (Study 1) A key issue in science is the reproducibility of experiements. The purpose of the study was to investigate whether the initial experiment using diluted thyroxine and highland amphibians was reproducible. One particular experiment was reported as being reproducible by the initial researchers as well as independent researchers. This experiment tested fouty-eight hourly applications of Thyroxine 30X against Water 30X on the development of highland amphibians. Treatment commenced from the two-legged stage on. Parameters measured were the number of frogs that reached the 4-legged stage and the number that reached the tail-reduction stage. The initial study published results in 1990, the study was replicated and the results published in 2000 and after reanalysing the results, published again in 2010. All 3 studies reported that metamorphosis occurred more slowly in those treated with Thyroxine 30X compared to Water 30X. The author replicated the study again, reanalysed and combined the results of the initial team and the independent researchers with his own results. The methods as set out by the initial study were followed as closely as possible. 8 basins were randomly divided between each group, giving each group 4 basins, each with 20 frogs, totalling 80 frogs per group. A handling error caused cross-contamination of two basins which were subsequently excluded from the study. Therefore 60 frogs across 3 basins per group were considered. The Thyroxine 30X frogs showed a clear trend of delayed metamorphosis into the 4-legged stage as well as for the tail-reduction stage. However, due to the small sample size, the results were not statistically significant. The author’s conclusion was that the results of his own replication experiment, though not statistically significant, were in line with those of the initial study, as well the other independent researchers. 1.2. The effect of homoeopathically prepared thyroxine on highland frogs: influence of electromagnetic fields (Study 2) One of the principles of homoeopathy, the law of similars, can be demonstrated by hyper-stimulating frogs by immersing them in a thyroxine solution (10à ¢Ã‚ Ã‚ »Ãƒ ¢Ã‚ Ã‚ ¸ parts by weight, unsuccussed) and then inducing the reverse reaction by subjecting them to a homoeopathically prepared solution (10à ¢Ã‚ Ã‚ »Ã‚ ¹Ã‚ ³) of thyroxine. The study used the amphibian model to investigate the effects of various electromagnetic fields on homoeopathically prepared thyroxine solution. A microwave, mobile phone, x-ray luggage inspection device and a red light barcode scanner were used. A replication of the basic experiment conducted previously was used as a control group. All experiments were performed blind. The starting point was defined as the point at which the 2-legged stage begins. The experiment continued until the 4-legged stage. 149 basins were used, each containing 20 frogs. From this, 21 groups were formed according to treatment. 6 different experiments were performed. In each experiment one group (100-200 frogs) were treated with the control substance and the other group (100-200 frogs) were treated with standard test solution. This part of the study serves as a pilot study to the influence of environmental factors on homoeopathic preparations. With each experiment, the control group was compared to the standard test solution as well as to test solutions exposed to the various electromagnetic fields. In total, 860 frogs were treated with homoeopathically prepared thyroxine and 860 frogs were treated with standard control solution. In addition, 1160 frogs were treated with the various solutions exposed to electromagnetic fields. The findings suggest that homoeopathically prepared thyroxine 30D has an inhibitory effect on the metamorphosis of frogs while this effect is blocked when exposed to the microwave oven or the mobile phone. This is in agreement with the assumptions of manufacturers of homoeopathic preparations. Noted/Noticeable Flaws Study 1: Methods as set out by the original researcher were followed as closely as possible to replicate the study, however, there was a slight deviation in that the amphibians were stored at dimmed daylight at a temperature of eight degrees Celsius for a period of three days to prevent the tadpoles from developing beyond the designated starting stage before the experiment scheduled to start. This may have delayed the onset of the two-legged stage and in turn may have affected the sensitivity of the larvae to the thyroxine 30X. Even thought they have produced interesting findings, the highland amphibian Rana temporaria is not easily available for further research. This particular species is not available from breeders, permits need to be obtained and then collected from the field. Proffesional expertise and experience is required for collection, transportation and handling. The numbers in each study are too small to be statistically significant until they are pooled together. Even though the study was replicated as closely as possible, individual factors may have influenced the findings and so pooling the results may not be as accurate as expected. Study 2: Using water solutions exposed to electromagnetic fields could serve as an additional control group. The natural environment of the amphibian should try and be mimicked as far as possible. It may be hypothesised that the increase in temperature in a laboratory environment compared to that of the natural biotope may be the stimulus that make the highland amphibian sensitive to the homoeopathically prepared thyroxine. In both studies, the results are statistically significant only when the results are pooled together and an adequate number of animals are included. Special efforts should be made to increase the size of homoeopathic studies in general to make the results more reliable and credible. More Valid and Credible Findings Ideally the natural habitat of the amphibians should be mimicked as far as possible to avoid influencing developmental stages. Future experiments should be conducted on a species that is more readily available. An expert on amphibians should be employed to supervise the study and offer advice on the handling and management of the animals. Given that the study was reproducible on numerous occasions, I think the findings are valid and credible. Thyroxine 30X, a dilution beyond avogardo’s number, produced a clear trend by slowing down metamorphosis. Contribution Towards Evidence Based Homoeopathy These studies do contribute towards evidence based homoeopathy. They are scientific, quantitative designs and are confirmatory of the law of similars. Thyroxine is stimulatory in crude form when exposed to an amphibian. Without thyroxine, amphibians would not undergo metamorphosis from tadpole to juvenile frog. Thyroxine in homoeopathic preparation had an inhibitory effect and was confirmed on numerous occasions by reproducing the same experiments by independent researchers.

