Eating Misconceptions in America Essay Example for Free

Eating Misconceptions in America Essay The eating habits of Americans have been changing throughout the years of history. It could be noted that as the state of life increases in terms of wealth and a more stable economy, there are those people who are much encouraged to take in ready-to-eat mixture of preserved foods, some are even more interested in eating junk foods particularly because of the fact that there are numerous kinds of junk foods as well as processed food available in the market for such type of people. Why do they do this? Because of primarily the time that they might consume in preparing â€Å"much-healthier† foods in comparison with the time that they would spend in grabbing a bite of the junks. Since their stomach requires them to fill it with something when they hungry, they preempt that the food they take in counts no matter what kind the food they eat are. Most likely, the aim of eating for them is to simply give in to the craving of their stomach. How is this particular claim proven through statistical studies? The following paragraph shall show the necessary informations collected by the researcher of this particular paper. Methodology The researcher of this paper decided to deal with the situation in a much more actual way of collecting the needed data for the intended study. To be able to do so, the said researcher aimed to pass a random survey-interview among several students in a college campus. With the questions â€Å"What types of foods cause weight gain? † and â€Å"What types of foods help you lose weight? †, the researcher tried to get the opinion of the students and base the study on their answers as to how they view the food that they take in everyday.

Outsourcing in the Automotive Industry

Outsourcing in the Automotive Industry The global automotive industry continues to grow worldwide at about 2.5% annually, driven by increasing car ownership in the developing economies. In the mature economies, including the UK, growth is much lower or even absent (NGAIT, 2008). Because of market proximity and local content restrictions imposed by the Governments of many developing nations who wish to encourage the establishment of local automotive sectors, the vast majority of new manufacturing capacity in the last 6 years to support this growth has been in the BRIC countries and within the EU, in Eastern Europe. Lower labour costs in these developing automotive economies have also stimulated a shift of production eastwards, but this has to date mainly affected the automotive supply base and less so vehicle assembly sites. The UK automotive industry has transformed itself in the last decade from a sector with turbulent labour relations and a poor reputation for quality and productivity to one that is fully competitive. Independent external reliability surveys put UK built cars at the top of the rankings, and productivity and labour relations are among the best in the world. Until the impact of the global financial crisis, the industry was profitable and self-sustaining in Europe and in the UK. Technology and modern management practices have transformed the shop floor environment, and product technology embraces lightweight materials, cutting edge design analysis and visualisation tools and the extensive use of integrated electronic systems to extend digital control to most functions of the car. The climate change agenda is accelerating technological change at an unprecedented rate, and the industry in Europe and the UK has embraced the CO2 challenge and is investing heavily in people and technology to provide innovative solutions while continuing to offer exciting, safe and satisfying products that people want to buy. In 2008, 1.65 million vehicles and 3 million engines were built in the UK, by a diverse range of manufacturers in car, commercial vehicle, off-road and premium vehicle sectors. The vehicle production levels (until the present recession beg an) were relatively stable for some years, but employment has been declining as productivity improved and there has been severe hollowing out of the supply chain. This is important because about 75% of the value of material in a new vehicle is added by the supply chain (NGAIT, 2008). Literature review: Manufacturing outsourcing continuum: There is much debate in the management literature on defining outsourcing (Gilley and Rasheed, 2000; Harland et al., 2005). The definitions of outsourcing relevant to supply chain management emerge from these elements: Outsourcing implies a business relationship between two parties: the outsourcing subject (also called the principal or the client) who makes the decision of whether to outsource or not; and an external outsourcing firm (Arnold, 2000). The objects of outsourcing are general business processes or processes results which might be outsourced (Arnold, 2000; Kimura, 2002). This can