Uptown, Dakota and Powermaster Case Study Essay Example for Free

Uptown, Dakota and Powermaster Case Study Essay In 1989, R.J. Reynolds announced to introduce a plan for Uptown, the cigarettes designed to target at black smokers. However, Uptown never reached the shelves because the opposition of some interest groups. In 1990, R.J. Reynolds begun to sell Dakota, which were a new cigarette brand targeted primarily at 18 to 24 years old female. In 1990, the alcohol producer Heileman Brewing Company launched a new high-alcohol drink PowerMaster, in order to targeted at black customers. R.J. Reynolds Tobacco Co. and G. Heileman Brewing Co. targeted the minority and ethnic groups. The segmentation marketing strategy of the cigarette and alcohol company induced some controversy marketing problems (Smith, 1995). II. Ethical Issues of the Company The ethical issue of R.J. Reynolds and G. Heileman Brewing was the same: they targeted the consumer segments viewed as â€Å"vulnerable† with the unhealthy products. Although marketing segmentation is an important marketing strategy for the company, the introduction of Uptown, Dakota and PowerMaster have resulted in controversy and even criticized as unethical because the products targeted at those people who are in lower income and with fewer education experience. 2.1 Ethical Issues Related Uptown and Dakota ï ¼Ë†source: http://www.naaapi.org/documents/uptown.aspï ¼â€° With sales amount declining, R.J. Reynolds announced to introduce Uptown to seek new customers. Uptown is designed according to the black customers’ performance with lighter menthol and upside down filter. Uptown was charged for its misleading advertisement message brought more disease to a group with high smoking illness and mortality (Richard J, 1998). Although the plan of Uptown was cancelled because of the strong against of the social interest groups, the company’s segmentation strategy was implemented via other brands such as Dakota. Dakota targeted young female through the use of younger slim models and the advertisement slogan to mislead the young women smokers. Most of the targeted customers of Dakota were white female with high school degrees or blue-collar workers. They were so young to have good self-control awareness or the ability to judge true or false from the advertisement. And the company advocated Dakota as slim cigarettes and appealed the young female customers with misleading message. 2.2 Ethical Issues Related to PowerMaster PowerMaster is a malt liquor that drawn criticism from health organizations, which charged the company promoted the products to poor blacks and inner-city neighborhoods. According to the investigation of these organizations, alcohol was connected to many serious social problems, such as suicide and family violence. And the black men had a 40 percentage higher death of liver cancer than the white people (Bureau of National Affairs, 1991). (Source: http://www.google.com.au/search?q=powermasterhl) III. Relevant Interactions and Connections of the Stakeholders There are eleven stakeholders involved in this case study. In the following part, I will use the stakeholder interaction model to identify the specific stakeholders and the relevant interactions and connections among them. And find how they think and value the ethical issues and their decision. The stakeholder interaction model (Source: Maignan, Ferrell and Ferrell, 2003) 3.1 Company (Management) Company: R.J. Reynolds Tobacco Co. (RJR); G. Heileman Brewing Co. Senior administrator: RJR’s CEO; RJR’s Marketing VP: Peter Hoult; Spokesperson; Marketing VP of Philip Morris Co. Both of the companies were under the heavy pressure to improve the marketing share of their products and create more profits to both the shareholders and employees. The business performance of the company will influence relationship with local government, community and suppliers. The senior administrators introduced the mew brand to customers, and explain the controversy from the perspective of the company. They provided and applied the segmentation marketing strategy and targeted at the vulnerable customers. They believed that the targeted customers have right to buy the products that fit their preference, the introduction of new products won’t change the whether they buy or not. Targeting at some special groups is just a tactic of marketing choice. 3.2 Customers They want the products that better need their needs, and the products are available in the right places with the right prices. The choice of customers will decide the company’s operating condition and employee’s welfare. And the employees produce the products and sell them to customers. Interest groups were looking forward to protecting the health of them. Customers pay tax to government; therefore, the government should make efforts to protect their legal interests. Customers have rights to buy alcohol and cigarettes, but some customers may mislead by the unethical strategy of the company and bring bad effect to themselves. 