Smuggling Cuban Baseball Players Essay - 1336 Words

Major League Baseball (MLB) in America has an influx of players from across the world and many come from Latin American countries. The country of Cuba has numerous players playing in the MLB even though Cuban citizens are not allowed to leave Cuba without a permit that is very difficult to get. Most young Cuban baseball players are forced to flea the country in order to enter the MLB. These young men have to risk jail time and their lives in hopes of getting a payday in America. They are smuggled out of their country by way of boat and often with help of the drug cartels. Hopefully one day Cuban ballplayers will have the same opportunities as those from other Latin American countries and will not be forced to flea their country in†¦show more content†¦would be subject to a special lottery but this only lasted until 1995. After that Joe Cubas, a sports agent, found a loophole in which he had his players establish residency in Dominican Republic for 6 months to establi sh residency. This way his players avoided the draft and were allowed to sign as free agents. Since Fidel Castro has taken over Cuba over 200 Cuban ballplayers have defected. The way Cuban Ballplayers leave Cuba is often a daunting task. Ballplayers who wish to leave want to play with the best competition and want the million dollar contracts but in order to get them they have to risk everything. Juan Miranda tried escaping Cuba 6 times and had to spend seven days in jail before finally escaping the seventh. â€Å"I left Cuba for the Dominican Republic. It’s an experience that I won’t recommend to anybody else,† said Miranda who made it by way of raft with 15 to 20 other people and lasted five days. Cubans spend days under the hot sun and cold nights with little to eat or drink. Miranda was rewarded however with a four year $2.7 million deal with the New York Yankees. Yunel Escobar also escaped on a raft with a group of 24 journeying for 2 days. He however landed in Miami instead of the Dominican Republic making him draft eligible. This made him miss out on free agency and forgo the multi million-dollar bonus he would ha ve been eligible for. Escobar said of his escape â€Å"To be honest, it’s something that IShow MoreRelatedOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 PagesSkinner, â€Å"Mobility Strategies in Late Imperial China: A Regional Systems Analysis,† in Regional Analysis, vol. 1, Economic Systems, ed. Carol A. Smith (New York: Academic Press, 1976), 327–364. 27. Eric Tagliacozzo, Secret Trades, Porous Borders: Smuggling and States along a Southeast Asian Frontier, 1865–1915 (New Haven, CT: Yale University Press, 2005); Warren, Sulu Zone. 28. Dennis Cordell, Joel Gregory, and Victor Pichà ©, Hoe and Wage: A Social History of a Circular Migration System in West

Mgt 585 Sqm Implementation Essay - 5476 Words

Page 23 TRANSFORMATION FROM WITHIN: THE CDBG CASE Scott Johnson, Northeastern State University David Kern, Northeastern State University Katie Haight, Northeastern State University Ryan Haight, Northeastern State University CASE DESCRIPTION This case is designed for the study of leadership and organizational change within a unit of a larger organization. As such it provides an important learning experience for students who are already managers or who aspire to that level of responsibility. The primary learning opportunities address building a vision at the unit level, restructuring for success, overcoming resistance to change internally and across other units of a larger corporation, building support with powerful sponsors,†¦show more content†¦The case chronicles the new leadership team’s approach to transforming the basic functions of the group, while concurrently managing the old processes until the new ones are operable. The challenge is complicated by substantial resistance to change by executives in powerful operating divisions affected by the compliance responsibilities of the CDBG. Communication and collaboration across organizational silos and the role of powerful sponsors are key elements of th e transformation. The case ends with a summary of â€Å"early wins† for the unit, and a list of challenges its leaders will face over the next few years. Journal of the International Academy for Case Studies, Volume 18, Number 7, 2012 Page 24 INTRODUCTION Steve Bradshaw, Senior EVP of BOK Financial Corporation, was concerned about the performance of the CRA Department, which had recently been assigned to him. The department was named after the Community Reinvestment Act (CRA), a federal regulation that encouraged banks to promote development in low-to-moderate income (LMI) communities through lending and investment programs. The bank had received â€Å"satisfactory† ratings over the past few years in CRA performance evaluations; however, government regulators were increasingly critical about antiquated processes, the lack of required policies and procedures, and the absence of initiative in addressing needed improvements. Failure to receive

Compare and Contrast “All the Years of Her Life” Free Essays

The thing about synonyms is that even though they though they might seem like they are the same thing, if put in a different context they can mean something completely different. It’s interesting how two characters with very similar traits, goals and morals can be so different when placed In different stories, Like when you switch a word for Its supposed â€Å"synonym†. Don Ansell and Mrs†¦ Higgins are two very salary people. We will write a custom essay sample on Compare and Contrast: â€Å"All the Years of Her Life† or any similar topic only for you Order Now Both are traditional, respected, a little on the old-fashioned side and good at being seen as proud and confident. But It’s their greatest lining factor, their love for their families and communities, which divides them. Don Ansell is a proud, traditional and very well respected man who has kept up the tradition of planting a tree for every child in the village to the point where a â€Å"gnarled but beautiful† orchard had become a part of his property. And when he is confronted with the request to ask the children to refrain from playing in the orchard, he explains that it is not his choice nor his place, as â€Å"the trees do not belong to him†. To him, nothing is more important than respecting the honor of his family. And to him, every child in that village whether they’re related to him or not, is his family. On the other hand, Mrs†¦ Higgins has too close of an association with her son to the point where she sees his problems as hers. She has a proud and confident facade that hides a spirit broken by reasons that are out of her control. She appears to blame herself for her son’s inability to keep a steady Job and lead a good life. Like Don Ansell she closely identifies herself with her family that in her case seems to have an ill effect on her lifestyle. â€Å"You’ve disgraced me again and again,† she told Albert as they left the pharmacy. She feels as if her son’s shenanigans are her fault and this causes her spirit to crumble. This isn’t the first time that her family has failed her, which in her eyes translates Into falling as a mother. So as you can see, both characters have almost Identical personality building blocks. On one hand, Don Ansell has used his love and respect for family to create a bond between him and his village that lead to a tight knit community. And on the other, Mrs†¦ Higgins chose to use her tolerance and pride to create a poisonous relationship teen her son’s lifestyle and her happiness. Compare and Contrast: â€Å"All the Years of Her Life† and â€Å"The Gentlemen of ROI en Media† By Leila-Gaylord can be so different when placed in different stories, like when you switch a word for its supposed â€Å"synonym†. Don Ansell and Mrs†¦ Higgins are two very similar people. Both are traditional, confident. But it’s their greatest linking factor, their love for their families and failed her, which in her eyes translates into failing as a mother. So as you can see, both characters have almost identical personality building blocks. How to cite Compare and Contrast: â€Å"All the Years of Her Life†, Papers

Hardware Replacement Project free essay sample

Assignment: 1 Hardware Replacement Project: Hardware Replacement Project: Your Name Instructors Name Date Assignment: 2 The IT- department in implementing a new CRM solution to its corporate offices. The hardware currently in use is out of date and will not support the CRM application. The hardware must replace prior to deployment. How do the five major variables of project management-scope, time, cost, quality, and risk – relate to this scenario? Scope: Defines what work is or is not included in a project.For example, the scope of a Project for a new order processing system might include new modules for inputting orders And transmitting them to production and accounting but not any changes to related accounts Receivable, manufacturing, distribution, or inventory control systems. Project management Defines all the work required to complete a project successfully, and should ensure that the Scopes of a project not expand beyond what was originally intended. Time: Time is the amount of time required to complete the project. Project management Typically establishes the amount of time required to complete major components of a Project. Each of these components is further broken down into activities and tasks. Project Management tries to determine the time required to complete each task and establish a Schedule for completing the work. Cost: Is based on the time to complete a project multiplied by the daily cost of human Resources required completing the project. Information systems project costs also include The cost of hardware, software, and work space.Project management develops a budget for The project and monitors ongoing project expenses. Risk: Refers to potential problems that would threaten the success of a project. These Potential problems might prevent a project from achieving its objectives by increasing time And cost, lowering the quality of project outputs, or preventing the project from being Completed altogether. We discuss the most important risk factors for information systems Projects later in this section. Assignment: 3What consideration must be applied when selecting projects that deliver the best business value? A project is a planned series of related activities for achieving a specific business objective. Information systems projects include the development of new information systems, Enhancing existing systems, or projects for replacing or upgrading the firm’s information Technology (IT) infrastructure. Project management refers to the application of knowledge, skills, tools, and techniques to achieve specific targets within specified budget and time constraints.Project management activities include planning the work, assessing risk, estimating resources required to Accomplish the work, organizing the work, acquiring human and material resources, assigning Tasks, directing activities, controlling project execution, reporting progress, and analyzing the Results. As in other areas of business, project management for information systems must deal With five major variables: sc ope, time, cost, quality, and risk. What factors that influence project risk? Results of not meeting or achieving the goal the company needs.Some systems development projects are more likely to run into problems or to suffer delays Because they carry a much higher level of risk than others. The level of project risk is Influenced by project size, project structure, and the level of technical expertise of the Information systems staff and project team. The larger the project—as indicated by the What strategies would you recommend for minimizing the projects risks? In a parallel strategy, both the old system and its potential replacement are run Together for a time until everyone is assured that the new one functions correctly.The old System remains available as a backup in case of problems. And the direct cutover strategy Replaces the old system entirely with the new system on an appointed day, carrying the Risk that there is no system to fall back on if problems arise. Minimizing the projects risks would be difficult for me I would really have to hire someone that would be more of a High Tech IT- to be sure that all the risks that may come with adding new software systems would be easy to manage for a lower tech that may be in house of the company, in my opinion when you change the entire systems to be updated there has to be a happy medium.In order to keep all systems functioning the way they need to. Data for any company is very important in keeping it safe from and harm during the new change processing as well. The strategies I would consider would be to make sure that every data within the company had a storage space to keep it in to avoid the risks of losing it, I would also make sure that we would start with a small portion of the updating to make sure that this new operating system would work for the company as well.There are many OS available to bigger company’s and provide very good updates for the company’s new systems that can and do run excellent without having a lot of risk or problems, but it was tested before actually putting in to action and use. This gave the company a better view and was able to train the employees that were going to need to know, fix, and keep the main performance and upkeep of them. Any organization can add a new OS’s, but the key is learning to the best of your ability to make sure that it will keep the company functioning to its best and completing the goals and requirements it needs to keep them in business as well.Also if you keep your organization with the right level of systems updating then you can be sure that you don’t need to hire a High tech IT service to have the up keep kept up and you are more likely to be able to train your existing IT, this will also save costs because you will not need to constantly call the high tech when you encounter a small problem. Keeping the operating system to the level of the project and the risk would most likely be less than having a system that would be overboard to what each company needs.