include core (e.g. manufacturing, marketing, RD) as well as support (e.g. maintenance, accounting, IT, logistics) processes (Gilley et al., 2004). Outsourcing is not simply a purchasing decision. While all firms purchase elements of their operations, outsourcing is less common and represents the fundamental decision to reject the internalization of an activity (Gilley and Rasheed, 2000). Thus, outsourcing occurs in two situations. First, is when the client outsources objects that were originally sourced internally, resulting from a vertical disintegration decision (Gilley and Rasheed, 2000). Second, when the client sources objects that, although they have not been completed in-house in the past, are within the clients capabilities and hence could have been sourced internally notwithstanding the decision to go outside (Gilley and Rasheed, 2000; Van Mieghem, 1999). The outsourced objects are specific to the client. That is, the outsourced activities are performed according to a plan, specification, form, or design, of varying detail, provided by the client (Kimura, 2002; Van Mieghem, 1999; Webster et al., 1997). Hence, a firm buying an off-the-shelf, standardized component or a suppliers proprietary part is not considered outsourcing, because no customization is performed for the buyer. The client may outsource all or part of a process or process result (Gilley et al., 2004). For example, the outsourcing of manufacturing processes may take the form of a part, component, or a finished product (Harland et al., 2005). Manufacturing outsourcing: Throughout the 1990s a remarkable increase of outsourcing activities by firms has been observed. It has been hypothesized that this increase results from the decline in transaction costs in connection with the intensified use of information technology (Abraham and Taylor, 1996). Today, activities that used to be performed in-house (e.g. auditing, maintenance, repair, transportation, janitorial and legal services) are usually outsourced to firms in the business service sector. Consequently, outsourcing has contributed significantly to the growth of business-related services during the last decade (Fixler and Siegel, 1999). Moreover, manufacturing firms are outsourcing not only services but also internal production. One prominent example is the automotive industry, where some large car manufacturers only perform the final assemblage of major parts whose production is outsourced to external suppliers. Since this type of outsourcing quite often occurs at an international level, it is als o closely entwined with the globalization process (Feenstra and Hanson, 1996). Various aspects of the trend to outsource have been discussed in the academic literature. A large literature starting with the seminal paper by Coase (1937) and papers by Grossman and Hart (1986), Bolton and Whinston (1993) and Grossman and Helpman (2002) examines theoretically a firms decision of whether to produce in-house or to outsource. At the heart of this literature are issues concerned with transaction costs and, in particular, incomplete contracts leading to either vertical integration or specialisation. Lyons (1995) provides an empirical application to evaluate the importance of transaction costs theory for firms outsourcing decisions. The trade related aspects of outsourcing have also attracted increasing attention in the literature. Trade theoretic models such as Deardorff (2001), Jones and Kierzkowski (2001) and Kohler (2001) examine the effects of trade in fragmented products on countries patterns of specialisation and resulting implications for factor prices. On the empirical side recent papers by Feenstra and Hanson (1996, 1999) and Gorg et al. (2001) have analysed the effect of international outsourcing (or fragmentation) on relative wages and labour demand using industry level data for the US and UK respectively. In line with traditional HOS trade theory these papers find that international outsourcing (moving low skill intensive production to low skill abundant countries) leads to increased demand and increases in the wage premium for high skilled workers in the US and UK. Egger and Egger (2001) investigate the effect of outsourcing on the productivity of low skilled labour in the EU using industry level d ata. They find that increases in outsourcing have a negative effect on low skilled labour productivity in the short run, but a positive effect in the long run. Drivers of manufacturing outsourcing: There have been several studies that have examined the motivations for and benefits of outsourcing. Abraham and Taylor (1996) identified three reasons for outsourcing: Savings on wage and benefit payments, Transfer of demand uncertainty to the outside contractor Access to specialized skills and inputs that the organization cannot itself possess. Kakabadse and Kakabadse (2000) report that the main reasons for outsourcing are: Economic: greater