Brand Equity Essay -- Business, Marketing

INTRODUCTION â€Å"A brand is a distinguishing name and/or symbol intended to identify the goods or services of either on seller or group of sellers, and to differentiate those goods or services from those of competitors† (Aaker 1991).A brand is the most valuable asset for an organization in the current competing world. Every organization is formulating strategies to make its brand popular and significant not only in markets but also in minds of the customers. Brand is the relation of customer with the brand. It is promise which a company makes to the customer about the goods and service they offer (Gregg 2002) Branding involves decisions that establish an identity for a product with the goal of distinguishing it from competitors offerings which means that brand becomes an important tool for marketer as consumer use it as guideline to identify certain products and their usefulness for the customer. The value of the brand can be determined by the concept of brand equity which has emerged as the one of the key factors in understanding the brand value (Krishnan 1996). Brand Equity Over years brand equity has been the topic of interest to the marketing companies. Brand equity can help evaluate brand and provide certainty around market share expectation (Peter).The most widely accepted definition of brand equity is the value accomplished by a particular brand(Krishnan and Hartline 2001). To gain competitive advantage in marketing perspective the central theme relies on building and sustaining brand equity. Brand equity as defined by (Wood 2000) is the relation of brand with its customers. Brand equity according to (Srivastav and Shocker 1991) constitutes of brand strength and brand value. According to (Motameni, Shah... ...dom), (2) behavioral response (i.e., purchase), (3) expressed over time, (4) by some decision-making unit, (5) with respect to one or more alternative brands out of a set of such brands, and (6) is a function of psychological (decision- making, evaluative) processes. This evidence is empirically supported by an experiment designed by (Jacob 1973). According to (Delgado and Aleman 2005) brand loyaltywhich is trust in brand ultimately results in the brand equity the study was conducted in the south eastern part of Spain and resulting from 271 surveys and the results indicated that brand trust evolves from the brand reliability (the feeling that brand would meet my expectations) and brand intentions (the feeling that brand is worth enough to solve all my problems) these two things leads to brand trust which leads to repurchase of the brand resulting in brand loyalty. Brand Equity Essay -- Business, Marketing INTRODUCTION â€Å"A brand is a distinguishing name and/or symbol intended to identify the goods or services of either on seller or group of sellers, and to differentiate those goods or services from those of competitors† (Aaker 1991).A brand is the most valuable asset for an organization in the current competing world. Every organization is formulating strategies to make its brand popular and significant not only in markets but also in minds of the customers. Brand is the relation of customer with the brand. It is promise which a company makes to the customer about the goods and service they offer (Gregg 2002) Branding involves decisions that establish an identity for a product with the goal of distinguishing it from competitors offerings which means that brand becomes an important tool for marketer as consumer use it as guideline to identify certain products and their usefulness for the customer. The value of the brand can be determined by the concept of brand equity which has emerged as the one of the key factors in understanding the brand value (Krishnan 1996). Brand Equity Over years brand equity has been the topic of interest to the marketing companies. Brand equity can help evaluate brand and provide certainty around market share expectation (Peter).The most widely accepted definition of brand equity is the value accomplished by a particular brand(Krishnan and Hartline 2001). To gain competitive advantage in marketing perspective the central theme relies on building and sustaining brand equity. Brand equity as defined by (Wood 2000) is the relation of brand with its customers. Brand equity according to (Srivastav and Shocker 1991) constitutes of brand strength and brand value. According to (Motameni, Shah... ...dom), (2) behavioral response (i.e., purchase), (3) expressed over time, (4) by some decision-making unit, (5) with respect to one or more alternative brands out of a set of such brands, and (6) is a function of psychological (decision- making, evaluative) processes. This evidence is empirically supported by an experiment designed by (Jacob 1973). According to (Delgado and Aleman 2005) brand loyaltywhich is trust in brand ultimately results in the brand equity the study was conducted in the south eastern part of Spain and resulting from 271 surveys and the results indicated that brand trust evolves from the brand reliability (the feeling that brand would meet my expectations) and brand intentions (the feeling that brand is worth enough to solve all my problems) these two things leads to brand trust which leads to repurchase of the brand resulting in brand loyalty.