10 Misspelled Words That Get Me Down

10 Misspelled Words That Get Me Down 10 Misspelled Words That Get Me Down 10 Misspelled Words That Get Me Down By Maeve Maddox NOTE: Any spell-check program ought to catch most of these for you. However, the wisest course is to master them yourself. For fun, I did a search for the incorrect version of nine of the ten. I didn’t bother with Number 7 because both its and it’s are valid spellings. The number of hits for the misspellings is shown in parentheses. Some refer to intentional misspellings on English sites like this one, but not all. 1. argument (arguement 730,000) The verb is argue, but the noun is argument. 2. calendar (calender 29,600,000)   The register on which you schedule your appointments is spelled calendar. Yes, there is a specialized term spelled calender that refers to paper production, but I doubt that it accounts for millions of uses. 3. cemetery (cemetary185,000,000) There are three e’s in cemetery. Nary an a in sight. 4. definite (definate 539,000) Think, finite, infinite, infinity. Look at all those i’s. No a’s anywhere in definite. 5. finally (finaly 1,450,000) The adjective is final. The adverb is finally. Double that l in finally. 6. forty (fourty 783,000)   One less than five is spelled four. One more than thirty-nine is spelled forty. 7. its (possessive adjective) The problem with this habitual misspelling is that both its and it’s are English spellings. It’s is a contraction of the words â€Å"It is.† Its is a possessive adjective, like his. The best advice is to spell out â€Å"it is† when that is your meaning. You cannot rely on grammar/spell checkers to catch this one. Indeed, Word often advises me to write â€Å"it’s† when the context calls for its. 8. separate (seperate 31,700,000)   Take the word by syllables: sep-a-rate. Yes, we pronounce it [sep-uh-ret], but we spell it sep-a-rate. Look for â€Å"a rat† in sep.a.rat.e. 9. tragedy (tradgedy 212,000) The g in tragedy is soft. The e makes the g soft. No extra d, please. 10. truly (truely 62,600,000)   The adjective is true. The adverb is truly. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Common Mistakes category, check our popular posts, or choose a related post below:Wether, Weather, WhetherConnotations of 35 Words for Funny People40 Synonyms for Praise

The Juvinile Detention Program Essays

The Juvinile Detention Program Essays The Juvinile Detention Program Paper The Juvinile Detention Program Paper Detention of Juveniles in general is the temporary care of children in physically restricting facilities (Ward 7-5). The primary basis of detention is usually the seriousness of the offense (Ward 7-5). Whether the juvenile is held for a period of time in detention depends on the outcome of a detention hearing, where the appropriateness of the detention is determined (Champion 500). Juveniles are guaranteed a detention hearing within 24-48 hours, this hearing is before a judge (Ward 7-5). The judge then decides whether to release the juvenile or to continue the detainment. The judge often looks to the probation department to help make the decision of continuing detainment, because the probation department has more background on the juvenile to help with the decision (Ward 7-5). If a the judge decides to detain the juvenile for a period of time after their hearing there are two types of detention centers that they can be sent to. There are non-secure facilities and sec! Non-secure custodial facilities according to Champion â€Å"are those that permit youths freedom of movement within the community. Youths are generally free to leave the premises of their facilities, although they are compelled to observe obvious rules, such as curfew, avoidance of alcoholic beverages and drugs and participation in specific programs that are tailored to their particular needs† (Champion 485). Examples of these non-secure facilities are foster homes, group homes, camps and ranches, and wilderness programs, family group homes and rural programs (Ward 7-13). The first example of non-secure detention is the Hope Center Wilderness Camp. This is an apparently successful camp located in Houston, Texas. â€Å"This camp has an organized network of four interdependent living groups of 12 teenagers each. The camp’s goals are to provide quality care and treatment in a nonpunitive environment, with specific emphasis on health, safety, education, and therapy. Emotionally disturbed youths whose offenses range from truancy to murder are selected for program participation† (Champion 493). â€Å"Participants are involved in various special events and learn to cook meals outdoors, camp, and other survival skills. Follow-ups by camp officials show that camp participants exhibit recidivism rates of only about 15 percent† (Champion 493). The next non-secure facility is The Department of J! uvenile Justice’s Non-Secure Detention (NSD) program. This program offers an alternative to secure detention for some of the young people remanded to the Department’s custody (DJJ 1). Through a network of group homes, NSD provides structured residential care for alleged juvenile delinquents who are believed to require a less restrictive setting while awaiting disposition of their cases in Family Court (DJJ 1). In accordance with statutory requirements, NSD facilities are characterized by the absence of physically restrictive hardware, construction and procedures. They offer juveniles a supportive family like environment and close supervision during their time in detention (DJJ 1). Juveniles are ordered into the custody of Department of Juvenile Justice by a Family Court judge may be assigned to NSD in one of two ways: The judge may order the juvenile specifically into NSD or, the judge may order the child into custody and allow DJJ to decide whether secure or non-secure ! detention is appropriate (DJJ 2). In the latter case, Department of Juvenile Justice staff makes the determination based on an initial assessment (DJJ 2). NSD accepts both boys and girls into the program. They range in age from 7 to 16 years; the average age being 15 years. The average length of stay in 1999 was 23 days in the NSD facility (DJJ 2). The Department of Juvenile Justice oversees a network of 13 group homes in New York City (DJJ 2). The juveniles that are in NSD attend school and participate in recreation, group counseling and tutoring (DJJ 2). Secure custodial facilities according to Champion â€Å"are the juvenile counterpart to adult prisons or penitentiaries† (Champion 486). Secure juvenile detention is the temporary placement of kids in locked facilities pending disposition of delinquency charges. They should serve two purposes, to assure that children appear in court at the proper time and protect the community by minimizing delinquent acts while their cases are being processed. An example of a secure detention facility set up by the Department of Juvenile Justice is the Horizon Juvenile Center and Bridges Juvenile Center. However, many youths that enter secure detention leave very quickly, 37 percent are released within three days, 58 percent within ten days (2DJJ 4). All youth spend their first week-and-a-half on Intake Orientation living units at Bridges Juvenile Center (2DJJ 4). Medical, educational and social service assessments are conducted during this period. Residents participate in a formal orientat! ion program where they receive information about services in secure detention and general health issues (2DJJ 4). After approximately 10 days in Intake, the youth is transferred to a residential unit at Horizon (or Crosroads) Juvenile Center. Case conferences, involving medical, educational, recreational and social service staff as well as a family member, are held periodically for each resident (2DJJ 4). Follow-up medical and dental care and a full daily schedule of school, recreation and counseling provide the youth with comprehensive services and activities that correspond to his or her needs, interests and abilities (2DJJ 4). This program is designed to teach residents that they are responsible for their own behavior, to encourage them to respect the rights and feelings of others and to adhere to institutional rules, DJJ’s behavior management system is an important part of each residents day (2DJJ 4). This incentive system promotes good behavior with rewards such as e! xtra phone calls, a radio, later bedtimes and access to the Department of Juvenile Justice’s commissary and resident lounge (2DJJ 4). The program discourages negative behavior with penalties that restrict privileges and choice of recreational and leisure time activities (2DJJ 4). All of the following figures are according to the Department of Juvenile Justice which provides secure and non-secure detention for juveniles in New York City pending adjudication of their court cases or transfer to New York State Office of Children and Family Services Institutions after disposition or sentence. In Fiscal year 1999, the Department of Juvenile Justice had 6,844 admissions to detention: out of this 5,301 were sent to secure detention while 1,543 were sent to non-secure detention (3DJJ 1). Of the youths admitted to secure detention during the 1999 school year, 90 percent read below the seventh grade level, and although their average age is fifteen; 83 percent had math skills below that level, 25 percent read below the fourth grade level, and approximately 60 percent of the students received special educational services (3DJJ 1). There are many different types of detention facilities that juveniles can be sent to. The facility that a juvenile is sentenced to must meet their specific needs and circumstances surrounding their offense.

