Engineering Materials Essay on Polypyrrole Essay Example for Free

Engineering Materials Essay on Polypyrrole Essay 1.0 Introduction to Polypyrrole The reason of this report is to determine the effects of temperature on the thermal, physical and mechanical properties of Polypyrrole. And then conclude the possible applications of this polymer according to its properties. Known as the conducting polymer, it is a black insoluble material according to Richard Doyle (2011), usually in the form of a thin film. It was the first polyacetylene-derivative to show high conductivity. Over the years it has become one of the most studied and extensively applied conducting polymer due to the reason being that it can be easily prepared, has high conductivity and has relatively greater stability amongst other heteroatom containing polymers. It is made up of monomers that are amines attached to aromatic rings. Some of the physical properties of Polypyrrole, as mentioned on WolframAlpha (2011), it has a Melting Point temperature of  573.15K and as identified by T.F. Otero, J.J Lopez Cascales and G Vazquez Arenas. (2005), Young’s Modulus was found to be of 310 MPa. The Glass Transition State, as indicated by P. Syed Abthagir and R. Saraswathi (2004), in their report Thermal stability of polypyrrole prepared from a ternary eutectic melt, was found to be 545k. 2.0 Methodology of the simulation tests In order to determine the effect of Temperature on Polypyrrole, simulations were carried out using the simulation software called Materials Studio. 2.1 Model Generations 1) The monomer of polypyrrole known as pyrrole was imported from software library and shown. To make presentable the display style was chosen to be â€Å"Ball and Stick† by right clicking the model. 2) Then to make the polymer the â€Å"Build Polymer† was selected from â€Å"Build† tab and chosen Current Project from library menu. Chain Length was re-arranged to 5 monomers to fit on screen for simulation purposes. 3) Click â€Å"Window† tab from Title Bar and chose â€Å"Tile Vertically† as Display Style. Then Click on any of the two pictures and right click and select â€Å"Display Style†, navigate to Legends tab and uncheck Show axis indicator. Then go to background and change it to White to comply with report’s page background. Follow the same instructions for the other picture also. 4) Then right click on any of the two pictures and chose â€Å"Label†, change the font to 16 and change text colour to Black, then chose â€Å"Element Symbol† from Properties and press close. Repeat this step for the other picture as well. 5) Select 3D viewer from the buttons above to fit to screen for both pictures and then from â€Å"File† click Export, change the format to â€Å".bmp† and save to simulations folder. 2.2 Thermal, Physical and Mechanical Properties 1) Now from the generated model choose the Polymer and go to â€Å"Modules† tab and choose second last option known as â€Å"Synthia†. From the setup adjust the temperature to 200-800 and steps to 60. 2) Then go to properties, Select all the properties with â€Å"CTRL A† and uncheck them and then only select Density from Thermo-physical Filter and Brittle Fracture Stress from Mechanical Filter. Then Calculate. Export the results as MS Excel file and save to simulations folder to be used later. 3.0 Results and Discussions All the results and there conclusions are mentioned here on. The results of simulation include effects of temperature on Glass Transition Temperature, Brittle Fracture Stress and Density. 3.1 Model Generation The model for simulation was generated with the following monomer (Pyrrole) having this structure (Figure 1.0): Figure 1.0 Structure of Pyrrole The monomer is made up of an aromatic ring which is an amine due to its bonding with NH group. The basic formula is C4H4NH. There is a delocalised pair of electrons on Nitrogen. At position 2, 3, 4 and 5 each carbon atom is bonded to one hydrogen atom. Positions 2-3 and 4-5 have double bonds between the carbon atoms. Although pyrrole belongs to an amine group but it has relatively low basicity because of the lone pair of electrons of Nitrogen in the aromatic ring. The monomers synthesis to form the polymer, Polypyrrole: Figure 1.1 Structure of Polypyrrole The polymer is synthesised in two manners, electrically and chemically. In Figure 1.1, a chain of 5 repeat units is used. The preferred bond formation in the aromatic ring occurs at position 2 and 5. In support to the Wan Der Walls forces, there is also hydrogen bonding of side chains between Nitrogen and Hydrogen thus forming a Branched structure of the polymer. Since the structure consists of Benzene ring so it gives the polymer a very rigid form. 3.2 Thermal, Physical and Mechanical Properties 3.2.1 Study on thermal property (Glass transition temperature, Tg) According to Notes by Mr Lim SC (2012), â€Å"Glass Transition Temperature (Tg) is the specific temperature at which a non-crystalline material changes it state from being Glassy/Brittle to being Ductile or rubbery.† With the help of Simulation, the following Results table was devised for Pyrrole.