The Bildungsroman Genre Essay -- Literature Bildungsroman Essays

The Bildungsroman Genre INTRODUCTION................................................................................................................. 1- BILDUNGSROMAN NOVELS......................................................................................... 2- TWO BILDUNGSROMAN NOVELS............................................................................. 3.1- Great Expectations..................................................................................................... 3.2- Emma........................................................................................................................... CONCLUSION.................................................................................................................. BIBLIOGRAPHY................................................................................................................. A novel is a prose narrative of a certain length and complexity that deals imaginatively with human experience usually through a connected sequence of events. Most novels involve many characters and tell a complex story by placing the characters in a number of different situations. One theme commonly present in British novels is the theme of â€Å"growing up†. Even before psychology was well developed as an academic field, the bildungsroman novels, or education novels explored people’s emotions and the process of maturing. The bildungsroman is a class of novel that arouse in German literature but later became a worldwide genre. It deals with the theme of someone’s growth as a person from childhood to maturity. The relevance of such a genre is clear if one notices that much of the most significant fiction in the last two centuries has taken this form and, therefore, constitute part of the history of the novel in the world. Great Expectations (1860-1861), written by the English author Charles Dickens, and Emma (1926), by another English author, Jane Austen, can be analysed under this perspective. Througout Dickens’ novel, Pip, the main character, goes through many changes in his personality to eventually coming to terms with his own actions. Austen’s novel deals with a female character, Emma, a rich young woman who learns how to balance power and propriety. The purpose of this paper is to analyze these two novels as pertaining to the bildungsroman genre and how a... ...sroman in English: An Annotated Bibliography of Criticism. 1. Ed. New York: MLA, 1990. HADER, Suzanne. The bildungsroman Genre: Great Expectations, Aurora Leigh, and Waterland. Captured on November 5, 2000. Online. Availabe at http://classiclit.about.com/arts/classiclit/gi/dynamic/offsite.htm LANDOW, Georger P. Austen, Dickens, and Male-Female Relations. Captured on November 4, 2000. Available at http://landow.stg.brown.edu/victorian/dickens/ge/ gubar/html MINNIS, Julie. Victorian England: Background to Great Expectations . Captured on November 4, 2000. Available at http://humwww.ucsc.edu/dickens/index.html. PHILLIPS, Brian Great Expectations. Captured on November 4, 2000. Available at http://www.sparknotes. com/lit/greatex SHELSTON, Alan. Charles Dickens. . Captured on November 4, 2000. Available at http://lang.nagoya-u.ac.jp/~matsuoka/CD-Shelston.html The Atlantic Monthly. Captured on November 5, 2000. Daily. On line. Available at http://www.theatlantic.com/unbound/classrev/greatexp.htm WEISSMAN, Gary. Parents in Austen and Dickens. Captured on November 4, 2000. Available at http://landow.stg.brown.edu/victorian/dickens/ge/parents.html

Early American Settlements :: essays research papers

How Much is Too Much? In order for any society to be successful there must be some kind of law and order. Without some established rules and regulations little would get done and there would be chaos and confusion. But in turn there is another side to the spectrum. At what point are the rules too much? There comes a point in which enforcements are overbearing and hinder the people under them. This often seems to be the case in early American times. Though these early laws benefited the foundation of church and state into a more united community, the often caused many hardships to the citizens under them. In studying laws in early American settlements it seems logical to look at Jamestown first. Jamestown had its problems from the beginning. One of the main ones was the colonists lack of desire to work. The work schedule of the day was considered easy even by modern day standards. Colonists were only required to work 6 hours a day, while the rest was reserved for personal leisure time. This from a colony that was practically starving to death. This is one of the few examples in which the laws in early colonial America were actually not harsh enough. But this was all about to change. By 1611 things were not good in Jamestown. Many more people had died than had survived the harsh east coast winters. People were still frolicking in the streets instead of working hard to ensure their survival. Then Sir Thomas Dale arrives in May of 1611. He was sent to bring discipline among the disorganized colonist, and discipline he brought. He published a set of rules now known as "Dales Laws." Many of these rules called for harsh punishments for what today would be thought of as relatively minor wrong doings. But where these rules too harsh? They did after all end up saving the colony. But at what price? Is it worth killing a man over petty theft of a hoe or axe if it leads to the eventual survival of his society? These are all hard questions with no definite anwsers. But one thing is for sure, had it not been for Dale and his strict enforcements the colony of Jamestown would have certainly perished. Two other early colonies that deserve mention were the Pilgrim colony at Plymouth and the Puritan settlement in Massachusetts Bay. The colonists which resided here were unlike the early settlers of Jamestown in that order was always a primary concern of theirs.

Montessori Method

What does this term â€Å"Normalization† mean? Normalization is a term that causes a great deal of confusion and some concern among many new Montessori Parents. Normalization is indeed not the best choice of words! It suggests that we are going to help children who are not normal to become â€Å"normal. † This is definitely not what Maria Montessori meant. Normalization is Montessori’s name for the process that takes place in Montessori classrooms around the world, through which young children learn to focus their intelligence, concentrate their energies for long periods, and take tremendous satisfaction from their work. In his book, Maria Montessori: Her Life and Work, E. M. Standing described the following characteristics of normalization in the child between the age of three and six: †¢ A love of order †¢ A love of work †¢ Profound spontaneous concentration †¢ Attachment to reality †¢ Love of silence and of working alone †¢ Sublimation of the possessive instinct †¢ Obedience †¢ Independence and initiative †¢ Spontaneous self-discipline †¢ Joy †¢ The power to act from real choice and not just from idle curiosity Kay Futrell in her classic little book, The Normalized Child, describes Dr. Montessori’s amazement when the 60 frightened and ill-disciplined inner-city children of her first Children’s House began to respond to the new environment. â€Å"What followed seemed incredible even to Dr. Montessori, for the deprived children blossomed under this freedom, and the possibility of doing work suited to their needs. They revealed to her not only their enormous capacity for intellectual accomplishment, but a strange character of sweetness and serenity. They displayed a truly uncorrupted spirit, scorning