Employee Hit and Injured by Overhead Travelling Crane Case Study

Employee Hit and Injured by Overhead Travelling Crane - Case Study Example The crane operator did not activate the alarm when he found the injured employee in the non-designated area. On inspection, he reported that alarm signal was out of order and he did not inform about it to anyone. He also did not care to warn the injured employee in time. The injured employee was under stress- The employee was new and facing some disciplinary action in the company. Perhaps he was stressed when the accident happened because as per the information provided by a senior employee, when the employee got hit, the overhead crane was traveling at a very slow speed. He may have avoided being hit, had he been alert. Lack of cordiality and concern between the new and old employees- No appropriate action was taken by the other employees deployed in the area where the accident occurred. There existed a clear-cut lack of cordiality and amity between the senior and new employees. Lack of mentoring roles- Commitment to workplace safety is something that the new employees imbibe from the senior mentors. There existed a lack of mentoring provisions in the work area, which could have prevented the accident. Promulgation of Company’s Safety Regulations amongst the New Employees- All the new employees are urgently called to a meeting where a senior foreman promulgates and explains in detail the Company’s Safety Regulations to them. Crane Operator- The crane operator, operating the crane during the accident is sent on leave for the time and it is assured that all the operators henceforth operating the crane are suitably trained and experienced in handling all aspects of the crane operations. An inquiry is ordered as to why the crane operator did not warn the injured employee in time. Fixing of accountability- The senior foremen deployed on the shop floors will be conveyed that it is they who will have to assure that all the employees abide by the Company’s Safety Regulations while being on the shop floor. Senior foremen will be extended the requisite authority on an immediate basis. Qualification and Experience- Strict qualification and experience associated norms will be adhered to while recruiting the new employees.  

Justification of Political Authority Essay Example | Topics and Well Written Essays - 7500 words

Justification of Political Authority - Essay Example However, some thinkers do not perceive the attitude of subjects toward such authority as the decisive factor. Thus, Thomas Hobbes and John Austin argue that political authority in the de facto sense simply amounts to the capacity of an individual or community to maintain public order as well as secure the obedience of most people by issuing commands backed by sanctions. Consequently, the legitimacy of authority as perceived by subjects is not important and any entity that is de facto performs the function of authority is always justified (Hobbes 1668). Another essential aspect of the authority debate is its distinction from political power. In politics it is a common practice to use the terms power and authority interchangeably though the meaning of these terms is different. The difference lies mainly in the fact that 'authority' involves a claim of justification and legitimate right to exercise power over the subjects while 'power' implies a mere ability to achieve certain goals and does not necessarily involve a claim of justification and/or legitimacy (Arendt, 1968). Thus, political power relates to the state's ability to get citizens to act in a certain manner even despite their reluctance. Furthermore, political power does not require a positive attitude from the subjects and does not depend on its actual success at securing public order. Threats and offers are the key elements of political power: "Evidently, for the state to have de facto authority or legitimate authority requires that the state have the power to compel those subjects who do not wish to go along. This is necessary for the state's ability to maintain public order and to assure those who do see it as an authority that it will be able to do what it is supposed to do" (Zalta, 2004). Therefore, the term 'authority' in the meaning of political authority is more applicable for the purposes of this paper. There are a number of different discourses on the nature, legitimacy and justification of political authority. Normally, three fundamental types of conceptions about legitimacy of political authority: political authority as justified coercion, political authority as the capacity to impose duties, and political authority as the right to rule (Zalta, 2004). The first conception relies on the moral aspect in justifying a political authority which coerces the subjects. The essence of this conception is that a political authority might have the justifiable moral right to coerce its subjects. For example, a group of people may be morally justified in engaging in just a few actions of coercing others. Or a group may be morally justified in engaging in coercion more generally as in the case of a morally justified military occupation. This notion of authority does not necessarily involve duties on the part of the coerced people: on the contrary, avoiding or escaping coercion may be justified. One example of such situation could the situation of a military occupation of a state justified under the pretext of using such occupation as a tool to prevent a third power from engaging in morally unjustified aggression. Although this conception relies on moral justification of coercion used by political authority, the authority in this case is not able to either issue commands or make laws: it is justified on

Health care marketing Essay Example | Topics and Well Written Essays - 250 words - 6

Health care marketing - Essay Example The quality of a product does not vary over the course of time. Whatever the quality of the product is, it remains what it was at the time the product was purchased. On the other hand, the quality of a service varies at different points in time e.g. an Internet service that shows high speed generally occasionally becomes slow. Since products are a one-time purchase, they have to be provided guarantee with unlike service, that is purchased just as much as and till the time it is paid for. Therefore, marketing a product requires the vendor to establish a guarantee period for it after which, no claims made by the customer would be entertained. Marketing a service requires the vendor to provide the guarantee till the time the service is delivered. Vendors have to be more careful while marketing a product because a customer who has bought the product once might never show up for a second buy if the quality was compromising whereas in the case of service, vendors can and actually do sometimes decline the quality of service temporarily because they know that they can upgrade it in case any claims are

Evaluation Of Total Quality Management (TQM)