3.3 Government Senate; National Coalition; The government should be responsible for the citizen’s health, when the company introduce the harmful products to the customers and bring bad social impacts, the government can regulate and administrate the company through tax or laws. 3.4 Community In this case, the community leaders charged the promotion of alcoholic products of G. Heileman Brewing Company which are targeted at the black and Latino neighborhoods resulted in a series of social problems (Folt,1991). The Community provides the company with physical and social infrastructure that allows the company to do business. 3.5 Suppliers The suppliers are business partners of the companies, they want to maintain long-term and trusted relationships with the company. 3.6 Shareholders In this case, the shareholders were the people who bought the stocks of the R.J. Reynolds Company and G. Heileman Brewing Company. They were granted to get the profits of the enterprises in the form of dividends and they wanted to maximum their return on the investment. Shareholders also wanted the company to behavior ethically and gain good reputation, however; in some instance the stockholders’ strong desire to get profits may push the company conduct unethical marketing strategy in order to meet the commitments to the shareholders. 3.7 Employees The employees and shareholders mutually influenced each other, employees wanted to get reward consistent with their performance in the company. They brought economic profits to the stockholders, and they hoped their welfare could be improved as a return. Although employees of R.J. Reynolds and G. Heileman Brewing were not the direct business decision makers, they produced and sold the â€Å"unethical† cigarettes and alcohol to the vulnerable customers. And as a member of company, their welfare is related to whether the customers choose their products or not. When they loss the trust of customers they will also lose their own interests. 3.8 Special Interest Groups Public Health Organizationsï ¼Å¡Health and Human Services Secretary; The Women’s Tennis Association; Center for Science in the Public Interest (CSPI). Public Health officials (Louis W. Sullivan; Reed Tuckson; Surgeon; General Koop) They have activities against the company and give information to the customers via the mess media. They criticized the Tabaco and alcohol company giving misleading information to the venerable customers and exploited profit from the poor, young, black and Hispanics groups. The special interest groups try to stop the unethical business strategies of the companies through boycotts and giving public censure to the government agency in order to protect he customers from unhealthy habits and behavior. 3.9 Trade Associations The Beer Institute; Bureau of Alcohol, Tobacco and Firearms (BATF); The trade organization is an organization in the same trade formed to further their collative interests. The relative Trade Associations has the power of giving approval of using the label and also has the rights to use the related policies and regulations within their industry to control the behavior of the enterprises. In this case, BATF pushed G. Heileman Brewing Company to drop the word â€Å"power†. 3.10 Competitors Philip Morris Co.; BAT Industries; Black Sunday; Crazy Horse; St Ides. The marketing shortage of the company’s competitors may give the decision maker some enlightenment. And the company may imitate competitors’ profitable products and transfer its attention to the new area, do research on the new products in order to compete with others. In the case, Philip Morris is the leading cigarette company provides young female smokers with the brand Marlboro. The strategy of Phillip Morris pushed R.J. Reynolds into targeting at young female customers. 3.11 Mess Media: The black oriented newspapers and magazines such as Jet and Ebony; Other media; Commentator of the media; New York Times; Beverage World; Fortune. The target marketing oriented media published alcoholic drinks and Tabaco advertisements to the customers, which may induce the prevalence of smoking. Other media reported on the protest against targeting at vulnerable customers. The Commentator of the media offered the customers with insightful analysis of the target marketing products and give suggestions to officials in the health organizations. IV: Rank the Stakeholder It is necessary to understand the relationships of all the stakeholders involved in the activity of the company or the interest groups. Having a good management of the relationships with each kind of stakeholder will be beneficial to the performance of that organization. The following two lists showing a rank of the stakeholders involved in the business activities of R.J. Reynolds Tobacco Company and G. Heileman Brewing Company from the perspectives of the two companies and interest groups respectively. The shareholders hold the stocks of the company, in other words they can decide the company’s fate, and it’s the company’s obligation to maximize the stakeholders’ benefits, So R.J. Reynolds Tobacco Company and G. Heileman