specialization in the provision of services, as outsourcing allows economies of scale and the longevity of demand for the activity; Quality: access to skills, the competency and focus of potential suppliers and geographical coverage is increased; and Innovation: improvements in quality through innovation, and the development of new service products, can lead to new demands. Bendor-Samuel (1998) also asserts that outsourcing provides certain power that is not available within an organizations internal departments. This power can have many dimensions: economies of scale, process expertise, access to capital, access to expensive technology, etc. The combination of these dimensions creates the cost savings inherent in outsourcing, because the outsourcing supplier (the organization specializing in a particular business function) has the economy of scale, the expertise and the capital investments in leading technology to perform the same tasks more efficiently and effectively than the internal departments of the outsourcing buyer . Another possible benefit is that outsourcing provides companies with greater capacity for flexibility, especially in the purchase of rapidly developing new technologies, fashion goods, or the myriad components of complex systems (Carlson, 1989; Harrison, 1994). Companies can buy technology from a supplier that would be too expensive to replicate internally. A network of suppliers could provide an organization with the ability to adjust the scale and scope of their production capability upward or downward, at a lower cost, in response to changing demand conditions and at a rapid rate. As such, outsourcing claims to provide greater flexibility than the vertically integrated organization (Carlson, 1989; Harrison, 1994; Domberger, 1998). Furthermore, outsourcing can decrease the product/process design cycle time, if the client uses multiple best-in-class suppliers, who work simultaneously on individual components of the process (Quinn and Hilmer, 1994). Issues in manufacturing outsourcing: The case against outsourcing is based on arguments such as loss of management control, reduction in flexibility and increased costs. For instance, competitive outsourcing requires a high standard of supplier management to avoid the pitfalls of transferring critical functionality, or becoming too dependent on a supplier for day-today performance of vital business functions. In addition, outsourcing can generate new risks, such as the loss of critical skills, developing the wrong skills, the loss of cross-functional skills, and the loss of control over suppliers (Domberger, 1998; Quinn and Hilmer, 1994). The possible loss of flexibility is connected to the typical long-term contractual relationship that is formed as part of an outsourcing agreement, and that during the contract term, the customers business, the available technology, and the competitive and regulatory environment may change dramatically. Thus, this inflexibility is mostly linked to an unyielding and inappropriate contra ct. Although outsourcing is undertaken by many organizations to control or reduce costs, there is some evidence that it does not decrease costs as expected, and in some cases, costs increase. For instance, when an item is outsourced, the assumption is that the suppliers costs and required contribution is less and will continue to be less than the cost of internal provision. A survey based on 1000 managers worldwide by the PA Consulting Group (PACG) revealed that only 5% of organizations gained high levels of economic benefit from outsourcing (PA ConsultingGroup (PACG), 1996) and that 39% of organizations admitted mediocre economic benefit. Also, as outsourcing leads to a re-definition of organizational boundaries and, by implication, structural adjustments involving human resources, these changes incur social as well as financial costs. Although the social costs are transitory and can be mitigated by facilitating the adjustments through the re-training and redeployment of staff with in the organization, their transfer to the supplier organization and ensuing redundancy payouts can still be considerable (Domberger, 1998; Hall and Domberger, 1995). Also, outsourcing can lead to industrial disputes between employers and employees, which in turn can damage morale, trust and productivity. Experts maintain that global supply chains are more difficult to manage than domestic supply chains (Dornier et al., 1998; Wood et al., 2002; MacCarthy and Atthirawong, 2003). Substantial geographical distances in these global situations not only increase transportation costs, but complicate decisions because of inventory cost tradeoffs due to increased lead-time in the supply chain. Different local cultures, languages, and practices diminish the effectiveness of business processes such as demand forecasting and material planning. Similarly, infrastructural deficiencies in developing countries