Evaluation Of Total Quality Management (TQM) A critical evaluation of total quality management (TQM) and its influences on competitive advantage. The case of Trinidad and Tobago Petroleum Marketing Company Limited (NP), automotive lubricant division 1.1 Background Slack (2004) explains that Quality management is extremely important in gaining and sustaining competitive advantage. Growth, survival and attainment of strategic goals are all major issues of any organization quality therefore become a major issue. Existing as a private label company NP has made their way into a market filled with experienced multinationals via for increased market share. Competitors compete in terms of pricing and quality, thus NP has to make a strong dent into the impact of the customer on these bases. Vying for increased market share the need for core competencies arises and as such quality should be the number one focus. 1.2 Company background As with many companies The Trinidad and Tobago National Petroleum Marketing Company Limited (NP) has an unfolding history. This company is owned by the Government of Trinidad and Tobago and incorporated in 1972. Many acquisitions by the Government took place which put NP in its position within the industry today. NP acquired the assets of Shell Trinidad Limited thereby inheriting their Lubricant Blending Plant sited at Sea Lots, on the outskirts of Port of Spain. Under license, it continued to produce a range of lubricants, blended according to the Shell formulations, until the National Petroleum Brand of lubricants was launched in 1981. Since then NP continues to improve its product rating, they keep abreast of significant technological advancement in the lubricants industry. Despite competition from multi-national companies, NP brand continues to be a major player in the local and Caribbean markets, where ità ¢Ã¢â€š ¬Ã¢â€ž ¢s automotive and industrial lubricating oils and greases hold varying, but significant market share. NP stands out as one of the most successful state enterprises in the Republic of Trinidad and Tobago.  [1]   1.3 Mission 1.4 Vision 1.5 Rationale for the study Rivalry has always been a major determinant of quality of products or services. Quality management and competitive advantage is a marriage necessary for the success of a company. Thus the researcher believes that total quality management principles can be applied within NPà ¢Ã¢â€š ¬Ã¢â€ž ¢s operations to gain an advantage over their competitors. In todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s competitive arena brand image is everything, therefore if a company is able to sell their image then increased market share can be attained. The researcher therefore believes that quality will be a key determinant on NPà ¢Ã¢â€š ¬Ã¢â€ž ¢s brand image and overall head point within the industry. A customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ right to boast of brands have always been a trend in todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s world, thus the ability to gain customers who can boast of NPà ¢Ã¢â€š ¬Ã¢â€ž ¢s brand is essential. This aspect will be the basis of the issue as NP exists in an industry filled will multi-national players, thus competition is fierce and forceful. With the economic downfall, companies were faced with increases in production costs, thus this cost was transferred to consumers. In the first quarter of 2010 NPà ¢Ã¢â€š ¬Ã¢â€ž ¢s prices of its automotive lubricants rose twice. During an economic turmoil customers demand value for their money. Essentially quality will determine customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s perception of products, thus ensuring a sale and continued loyalty. New methods of operations are expected to arise in an attempt to improve quality standards towards gaining a better positioning within the industry. Insights of best practices are also expected to arise. Improved efficiency and effectiveness in operations, branding, communication and services are all areas in which the researcher expects quality management to impact, thus this research can shed light on all of these areas to assist NP in attaining their mission and vision statement. 1.6 Research Aims Research question: Can the adoption of TQM contribute to competitive advantage at NP? Objectives: To critically assess the strategic TQM at NP. To evaluate the industry standards to benchmark TQM at NP. To ascertain the extent to which NP is in compliance with industry standards. To formulate recommendations with reference to quality management best practice and based on research findings. These aims are found to be most important as it is hoped to achieve a firsthand view into the quality management practices in relation to operations and how these practices contribute and impact on competitive advantage. 2.0 LITERATURE REVIEW First hand knowledge is gained through the experiences of trial and error; companies have been able to create quality initiatives relevant to their operations. Various scholars have also contributed to the field of quality management by proposing models and frameworks. The researcher will examine secondary data from research to be conducted and analyze this against the literature review. Major areas of this literature review will therefore be: Total quality management Quality management systems The process approach Six sigma Balanced scorecard It is against these criteria that this literature review aims to provide pertinent information to critically assess the topic at hand. A definition of what a literature review is given as 2.1 TOTAL QUALITY MANAGEMENT (TQM) When considering business activities, ignoring quality can be a key ingredient for inefficiency and loss of profits. Hannagan (2002) claims The main objective of businesses is to make the highest profits possible; therefore one must consider the TQM issues in an attempt to succeed. 2.2 ORIGIN OF TQM Slack (2004) explains that the origin of TQM was a development by several à ¢Ã¢â€š ¬Ã‹Å"quality gurusà ¢Ã¢â€š ¬Ã¢â€ž ¢ beginning from as early as 1957. Feigenbaum 1957 introduced the term TQM and he defined it as 2.3 WHAT IS TQM? Slack (2004) further goes on to state that TQM is best thought of as 2.4 TQM QUALITY INITIATIVES MANAGED Hannagan (2002) presents the thought that Organizations adopt TQM as a way of life as it is proved by quality throughout production until the product or service reaches the external customer. This process is measured by the quality of materials purchased from suppliers, the approach to defect control on the production line, the appearance of the building, the way problems are solved for customers, the way employees are organized and the organizations internal communication system. Hannagan (2002) continues by saying that Hannagan (2002) goes on further by claiming that TQM is a strategic approach within an organisation which can provide an à ¢Ã¢â€š ¬Ã‹Å"umbrellaà ¢Ã¢â€š ¬Ã¢â€ž ¢ under which a number of quality initiatives can be managed. These initiatives include: Statistical process control Right-first-time Just-in-time Quality assurance Benchmarking Quality circles Tauguchi method 2.5 CRITISM OF TQM IMPLEMENTATION Slack (20004) argues that These programmes may loose their impulse over time. This has been variously described as quality disillusionment and quality droop. Various researchers and consultants who have implemented TQM, Slack (2004) argues have put forward prescriptions which are intended to reduce the risk of recurring. These include the following: Do not define à ¢Ã¢â€š ¬Ã‹Å"qualityà ¢Ã¢â€š ¬Ã¢â€ž ¢ in TQM narrowly; it includes all aspects of performance. Make all quality improvement relate to the performance objectives of the operations. TQM is a means of improving performance and not an end in itself. TQM should not be viewed as a substitute for responsibilities of normal managerial leadership. It is important to note that ineffective managers are not made better simply by adopting TQM. TQM is not an attachment of a company. It should be integrated with and indistinguishable from everyday activities. TQM has a considerable intuitive attraction. It is sometimes tempting to exploit the motivation à ¢Ã¢â€š ¬Ã‹Å"pullà ¢Ã¢â€š ¬Ã¢â€ž ¢ of TQM rather than thoroughly thought-out plans. Different organizations will have different needs depending on their circumstances. TQM should be adapted to these circumstances. Companies may push quality for its own sake, and shift too much responsibility down to the shop floor. In addition TQM is incompatible with more radical improvement approaches such as business process reengineering (BPR). TQM may also imply empowerment and liberal attitude toward shop floor staff; however it is argued that this is merely a further example of management exploiting workers. Critics have been known to define TQM as à ¢Ã¢â€š ¬Ã…“management by stressà ¢Ã¢â€š ¬?. 2.6 QUALITY MANAGEMENT SYSTEMS (QMS) AND PROCESSES A SIMPLE FLOWCHART SHOWING HOW PROCESSES ARE CHARTED IN AN ORGANISATION SOURCE: http://www.praxiom.com/process-approach.htm QUALITY MANAGEMENT SYSTEM (QMS) PRINCIPLES AND STANDARDS SOURCE: http://www.abcb.demon.co.uk/iso9k2kworkbook_part5.html Quality management system seeks to identify external quality related input requirements specified in Licenses to Trade, regulations, specified customer requirements and the chosen management system standard(s). In addition quality systems seek to define performance measures, as applicable, to the system requirements and generate the result or evidence that system requirements have been executed. The next step is to measure, monitor and report extent of compliance with these performance measures.  [2]   To achieve a standard the first step is to implement a QMS. Implementing a QMS can help your business to: achieve greater consistency, reduce expensive mistakes, increase efficiency, gain customer satisfaction, effectively market your business, exploit new markets manage growth more effectively and constantly improve your products, processes and systems. 2.7 THE PROCESS APPROACH The ISO 9000 series of standards is the main set of International Standards applying to the management of quality systems. It includes ISO 9001, the key internationally agreed standard for a QMS. Achieving ISO 9001 certification could mean new business. This certification can help distinguish à ¢Ã¢â€š ¬Ã‹Å"youà ¢Ã¢â€š ¬Ã¢â€ž ¢ from competitors.   Slack (2004) refers to the ISO 9000 series as Slack (2004) recognizes that there are four additional principles which ISO 9000 stresses upon. He argues that quality management should be customer focused. In addition he states that quality performance should be measured. Thirdly Slack sees the need for quality management to be improvement driven. Fourthly top management must demonstrate their commitment to maintaining and continually improving management systems. ADVANTAGES AND DISADVANTAGES OF CERTIFICATION ADVANTAGES: 1. Increased Efficiency: Companies that go through the ISO 9001:2000 Quality Management Standards certification process have given a lot of thought to their processes and how to maximize quality and efficiency. 2. Increased Revenue: Studies have shown that ISO QMS certified companies experience increased productivity and improved financial performance, compared to uncertified companies. 3. Customer Satisfaction: Client confidence is gained because of the universal acceptance of the ISO standards. Customer satisfaction is ensured because of the benefits of ISO 9001:2000 QMS to company efficiency, consistency and dedication to quality service.  [3]   DISADVANTAGES: The actual change to ISO 9000 for operations can be very expensive. As is well known in business and industry, it is difficult to change the habits of long-time employees. New ways are usually resisted by everyone. This resistance cuts into profits and also decreases company morale. There are times when companies feel that the existing set of operational procedures is already working well and they do not feel a change is necessary. Now these companies have the choice of loosing a customer or implementing ISO 9000. Either way money is lost in the short term.  [4]   2.8 SIX SIGMA INITIATIVES Six Sigma simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects in any process whether it is from manufacturing to transactional and from product to service. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects.  [5]   Slack (2004) explains that Six Sigma processes are executed via belts. Master Black Belts are the experts in the use of Six Sigma tools, techniques and implementations. Six Sigma Black Belts can take a direct hand in organizing improvement teams. Green Belts work within improvement teams; they are not full-time positioned and have normal day-to-day process responsibilities. It is expected that they spend at least twenty per cent of their time in improvement projects. ARGUMENTS FOR AND against THE SIX SIGMA INITIATIVE Slack (2004) identifies the following positive perspectives of the Six Sigma initiative: Improvement activity is generally neglected in most operations and if it is to be taken seriously, it deserves the significant investment required. If operated well, Six Sigma improvement projects controlled by experienced personnel can save more than their cost. Slack (2004) identifies the following flaws of the Six Sigma initiative. It can be too hierarchical in the way it structures its various levels of involvement in the improvement activity. It is expensive. Training and improvement time can prove to be costly. 2.9 THE BALANCED SCORECARD The balanced scorecard is a strategic planning and management system that is used  to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan and David Norton  as a performance measurement framework  that  added strategic  non-financial performance measures to traditional financial metrics to  give managers and executives a  more balanced view of organizational performance.   DIAGRAM SHOWING THE VIEW OF THE BALANCED SCORECARD FROM FOUR PERSPECTIVES SOURCE:http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives: The Learning Growth Perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. The Business Process Perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements. The Customer Perspective explains that the realization of the importance of customer focus and customer satisfaction in any business is essential. The Financial Perspective states that often there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated.  [6]   Quality indeed provides companies with a competitive edge. Total quality management looks at a companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s operations holistically and determines best practice quality initiatives. Though there are pitfalls to the strategic implication of TQM, compilation of proper initiatives can reduce the occurrence of such pitfalls. TQM initiatives can also result in customer satisfaction, thereby resulting in customer loyalty. 