Brewing Company ranked their own shareholders in the most important place. Employees can provide research, manufacturing and sales services to the customers, their satisfaction of working conditions and welfares will influence their performance during the working period and then directly influence the company’s operating performance. Customers are usually regarded as the most important stakeholders. No company will operate well if it cannot persuade customers to buy its products. Therefore, both R.J. Reynolds and G. Heileman designed new brand products to the customers in order to increase their marketing share and get more profits. But they used wrong marketing segmentation strategies, and brought bad effects to the vulnerable gr oups that they are targeted at. 4.2 From the interest group’s perspective | | 1| Customers| 2| Community| 3| Mass Media| 4| Employees| 5| Government| 6| Trade Association| 7| Shareholders| 8| Suppliers| 9| Company| 10| Competitors| In this case, all the interest groups involved in are the noneconomic public health organizations such as Health and Human Services Secretary; The Women’s Tennis Association; Center for Science in the Public Interest (CSPI) and so on. These noneconomic interest groups seek the solutions of the public concerns and issues. They against the tobacco and alcohol companies targeted at some vulnerable customers, and sold harmful products to these customers with unethical ways. Therefore, from the interest group’s perspective, the interests of the customers should be ranked in the fist place. â€Å"The basic meaning of Community is a group of people living in the same locality and the same government † (Wikipedia). The ultimate objective of the interest groups is solving the social issues that they concerned and about and then improve the total living standards of the community. And the Community provides the company with physical and social infrastructure that allows the company to do business. Therefore, when a company was failed to exercise its obligations, the Community has the duty to interdict its unethical behavior (Patrick 2004). In the case, the boycott and other against activities of the interest groups are under the support and assistance of the mess media. The media not only gave the pressure to the unethical companies, but also showed right guidance of public opinion. V: Alternative Courses of Action and Recommendation 5.1 Alternative Courses of Action Recommendations for Company For R.J. Reynolds Tobacco Company and G. Heileman Brewing Company, they should rank the customers in the first order rather than their own interests. Although marketing segmentation is an useful strategy in some conditions, the marketers of the alcoholic and tobacco industry should not target at the groups who are vulnerable due to their disadvantages in income, knowledge, age, life circumstance and so on. The alcoholic makers should provide the obvious marks with the information of the content, serving size the macronutrients, and the hazard of over drinking. The companies should participate more in the charitable activities, help and sponsor the people who suffer from the bad disease may caused by their products in order to have a better implementation of social responsibility. 5.2 Alternative Courses of Action Recommendations for Interest Groups For the interest groups, they should help and training these vulnerable citizens directly with informative knowledge and cooperate with government rather than only criticizing the cigarettes and alcohol company. Cooperating with the government in order to better restrict unethical business strategies in alcoholic and tobacco industry. The government could use more methods to regulate and administrate the enterprise behavior through tax and law. Providing tobacco-use prevention courses in the school. The general awareness of the smoking harms health should be introduced since the primary school and reinforced in the high school in order to increase the successful rate of preventing tobacco for the young people. Encouraging the family members of the smoker or alcoholic drinker to persuade them giving up the unhealthy products or reduce the quantity of consumption. Reference Smith, N 1995, ‘Case Study: Uptown, Dakota, and PowerMaster’, Communication in Business: Internal and External, P54-58. Patrick, E, Gene, R, Norman, E Thomas, A 2004, Ethical marketing, Pearson Education, New Jersey. Grace, D Coken, S 2005, Business ethics: problems and cases, Oxford, New York. Fisher, C Lovell, A 2006, Business ethics and values: individual, corporate and international perspective ,Pearson Education, Harlow. Warner, K, Goldenhar, L1992, ‘Targeting of cigarette advertising in US markets’, Tobacco Control, vol.25, P30. http://www.naaapi.org/documents/uptown.asp http://www.google.com.au/search?q=powermasterhl Richard, J 1998, Life in a Business oriented society, Allyn and Bacon, Boston. Smith, C Martin, E 1997, ‘Ethics and target marketing: the role of product harm and consumer vulnerability’, Journal of Marketing, vol.61, P1-20.