in transportation and telecommunications, as well as inadequate worker skills, supplier availability, supplier quality, equipment and technology provide challenges normally not experienced in developed countries. These difficulties inhibit the degree to which a global supply chain provides a competitive advantage. Cost benefits of manufacturing outsourcing: In the absence of transaction costs, a firm will decide to outsource when the market price for an outsourced activity is lower than internal marginal cost for that activity (Fixler and Siegel, 1999). It is an unresolved empirical issue whether outsourcing actually has a positive influence on a firms performance as is expected a priori. Some case studies have reported that firms tend to underestimate the transaction costs associated with outsourcing. For instance, it has been documented that some firm have again in-sourced activities that were previously performed by external firms, because they were dissatisfied with the quality or because they have underestimated the amount of asset specific investments (Benson, 1999; Gornig and Ring, 2000; Young and Macneil, 2000). A few studies have analysed the impact of outsourcing on firm efficiency (Heshmati, 2002). Although efficiency is certainly an important aspect of firm performance, it neglects the product market performance of firms. Fo r instance, even if efficiency of firms remains unchanged after outsourcing of internal production, higher quality of intermediate inputs might result in higher quality of final products and hence higher sales and higher margins. The lack of empirical studies on the link between outsourcing and firm performance might be also due to a limited availability of suitable micro data for analysing this subject. Theoretical considerations for manufacturing outsourcing: In theory, efficient firms will allocate their resources within the value chain to those activities that give them a comparative advantage (Shank and Govindarajan, 1992). Other activities that do not offer such advantages will be outsourced to external suppliers. When firms engage in outsourcing, they assess the productivity of their in-house service functions and decide to outsource if others can provide comparable services cheaper. Basically, when firms outsource activities and functions related to producing their products and services, they move towards a business strategy based on core competencies, a set of skills and knowledge that helps maintain their competitive advantage in serving customers (Porter, 1985; Sharpe, 1997). Thus outsourcing is expected to imply cost savings relative to internal production or internal service functions. This will be the case if outside suppliers benefit from specialized knowledge and/or economies of scale (Heshmati, 2002). However, recent work by Grossman and Helpman (2002) shows that the choice between continued internal production or an outsourcing decision means taking into consideration more than just production cost differences. According to transaction cost economics, outsourcing is desirable only when transaction costs incurring from asset specificity, incomplete contracting and search efforts are lower than the production cost advantage (Williamson, 1971). In addition, the attractiveness of outsourcing to a certain producer may well depend on how many firms can potentially provide the inputs it needs. As mentioned above, some case studies have also reported that benefits from outsourcing are quite often not derived immediately and that managers tend to overestimate the resulting benefits and underestimate the involved transaction costs (Benson, 1999; Gornig and Ring, 2000; Young and Macneil, 2000). Earlier works: Wasner (1999) presents a state-of-the-art view on the outsourcing process by combining a thorough literature review with two independent case studies of the Swedish aircraft industry (Saab AB) and the electronics industry (Ericsson Radio Systems AB and one key supplier Swedform Metall AB). The first case concentrates on outsourcing of aircraft sub-systems and subsequent in-sourcing of related software activities, whereas the second case deals with outsourcing of radio base station production. However, he argues that the process of carrying out the transfer of an activity from being internally controlled to becoming externally managed is equally difficult because of interdependencies at the operational level. The effects of outsourcing are far reaching in terms of physical, temporal and organisational reach. Physically, because there is an inherent complication of losing control as an activity is turned over to an external supplier. Temporally, because it is difficult to estimate how conditions will change over time. Organisationally, because outsourcing involves converting decisions at the strategic level into actions at the operational level and transferring functions from one organisation to another.