Relationship Between Firm Resources And Performance Commerce Essay

Relationship Between Firm Resources And Performance Commerce Essay Many researchers have point out that the relationship between firms resources and performance are always the crucial area of interest in strategic management (Barney, 1991; Peteraf, 1993; Wernerfelt, 1984). Resource-based view (RBV) highlights the internal environment of the firm in crafting strategy to accomplish a sustainable competitive advantage in it. Consequently, RBV can be consider as the best strategy route in the development of a firms strategy. However, the relationship among strategic resource and firm performance may be quite complex and need to be examine, there is also many different factors that can influence the relationship. In fact, there is no one best strategy that will suits all situation for a firm. Moreover, RBV also been compared to others strategy development methods like Porters industry analysis. Based on this assignment, we will be focus on the contention that RBV analysis has a strong relationship with firms performance especially in achieving a sustaina ble competitive advantage for certain industry only. Resource in RBV can be defined in an extremely board way. For instance, Wernerfelt (1984) comprises all strengths and weaknesses of a firm. Concepts like dynamic capabilities (Barney et al, 2001), entrepreneurship (Alvarez and Busenitz, 2001) and management (Barney, 1994; Mahoney, 1995) are usually regarded as strategic resources. Similarly, RBV also has been defined as stocks of available factors that are owned and controlled by the firm, these factors can be classified into physical, reputational, organizational, financial, human intellectual and technological, which are transformed into final products or services efficiently and effectively (Amit and Schoemaker, 1993; Capron and Hulland, 1999). As we know, resources are exploited by people, not by themselves. Human beings have differ considerably concerning to the sorts of skills they have, also their degree of skilfulness and their intelligence to view opportunities (Eisenhardt and Martin, 2000). According to Brown et al. (2001), in order to develop entrepreneurial performance within the firm, managers must inspire the coordination of key resources, allow flexibility, encourage members to search for opportunity and rewarding them for pursuing new opportunities in order for it to prosperous. Besides, RBV assists management to create a culture where there is valid and value for new knowledge by encouraging the perplex process of recombining existing knowledge with new knowledge (Prahalad, 1998; Shih-Wei, 2005; Montalvo, 2006). RBV can be treat as the best strategy route in the development of a firm strategy, because RBV analyze and explain resources of the firms to grasp how organizations accomplish sustainable competitive advantage. In addition, RBV centralize on the concept of hardly to imitate attributes as sources of higher performance and competitive advantage for the organization (Barney, 1986; Hamel and Prahalad, 1996). In the same manner, resources are hardly to be transferred and acquired, that need a lengthen learning curve or a major modify in the organization climate and culture, hence more difficult to duplicate by rivals because of a range of isolating mechanisms and very likely to be unique to the organization (Rumelt, 1984; Mahoney and Pandian, 1992; Peteraf, 1993; Hoopes et al., 2003). Based on Conner (1991), performance variation between organizations depends on its possession of unique inputs and capabilities. For example, Honda following RBV strategy, built its company strategy around t he firms strength, capability and expertise in building petrol based engines, at last the company utilize it unique resource and capabilities to build a world class petrol based engines and became the largest engine manufacturer in the world. Firm must possess valuable resources in order to build resource-based advantages. For the purpose to outperform with competitors, many RBV researchers assert that organizations must exploit the resources that they possess. An organizations succeed or fail in the marketplace is depend on the particular perspective on an inside-out view of firm from RBV (Dicksen, 1996). According to Barney (1986) valuable resource must enable a firm to function and behave in ways that lead to high sales, low costs, high margins, or in others ways add financial value to the firm. A firms ability to innovate successful is also a factor of unique capability which is sustainable and appropriable. For example, an innovative products such as Apples iTunes and iPod. The companys first class innovation in product design and practicality is proving not an easily act for rivals to copy. Apple avoid to sit back complacently, although the company maintain at the front position of the digital media with its iPod an d iTunes online stores. In 2007, Apple introduce of its iPhone and entered into the mobile phone market, this continuous innovation and product creation keeps rivals such as Sony, Samsung guessing about what products Apple will bring out in the future and provides a factor of outperform as rivals struggle to substitute their achievement. In other words, strategic resources are also concerns on non-monetary factors such as knowledge based, human resource management activities on their customer service department to result in a competitive advantage. . To obtain a competitive advantages over the others is easy, however to achieve a sustainable competitive advantage is rather hard. Way to maintain sustainable competitive advantages for sustained superior performance, firms must be unique and core competencies and resources that are valuable, rare, imperfectly imitable and non-substitutable (Barney, 1991) as well as visualize of value-creating ways to exploit them. Intangible resources such as intellectual, technological resources are more appropriate than tangible resources which are human, financial resources to generate competitive advantage (Hitt, Bierman, Shimizu and Kochhar, 2001). Particularly, intangible resources like knowledge allow firms to add up value to incoming sources of production (Hitt et al., 2001). It indicates firms achieve competitive advantage (Prahalad and Hamel, 1990; Collis and Montgomery,1995; Post,1997; Markides,1997; Bogner,Thomas and McGee,1999). Such resource is built over time and difficult to be imita ted and is valuable. For instance, Tesco, Sainsburys and Asda all compete in the same environment, yet Tesco is a superior performer. It is not the environment that distinguishes between them but their internal strategic capabilities. It is difficult for one organization to obtain or copy the capabilities of another. Like Sainsburys cannot readily obtain the whole Tescos retail sites its management or its experience. As a result, Tesco is achieving a sustainable competitive advantage. On the other hand, firm must develop one or two value creating activities to some extent that creates more general value than rivals do to attain competitive advantage. Porter (1985) point out two generic strategy, the first is lower cost strategy, to reduce activity cost by lowering the cost of the inputs than rivals, while retaining average quality and prices. Secondly is