rewards and punishment, and finding their joy in the prodigious work which involved them. They came from these labours refreshed, as from a creative experience, and as they worked, they grew in inner discipline and peace. The sight of these children, who displayed the truly â€Å"normal† characteristics of childhood, was the force which motivated Maria Montessori for the remainder of her life. This secret of childhood she pursued with great vitality, and from her tireless observations and efforts, evolved her perception of the child’s psychic personality. As she travelled from country to country, lecturing, training teachers, helping to establish school after school, this same phenomenon was observed wherever conditions promoting its growth were perfectly realized. This normalized child is the image which Montessori teachers keep uppermost in their minds. This is what we are striving for, what we hope to achieve. However, this child will only appear if we conscientiously prepare ourselves and our classrooms and if we can build on the proper preparation in the child’s home. Normalization is another word for what we call Montessori’s JOYFUL Scholars! What Outcomes Can We Look for If We Give Our Child a Montessori Education? Here are eight primary aspects we normally find in children who have grown up with a Montessori education: †¢ Academic Preparation: Montessori prepares students both for higher education and for life. On an academic level, Montessori helps students attain skills that allow them to become independently functioning adults and life-long learners. †¢ Intrinsic Motivation: Innate desire drives Montessori children to engage in activities for enjoyment and satisfaction. †¢ Internalized Ground Rules and the Ability to Work with External Authority: Montessori students are normally comfortable with ground rules that set the boundaries for their interactions within the school community. Because these ground rules become internalized, Montessori students normally learn to behave appropriately whether or not teachers are present. †¢ Social Responsibility: Montessori children tend to be quite sensitive to the rights and needs of others. They tend to make a positive contribution to their community. †¢ Autonomy: Montessori students tend to become self-directed, composed and morally independent. †¢ Confidence and Competence: Montessori students tend to become confident, competent, self-reflective, and, thereby, successful. They are generally not afraid of failure and learn from mistakes. †¢ Creativity and Originality of Thought: Montessori students normally become confident in expressing their own ideas and creativity. They recognize the value of their own work, respect the creative process of others and are willing to share their ideas regardless of the risk of rejection. Montessori students tend to take great satisfaction in self-expression. †¢ Spiritual Awareness: Montessori students are often exceptionally compassionate, empathetic, and sensitive to the natural world and the human condition. Montessori Method Discipline Traditionally it is felt that if we want to have disciplined children then we must exert some kind of control over them so that in the end they bow to our superior strength and adopt our way of acting. We do not expect self – discipline to arise spontaneously in children – we tend to think it is something that we need to impose on a child. Of course if we set limits for desired behaviour and we make sure the child stays rigidly within these limits then what we will see superficially is a child that ‘does as he is told. But this is not self – discipline – this is the kind of discipline that disappears as soon as the adult exerting their will disappears. Maria Montessori hoped for so much more than this. . Montessori said that if we want to help children develop into self disciplined adults then we need to provide the kind of environment that will help the child to create a strong will – when self control is born within the child and is not imposed externally it is a lasting discipline that will stay with him through his life. ook at the traditional view of discipline and contrast it with the way in which self – discipline is developed according to the principles of Maria Montessori. It will be of interest to all who would like to understand more about the apparent Montessori contradiction that self – discipline can be nurtured by granting the child freedom. As Maria Montessori says: One of the greatest difficulties in securing discipline lies in the fact that it cannot be obtained simply with words†¦ Discipline is therefore attained indirectly, that is, by developing activity in spontaneous work. Everyone must learn how to control himself and how to engage in calm and silent activity, for no other purpose than that of keeping alive that inner flame on which life depends. † Montessori Method Discipline Traditionally it is felt that if we want to have disciplined children then we must exert some kind of control over them so that in the end they bow to our superior strength and adopt our way of acting. We do not expect self – discipline to arise spontaneously in children – we tend to think it is something that we need to impose on a child. Of course if we set limits for desired behaviour and we make sure the child stays rigidly within these limits then what we will see superficially is a child that ‘does as he is told. But this is not self – discipline – this is the kind of discipline that disappears as soon as the adult exerting their will disappears. Maria Montessori hoped for so much more than this. . Montessori said that if we want to help children develop into self disciplined adults then we need to provide the kind of environment that will help the child to create a strong will – when self control is born within the child and is not imposed externally it is a lasting discipline that will stay with him through his life. ook at the traditional view of discipline and contrast it with the way in which self – discipline is developed according to the principles of Maria Montessori. It will be of interest to all who would like to understand more about the apparent Montessori contradiction that self – discipline can be nurtured by granting the child freedom. As Maria Montessori says: One of the greatest difficulties in securing discipline lies in the fact that it cannot be obtained simply with words†¦ Discipline is therefore attained indirectly, that is, by developing activity in spontaneous work. Everyone must learn how to control himself and how to engage in calm and silent activity, for no other purpose than that of keeping alive that inner flame on which life depends. †

Implications of Business Process Management for Operations Management Essay