Juvenile Crime Essay -- Juvenile Crime Essays

Juvenile Crime Juvenile crime rates have nearly doubled in most countries. In the news we keep hearing about youngsters got mixed up in shady affairs and committing petty crimes. Firstly they just steal an apple from the market stands, then rob a small shop, next day we learn about a 17-year-old kid who killed his classmates. People are concerned and rightly so. That's all what we do or maybe give them a harsh punishment. It seems that the problem has only focused on punishment and very little on prevention or intervention. There is no single cause of violence but we can certainly list a lot of risk factors, which increase the development of delinquent behavior. These include child abuse and family disintegration, violating behavior, academic failure, school dropout, and lack of contact with the society, fighting with peers and antisocial behavior early in life. In order to reveal the real background of juvenile crime it's obviously not enough to stop at this point. Probably none of the young delinquents were born with aggression, rage and hatred. Their environment and our society have turned them into who they are today. Juveniles have to face the cruel sides of the world too early and they are not well prepared for it yet. Some of them are able to deal with it, some of them are not. The latter shocked by the realization will escape to the world of crimes so trying to hide themselves from all the disappointment. Crime rates are the highest in the more urbani...

Customer Relationship Management Essay -- Business CRM

As a Business Administration major I have learned there are several different components that make up a successful business, and it is important that everyone work together to achieve a common goal. The ultimate goal of most companies is to create a product or service that will gain a place in the market and stay there. Customer relationships are the most important factor for companies to consider when aiming toward success. What can companies do to improve customer relationships? Improving customer loyalty means the customer keeps coming back even if they are not always completely satisfied with the product. When I think about what brings customers back, and the most important part of a company’s success, it is undeniably customer relationship management. With it being easier for customers to shop from their home or office, and the growing competition making it easier to switch, the relationships become increasingly more important every day. Focusing more effort on cus tomer retention and loyalty in customer relationships would improve their chances of surviving in the market. Companies are now turning to this business strategy supported by information technology. These customer service programs are designed to assist in a company’s business operations. Companies like Siebel, E.piphany, Oracle, Broadvision, Net Perceptions, Kana and others have designed products that do everything from track customer behavior on the Web to predicting their future moves to sending direct e-mail communications. Customer Relationship Management can improve: Contact and account management, sales, marketing and fulfillment, customer service and support, and retention and loyalty. The part that deals specifically with the needs of the cust... ...to, what promotions to send to certain customers, and can inevitably save marketing dollars in the process. The management part of the programs is equally important. Once companies see progress or no progress with a customer they have to decide on an appropriate action. Companies do not want to sit back and watch customers disappear. Measuring the benefits will help companies identify their best customers and eliminate negative information flow between customers and the company. Customer Relationship Management has impacted the business world and changed the way customers are handled and the way customer satisfaction is valued. Murphy, John A. (2001). The Lifebelt: The Definitive Guide to Managing Customer Retention. New York: John Wiley & Sons, Ltd. (2001). Harvard Business Review on Customer Relationship Management. Boston: Harvard Business School Press.

Fight for Freedom in Toni Morrisons The Song of Solomon :: Song of Solomon Essays

Fight for Freedom in Toni Morrison's The Song of Solomon "The scream that boomed down the cave tunnel and woke the bats came just when Macon thought that he had taken his last living breath. The bleeding man turned toward the direction of the scream and looked at the colored girl long enough for Macon to pull out his knife and bring it down the old man's back. He crashed forward, then turned his head to look at them. His mouth moved and he mumbles something that sounds like 'What for?' Macon stabbed him again and again until he stopped moving his mouth, stop trying to talk and stopped jumping and twitching on the ground" (pg. 171). This is an excerpt for the novel The Song of Solomon (1987), by Toni Morrison. Macon one of the main characters, only a child at the time, kills a man whom he thinks is threatening him and his sister's, Pilate, life. After killing the man the two children travel to the man's camp where they discover three bags of gold. Macon also sees, " the dusty boots of his farther" (pg 170). Becoming alarmed, Pilate says, "I t is Papa!". To her cry a voice whispers 'sing, sing'. Macon greedily packs up the gold while Pilate searchers frantically for their farther. After a terrible fight the two separate. Ironically years later they end up living in the same small Michigan town. Macon and Pilate hate and their family secret all the while still grows in differnt directions. Macon moves on with his life and marries Ruth. The couple have three children, Lean, First Corinthians, and Macon who receives the nickname of Milkman. Milkman being interested in Pilate granddaughter, spends a great deal of his childhood at Pilate's house--despite his fathers disapproval. After living at home for the past thirty years Milkman becomes swamped with his family secret. His farther claims that Pilate stole the gold from the man his killed camp sight. And Pilate claims the bag of her 'inheritance' only to be bones. Becoming frustrated, Milkman sets out to find the truth of his family fude. Toni Morrison's mystery novel keeps the readers curiosity,as she write her storyline about the lifestyle of a black society in the 1980's. Within this black society, the people are pursuing their freedom. Toni theme of her novel is freedom, and each character can only obtain their freedom by one of two paths.