differentiation, to induce customers willingness to pay an above-average price, including value of the ancillary service or the im age of the product. Managers who carrying a general knowledge of their rivals activity sets can apply this information to analyze their position relative to its rivals (Ghemawat, 2006; Porter, 1985, 1991). Besides, Porter (1985) also identified the value chain framework to help managers in understanding, enhancing and executing a lower costs or differentiation strategy. The value chain can be defined as a general activity model that is used to decompose the firm into the single activities it manages to form value for the consumer. In conclusion, both activity-based and RBVs complement each other and share an objective of discovering and exploiting factors that lead to higher competitive performance Even though the RBVs principle for a firm is to achieve and sustain a competitive advantage by exploiting valuable, rare, inimitable and non-substitutable resources is instinctive and theoretically satisfying, it is essential to recognize that value, rare, inimitability and non-substitutable are not completely invariables. In fact, facing of radical, volatile changes in the environment, value, rare, inimitability and non-substitutability are very considerably over time. In other words, RBV state have their fall like in the valuable attribute, the need for planning and investment to develop such resources are external factors, which means the RBV may overstate the profitability of firms by exploiting these resources, because the cost of acquisition and accumulation had been avoided. As a result, it is difficult for the RBV to tell why firms invest in such a valuable resource instead of in other type of resources. Moreover, if the organizations want to increase their profit from the re sources they possess, they have to think over the demand side attributes that effect on the final price of the product. Furthermore, in the concept of rareness resource, it does not essentially attain the competitive advantage of the firm, in spite of the resource produce a great rent due to its relative shortage. Rents can be defined as the prices of services yielded by resources (Lewin and Phelan, 2002). Regardless of the rents are rare or not, in this stage rent is nothing more than the rental price of the service of the resource. There are no any profit has been earn to the firm, after paying remuneration to all the factors of production (Demsetz, 1973; Barney, 1986a; Rumelt, 1987). However, the firm may grasps some part of the rent from the possessor of resources, if the firm is gaining any profit left from the resource. Member or staff who have capabilities such as knowledge based will have benefits of bargaining power, hence being able to appropriate extra rent. Barney (1991) point out that the strategic resource possess rareness, inimitable and non-substitutable criteria may be independent of the firm, but when the belief of the heterogeneous distribution of resources is taken into account it is not easily to visualize that the resource given by the value is similar for all firms. For instance, intangible resources such as innovative capability or diverse production capabilities have been recognized as essential strategic resources and are extremely dependent of other resources in order to act properly. On the other hand, some resources might prevent firms from operating higher performance. For example, a Formula One engineer might be a key resource for a sports car manufacturer due to his ability to built high-performance engines, while car companies with key resources in the aspects of an image for safety or high environmental standards might not be suitable to gain advantage from possessing such capabilities. These examples result the complication o f resource interactions (Smith et al., 1996) and also the value of resource is different among companies. Conclusion According to Barney (1991), Mahoney and Pandian (1992), Porter (1991), they agree that both internal and external factors must be taken into account when analyzing firm performance. For example, if a firm is able to acquire a key resource, it often require a diversification in the product market (Anderse ´n, 2007a). The result of such a diversification is to a great extent dependent on the organizations prior market experience or market that relevant to existing product lines (Pehrsson, 2004). In consequence, if a firm is not able to use its product effectively in the appropriate product market, the product will not benefit from these resources even though the company possess with superior production skills and great valuation. Therefore, firms can actually fail to attain higher performance while posses several strategic resources, if the marketing capability are poor. In conclusion, both internal and external environment are complement to each other in achieving a sustainable comp etitive advantage for a firm. (1863 words) Bibliography List Andersen, J. (2011) Strategic resources and firm performance Management Decision Journal. 49, 87-98. Johnson, G., Scholes, K. and Whittington, R. (ed.) (2008) Exploring Corporate Strategy: Text and Cases. 8th ed. London: Prentice Hall. Newbert, S. L.,Gopalakrishnan, S., Kirchhoff, B. A. (2008) Looking beyond resources: Exploring the importance of entrepreneurship to firm-level competitive advantage in technologically intensive industries Technovation Journal. 28, 6-19. Oup.com (2011) The Internal Environment: A resource-Based View of Strategy http://www.oup.com/uk/orc/bin/9780199288304/henry_ch05.pdf [accessed 24 April 2011]. tamanpowell.com (2007) Resource Based View Encyclopaedic Dictionary of Strategic Management. http://tamanpowell.com/Writing/assets/Resource%20Based%20View.pdf [accessed 24 April 2011]. skynet.ie (2001) The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation http://www.skynet.ie/~karen/Articles/Grant1_NB.pdf [accessed 24 April 2011]. Halawi, L. A., Aronson, J. E. and McCarthy, R. V. (2005) Resource-Based View of Knowledge Management for Competitive Advantage The Electronic Journal of Knowledge Management. 3 (2)75-86. www.ejkm.com/issue/download.html?idArticle=55 [accessed 24 April 2011]. Madhani. P (2009) Resource based view (RBV) of Competitive Advantages: Importance, Issues and Implications Indian Management Research Journal. 1 (2)2-12. http://ssrn.com/abstract=1504379 [accessed 26 April 2011]. Tokuda Akio (2005) The Critical Assessment of the Resource-Based View of Strategic Management: The Source of Heterogeneity of the Firm Ritsumeikan International Affairs. 3, 125-150 http://www.ritsumei.ac.jp/acd/re/k-rsc/ras/04_publications/ria_en/03_8.pdf [accessed 27 April 2011]. Pertusa-Ortega, E. M., Molina-Azorin, J. F. and Claver-Cortes, E. (2010) Competitive Strategy, structure and firm performance: A comparison of the resource-based view and the contingency approach Management Decision Journal. 48, 1282-1303. Sheehan, N. T. and Foss, N. J. (2007) Section 4. Hierarchical Strategies and The Resource-Based View: Enhancing the prescriptiveness of the resource-based view through Porterian activity analysis Management Decision Journal. 45, 450-461. quickmba.com (2010) Competitive Advantage Strategic Management. http://www.quickmba.com/strategy/competitive-advantage/ [accessed 30 April 2011].