Implications of teleph unmatched circuit neverthelesst anxiety for trading trading operations eradicatement Colin Armistead and Simon MachinThe agate line schooltime at Bournem offh University, Bournemouth, UK Introduction trading operations focussing is touch with the c accounting entry of people, offshootes, technology and early(a) resources in order to learn franks and services. on that point is a tintinnabulation from operations way into fashion tack re-engineering (BPR) of the wait on paradigm and of the concepts and techniques of designing, managing and meliorate available solvees. Doubtless oft propagation ho consumption be learned from operations forethought for the application of BPR1. solely occupation wait on instruction is more(prenominal) than rightful(prenominal) BPR employ to in operation(p) wrick whizzs. What ar the implications of the wider determineation of channel exploites for operations guidance and idler the conce pts and techniques from operations focal point be directly utilize to both(a) types of contrast serve upes?This paper introduces the concepts of argument borderes and dividing line ferment watchfulness, and underwrites specifyings from inter prospects in quad nerves which be continuing to mother their attackes to managing surgical procedurees. These findings argon indeed positi geniusd at bottom a salmagundi of care bear upones, by way of enquiry propositions. Fin aloney, implications for operations precaution are controverted. What are barter servicees? argument influencees displace be thought of as a serial of interrelated activities, crossing useful boundaries with scuttle just nowts and outputs. why are they important and why are brass instruments moving to adopt get alonges to explicitly manage by railway line bear upones? Reasons include2 that the do view bothows increase flexibility in plaques to fall in changing external demands v erbalizees the speed to food market of brisk products and services and the responsiveness to the demands of clients facilitates the lessening of costs facilitates qualify magnitude deli truly reliability and helps come up to the quality of products and services in basis of their accord and capability. suees are section of the philosophy of total quality focussing (TQM)3. Both the Malcolm Baldrige bailiwick superior Award4 and the EuropeanInternational ledger of Operations & fruit counseling, Vol. 17 no. 9, 1997, pp. 886-898. MCB University Press, 0144-3577Foundation for prize counseling (EFQM) pose5, on which the European Implications of woodland Award is ground, befuddle at their feel the consideration of vocation crease transit branches. Such models require the identification of carry outes, the trouble anxiety of these regalees with review and targetary, innovation and creativeness applied to demonstratees and the management of member cha nge. A second route that leads agreements to consider their backup addresses 887 is BPR6-9 which promotes the extreme change of transmission line playes. almostwhat(a) nourish illustrated the complementary nature of BPR and TQM10, others the conflict11. careless(predicate) of this, the fact is that musical arrangements come to consider their line organisation biddinges by call ups of and through TQM, or through BPR, or potentially through both avenues. What is handicraft care for management? at that place is considerable debate round what profession process management means and how boldnesss interpret the business process paradigm2,12. strain process management can non be considered only if as BPR. quite it is concerned with how to manage processes on an true al-Qaida, and non just with the one-off radical changes associated with BPR. But how are schemes truely managing their business processes? What adventes drive home they bob uped? What lessons extradite they learned and what can be drawn from their familiaritys? The aim of the look into in make up in this paper is to address much(prenominal)(prenominal) questions by considering organizations at the prima(p) edge of process management. Methodology A qualitative methodology was take in conducting the question. During a pilot material body interviews were conducted in 4 organizations TSB put Xerox Kodak and Birds midsection Walls.This, coupled with knowledge of the memory access at bottom Royal Mail, led to an initial sympathy of the glide pathes be adopted by organizations13. This was followed by further interviews in four organizations (including at bottom a un standardized lead off of say Xerox), and it is these that excogitate the basis of the findings describe in this paper. The four organizations, in this second phase of interviews, were (1) Rank Xerox European Quality Award (EQA) winners in 1992 (2) no.tel Netas, a adjunct of Nortel, were EQ A winners in 1996 (3) TexasInstruments EQA winners in 1995 (4) Hewlett-Packard who do not use the EFQM model, only when withdraw been utilize their hold Quality Maturity organization for several years, with some a(prenominal) similarities to the EFQM model, including the central single- nourishd scat of processes. While these organizations are at variable stages of their mount to business process management they can be considered excellent against many criteria (including process management), as entern above, and the findings and lessons derived from the look for should specify other organizations which are just starting signal their approach to process management.IJOPM 17,9888In ii causas the quality director of the UK operation was interviewed in one case the participant was the business process manager in another(prenominal)(prenominal) the participant was a direct report to a service director. We consider that the consumptions and experience of the participan ts make possible sensible semblance surrounded by the organizations, based on the interviews. Semi- incorporated open- blockadeed interviews (typically of surrounded by two and tether hours), based on the ideas emerging from the pilot interviews, were carried out in distributively organization. The interviews were provide by other documentation from each organization which included process maps, grooming frameworks and organisational structures. Interviews were transcribed and the transcriptions utilise as the basis for analysis. Each interview transcription was rake and examined several times and lists of concepts give wayed14. A cognitive map15 of all four interviews was thusly constructed cover the concepts emerging from the data and how the concepts in molded on each other (based on the in organic law of the authors). Concepts were then clustered, with six clusters, or themes, right outdoor(a) appearing.The clusters were then checked against the transcripts from the pilot interviews and documentary film material from the case organizations to go over consistency of findings. Findings The six clusters emerging from the explore we have labelled organization coordination process translation organization structuring heathen hold progress metre. While some of these might not be novel inthemselves we discuss them first individually and then as a knack. Organization co-ordination i prop associated with business processes is their s squeezeping point-to-end nature. They start with input at the business edge and fetch up with outputs from the business boundary. Hence their cross-functional nature and, silent in this, is their ability to integrate and devise action at law. For illustration, a better way to stand for about process is that it is an organizing concept that pulls unitedly absolutely everything necessary to deliver some important component of strategic value16. It is perhaps not surprising whence that a strong theme em erging from the interviews was that the process paradigm provides an approach for co-ordination crossways the whole organization.This integrating through the use of business processes is perhaps or so simply illustrated by the fact that participants, in describing their approaches to business process management, described how they hightail it and manoeuver their entire business. The co-ordination took a number of forms. For grammatical case, business process management was powerfully positioned in the overall approaches to business planning adopted by the organizations. This was illustrated in one organization with their long- and medium-term plans explicitly cogitate to annual plans for their tell processes. affair process management overly provided an approach for integration through increased knowledge within the organizations (for example, about strategic bang), without the claim for bureaucratic mathematical operations or graded controlImplications of business pr ocess The concepts of business processes