Precursores De La Teoria De La Calidad

Precursores De La Teoria De La Calidad Antes de hablar de la calidad debemos referirnos a sus precursores y sobre todo al padre de la misma quien es W. Edward Deming, quien ha recibido numeroso reconocimientos entre ellos podemos hacer mencià ³n de la medalla Shewhart dela Soc. Americana de Control de Calidad en 1956. Desde muy pequeà ±o el Dr. W. Edward Deming aprendià ³ que las cosas que se hacen bien desde el principio siempre acaban bien. El estadista, educador y precursor dela Calidad Total W. Edward Deming, fue desconocido por muchos aà ±os por las corporaciones americanas, Deming viajo a Japà ³n en 1950 a la edad de 49 y pudo enseà ±ar a los administradores, ingenieros y cientà ­ficos Japoneses como podà ­an producir calidad. Luego de treinta aà ±os despuà ©s vio un documental en televisià ³n en la cadena NBC, titulado, â€Å"Si Japà ³n puede, porque nosotros no† y es a la sazà ³n donde corporaciones como Ford, General Motors y Dow Chemical, solo por mencionar algunas de las prestigiosas empresas que se dieron cuenta de lo que estaba atravesando y buscaron de inmediato la asesorà ­a del Dr. Deming. La vida del Dr. Deming se transformo por completo y se volvià ³ un torbellino de consultas y conferencias. La temprana vida de Edward Deming fue caracterizada por la carencia y el trabajo duro. Nacià ³ en Sioux City Iowa el 14 de octubre de 1900. Su padre, quien pedio una demanda judicial en Powell, siempre fue un abogado luchador, pero esto lo hizo que cambiara a toda la familia de dicha ciudad cuando Deming tenà ­a apenas siete aà ±os. Vivieron en una casa humilde donde el preocuparse por que seria su prà ³xima comida era parte de su rà ©gimen diario. Ampliamente cotizado luego que Deming compartià ³ sus ahora famosos â€Å"14 puntos† y â€Å"7 pecados mortales† con algunas de las corporaciones mà ¡s grandes de Amà ©rica. Sus patrones de calidad se convirtieron en sitios comunes en los libros de administracià ³n, y el premio Deming, otorgado por primera vez en Japà ³n pero ahora reconocido internacionalmente, es ahora buscado por algunas de las corporaciones mà ¡s grandes del mundo. Cuando Deming tenà ­a sus ocho aà ±os salià ³ a trabajar a un hotel local, Deming se fue de Powell a la edad de 17 hacia Laraman, ala Universidadde Wyoming donde realizo sus estudios de ingenierà ­a. Y luego recibià ³ un Ph. D en Fà ­sicas Matemà ¡ticas enla Universidadde Yale en 1927 donde al mismo tiempo fue empleado como profesor. Deming recibià ³ muchas ofertas en la industria privada pero tomà ³ un empleo donde trabajarà ­a para el Departamento de Agricultura en Washington, D.C. Fue acà ¡ donde Deming tuvo la dicha de conocer a su esposa, Lola Sharpe, con quien contrajo matrimonio en el 1932, y fue presentado con su guà ­a, Walter Shewhart, un estadà ­stico para Laboratorios Bell y sus escritos impactaron su vida y aquà ­ donde se convirtieron en la base de sus enseà ±anzas. Durantela Segunda GuerraMundial, Deming de dedico a enseà ±ar a los tà ©cnicos e ingenieros americanos estadà ­sticas para que pudieran mejorar la calidad de los materiales de guerra. Fue e n este trabajo en donde atrajo la atencià ³n de los japoneses. Luego de la guerra,la Unià ³n Japonesade Cientà ­ficos e Ingenieros buscà ³ a Deming. Y en julio de 1950, Deming se reunià ³ conla Unià ³nquien fue presentado con los administradores principales de las compaà ±Ãƒ ­as japonesas. Durante los treinta aà ±os siguientes, Deming dedicarà ­a todo su tiempo y esfuerzo a la enseà ±anza de los japoneses y de esta forma transformo su reputacià ³n en la produccià ³n de un motivo de risa a un motivo de admiracià ³n y elogio por las corporaciones. Es por esto que nos hacemos la siguiente pregunta  ¿Por quà © Deming fue todo un à ©xito en Japà ³n y desconocido por las corporaciones en Amà ©rica? Cuando Japà ³n estaba sumergido en una crisis en su economà ­a y en sus industrias le hicieron la invitacià ³n a Deming. Los Japoneses escucharon y cambiaron su forma de pensar, su estilo de como administrar, su trato a los empleados y se tomaron su tiempo. Tan solo c on seguir la filosofà ­a de Deming, los japoneses giraron al lado positivo su economà ­a y productividad por completo para dar paso y poder convertirse en los là ­deres del mercado mundial. Deming fue condecorado por el emperador Horohito con la medalla del Tesoro Sagrado de Japà ³n en su Segundo Grado por tan impresionante cambio que realizo. La mencià ³n decà ­a El pueblo de Japà ³n atribuyen el renacimiento de la industria Japonesa y su à ©xito mundial a Edward Deming No fue hasta la transmisià ³n del documental por NBC en Junio de 1980 donde se destaca el à ©xito industrial de Japà ³n que las corporaciones Americanas inician a prestar atencià ³n. Enfrentados por una produccià ³n decadente y costos increà ­blemente altos, los Presidentes de las corporaciones Americana iniciaron a consultar con Deming acerca de negocios. Se dieron cuanta que las tà ­picas soluciones rà ¡pidas y fà ¡ciles de las corporaciones Americanas ya no funcionaban. Los principios de Deming establecà ­an que mediante el uso de mediciones estadà ­sticas, una compaà ±Ãƒ ­a podrà ­a ser capaz de graficar como un sistema en particular estaba funcionando para luego desarrollar maneras para mejorar dicho sistema. A travà ©s de un proceso de transformacià ³n en avance, y siguiendo los Catorce Puntos y Siete Pecados Mortales, las compaà ±Ãƒ ­as estarà ­an en posicià ³n de mantenerse a la par con los constantes cambios del entorno econà ³mico. Obviamente, esto era mu cho mas largo, incluà ­a mas procesos de los que estaban acostumbrados las corporaciones Americanas; de aquà ­, la resistencia a las ideas de Deming. El Dr. Edward Deming estuvo disponible parala Amà ©rica corporativa para tà ©rminos de consulta y a individuales a travà ©s de sus escritos y tours de seminarios por los prà ³ximos trece aà ±os de su vida. En el 1993 murià ³, pero aun vive su trabajo. Sus Slogans de misià ³n, tales como el de Ford Calidad es el primer trabajo, son aun reconocidos en la industria; sus cursos empresariales son dictados aun usando sus principios como partes integrales del curriculum; y la abreviacià ³n TQM (Total Quality Management) es ampliamente conocido y comà ºnmente utilizado a travà ©s dela Amà ©rica corporativa. Kaoru Ishikawa Conocido como el gurà º de la calidad Kaoru Ishikawa, nacià ³ en la ciudad de Tokio, Japà ³n en el aà ±o de 1915, fue graduado dela Universidadde Tokio. Ishikawa y es hoy conocido como uno de los mà ¡s famosos gurà ºs de la calidad mundial. La teorà ­a de Ishikawa era manufacturar a bajo costo. Podemos encontrar dentro de su filosofà ­a de calidad que la calidad debe ser una revolucià ³n de la gerencia. El control de calidad es prà ¡cticamente desarrollar, diseà ±ar, manufacturar y mantener un producto de calidad. Algunos efectos dentro de empresas que se logran implementando el control de calidad son la reduccià ³n de precios, bajan los costos, se establece y mejora la tà ©cnica, entre otros. Kaoru Ishikawa tambià ©n dio a conocer al mundo sus siete herramientas bà ¡sicas para la calidad la cuales son: la grafica de