Alexander Pope Essay on Man :: essays research papers

Alexander Pope was born May 21, 1688, in London. His father was a cloth merchant living in London, both his parents were Catholic. It was a period of intense anti-Catholic sentiment in England, and at some point Alexander's family was forced to relocate to be in compliance with a statute forbidding Catholics from living within ten miles of London or Westminster. They moved to Binfield Berkshire where Pope's early education was affected by his Catholicism. The Catholic schools were illegal but, they were allowed to survive in some places. Prior to his move to Binfield Pope spent a year at Twofold, where he wrote "a satire on some faults of his master," which led to him being whipped and beaten until he became ill. Then once again he was taken from his family. Alexander went to study with Thomas Deane, a convert to Catholicism who lost his position at Oxford as a result of his religious beliefs. After the Pope family moved to Bin field Alexander became self-taught. Pope's disease apparently tuberculosis of the bone became evident when he was about twelve. Later in Pope's life, Sir Joshua Reynolds described him as "about four feet six high; very humpbacked and deformed. Pope was also afflicted with constant headaches, sometimes so severe that he could barely see the paper he wrote upon, frequent violent pain at bone and muscle joints shortness of breath, increasing inability to ride horses or even walk for exercise. William Wycherley, impressed by some of Pope's early poetry, introduced him into fashionable London literary circles in 1704. Public attention came with the publication of Pastorals in 1709. The Rape of the Lock helped secure Pope's reputation as a leading poet of the age. Pope moved Twickenham in 1717 there he received visitors just about everyone, attacked his literary contemporaries although notable exceptions were Swift and Gay, with whom he had close friendships and continued to publish poetry. He died May 21, 1744 at Twickenham Village. He wrote a poem called the Essay of a Man in 1733-1734) Pope examined the human condition against Miltonic, cosmic background. Although Pope's perspective is well above our everyday life, and he does not hide his wide knowledge, the dramatic work suggest than humankind is a part of nature and the diversity of living forms each beast, each insect, happy in its own.

Using your Memory Better :: essays research papers

The task of learning and remembering all the different physical properties of lipids and proteins in Organic Chemistry can be an extremely challenging duty. Being an athletic-training major here at the University of Iowa, it is one of my many obligations to understand and be able to recall such properties very quickly. By using mnemonic strategies, memory aid techniques that use vivid imagery and organization devices, I am able to defeat the challenge in my Organic Chemistry class of getting all the physical properties of lipids and proteins into my Long Term Memory and then recall them whenever I need. In order for me to understand and remember the physical properties of lipids and proteins, I must first relate personal experiences to the information my professor gives. For example, by using the mnemonic strategy of relating an object to an image, also known as the â€Å"peg-word† system, I can remember things such as the structural make up of a saturated fatty acid, a long bumpy tube, versus an unsaturated fatty acid, a bent bumpy tube. Also with this mnemonic strategy, I can remember the structural make up of a Liposome by relating it to what a flower looks like. I can turn the task of remember what an Alpha- Helix protein looks like by associating it to the picture of a spring. A difficult subject to remember is easily turned into something easy by relating them to everyday symbols. This particular mnemonic strategy works extremely well for me because it associates items, such as the structure of Amino Acids, which are harder to understand with items that I can relate to in my everyday life, chains and springs. This technique puts the information I need to know and remember into my own words so to speak. It chunks the information into acronyms that I am familiar with. I am a visual learner, so this strategy is easier for me over others because I am more likely to recognize a picture and relate it to its short form. To get the information about lipids and proteins out of my Long Term Memory I have to do the task of recall, which is the ability to retrieve information not in conscious awareness. There are many ways to in which I can make retrieving information stored in my Long Term Memory easier. One is by putting myself back in the context of where I experienced what I learned. Using your Memory Better :: essays research papers The task of learning and remembering all the different physical properties of lipids and proteins in Organic Chemistry can be an extremely challenging duty. Being an athletic-training major here at the University of Iowa, it is one of my many obligations to understand and be able to recall such properties very quickly. By using mnemonic strategies, memory aid techniques that use vivid imagery and organization devices, I am able to defeat the challenge in my Organic Chemistry class of getting all the physical properties of lipids and proteins into my Long Term Memory and then recall them whenever I need. In order for me to understand and remember the physical properties of lipids and proteins, I must first relate personal experiences to the information my professor gives. For example, by using the mnemonic strategy of relating an object to an image, also known as the â€Å"peg-word† system, I can remember things such as the structural make up of a saturated fatty acid, a long bumpy tube, versus an unsaturated fatty acid, a bent bumpy tube. Also with this mnemonic strategy, I can remember the structural make up of a Liposome by relating it to what a flower looks like. I can turn the task of remember what an Alpha- Helix protein looks like by associating it to the picture of a spring. A difficult subject to remember is easily turned into something easy by relating them to everyday symbols. This particular mnemonic strategy works extremely well for me because it associates items, such as the structure of Amino Acids, which are harder to understand with items that I can relate to in my everyday life, chains and springs. This technique puts the information I need to know and remember into my own words so to speak. It chunks the information into acronyms that I am familiar with. I am a visual learner, so this strategy is easier for me over others because I am more likely to recognize a picture and relate it to its short form. To get the information about lipids and proteins out of my Long Term Memory I have to do the task of recall, which is the ability to retrieve information not in conscious awareness. There are many ways to in which I can make retrieving information stored in my Long Term Memory easier. One is by putting myself back in the context of where I experienced what I learned.