emerged as providing a link amongst the management cover song of the organization and act at the lower trains the bit in the middle. Central to this is the concept of different levels of processes and typically the organizations reported having identify three or four levels of process from the top-level architecture through to the individual or occupation level. In providing the co-ordination crossways the organization, the importance of managing the boundaries of processes was strongly emphasized. sensation organization, for example, was addressing these boundary issues between their processes through the use of networks of individuals representing the interests of their process.They apply networks around each process to formulate and implement dodge, and identified which processes have boundary issues withother processes. Individuals from one process network then get word meetings of the other process networks on this boundary to address the potential issues. Without some form of co-ordination between processes, changes in one process could as strong lead to changes in carrying into action of other processes such that strategic goals would be compromised, typically in the areas of quality and costs.but what we were trying to do was create a very free environment, a very innovative environment, but an environment where we knew just where we were going.889Process definition Much of the publications on managing processes is concerned with process good17,18 and this is typically directed at how to mitigate the actual operation of processes. However, a view expressed during the interviews was that the real value derived from the process approach is through the soul and development of an approach at mettlesomeer levels within the organizations, quite a than simply process betterment activity at the designate or aggroup level. Nevertheless, these organizations recognized that they struggled with t his and acknowledged that, in reality, the accord of processes was oftentimes still at the task level, with a natural escapeency for procedure writing.Approaches to help control this included chat across the different levels of the organization to develop normal intelligence (and, in particular, to develop better understanding between process owners and process operatives) and a focus within process liquifycharts on value stairs and decision points, together with the definition and management of process boundaries. Process flowcharting is often presented as a panacea for understanding and managing processes, but some organizations reported problems with applying the methodology to all processes the methodology of flowcharting is OK for reproducible, regularly operated, true(p) processes it is not that useful for processes that are very iterative and processes that run infrequently, the more multifactorial processes. sure enough the organizations were coming to realize t hat such process maps in themselves were not fitting people talked a lot about process re-engineering and all they ever did was victimise around with process maps, and they didnt truly get the big picture.IJOPM 17,9andwe have used a flow-charting methodology widely deployed across the companywe have still got a lot of problems though in terms of processes gathering dust on the shelf.890Also, date the organizations recognized the choose to specify processes infra their high level processes, the need certainly did not emerge to map all processes to the same level or detail. It would be unusual to go to an entity and show all the processes in detail to all depths.In general, the drive appeared to be to use business process management more as a long-term and living woodpecker than just a remedial dig for inadequate-term, tactical issues. Long-term plans were needed for processes to alter the process owners to focus on the early requirements of their processes. Also at that p lace was the need to develop methodologies other than flowcharting to sponsor a more holistic approach to business process management, and to directly consider the process of managing processes. organisational structuring Much has been written about the fiber of processes in structuring organizations and, in particular, the development of plane organizations structured strictly around processes2,19,20.In general, the organizations interviewed in this interrogation appeared to be pickings a less radical view. quite they had developed ground substance-based organizations between functions and processes, and tended to adjust their functional structure to queue up with their identified processes. They olibanum saw processes as simply another offset of the organization structure21. Indeed they seemed to have implicitly balanced the dimensions of autonomy/co-ordination, want/ control and efficiency/learning22 and in doing so derived the matrix structure. This perhaps also re flects other organizational paradoxes23. Their reasoning was influenced by a view that person-to-person consanguinitys were the tombstone to impelling organizations, as much as the orb, obligate structure. Processes were seen to provide a framework for these relationships in terms of kinding understanding and common approach across the organization.This framework was reported to help establish empowerment in a structured way, matching level of empowerment with control and nourishment. Hence the entering of the process dimension into their structure. However, they were un pull up stakesing to do away with the functional dimension, due to the intelligence that functions better back up the actual private relationships within the framework of processes and better supported specialist expertise people foundert necessarily align with processes, they align with other people, and entities and organizations. flock dont go to parties on processesandif you start bashing on about p rocess organizations, and youve got to do away with the silos, and the function and so onyoure denying it in a way something to do with that relationship side of things.This has a resonance with reports that affects to process-based organizations Implications of can be ineffective if the personal relationship and cultural aspects are business process overlooked24. management These matrix structures were regarded as relatively unstable13 with a tendency to affirm back to a functional structure, or to move too far towards a process focus, but the organizations saw the role of their quality pros 891 as the catalyst to ensure balance between functions and processes. More enkindle is that, in these matrix-based organizations, there appeared to be no desire to move towards a stringently process-based structure, with the matrix recognized as a desirable state, enabling constant and good reorganization through its flexibility.Inevitably the matrix adds complexity, but it seems that t hese organizations are willing to mess this complexity against the flexibility and personal relationship aspects supported by the matrix structure. unmatchable organization did, however, report a only process-based structure, and this did appear to support a high period of simplicity against the complexity of the matrix approach. There may therefore be value for organizations in explicitly considering the trade-offs between processes and functions in forming their approach. Regardless of the process/function structure, the approach of process groups and process owners at different levels of the processes was common. Cultural fit husbandry is an ambiguous concept which is difficult to position25. However, most organizations have some notion of their market-gardening, and this was the case in all four organizations, where cultivation had an implicit meaning. It is an important concept in thinking about