3.0 METHODOLOGY Saunders (2003) simply defines methodology as Haralambos (2000) however goes a bit further by explaining what methodology is concerned with. He sees methodology as being The research to be conducted will take a deductive approach. This research approach is found to be the most appropriate, as a topic/ hypothesis is designed and a research strategy is designed to test the topic/ hypothesis. Although the research is a deductive piece of work, the researcher will adopt a mixed approach to data collection. That is the research paradigm will be a mixture of both qualitative and quantitative data. Generally the philosophies used are positivists and phenomenologist. Triangulation research will be conducted as this will increase validity and reliability. Research question: Can the adoption of total quality management (TQM) contribute to competitive advantage at NP? Having formulated the research topic it is essential that the researcher answers the research question. Thus essentially the researcher will undertake many strategies in addressing this question. By conducting structured research via hypothesis testing and analyze of information based on best practices and recommendations the answer to the research question will be attained. Thus the use of both primary and secondary data collection tools will be profound for this question. OBJECTIVE ONE: To critically assess the strategic total quality management initiatives at NP. In collecting data for objective one the researcher has found it fit to use case studies. Robson (2002) defines case study AS The data collection methods will include questionnaires, interviews, observations and documentary analysis. The researcher will select interviews and documentary analysis in an attempt to collect the data required. Interviews will be conducted by the researcher. Structured interviews will be utilized. Two groups will be targeted: quality control managers and quality supervisors. This will be done in an attempt to gain information based on the quality methods and standards N.P. currently has. Also to establish the quality initiatives deployed from subordinates in the upper section of the organizational structure. This data collection method will be of primary nature. Interviews will be conducted to these groups because these are the groups with the required information. Documentation analysis will also be selected as a means of data collection. The method used is necessary to gain information about N.P. and their documents based on quality control. It is intended to identify inspection points, certifications, specifications and any other relevant documents based on quality control initiatives. This data collection method is of secondary nature. This method will be used as it is upon these documents that N.P. thrives for their quality standards. Analytical technique: the funnel technique will be used in conducting interviews. Quality initiatives are not easily shared therefore by beginning the interview with general questions and narrowing down, the groups targeted will feel comfortable and easy going thereby gaining the information desired. Justification of methods: The researcher has found it useful to conduct interviews as detailed information is gained from people in a face-to-face situation, thereby allowing interviewers to explore issues in- depth. This method has its downside as it gives rise to the possibility of biasness due to interaction. In conducting documentation analysis the researcher will analyze documents in an attempt to identify trends in sales performance relative to competitorsà ¢Ã¢â€š ¬Ã¢â€ž ¢ performance with respect to the quality initiatives employed at this company. OBJECTIVE TWO: To evaluate the industry standards to benchmark TQM at NP. In collecting data for objective two the researcher found it useful to conduct surveys. Letts (2000) explains Saunders (2003) goes on further on this point by claiming that Data here is collected by using questionnaires, structured observations and structured interviews. Data collected from surveys are standardized, allowing easy comparison. The researcher will use questionnaires and structured observations in an attempt to collect the necessary data. A questionnaire will be constructed containing twenty five questions, in which respondents will be asked to answer. The questionnaire will be handed out to other companies within the industry. These companies include Bel-Ray, Castrol, Havoline and Shell. A total of 10 questionnaires each will be given out at these companies. These questionnaires will be given to members within the quality departments of these companies. These members will be randomly selected within the department. Questionnaires will be given out to these members as it was them who will have the required information. Structured observations will also be used to collect data. The researcher will adopt a participant observation approach to this method. While at the various service stations, quick shops and auto mechanic parts shops the researcher will spend time observing customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ choice of lubricants when other brands are available. In addition observations will be made based on the prices of other brands compared to N.P.à ¢Ã¢â€š ¬Ã¢â€ž ¢s brand and customer perception of quality based upon this factor. Research will be done on both customers and companiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ quality departments. This will be undertaken as gaining an increased market share results in gaining a resource capability towards having a competitive advantage. Thus customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s preferences of one product over another will give the researcher the entities of what constitutes competitive advantage based on quality. Thus making room for opportunities for benchmarking based on specifications u tilized by other companies within the industry. Justification of methods: Questionnaires will be utilized as the researcher wishes to question a large number of individuals within a short space of time. Time would constraint the researcher in conducting interviews with 40 persons individually within the industry. Participant observation will be used in an attempt to gain a complete understanding of the views, preferences and beliefs of the people being surveyed. In addition the researcher will interact with individuals of the sample in an attempt to gain reasons for their choice. The researcher will acknowledge that there will be a major drawback by using questionnaires. That is they cannot address issues in-depth. It is for this reason that participant observation will be used hand in hand with the questionnaire as it will allow individuals to go in depth on issues. Analytical technique: the researcher will use cognitive access in an attempt to gain information from customers. Participant observation requires interactive processes, therefore it is crucial to gain entry and carry out the research. The researcher acknowledges the fact that informal acceptance from intended participants will be necessary in order to gain access to the required information. Cognitive access will be used as it is necessary for participants to feel understood and this will allow the researcher to gain an understanding of their social reality by allowing them to know what is being studied and the objective. This aims at making participants openly give information based on the objective of the research. Objective three: To ascertain the extent to which NP is in compliance with industry standards. Documentation analysis will be selected as the means of data collection for the attainment of this objective. This method is necessary for analyzing the information gained about N.P.à ¢Ã¢â€š ¬Ã¢â€ž ¢s documentations based on quality control. The N.P.à ¢Ã¢â€š ¬Ã¢â€ž ¢s quality initiatives discovered will be scrutinized along side information attained from the industry analysis. It is intended to identify gaps within the operation requirements relevant to inspection points, certifications, specifications and any other relevant quality control initiatives. This data collection method is of secondary nature. This method will be used as it is upon these analyses that gaps will be identified and compliance standards assessed. Justification of methods: documentation analysis was found to be the most appropriate method as it will provide comparative and contextual data. This method will allow the researcher to compare and contrast findings when compared to secondary data. OBJECTIVE FOUR: To formulate recommendations with reference to quality management best practice and based on research findings. In collecting data for objective three the researcher will use the multiple- source secondary data process. This objective will be achieved by evaluating the literature and documentary secondary data and matching up the findings to the survey- based secondary data. Documentary secondary data uses a combination of primary and secondary data. By reviewing the literature based on the selected topic, quality management best practice in relation to N.P. will be determined. In addition companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s print out from their intranet will be used to gain an inside view of N.P.à ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective of quality management best practice. Survey- based secondary data will allow the researcher to compare the findings gained from doing research via survey and case study methods to information derived from documentary secondary data. The researcher will be able to make recommendations based on this comparison. The comparison of the findings from both documentary secondary data and survey base secondary data will be necessary as this is the method which will reveal the necessary information. Justification of methods: The multiple- source secondary data process was found to be the most appropriate as it will provide comparative and contextual data. This method will allow the researcher to compare and contrast findings when compared to secondary data. The researcher however acknowledges the fact that there may be no real control over the quality of data. 3.1 ethical issues The research will guard against any unethical methods of data collection. Essentially the criteria relevant to the methods of data collection chosen are as follows: Voluntary participation and conformed consent: all participants will not be coerced into participating in the research. Consent will be sought after from all parties to be studied. All participants will be given a through breakdown on the study and its aims. Confidentiality and anonymity: the researcher will not seek after names or any personal information which may reveal the participantà ¢Ã¢â€š ¬Ã¢â€ž ¢s identity. This will be made clear to all parties in advance of the method of data collection. 3.2 Limitations of study When conducting research and collecting data one must consider the limitations of the study as this may provide boundaries and barriers to gaining a representative and accurate piece of work. The researcher will therefore guard against the following: Response rate: limited time and anonymity of respondents may provide barriers to the researcher for following up on people who didnà ¢Ã¢â€š ¬Ã¢â€ž ¢t respond, thus resulting in a low response rate. Scope of information: Companies cherishes their quality management secrets and guiding principles, therefore information on the characteristics of the quality management initiatives may not be divulged. Time: the limited timeframe allotted to conduct this study may constrain the researcher form collecting sufficient comparative data from competitors in an attempt to present a more in-depth comparative analysis. Generalization: due to the nature of the topic and the research objectives, the findings may not be applicable to other organizations. The situation, time and place may be of a different nature. 3.3 RESEARCH TOOLS The researcher will ensure that the tools and resources are available to carry out the research designs. These materials will include: Stationary tools: pens; paper and note pads. Data collection tool: questionnaires and voice recorder. Monetary tools: The researcher will require finances to reach destination to attain data. 3.4 MARGIN OF ERROR: DATA RELIABILITY, VALIDITY AND ACCURACY Reliability and accuracy: McNeil (à ¢Ã¢â€š ¬Ã‹Å"research methodsà ¢Ã¢â€š ¬Ã¢â€ž ¢) defines data as Data reliability therefore, is concerned with ideas such as: 1. The consistency of the data collected 2. The precision with which data is collected 3. The ability to replicate a piece of work. The reliability of data collected will be an important consideration since if data used is not reliable, then the conclusions or findings drawn will be fairly useless. Data reliability will be affected by such things as researcher bias into data collection processes, standardization and interpretation. The inability to record data accurately will cause the data to be less reliable. Validity: Data is only useful if it measures what it is supposed to measure. Validity refers to the extent to which the data collected gives true measurement of social reality.  [7]   When conducting research the concepts of reliability, validity and accuracy go hand in hand. It would be safe to say therefore that if data is reliable but not valid then it may have limited use. Also if data is valid, but not reliable the researcher may not be able to make general statements. In undertaking this research the researcher acknowledges the fact that the research will not be one hundred percent (100%) reliable, valid and accurate. However the researcher will make every attempt to achieve these in an aim to stand against scrutiny. The researcher will conduct the research in a highly professional, ethical and confidential manner. In addition all interpretations and collection of data will be made in an attempt to be unbiased. 