The health issues of obesity which is defined as an eating disorder and an associated serious health concern

With in this assignment I will discuss the health issues of obesity which is defined as an eating disorder and an associated serious health concern that is defined by excess weight Colditz & Dietz, (1999) I will also discuss the holist issues that may impact on an individual healthy lifestyle. I will identify one government policy that has been put in place to help alleviate the problem of obesity, and explore the nurse's role in relation to the policy. Using relevant evidence such as literature reviews and researched articles I will support my findings, and conclude by giving an overall summary of the main point of this essay. BMI is widely used to define obesity (WHO, 1998). And is calculated as BMI = Weight (kg)/Height2 (m). A person that is obesity has a larger amount of extra body fat and is more prone to the risks of serious health problems such as Heart disease, stroke, High blood pressure and Diabetes. (Cynthia Haines 2005). Obesity can be hereditary, but only develops from overeating, irregular meals and having a lack of daily physical activity Arne Astrup (2005) The Holism impact involves looking at every aspect of a person's life and wellbeing and trying to understand the reasons why they have developed theses holistic issues. This may involve there physical, physiological, social and spiritual impacts of there lifes. Kolcabu,R. ,1997 defines holism as the belief that a whole person can consist of these compartments and suggest that these compartments are intimately connected with a persons physical body. The psychological impact of obesity may consist of low self-image and lack of confidence, social stigma, reduced mobility and a poorer quality of life, obese children and adolescents face stigmatisation and discrimination in many areas of their lives. It has been assumed that their psychological well-being will be compromised both as a direct consequence of this social adversity, and indirectly through negative ‘reflected self-appraisal'. Wardle J. (2005) The holist social impact on obesity can result from an underlying pathological condition, e. . hypothyroidism which is a condition in which the body lacks sufficient thyroid hormone, the current trends lie with an increasingly sedentary lifestyle and poor dietary habits, which are particularly seen in the lower socio-economic groups. (National statistics 2001) Research has also suggested that the main problem is the continual reduction in the amount of exercise people take and argued that many overweight children have overweig ht parent which is often a matter of a family's lifestyle. Dr Rob Hicks 2006). The spiritual issues of obesity may involve the lack of meaning and purpose of how they perceives there out look on life, It has been suggested that psychological classes and therapies sessions may provide individuals the opportunity to develop some insight into there old patterns of life and develop healthier skills which can in turn help and deal with there issues of obesity that can then increase there likelihood of restoring a healthier life style. Physical activity are also a major aspect on a person's life in the relation of body composition, it is suggested that weight gain is associated with periods of a lack of activity and argue that by increasing physical activity body fat can be reduced. Behnke, A. , (1974). The Royal College of GPs (2004) have stated that exercise needs to be made more affordable and accessible to people living in the UK as the Lack of physical activity is found to be the most significant factor to the contribution to childhood obesity and is contributed to inactivity's, such as watching television or sitting playing computer games. Ref I suggest that the over all spectrum of society must work to together to tackle the effects of obesity and may involves marketing less fast food outlets and giving people on low incomes free gym membership, I suggest with theses alteration in place the financial and health impacts on obesity would decrease considerably as according to The Health Select Committee has estimated that the costs of obesity is around i3. – i3. 7 billion per year and suggest if there were less obese people in this country 15,000 fewer people would develop conditions such as coronary heart disease, 34,000 fewer people would developing type 2 diabetes, and 99,000 fewer people would develop high blood pressure. (Department of health 2007) However measures have already been put in place to try and tackle theses health implication. The new NICE guidelines (2006) a government policy have clinical guideline on the prevention, identification, assessment and management of overweight and obesity in adults and children and covers how G. P's and hospitals asses whether people are overweight or obese as well as ways of helping people lose weight and stay healthy. However it is still considered that peolel in our socieit can sometimes find it very difficult talk about their weight issues as There is still a lot of stigma and shame connected to obesity Professor Thomas (2004) I suggest that the nurse role explored in this government policy is to help individuals try accept there obesity as a condition, establish family history and there views around there condition of obesity and consider some of the possible health reasons why weight loss is considered necessary for them, this may include changing there eating patterns and increasing levels of physical activities. NICE 2006) other Interventions may include encouraging the increase of fresh fruit and vegetables (five portions a day) a Government recommendation (Department of health2003). Confectionery firms have also been told to shelve some of their king size chocolate bars in a bid to tackle obesity however Z Linnell, Bucks, UK argues that It isn't the size of the chocolate bar that is to bla me for obesity but the frequency in which people eat it. The Department However there are May barriers that may discourage healthy eating such as cultural barriers ethnic minority populations wear them view obesity as a more positive with neutral value Kumanyika, s. K 1994. Other barriers may include the lack of knowledge, attitudes, motivation and skills that involve the buying, preparing and eating health foods. . of Health said the NHS already allowed GPs to refer patients to gyms for a subsidised membership I conclude that this may suggest that all the holistic issues of an individual can be an important aspect for long-term weight and body fat regulation and Good health and effective learning go hand in hand as a healthy body leads to a healthy mind. and agreement with the that by taking the ‘Small Changes of obesity such as promoting physical activity across the board can make Big Difference to people's long-term health (Caroline Flint 2006)