organizations since people and processes must(prenominal) combine to produc e output. However, within the organizations, processes were not seen as a constraint, rather, as reported above, as providing a framework for empowerment.There emerged a general view that the overall approach to business process management needed to fit initially with the flori enculturation of the organization, and allow that culture to be maintained, at least in the short term. This is not to say that there was not a longer-term fair game to address culture, but culture drove the remove initial approach thats why it works salubrious, because were a highly empowered organization, and a aggroup of people are sluttish working as a team, so bringing them together for a process team is perfectly easy all we had to do was teach them the tools to do it and a bit of flowcharting and away they go. But that fits well with the culture.This is in stark contrast to some business process re-engineering approaches which may often be insensitive to culture or may have an immediate objectiv e of changing culture26. Where BPR was deployed in the organizations it tended to be positioned as part of the overall approach to business process management, for example, alongside process stabilization and continuous improvement, rather than instead of. When used in this context, there were examples of culture change for smaller organization groupings. There were alsoIJOPM 17,9892examples where the failure of BPR initiatives was directly attributed to a culture within the organization which so strongly supported constant, but incremental, change that radical change, as intimated by BPR was rejected. All four of the organizations embraced TQM and, in particular, continuous improvement. The concept and lyric of teams and teams of teams27 featured strongly, with rewards and cognizance often associate to team execution of instrument. The formation of cross-functional teams in alter processes happened naturally in these organizations, and appeared critical to the supremacy of their approach in managing processes. Improvement through business process management Unsurprisingly the interviews supported a drive within the organizations to unceasingly improve processes and this is reflected in the above word of honors of culture.Examples of limited approaches included the use of benchmarking to understand and set best practices and the development of compendiums and databases of best practices and the gene linkage of improvements to measurements against European Foundation for Quality wariness (EFQM), Baldrige and other quality models. While BPR was distinctly used in some of the organizations (indeed Texas Instruments and Rank Xerox are well cognise for their re-engineering work) this tended to be talked about more at the process simplification or process improvement end of the spectrum of definitions placed on BPR28-30 you would not change the overall process radically in a short space of time, but for people (in the process) I think it is a drastic step.andI would not anticipate the total process radically changing over a short space of time because one could not manage it, so you have to move forward in sizeful step at each part of the process.One organization reported benefits through using human resource professionals alongside process engineers on BPR projects to keep some sanity in what the re-engineering was doing. Measurement and business process management Measurement is a find out principle to managing processes18 with the need to identify trends, assess stability, determine whether customer requirements are actually met and drive improvement.This was confirmed by the interviewsand measurement emerged as central to happy approaches to business process management. There seemed to be a genuine attitude of living and external respiration measurement within the organizations if you cant actually get good metrics you wont manage a process, so its absolutely primordial to managing a process.andif we dont define the metrics weve had it.Increasing importance was being given to customer satisfaction and customer Implications of loyalty measures and there was a recognition of the importance of developing business process efficiency measures for the processes as opposed to just measuring whether management processes actually delivered. There was also a drive towards examining the chase after of distributions of the measures (process variation) not just average values, consistent with the view of statistical process control31,32. 893 One danger that was reported is related to the level issues discussed above detailed measures were implemented into lower-level process maps, directly related to processes, as one would hope however, this resulted in a adult number of measures that it was then difficult to prioritize, because, at a higher level, measures had not been (or had not been properly) defined.A particularly interesting approach to measurement was in one organization where they had establishe d business fundamentals as performance measures on key processes, deployed universal and at all levels. All professional staff in the organization have business fundamentals which are deliverable, cost, customer or people measures, but self-driven measurements rather than management-driven measurements. These business fundamentals are linked to the key processes, and individuals self-assess their progress against these, using a simple rating scale. Every ninny there is then a formal review across the organization against the business fundamentals.The same approach is used to cover individual performance, performance against plans, and process performance, providing an incorporate approach to measurement across the organization, and a strong illustration of integrating process measures with other organizational measures. Process compartmentalization Different sortings of processes have been proposed in the literature28. Forexample the CIM-OSA Standards33 use the categorization of manage, operate and support. In describing processes we have found a categorization into usable, support, direction conniption and managerial processes to be useful (see Figure 1). The separation of direction set and managerial processes is driven by two considerations useableManagerial watchfulness setting SupportFigure 1. variety of business processesIJOPM 17,9894(1) on a hard-nosed level models, such as the EFQM model, adopted by organizations, separately identify leaders from policy and strategy formulation and (2) the strategy literature regards development of strategy as a process in its own right34,35. Operational processes are the way in which work gets done within an organization, to produce goods and services. These processes are the ones which have been the subject of much of the focus to date in TQM and BPR. They run across the organization and are associated with outcomes such as product development or order fulfilment. They are recognized in the ideas of integrat ed supply chains and logistics and in simultaneous engineering and are part of justin-time approaches. The same ideas for improvement in flow and reduction in cycle times come through into service organizations in the practices of BPR. Support processes are those which enable the functional processes.They are concerned with the provision of support technology, or systems, with personnel and human resource management, and with accounting management. Direction-setting processes are concerned with setting strategy for the organization, its markets and the location of resources as well as managing change within the organization. Direction-setting processes exact a mix of the prescribed stairs within a formal planning process and also less cleanframeworks. Managerial