Fast Food Essay

College students do not have much time to make their own meals on a regular basis because they are busy with work and school. In lieu of home cooked meals, fast food is the number one choice that comes to mind. Fast food is quick, taste pretty delicious, and is inexpensive for the average college student. In many cases, there is a wider variety of fast food places in radius of the school campus to choose from. Even college students can always find what they are searching for in reasonable situations. When there is not enough time to go to the supermarket and buy the essential groceries needed to make a home cooked meal, there is always the quickest solution of going to a fast food place. Here, an employee will make what is desired with little to no wait. Any college student can run in, order what they want, and be back out with their food in hand and still be able to do everything on their agenda without being rushed. Drive through is also always available to those who do not want to enter the facility and for those who own a vehicle. What is even better about fast food is the fact that many places allow to put in a future order. Then there would be no wait for the food that was ordered. No one wants to eat food that does not appeal to their taste buds. Not even the college students whose diet consists of junk food. Students want something that taste delicious when they are eating it. Luckily, there is almost every kind of fast food joint that will appeal to one person or another. Fast food tastes extremely good because it is food that is not usually eaten on a day to day schedule. The taste of fast food will make any student fulfilled with it’s appetizing selections. Money, no matter what day and age, will always be a concern and with the option of buying fast food, it does not have to be a worry. Fast food is not at all expensive to the everyday college student. For seven dollars, a student can have a sandwich, a side, and unlimited fountain drinks. Many facilities have a â€Å"value† or â€Å"dollar† menu where food can be bought for even cheaper than what is seen on the regular, full-priced menu. If seven dollars were to be an issue, a student could get two hamburgers and a small drink for three dollars plus tax. They would still get unlimited refills plus an extra three dollars and change in their pocket. With the money left over, they could go the next day and buy the same thing as the day prior.  Whether it is french fries or a side salad, fast food places give the average student such a wide variety to choose from.

Is it worse to have too little money or too worse money

Give reasons and examples to support your view. Globally, people can be divided into two groups, the poor and the rich. The basic difference between them is that people with little money are not able to satisfy their needs and people with too much money are able to satisfy both of their wants and needs. People with too little money lack basic needs such as proper food, shelter, toilets etc. This is because they do not have sufficient revenue to afford them.They struggle everyday to earn money so that by the end of the day, they are tallest able to eat In order to survive. It's an international issue and there are more poor people than the rich. This is because the resources to consume humans basic needs are scarce. Therefore, lesser people get the opportunity to use them. Every child deserves to enjoy their life and gain knowledge when they are kids. However, as poor people have too little money to afford entertainment and education for their kids, their kids end up being depressed a nd illiterate in future.Consequently, the chance for the poor people to become rich In future decreases. People with too little money do not have freedom. They do have their own choice that when, how and how long to work. For example, if a man is currently at his friend's wedding and he suddenly gets a phone call saying that he urgently needs to go back to work. The man will have no choice but to go back to work and this type of problem Is one of the most common issues for a poor man. Moreover, people with less money spend most of their life in stress as they are always worried whether then get enough money to survive or not.There Is a common saying that having too much money causes a man to go under erasure and stress as he has a lot of workload. Thus, they go under the state of depression. However this is not factual. Rich men do have a lot of mental pressure and strain but they can easily get rid of it. As they have too much money, they can easily afford weekend parties; spend mo ney In casino, smoke weed and drink to get rid of stress. If a man has too much money, he definitely has too much presage as people admire him for opting a lot of effort to reach at this position. Money is powerful for getting people to do a job.If you want to paint your car, you cannot force painter to do it. However, you can offer him a good amount of money to paint It for you. Therefore money Is power. There Is more chance of rich men's son to succeed than the poor. This is because the rich man has plenty of money to afford the best 1 OFF prospects for the rich man to get richer. To conclude, it's very hard to survive with too less money. And the government needs to end taxes on poor people and support them with their finance. So as a result in future, poor might be able to gradually get richer and will be able to fulfill their demands.