Chicboy Marketing Plan Essay

Chic-Boyâ„ ¢ is a new trademark and business model of Pier One Bar and Grill Holdings Corporation, the company behind the successful Pier One Bar and Grill restaurant chain in the Philippines. It is a quick-service restaurant that is a â€Å"cut above† fast food, with a cult-like following. Our concept focuses on quality, variety and service. Chic-boy’s pride is its Cebu Lechon Manok and Cebu Lechon Liempo marinated and stuffed with her band spices and charcoal broiled to juicy and tasty perfection. * Objectives The main objective of Chic-Boy is to provide people/ their customers with great foods at affordable prices, provide convenience by allowing family reunions and get together. And last but not the least, one of their objectives is to expand the business by providing and allowing franchise. * THE FRANCHISOR-FRANCHISEE RELATIONSHIP Franchisor shall provide Franchisee with specifications for brands and types of any equipment, fixtures and furniture required for the Franchised Facility, The Franchisor will provide supplies such as products, equipment and materials previously designed and provided by the Franchisor to be used in the Franchised Facilities and â€Å"services† that includes, but is not limited to, consistent innovation and renovation of products and processes, in-store audit checks related to the consistent practices of hygiene, safety, and proper implementation of pre-defined pharmacy practices and methods, also training and assistance program will be given. * Responsibilities of the Franchisee The responsibility of the franchisee will focus on the continuing services and royalty fees, accounting and records, standards of quality and performance. * PRODUCTS AND SERVICES The company offers a wide variety of meals such as Chiquito Meals, Chibog-Busog Meals, Cebu Lechon, Magandand Umaga Meals, Sphagetamis, Japanese, Appetizers, Merienda, Desserts, Soup, Sizzling Specials and etc. Most meals are served with house soup and unlimited rice, they also offer bottomless iced tea. They also give customers fried garlic for free. * MANAGEMENT , STAFFING, STRATEGIC PARTNERS, ANG PROFESSIONAL SUPPORT * Management Team The owner is considered as the General Manager of one store. In every store the highest position that is handling the daily production is their respective Supervisors. . * Staffing The newly franchised Chic-Boy outlet will be hiring 11 staffs consisting of the cooks, crews, cashiers and security guard. * Strategic Partner and Professional Support As for strategic partner, the company will be provided with general contractors will be responsible for the store equipments, maintenance and physical attributes and design of the store, and as for professional support, an accountant to head the accounting and financial side of the company. * Gantt Chart As for the schedule of activities of the company, Chic-Boy will have a one year preparation before it will formally open. The given month will be from September 2012- September 2013. * OPERATIONS * Hours and Days of Operation The proposed Chic-Boy outlet will be operating for seven (7) times a week, sixteen (16) hours a day. The store hours will be from 7:00 am up to 10:00 pm * Layout and Facilities The store will be at least 200sqm. It will have a second floor to accommodate the number of customers. The chairs and tables will be arranged as to allow the customers to still walk in between the them even if ther are a lot of customers. * Licensing, Permitting & Other Regulatory Issues Getting the required business license and permits for Chic-Boy is a necessary step to ensure that the business is abiding the bylaws. It needs some kind of business license or permit to run the business legally. Chic-boy will get first clearance and permit before heading to the Securities and Exchange in Commission. * Operating Procedures The procedure will be a simple process starting from the entrance of the customer followed by the purchasing of the food, consumptions of the ordered item and then leaving of the customer once done and satisfied. Then as a new customer arrives, the process starts again. * Inventory Management The products of Chic-Boy will be ordered from the commissary in a daily need basis. It will be stored in the kitchen chillers to preserve good quality and freshness and to satisfy customers’ standards. * MARKETING * Target Location The franchise will be located at Dr. C. A. Aguila St. inside Mendiola, Manila. Its approximate square footage is 200 sqm. , it is a well traversed path leading jeepney’s and vehicles coming from recto heading to Pandacan, Sta. Ana, Makati and Pasay, vice versa. It is also surrounded by at least six (6) schools. * Marketing Targets The target market of Chic-boy will be students, employees and famiies. There are no age limit as to who are their target market, as long as they can still eat the meals offered by the establishment. * Distribution Since the entity proposed is not in the manufacturing industry, the distribution described in the plan will be the location where the outlet will be put up thus serving the customers within the vicinity. * Competitive Environment and Positioning The primary competitors of the Chic-Boy will be the fast food chains such as Jollibee, McDonald’s and KFC that are within the same vicinity of the proposed franchise. The other food plaes are considered as secondary competitors because since both offer food, the service and type of food served is different. * Marketing Tactics and Support The marketing tactics and support that Chic-Boy are already offering are simple flyer giving and posting of tarpaulins and posters. And the Chic-Boy radio they have in their own stores and outlets. * CAPITAL PLAN * Sources of Funds The P 6,069,000 total investment will be funded by the 5 investors with the distribution as follows: P 3,069,000 for the managing director and P 750,000 for the remaining 4 investors. * Use of Funds The total investment of P 6,069,000 will be used in the payment of rent for the land/property, Working Capital, Furniture, Fixtures, Equipments, Construction and Renovation. A fund shall be allotted for the payment of rent, because the property is leased; for the furniture, fixture and equipments, this includes the aircon units, signage, tables & chairs, grillers, range hood, freezers & chillers, plates, utensils kitchen and restaurant supplies; another allocation for the construction & renovation which includes civil works, plumbing, electrical, lighting, mechanical, exhaust and fresh air; and last but not the least, funds to be used as commissary deposit, franchise fee and working capital.