4.0 Justification of time plan Essentially projects must conform to set deadline dates. Thus a plan is essential to ensure the successful completion within the timeframe allowed. The dates proposed are expected to conformation however contingencies will assist the researcher in any short comings. These dates are given in medium term expected time span, therefore any additional times required will be attained via slack times gained form other tasks running simultaneously. Therefore undergoing a successful dissertation a timescale becomes necessary to use to gain efficiency and complete the project on time. For the purpose of this study the duration will be six months. The stating date will be June 15th 2010 to December 15th 2010. Evaluation Of Total Quality Management (TQM) Evaluation Of Total Quality Management (TQM) A critical evaluation of total quality management (TQM) and its influences on competitive advantage. The case of Trinidad and Tobago Petroleum Marketing Company Limited (NP), automotive lubricant division 1.1 Background Slack (2004) explains that Quality management is extremely important in gaining and sustaining competitive advantage. Growth, survival and attainment of strategic goals are all major issues of any organization quality therefore become a major issue. Existing as a private label company NP has made their way into a market filled with experienced multinationals via for increased market share. Competitors compete in terms of pricing and quality, thus NP has to make a strong dent into the impact of the customer on these bases. Vying for increased market share the need for core competencies arises and as such quality should be the number one focus. 1.2 Company background As with many companies The Trinidad and Tobago National Petroleum Marketing Company Limited (NP) has an unfolding history. This company is owned by the Government of Trinidad and Tobago and incorporated in 1972. Many acquisitions by the Government took place which put NP in its position within the industry today. NP acquired the assets of Shell Trinidad Limited thereby inheriting their Lubricant Blending Plant sited at Sea Lots, on the outskirts of Port of Spain. Under license, it continued to produce a range of lubricants, blended according to the Shell formulations, until the National Petroleum Brand of lubricants was launched in 1981. Since then NP continues to improve its product rating, they keep abreast of significant technological advancement in the lubricants industry. Despite competition from multi-national companies, NP brand continues to be a major player in the local and Caribbean markets, where ità ¢Ã¢â€š ¬Ã¢â€ž ¢s automotive and industrial lubricating oils and greases hold varying, but significant market share. NP stands out as one of the most successful state enterprises in the Republic of Trinidad and Tobago.  [1]   1.3 Mission 1.4 Vision 1.5 Rationale for the study Rivalry has always been a major determinant of quality of products or services. Quality management and competitive advantage is a marriage necessary for the success of a company. Thus the researcher believes that total quality management principles can be applied within NPà ¢Ã¢â€š ¬Ã¢â€ž ¢s operations to gain an advantage over their competitors. In todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s competitive arena brand image is everything, therefore if a company is able to sell their image then increased market share can be attained. The researcher therefore believes that quality will be a key determinant on NPà ¢Ã¢â€š ¬Ã¢â€ž ¢s brand image and overall head point within the industry. A customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ right to boast of brands have always been a trend in todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s world, thus the ability to gain customers who can boast of NPà ¢Ã¢â€š ¬Ã¢â€ž ¢s brand is essential. This aspect will be the basis of the issue as NP exists in an industry filled will multi-national players, thus competition is fierce and forceful. With the economic downfall, companies were faced with increases in production costs, thus this cost was transferred to consumers. In the first quarter of 2010 NPà ¢Ã¢â€š ¬Ã¢â€ž ¢s prices of its automotive lubricants rose twice. During an economic turmoil customers demand value for their money. Essentially quality will determine customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s perception of products, thus ensuring a sale and continued loyalty. New methods of operations are expected to arise in an attempt to improve quality standards towards gaining a better positioning within the industry. Insights of best practices are also expected to arise. Improved efficiency and effectiveness in operations, branding, communication and services are all areas in which the researcher expects quality management to impact, thus this research can shed light on all of these areas to assist NP in attaining their mission and vision statement. 1.6 Research Aims Research question: Can the adoption of TQM contribute to competitive advantage at NP? Objectives: To critically assess the strategic TQM at NP. To evaluate the industry standards to benchmark TQM at NP. To ascertain the extent to which NP is in compliance with industry standards. To formulate recommendations with reference to quality management best practice and based on research findings. These aims are found to be most important as it is hoped to achieve a firsthand view into the quality management practices in relation to operations and how these practices contribute and impact on competitive advantage. 2.0 LITERATURE REVIEW First hand knowledge is gained through the experiences of trial and error; companies have been able to create quality initiatives relevant to their operations. Various scholars have also contributed to the field of quality management by proposing models and frameworks. The researcher will examine secondary data from research to be conducted and analyze this against the literature review. Major areas of this literature review will therefore be: Total quality management Quality management systems The process approach Six sigma Balanced scorecard It is against these criteria that this literature review aims to provide pertinent information to critically assess the topic at hand. A definition of what a literature review is given as 2.1 TOTAL QUALITY MANAGEMENT (TQM) When considering business activities, ignoring quality can be a key ingredient for inefficiency and loss of profits. Hannagan (2002) claims The main objective of businesses is to make the highest profits possible; therefore one must consider the TQM issues in an attempt to succeed. 2.2 ORIGIN OF TQM Slack (2004) explains that the origin of TQM was a development by several à ¢Ã¢â€š ¬Ã‹Å"quality gurusà ¢Ã¢â€š ¬Ã¢â€ž ¢ beginning from as early as 1957. Feigenbaum 1957 introduced the term TQM and he defined it as 2.3 WHAT IS TQM? Slack (2004) further goes on to state that TQM is best thought of as 2.4 TQM QUALITY INITIATIVES MANAGED Hannagan (2002) presents the thought that Organizations adopt TQM as a way of life as it is proved by quality throughout production until the product or service reaches the external customer. This process is measured by the quality of materials purchased from suppliers, the approach to defect control on the production line, the appearance of the building, the way problems are solved for customers, the way employees are organized and the organizations internal communication system. Hannagan (2002) continues by saying that Hannagan (2002) goes on further by claiming that TQM is a strategic approach within an organisation which can provide an à ¢Ã¢â€š ¬Ã‹Å"umbrellaà ¢Ã¢â€š ¬Ã¢â€ž ¢ under which a number of quality initiatives can be managed. These initiatives include: Statistical process control Right-first-time Just-in-time Quality assurance Benchmarking Quality circles Tauguchi method 2.5 CRITISM OF TQM IMPLEMENTATION Slack (20004) argues that These programmes may loose their impulse over time. This has been variously described as quality disillusionment and quality droop. Various researchers and consultants who have implemented TQM, Slack (2004) argues have put forward prescriptions which are intended to reduce the risk of recurring. These include the following: Do not define à ¢Ã¢â€š ¬Ã‹Å"qualityà ¢Ã¢â€š ¬Ã¢â€ž ¢ in TQM narrowly; it includes all aspects of performance. Make all quality improvement relate to the performance objectives of the operations. TQM is a means of improving performance and not an end in itself. TQM should not be viewed as a substitute for responsibilities of normal managerial leadership. It is important to note that ineffective managers are not made better simply by adopting TQM. TQM is not an attachment of a company. It should be integrated with and indistinguishable from everyday activities. TQM has a considerable intuitive attraction. It is sometimes tempting to exploit the motivation à ¢Ã¢â€š ¬Ã‹Å"pullà ¢Ã¢â€š ¬Ã¢â€ž ¢ of TQM rather than thoroughly thought-out plans. Different organizations will have different needs depending on their circumstances. TQM should be adapted to these circumstances. Companies may push quality for its own sake, and shift too much responsibility down to the shop floor. In addition TQM is incompatible with more radical improvement approaches such as business process reengineering (BPR). TQM may also imply empowerment and liberal attitude toward shop floor staff; however it is argued that this is merely a further example of management exploiting workers. Critics have been known to define TQM as à ¢Ã¢â€š ¬Ã…“management by stressà ¢Ã¢â€š ¬?. 2.6 QUALITY MANAGEMENT SYSTEMS (QMS) AND PROCESSES A SIMPLE FLOWCHART SHOWING HOW PROCESSES ARE CHARTED IN AN ORGANISATION SOURCE: http://www.praxiom.com/process-approach.htm QUALITY MANAGEMENT SYSTEM (QMS) PRINCIPLES AND STANDARDS SOURCE: http://www.abcb.demon.co.uk/iso9k2kworkbook_part5.html Quality management system seeks to identify external quality related input requirements specified in Licenses to Trade, regulations, specified customer requirements and the chosen management system standard(s). In addition quality systems seek to define performance measures, as applicable, to the system requirements and generate the result or evidence that system requirements have been executed. The next step is to measure, monitor and report extent of compliance with these performance measures.  [2]   To achieve a standard the first step is to implement a QMS. Implementing a QMS can help your business to: achieve greater consistency, reduce expensive mistakes, increase efficiency, gain customer satisfaction, effectively market your business, exploit new markets manage growth more effectively and constantly improve your products, processes and systems. 2.7 THE PROCESS APPROACH The ISO 9000 series of standards is the main set of International Standards applying to the management of quality systems. It includes ISO 9001, the key internationally agreed standard for a QMS. Achieving ISO 9001 certification could mean new business. This certification can help distinguish à ¢Ã¢â€š ¬Ã‹Å"youà ¢Ã¢â€š ¬Ã¢â€ž ¢ from competitors.   Slack (2004) refers to the ISO 9000 series as Slack (2004) recognizes that there are four additional principles which ISO 9000 stresses upon. He argues that quality management should be customer focused. In addition he states that quality performance should be measured. Thirdly Slack sees the need for quality management to be improvement driven. Fourthly top management must demonstrate their commitment to maintaining and continually improving management systems. ADVANTAGES AND DISADVANTAGES OF CERTIFICATION ADVANTAGES: 1. Increased Efficiency: Companies that go through the ISO 9001:2000 Quality Management Standards certification process have given a lot of thought to their processes and how to maximize quality and efficiency. 2. Increased Revenue: Studies have shown that ISO QMS certified companies experience increased productivity and improved financial performance, compared to uncertified companies. 3. Customer Satisfaction: Client confidence is gained because of the universal acceptance of the ISO standards. Customer satisfaction is ensured because of the benefits of ISO 9001:2000 QMS to company efficiency, consistency and dedication to quality service.  [3]   DISADVANTAGES: The actual change to ISO 9000 for operations can be very expensive. As is well known in business and industry, it is difficult to change the habits of long-time employees. New ways are usually resisted by everyone. This resistance cuts into profits and also decreases company morale. There are times when companies feel that the existing set of operational procedures is already working well and they do not feel a change is necessary. Now these companies have the choice of loosing a customer or implementing ISO 9000. Either way money is lost in the short term.  [4]   2.8 SIX SIGMA INITIATIVES Six Sigma simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects in any process whether it is from manufacturing to transactional and from product to service. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects.  [5]   Slack (2004) explains that Six Sigma processes are executed via belts. Master Black Belts are the experts in the use of Six Sigma tools, techniques and implementations. Six Sigma Black Belts can take a direct hand in organizing improvement teams. Green Belts work within improvement teams; they are not full-time positioned and have normal day-to-day process responsibilities. It is expected that they spend at least twenty per cent of their time in improvement projects. ARGUMENTS FOR AND against THE SIX SIGMA INITIATIVE Slack (2004) identifies the following positive perspectives of the Six Sigma initiative: Improvement activity is generally neglected in most operations and if it is to be taken seriously, it deserves the significant investment required. If operated well, Six Sigma improvement projects controlled by experienced personnel can save more than their cost. Slack (2004) identifies the following flaws of the Six Sigma initiative. It can be too hierarchical in the way it structures its various levels of involvement in the improvement activity. It is expensive. Training and improvement time can prove to be costly. 2.9 THE BALANCED SCORECARD The balanced scorecard is a strategic planning and management system that is used  to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan and David Norton  as a performance measurement framework  that  added strategic  non-financial performance measures to traditional financial metrics to  give managers and executives a  more balanced view of organizational performance.   DIAGRAM SHOWING THE VIEW OF THE BALANCED SCORECARD FROM FOUR PERSPECTIVES SOURCE:http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives: The Learning Growth Perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. The Business Process Perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements. The Customer Perspective explains that the realization of the importance of customer focus and customer satisfaction in any business is essential. The Financial Perspective states that often there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated.  [6]   Quality indeed provides companies with a competitive edge. Total quality management looks at a companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s operations holistically and determines best practice quality initiatives. Though there are pitfalls to the strategic implication of TQM, compilation of proper initiatives can reduce the occurrence of such pitfalls. TQM initiatives can also result in customer satisfaction, thereby resulting in customer loyalty. 