pareto, el diagrama de causa efecto, la estratificacià ³n, la hoja de verificacià ³n, el histograma, el diagrama de dispersià ³n y la grafica de control de Schewhart. Podemos hacer mencià ³n de algunos de sus libros mà ¡s conocidos los cuales son: Que es el CTC, Guia de Control de calidad Herramientas de Control de Calidad. Kaoru Ishikawa en el Desarrollo dela Calidadnos dice que practicar el Control de Calidad (CTC) es desarrollar, diseà ±ar manufacturar y mantener un producto de calidad que sea el mà ¡s econà ³mico, el mà ¡s à ºtil y sobre todo el mà ¡s satisfactorio para el consumidor. En la Universidadde Tokio Ishikawa fue pedagogo y precursor de la Unià ³nof Japanese Scientists and Engineers (UJSE), la cual se ocupaba de promover la calidad dentro de Japà ³n mientras el ciclo de la post-guerra. Ishikawa inclusive durante gran parte de su vida originà ³ ideas revolucionarias de calidad. En el 1962, Ishikawa dio apertura a los ambientes de calidad en la Nippon Telegraph and Cable. Dando definicià ³n a los clientes como internos y externos de las organizaciones. Se puede decir que la carrera de Kaoru Ishikawa en algunas formas u otras es afà ­n a la historia econà ³mica del Japà ³n contemporà ¡neo. Ishikawa, en Japà ³n entero aprendieron sobre las bases del control de calidad estadà ­stico que los Americanos desplegaron. Pero como los logros econà ³micos del Japà ³n no son limitados a imitar productos extranjeros, los logros de calidad del Japà ³n e Ishikawa en particular van mas allà ¡ de la aplicacià ³n eficiente de ideas importadas. Es posible que la contribucià ³n mà ¡s importante de Ishikawa haya sido su rol en el desarrollo de una estrategia de calidad japonesa. La calidad para los Japoneses es parte de sus propias vidas, no solo la aplican de arriba a abajo en una empresa, sino que tambià ©n al producto, dentro del proceso de produccià ³n, tanto bajo el uso del cliente. Podemos decir que uno de los logros mà ¡s importantes de la vida de Kaoru Ishikawa fue contribuir al à ©xito de los ambientes de calidad. El diagrama de causa-efecto, habitualmente citado el diagrama de Ishikawa, posiblemente es el diagrama que lo hizo fundamentalmente conocido. Este diagrama ha manifestado ser una herramienta muy fuerte que puede ser simplemente utilizada para investigar y solucionar problemas, es tan simple que cualquier persona lo puede utilizar. A pesar que los ambientes de calidad se desplegaron primero en Japà ³n, se difundieron a mà ¡s de 50 paà ­ses, una expansià ³n que Ishikawa jamà ¡s se hubiera imaginado. Inicialmente, Ishikawa entendà ­a que los cà ­rculos dependà ­an de factores à ºnicos que se encontraban en la sociedad japonesa. Pero despuà ©s de ver cà ­rculos creà ¡ndose en Taiwà ¡n y Corea del Sur, à ©l teorizà ³ que los cà ­rculos de calidad pueden desarrollarse en cualquier paà ­s del mundo siempre y cuando dicho paà ­s utilizara el alfabeto Chino. El razonamiento de Ishikawa era que el alfabeto Chino, uno de los sistemas de escritura mà ¡s difà ­ciles pueden ser aprendidos solo con mucho estudio, el trabajo duro y el deseo de la educacià ³n en ese perà ­odo se hicieron sumamente importante en esos paà ­ses. Como parte del comità © para el premio Deming, Ishikawa impulso una auditoria implacable que establece cuales compaà ±Ãƒ ­as son aspirantes para el premio Deming. Dicha auditoria pretende la colaboracià ³n de los altos ejecutivos de la empresa. De acuerdo a Ishikawa el saber de la gente que la empresa es activa y se mueve hacia el perfeccionamiento es el mejor premio que el triunfador puede recibir.   