Followership and Model I and II

The model of followership presented by Goffe and Jones indicates the significance of three emotions which an individual produces in a person which leads them to follow him. These three emotions are summarized as given below. (a) The first emotional response an individual evokes is that of a feeling of   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   significance or importance. Thus leaders who create an impression in people that they matter will be able to obtain even the, â€Å"heart and soul† of their followers.    This is not just a response of blind adulation. It flows from an appreciation by   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   the leader not just their personalities but also their work. Thus the follower will    give loyalty and even implicit obedience. (b)   The second response is that of a feeling of community, a sense of belonging to an organization where the leader creates unity of purpose around the work   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   which they all do. The leader is one who the follower sees as having created a   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   feeling of the community. (c)   The third emotional response is the feeling of buzz, an excitement which is   Ã‚   created by the sheer presence of the leader. His energy and enthusiasm is   Ã‚  Ã‚   contagious.   Followers are willingly led by such leaders who provide them   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   excitement, challenge and a passion to live their lives. This may be called as    charisma but actually is much more than that. Argyris and Schon (Dick. Dalmau, 1990) have provided an understanding of the conscious and subconscious processes of reasoning. This fits in well with the emotional aspects of followership indicated by Goffe and Jones. Argyris Model II ideally fits into the theory of followership espoused by Goffee and Jones. In Model II, the leader provides a scope for double loop learning. This implies that there is open inquiry of issues thereby which people are placed in a position of significance and respond to a situation based on a community based pattern of involvement which is highlighted in double loop learning model of Argyris. The emotional feeling of a buzz created by a leader’s presence is heightened in the Model II for the leader provides inspiration. On the other hand, Model I is based on the single loop theory through which most leaders operate till they understood the advantage of the double loop theory (Argyris et al.   1985, p.   89). The excessive control exercised by the leader in Model I is not conducive to creating an emotional feeling of importance as well as a sense of belonging to a larger organization or establishment (Argyris, et al. 1985, p.   89). Power: How Its Meaning in Corporate Life is Changing Gary in his summary on the various views of power has provided us how perception of power has changed over the years. In the initial years it was the emotional response of charisma, the buzz that is categorized as the third factor by Goffee and Jones that was the essence of power in leaders. However gradually this perception has changed and power came to regarded as an issue for organizations productivity. This is the power used for creating a feeling of community of belonging and one which provided a unity of purpose. Thus we see a shift in power from Model I to Model II very gradually. Model II or the double loop theory propounded by Argyris is a power paradigm which can be associated with that advocated by David McCelland and David Burnham. Thus managers in this model were democratic and more willing to share their power with others with a view to creating a community feeling in the organization but one which was primarily driven towards achieving goals of the organization (McCelland. Burnham, 1995). James Hillman in his in depth analysis of power has indicated that there could be more elements or purposes to power than that indicated by the purely simplistic explanation of exercising coercive force. He provides a benign expression of power that of providing service to the organization (Hillman, 1995). While Model I denoted by Argyris has indicated power in its coercive function as defined by Hillman, for in it the leader will attempt to control unilaterally, the subsequent transformation indicates development towards Model II   (Argyris. 1985). Power in the Hillman model is to seek followership in which it is linked with the two emotions of making people feel important and creating a community feeling for achieving corporate goals. Ronald Heifetz indicates that power does not necessarily imply the ability to protect people from threat but to let them feel the threat through simulation and adaptation. This is the new model of power which is aligned to Argyris’ Model II wherein the protection offered by Model I which also includes protection of ones group of followers is done away with. By exposing followers to disorientation by the threats which are the essence of a new age, the 21st Century, it will lead people to transformations required to fit into the new age (Heifetz, 1994). The Living Company The Living Company is one which survives because leaders consider the company as a congregation of people and not as an organization which produces goods and services. Thus people are more valued than assets. This focus on the people is what makes these organizations perform consistently over a long period in some cases as the Sumitomo over the centuries. People are given importance which is due to them because they are working in the company efficiently and effectively. They provide a feeling of belonging to the organization such as Unilever and finally they have a series of leaders who define the trajectory of growth for individuals as well as the company. These leaders see themselves as shaping a human community The Living company follows the Argyris Model II with powerful double loop learning systems which effectively provides feedback, creates internal commitment as well as leads to informed decision making. This in turn continuously provides a perception of the deficiencies to the management which undertakes continuous improvements. This also leads to generation of new ideas and development of new businesses. Managing in the Cappuccino Economy The companies in the Cappuccino economy provide a high degree of importance