3.0 METHODOLOGY Saunders (2003) simply defines methodology as Haralambos (2000) however goes a bit further by explaining what methodology is concerned with. He sees methodology as being The research to be conducted will take a deductive approach. This research approach is found to be the most appropriate, as a topic/ hypothesis is designed and a research strategy is designed to test the topic/ hypothesis. Although the research is a deductive piece of work, the researcher will adopt a mixed approach to data collection. That is the research paradigm will be a mixture of both qualitative and quantitative data. Generally the philosophies used are positivists and phenomenologist. Triangulation research will be conducted as this will increase validity and reliability. Research question: Can the adoption of total quality management (TQM) contribute to competitive advantage at NP? Having formulated the research topic it is essential that the researcher answers the research question. Thus essentially the researcher will undertake many strategies in addressing this question. By conducting structured research via hypothesis testing and analyze of information based on best practices and recommendations the answer to the research question will be attained. Thus the use of both primary and secondary data collection tools will be profound for this question. OBJECTIVE ONE: To critically assess the strategic total quality management initiatives at NP. In collecting data for objective one the researcher has found it fit to use case studies. Robson (2002) defines case study AS The data collection methods will include questionnaires, interviews, observations and documentary analysis. The researcher will select interviews and documentary analysis in an attempt to collect the data required. Interviews will be conducted by the researcher. Structured interviews will be utilized. Two groups will be targeted: quality control managers and quality supervisors. This will be done in an attempt to gain information based on the quality methods and standards N.P. currently has. Also to establish the quality initiatives deployed from subordinates in the upper section of the organizational structure. This data collection method will be of primary nature. Interviews will be conducted to these groups because these are the groups with the required information. Documentation analysis will also be selected as a means of data collection. The method used is necessary to gain information about N.P. and their documents based on quality control. It is intended to identify inspection points, certifications, specifications and any other relevant documents based on quality control initiatives. This data collection method is of secondary nature. This method will be used as it is upon these documents that N.P. thrives for their quality standards. Analytical technique: the funnel technique will be used in conducting interviews. Quality initiatives are not easily shared therefore by beginning the interview with general questions and narrowing down, the groups targeted will feel comfortable and easy going thereby gaining the information desired. Justification of methods: The researcher has found it useful to conduct interviews as detailed information is gained from people in a face-to-face situation, thereby allowing interviewers to explore issues in- depth. This method has its downside as it gives rise to the possibility of biasness due to interaction. In conducting documentation analysis the researcher will analyze documents in an attempt to identify trends in sales performance relative to competitorsà ¢Ã¢â€š ¬Ã¢â€ž ¢ performance with respect to the quality initiatives employed at this company. OBJECTIVE TWO: To evaluate the industry standards to benchmark TQM at NP. In collecting data for objective two the researcher found it useful to conduct surveys. Letts (2000) explains Saunders (2003) goes on further on this point by claiming that Data here is collected by using questionnaires, structured observations and structured interviews. Data collected from surveys are standardized, allowing easy comparison. The researcher will use questionnaires and structured observations in an attempt to collect the necessary data. A questionnaire will be constructed containing twenty five questions, in which respondents will be asked to answer. The questionnaire will be handed out to other companies within the industry. These companies include Bel-Ray, Castrol, Havoline and Shell. A total of 10 questionnaires each will be given out at these companies. These questionnaires will be given to members within the quality departments of these companies. These members will be randomly selected within the department. Questionnaires will be given out to these members as it was them who will have the required information. Structured observations will also be used to collect data. The researcher will adopt a participant observation approach to this method. While at the various service stations, quick shops and auto mechanic parts shops the researcher will spend time observing customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ choice of lubricants when other brands are available. In addition observations will be made based on the prices of other brands compared to N.P.à ¢Ã¢â€š ¬Ã¢â€ž ¢s brand and customer perception of quality based upon this factor. Research will be done on both customers and companiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ quality departments. This will be undertaken as gaining an increased market share results in gaining a resource capability towards having a competitive advantage. Thus customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s preferences of one product over another will give the researcher the entities of what constitutes competitive advantage based on quality. Thus making room for opportunities for benchmarking based on specifications u tilized by other companies within the industry. Justification of methods: Questionnaires will be utilized as the researcher wishes to question a large number of individuals within a short space of time. Time would constraint the researcher in conducting interviews with 40 persons individually within the industry. Participant observation will be used in an attempt to gain a complete understanding of the views, preferences and beliefs of the people being surveyed. In addition the researcher will interact with individuals of the sample in an attempt to gain reasons for their choice. The researcher will acknowledge that there will be a major drawback by using questionnaires. That is they cannot address issues in-depth. It is for this reason that participant observation will be used hand in hand with the questionnaire as it will allow individuals to go in depth on issues. Analytical technique: the researcher will use cognitive access in an attempt to gain information from customers. Participant observation requires interactive processes, therefore it is crucial to gain entry and carry out the research. The researcher acknowledges the fact that informal acceptance from intended participants will be necessary in order to gain access to the required information. Cognitive access will be used as it is necessary for participants to feel understood and this will allow the researcher to gain an understanding of their social reality by allowing them to know what is being studied and the objective. This aims at making participants openly give information based on the objective of the research. Objective three: To ascertain the extent to which NP is in compliance with industry standards. Documentation analysis will be selected as the means of data collection for the attainment of this objective. This method is necessary for analyzing the information gained about N.P.à ¢Ã¢â€š ¬Ã¢â€ž ¢s documentations based on quality control. The N.P.à ¢Ã¢â€š ¬Ã¢â€ž ¢s quality initiatives discovered will be scrutinized along side information attained from the industry analysis. It is intended to identify gaps within the operation requirements relevant to inspection points, certifications, specifications and any other relevant quality control initiatives. This data collection method is of secondary nature. This method will be used as it is upon these analyses that gaps will be identified and compliance standards assessed. Justification of methods: documentation analysis was found to be the most appropriate method as it will provide comparative and contextual data. This method will allow the researcher to compare and contrast findings when compared to secondary data. OBJECTIVE FOUR: To formulate recommendations with reference to quality management best practice and based on research findings. In collecting data for objective three the researcher will use the multiple- source secondary data process. This objective will be achieved by evaluating the literature and documentary secondary data and matching up the findings to the survey- based secondary data. Documentary secondary data uses a combination of primary and secondary data. By reviewing the literature based on the selected topic, quality management best practice in relation to N.P. will be determined. In addition companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s print out from their intranet will be used to gain an inside view of N.P.à ¢Ã¢â€š ¬Ã¢â€ž ¢s perspective of quality management best practice. Survey- based secondary data will allow the researcher to compare the findings gained from doing research via survey and case study methods to information derived from documentary secondary data. The researcher will be able to make recommendations based on this comparison. The comparison of the findings from both documentary secondary data and survey base secondary data will be necessary as this is the method which will reveal the necessary information. Justification of methods: The multiple- source secondary data process was found to be the most appropriate as it will provide comparative and contextual data. This method will allow the researcher to compare and contrast findings when compared to secondary data. The researcher however acknowledges the fact that there may be no real control over the quality of data. 3.1 ethical issues The research will guard against any unethical methods of data collection. Essentially the criteria relevant to the methods of data collection chosen are as follows: Voluntary participation and conformed consent: all participants will not be coerced into participating in the research. Consent will be sought after from all parties to be studied. All participants will be given a through breakdown on the study and its aims. Confidentiality and anonymity: the researcher will not seek after names or any personal information which may reveal the participantà ¢Ã¢â€š ¬Ã¢â€ž ¢s identity. This will be made clear to all parties in advance of the method of data collection. 3.2 Limitations of study When conducting research and collecting data one must consider the limitations of the study as this may provide boundaries and barriers to gaining a representative and accurate piece of work. The researcher will therefore guard against the following: Response rate: limited time and anonymity of respondents may provide barriers to the researcher for following up on people who didnà ¢Ã¢â€š ¬Ã¢â€ž ¢t respond, thus resulting in a low response rate. Scope of information: Companies cherishes their quality management secrets and guiding principles, therefore information on the characteristics of the quality management initiatives may not be divulged. Time: the limited timeframe allotted to conduct this study may constrain the researcher form collecting sufficient comparative data from competitors in an attempt to present a more in-depth comparative analysis. Generalization: due to the nature of the topic and the research objectives, the findings may not be applicable to other organizations. The situation, time and place may be of a different nature. 3.3 RESEARCH TOOLS The researcher will ensure that the tools and resources are available to carry out the research designs. These materials will include: Stationary tools: pens; paper and note pads. Data collection tool: questionnaires and voice recorder. Monetary tools: The researcher will require finances to reach destination to attain data. 3.4 MARGIN OF ERROR: DATA RELIABILITY, VALIDITY AND ACCURACY Reliability and accuracy: McNeil (à ¢Ã¢â€š ¬Ã‹Å"research methodsà ¢Ã¢â€š ¬Ã¢â€ž ¢) defines data as Data reliability therefore, is concerned with ideas such as: 1. The consistency of the data collected 2. The precision with which data is collected 3. The ability to replicate a piece of work. The reliability of data collected will be an important consideration since if data used is not reliable, then the conclusions or findings drawn will be fairly useless. Data reliability will be affected by such things as researcher bias into data collection processes, standardization and interpretation. The inability to record data accurately will cause the data to be less reliable. Validity: Data is only useful if it measures what it is supposed to measure. Validity refers to the extent to which the data collected gives true measurement of social reality.  [7]   When conducting research the concepts of reliability, validity and accuracy go hand in hand. It would be safe to say therefore that if data is reliable but not valid then it may have limited use. Also if data is valid, but not reliable the researcher may not be able to make general statements. In undertaking this research the researcher acknowledges the fact that the research will not be one hundred percent (100%) reliable, valid and accurate. However the researcher will make every attempt to achieve these in an aim to stand against scrutiny. The researcher will conduct the research in a highly professional, ethical and confidential manner. In addition all interpretations and collection of data will be made in an attempt to be unbiased. 4.0 Justification of time plan Essentially projects must conform to set deadline dates. Thus a plan is essential to ensure the successful completion within the timeframe allowed. The dates proposed are expected to conformation however contingencies will assist the researcher in any short comings. These dates are given in medium term expected time span, therefore any additional times required will be attained via slack times gained form other tasks running simultaneously. Therefore undergoing a successful dissertation a timescale becomes necessary to use to gain efficiency and complete the project on time. For the purpose of this study the duration will be six months. The stating date will be June 15th 2010 to December 15th 2010.