processes are to some intent superordinate to the other categories and contain the decision-making and talk activities. For example, the entrepreneurial, competence-building and renewal processes proposed by Ghoshal and Bartlett20 are managerial processes. Some organizations have tried to validate these processes and have adopted a structured approach to, for example, decision making and communication. This categorization, like any other, does not necessarily fit with the view taken by all organizations (for example, some organizations would position the direction setting processes as part of their operational processes) but it provides a useful framework for discussion of the research findings, and for describing propositions for further research.Discussion and propositions arising from the research The six clusters identified in the findings of organization co-ordination process definition, organization structuring, cultural fit, improvement and measurement can be considered in the light of these process definitions. The issue of process definition at a top level is a view of how organizations work to satisfy strategic intents. The translation of top-level architecture into an operational real ity is influenced by aspects of organizational culture which affect both organizational co-ordination and organizational structure. In no cases is the disappearance of functions apparent rather the functional organization is replaced by a matrix structure. This form of organizational structure derives its co-ordinating strength from the formation of cross-functional teams. The issues ofmeasurement and improvement reflected in the findings reward the need for Implications of effective measurement which drives process improvement in a form which co- business process ordinates and prioritizes activity something which many organizations find management difficult. The findings suggest that fetching a business process management approach is one way to overcome some of the difficulties. It is our observation that organizations in attack business process 895 management tend to initially address their operational processes, then move to focus on support processes, while continuing to imp rove their operational processes, and next to focus on direction setting processes while continuing to improve operational and support processes. and then there is a similarity to the operations managementsandcone model, as proposed by Ferdows and De Meyer36, used to show that cost reduction relies on the cumulative foundation of improvement in objectives. We propose that an organizations approach to process management is similarly constituted by its approach across process categories, and that to build a stable sandcone the approach to, first, operational processes must be created (see Figure 2). This purpose has practical value, since it is the operational processes that directly shock absorber on customers and so can establish quick benefits. Thus financial aid to the operational processes ensures capability of delivery attention then moves to encompass support processes, since these in play ensure the capability of the operational processes attention to the direction setti ng processes recognizes that capability can only be maintained with good direction setting. The superordinate nature of managerial processes positions them outside the sandcone, with influences from the other categories.This sandcone model for business processes implies further propositions based on our findings. P1 As organizations develop their approach to business process management, moving through the sandcone, the appropriateness of techniques will change. Flowcharting methods are well tested in understanding operational and some support processes. However, the organizations in this phase of our research were discovering that such methods were inflexible for other types of process.Operational Operational + support Operational + support + direction settingFigure 2. A sandcone model for developing approaches to business process managementIJOPM 17,9896The appropriate methodology for understanding the managerial and directionsetting processes may lie in the field of systems thinkin g37 and business dynamics38 and the shape of a process for managing such processes needs further attention. Thus the appropriateness of soft mapping techniques increases as an organization moves through the sandcone. P2 Asorganizations move through the sandcone there is an increasing restore on organization structure, with the need to address structural changes to reap the benefits from the process approach. more and more organizations will need to consider organization design as an explicit, rather than implicit, activity to ensure organizational forte. This need not necessitate a move towards a complete process-based structure, but may mean a trade-off between process and functional structures39. This trade-off includes the need to consider factors such as personal relationships and cultural aspects. For example, in some organizations a purely processbased structure will be appropriate while in others the process-function matrix approach will be best utilized.P 3 We propose th at there is an increasing need for maturity in TQM passim the organization to ensure a successful process paradigm, as the organization moves through the sandcone. This raises the immediate question as to whether TQM is a necessity before a process-based approach can be effectively initiated. Certainly all organizations in this phase of our research had developed a TQM-based culture. It also raises questions as to whether the continual application of the radical end of the BPR spectrum28-30 makes it impossible to address all process categories, with the associated lack of care for the human dimension and resulting demoralized workforce. P4 We propose that the degree of co-ordination across the organization increases with moves through the sandcone. As the process approach spreads through the sandcone it forces the question of what integration actually means for an organization and clarifies the requirements for coordination.This is promptly understood for operational processes, wi th a key element being the elimination of barriers to flow. The co-ordination includes the need for a co-ordinated approach to measurement (an example is illustrated in the measurement section above). advance implications for operations management There is a clear message emerging from this research of the need to manage the boundaries between the categories of processes and between the processes themselves. The appropriate approach will be determined by the category of process being addressed and organizations may find the sandcone logic useful in placing their current position. There are different requirements at different points in the sandcone knowledge and understanding of process flowcharting techniques at one end of the spectrum through to knowledge andunderstanding of softer mapping techniques the need to consider the Implications of appropriate organization structure and trade-offs between process- and business process function-based structures the degree of maturity in TQ M the degree of comanagement ordination desirable and possible and, in particular, the need for a co-ordinated approach to measurement. The research supports a view that there is a need to consider performance 897 improvement methods and concepts such as TQM, lean performance and supply and agile manufacturing in a wider context, as applied to all business processes, and not just operational processes with the associated need to manage the interfaces between operations management and other disciplines. References 1. 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