to people even in junior positions by allowing them to make independent decisions. They are in turn spurred by the faith placed by the management in their abilities even for critical decisions which affect the company’s bottom line. On the other hand the non cappuccino companies do not provide such freedom to the management. The results achieved by these companies are of a higher order which is benchmarked by the rise in equity of these companies by the author. The top end companies of the Cappuccino economy follow Model II which comprises of empowerment and sharing in decision making right down to the last level. These companies also delimit control by the higher executives though given Argyris predictions once the companies grow, the instinctive response to control may come back. However by establishing training and coaching, Argyris has indicated that Model II skills can be built up in these companies on a continuous basis. The non Cappuccino companies on the other hand follow Model I; thereby they are unable to adjust to the changing circumstances lacking a double loop feedback. Empowerment : The Emperor’s New Clothes Empowerment implies enhancing an employee’s self worth which in turn will build his commitment to the organization. Thus a firm which demonstrates to an employee that he can control his own destiny, that he is important will get maximum commitment from him. On the other hand Argyris also indicates that the process of change itself does not make people feel important as it only indicates to them what change is required (Argyris, 1998).   It is change that is more important than the employee, thus he may not be fully committed to the process. Empowerment is many times inhibited by leadership in most organizations. These executives are control oriented, hence are unable to be seen as charismatic, â€Å"light houses†. He has also indicated that many people do not want to be empowered. They feel more comfortable in being led. Argyris also feels that it is performance per se which is the most important factor and not empowerment (Argyris, 1998). Thus some organizations in their enthusiasm for empowering the employee by making him feel important, tend to overlook the results that are produced by him. This empowerment is considered self defeating. Argyris Model I corresponds to external commitment that does not provide much leeway to employees to define their own goals and tasks. This thus does not profess empowerment (Argyris, 1998)   Control remains with the management or the higher leadership and employees are expected to merely follow the laid down norms. Argyris has advocated Model I for most routine jobs which may not entail too much empowerment. Such jobs are better performed through external commitment rather than internal. Argyris Model II corresponds to an organization which offers its employees internal commitment. This enables maximum participation by employees in the project in turn enhancing the way in which they are empowered. However implementing Model II as per Argyris is an extremely difficult and challenging process, hence many organizations profess rather than practice the same. Why Should Anyone be Led by You? Inspirational leaders are known to possess four basic qualities, they demonstrate willingly their own weakness, they rely on intuition for seeking the appropriate time for an intervention, empathize freely yet firmly with followers and are not afraid to demonstrate their own uniqueness. By showing to the followers that they have weaknesses as other men they convey a feeling of being human thereby building up a sense of community in the group. This also helps in establishing a common bond based on a feeling of want or need. The intuitiveness and unique differences that they demonstrate contributes to the charisma which creates a buzz about them and inspires other people. The demonstration of difference is also appreciated by followers as it indicates a spirit of adventure denoted by leaders as Sir John Harvey-Jones, CEO of ICI. By empathizing with their followers, the leaders indicate to them that they are an important facet of their lives, providing the led the sense of being of consequence, thereby inviting greater loyalty. The inspirational leader is also able to use the right quality amongst this at the most appropriate time. The last quality is what is most important for practical application as it enables leaders to practice leadership by being themselves rather than creating a faà §ade. The inspirational leader denotes Model II provided by Argyris which is evident from the fact that he is not only open to a double loop feedback but also welcomes it. He uses this to sustain and support the overall good of the organization. The leader in this case is willing to share control over his self with his followers which provides them a unique sense of empowerment building an infinite sense of loyalty. Leaders are also able to gain intuitive feedback of the system thereby contributing to the double loop of Model II. By being open, fair, transparent and appropriately empathizing with their subordinates, these leaders are the anti thesis of Model I organizations where leaders are aloof, directional and do not expect or welcome a feedback. Inspirational leaders thus seem to fit in ideally with a Model II organization. Reference:- Argyris, C.   (1985) Strategy, change & defensive routines.   Boston: Pitman. Argyris, C., Putnam, R., & McLain Smith, D.   (1985) Action science: concepts, methods, and skills for research and intervention.   San Francisco: Jossey-Bass. Dick, B., & Dalmau, T.   (1990) Values in action: Applying the ideas of Argyris and Schon.   Brisbane: Interchange. Heifetz, Ronald. (1994). Leadership without Easy Answers. Belkap Press. Hillman, James. (1995) Kinds of Power. Currency Books. McClelland, David. Burnham, David. Power is the Great Motivator. Harvard Business Reprint. Jan-Feb 1995. (Case Study) Gary, Loren. Power: How Its Meaning in Corporate Life is Changing. (Case Study) Goffee, Robert. Jones, Gareth. Followership. Harvard Business Review. (Case Study). Gues, Arie de. The Living Company. (Case Study). Shapiro, Eileen C. Managing in the Cappuccino Economy. (Case Study). Argyris, Chris. Empowerment : The Emperor’s New Clothes. Harvard Business Review. May-June 1998. (Case Study) Goffee, Robert. Jones, Gareth. Why Should Anyone be Let by You?   Ha rvard Business Review. September – October 2000.