Representations Of Masculinity And Femininity In Miguel Street Essay

Representations of Masculinity and Femininity in Miguel Street It has been said about V.S. Naipaul's novel Miguel Street that "One of the recurrent themes... is the ideal of manliness" (Kelly 19). To help put into focus what manliness is, it is important to establish a definition for masculinity as well as its opposite, femininity. Masculinity is defined as "Having qualities regarded as characteristic of men and boys, as strength, vigor, boldness, etc" while femininity is defined as "Having qualities regarded as characteristic of women and girls, as gentleness, weakness, delicacy, modesty, etc" (Webster). The charcters in Miguel Street have been ingrained with the pre- conceived notions of the roles that Trinidadian society dictates for men and women. Naipaul not only uses these notions to show the differences of the sexes, but takes another step in telling anecdotes of characters showing their anti-masculine and anti- feminine features. This will lead to the discovery that our definitions of masculinity and femininity prove that those characteristics apply to the opposite sex in which the women often act like men, and the men often act like women. All of this will be discussed through looking at both male and female characters in the book as well as the boy narrator of the book. Finding examples of manliness are found with great ease considering that 12 of the 17 stories in some way deal with the theme of manliness (Thieme 24). It doesnt take long before the first example, a carpenter named Popo, is introduced. In the chapter titled "The Thing Without A Name" we are told that "Popo never made any money. His wife used to go out and work and this was easy , because they had no children. Popo said ' Women and them like work. Man not made for work" ( Naipaul 17). This attitude immediately makes Popo stand out from the rest of the men of Miguel Street. Hat (a character that will be discussed later) deems Popo as a "man- woman. Not a proper man" (Naipaul 17) because Popo's wife makes all the money. From this brief description of Popo, the reader quickly learns as to what makes a man manly on Miguel Street. Popo has no children which questions his virility. It is also important to notice that Popo's wife has no identity except that of being P... ...42). I think a lot can be looked into that matter. We expect how men and women should act, but yet in Miguel Street it ends up being all about illusion. This doesnt apply to the secondary characters of the novel, as they serve their purposes of being the stereotypical men and women of Trinidad and in this case, Miguel Street. But the main characters never turn out to be who you initially think they are. Laura, Emelda, Mrs. Morgan and the narrator's mother are examples of women who take charge in their homes. They work, they beat and raise their children, and take on the roles of being the masters of their homes. Hat, Popo, Morgan, Man man (who only acts like he's crazy), and Big Foot (who as big as he is, is really a wimp inside) are examples of the illusion that men are the superior ones of Miguel Street. Only a shallow read could see that otherwise. When all is said and done it is the women who carry the qualities of "strength, vigor and boldness" while the men have the qualities of "gentleness, weakness, delicacy" although definitly not "modesty". On Miguel Street, the only male quality the men have is the lack of modesty, the rest is all illusion.

Cultural Difference between Ancient Egypt and Ancient China Essay

The Cultural Development of ancient Egyptians and ancient Chinese civilizations were fairly similar but were different on certain ideas. From the way historians looked at the number of gods/goddesses each civilization worshipped, to the inventions and tools the craftsman made to make life less difficult shows the similarity of the two civilization. Both couture’s buried their dead with items of value, practiced ancestor worship, had elaborate systems of Bureaucratic systems of administration and, had rudimentary concepts of Mathematics and Medicine. Ancient Chinese religion based upon Confucianism. Both Taoism and Confucianism began at about the same time, around the sixth century B. C. E. China’s third great religion, Bu. The religion of Ancient Egypt was a polytheistic (many gods) religion with one short period of monotheism (one god). Their religion hosted about 700 different gods and goddesses. Despite the similar concepts of the 2 civilization ancient Chinese: In Egypt, people were buried with thought to preservation, as they believed that the dead would be able to use their bodies in the afterlife. Chinese burial style depended on the province as well as the main religion of the person. But both civilizations were polytheistic (belief in many gods). Ancient Egypt belief system relied heavily on the tales of the many deities that they worshiped. In Ancient Egypt, it was believed that, when a Pharaoh passed away, he was met with many tests. If successful, the Pharaoh would ascend and become the sun god, Ra. However ancient Chinese belief system relied on three major religions: Taoism, Confucianism, and Buddhism. Taoism was founded during the Zhou Dynasty in the 6th century by Lao-Tzu. The idea of Yin and Yang comes from Taoism. They believed that everything in nature has two balancing forces called Yin and Yang. Confucianism was born in 551 BC. Confucius was a philosopher and thinker. Confucius’ teachings focus on treating others with respect, politeness, and fairness. He thought that honor and morality were important qualities, family was important, and honoring one’s relatives was required. Buddhism was based on the teachings of Buddha. Buddha was born in Nepal, just south of China, in 563 BC. Buddhists believe in a â€Å"rebirth† of the self, and the concept named Karma (all actions have consequences). What makes these two civilizations similar, Egypt and China had similar governments in which they were both monarchies. Both ancient Chinese and ancient Egypt made tools and technology to improve their lives, and make everyday tasks easier. Also both civilizations also required an irrigation system to help regulate and utilize the nearby rivers’ sources. However, this is where the similarities of technology end. Egyptians focused primarily on the afterlife. They built grand pyramids as burial sites and afterlife protection for Pharaohs and important nobles. The Chinese spent their efforts building roads for easier trade and canals for efficient, improved farming. Ancient Egypt and ancient Chinese used paper. China and Egypt are also similar in the fact that they all took use of bronze metallurgy. But although they both used bronze, China was better adapted to it and benefitted more from it. Egypt was slow to develop the use of bronze, and the high cost didn’t allow them to use it much. Ancient Chinese made paper (Papyrus- a tall plant that is like grass and that grows in marshes especially in China). Ancient Egypt are known for their pyramids. The size, design, and structure of the pyramids reveal the skill of these ancient builders. The pyramids were great monuments and tombs for the kings. The Egyptians believed that a king’s soul continued to guide affairs of the kingdom even after his death. To ensure that they would continue to enjoy the blessings of the gods, they preserved the pharaoh’s body through the mummification process. They built the pyramids to protect the pharaoh’s body; the pyramid was a symbol of hope, because it would ensure the pharaoh’s union with the gods. Ancient Chinese rich people had fancier houses, and people also built fancy temples and palaces. All ancient Chinese architecture was built according to strict rules of design that made Chinese buildings follow the ideas of Taoism or other Chinese philosophies. The design idea was that buildings should be long and low rather than tall – they and symmetry: both sides of the building should be the same, balanced, just as Taoism emphasized balance. Both Ancient Egypt and Ancient Egypt were both river civilizations that faced the challenge of flooding of their nearby rivers, which made irrigation systems and tracking floods important. While researching ancient Chinese and ancient Egypt I saw that each civilization had the same ideas but they took their prior knowledge and bulled on it, in different ways. Based on this evidence and facts I gathered I conclude that ancient Egypt and ancient China are the strongest and longest lasting civilizations because of their organization. Also since each civilization’s location was closed off, intruding and trying to conquer weren’t a major issue. While writing this paper I learned that with each civilization’s advanced tools and inventions it impacted everything and influenced all the technology we have today.