Frequency Response of Electrode Materials in EIS Measurement

Frequency Response of Electrode Materials in EIS Measurement Furthermore, complementary information about the frequency response of electrode materials is provided by EIS measurements and one can estimate the capacitance changes with the operating frequency.64-65 It is well know that the complex form of capacitance is dependent on frequency, which is defined as follow:66-67 (6) where C(ω) is the real part of the complex capacitance and C(ω) is the imaginary part of the complex capacitance C(ω) and they are expressed as formulas (7) and (8):66-67 (7) (8) where Z(ω) and Z(ω) are the respective real and imaginary part of the complex impedance Z(ω). ω is the angular frequency and it is given by ω =2Ï€f. At low frequency, C(ω) corresponds to the capacitance of the electrode material and C(ω) is ascribed to the energy dissipation by an irreversible process that leads to a hysteresis.66-67 Fig. 15 shows the real and imaginary part capacitance as a function of frequency for Li-POAP/ERG/GC, POAP/ERG/GC and ERG/GC electrodes. It can be clearly observed that C(ω) gradually decrease with the increase of scan rates for each electrode as shown in Fig. 12F, however, the Li-POAP/ERG/GC electrode exhibits slow deterioration of capacitance due to fast ion diffusion and transport (Fig. 15A). In addition, the C(ω) of the Li-POAP/ERG/GC electrode approaches saturation at a frequency below ~ 0.01 Hz whereas the C(ω) of POAP/ERG/GC electrode does not show any sign of saturation as low as 0.01 Hz, indicating slow diffusion of electrolyte ions (Figs. 15A and B). Importantly, the relaxation time constant (Ï„0), which is also known as the dielectric relaxation time of the supercapacitor,66, 68 is a figure of merit of a supercapacitor. This parameter represents one of its discharge characteristics. It has been studied for each electrode based on the analysis of complex capacitance. The relaxation time constant, Ï„0 (=1/2Ï€f0) can be calculated from the plots of C(ω) and C(ω) vs. frequency. From the frequency corresponding to the half of the maximum value of C(ω), the relaxation time constant (Ï„0) can be determined. The change in the imaginary part of the complex capacitance C(ω) with frequency goes through a maximum at a frequency, f0, from which the value of Ï„0 can be calculated. From Figs. 15A and B, it can be noted that the Li-POAP/ERG/GC electrode shows a clear peak formation while the POAP/ERG/GC electrode has not reached the maximum even at the lowest frequ ency used in this study. The f0 value of Li-POAP/ERG nanocomposite is 3.98Ãâ€"10-2 Hz, corresponding to the characteristic relaxation time constant Ï„0 = 3998 ms, which is much lower than that of POAP/ERG nanocomposite, revealing fast accessibility of the electrolyte ions for the former nanocomposite. The smaller Ï„0 of the nanocomposite correlates with the better capacitance retention at high scan rates in the CV measurements. Therefore, lithium intercalated POAP/ERG nanocomposite is a potential promising electrode material for delivering high power and energy. In addition, investigation of the complex capacitance form of the ERG/GC electrode reveals that the C'(ω) of this electrode approaches saturation at a frequency below 15.8 Hz, which means that equilibrium ion adsorption can be achieved in 63.3 ms, suggesting most of the electrolyte ions reach the adsorption sites (Fig. 15C). In comparison to Li-POAP/ERG/GC electrode, the smaller value of relaxation time constant ( Ï„0 = 2.5 ms) correlates with very ultra-fast accessibility of the electrolyte ions for the ERG/GC electrode and the better capacitance retention at high scan rates in the CV measurements which is in good agreement with results obtained from cyclic voltammetric measurements (Fig. 12F, green line). In order to investigate the effects of different types of anions on the specific capacitance of POAP/ERG nanocomposite, the modification of the ERG/GC electrodes has been carried out in different acidic solutions containing HNO3, HClO4 and HCl and corresponding lithium salts as supporting electrolyte and subsequently, have been evaluated in the corresponding monomer free solutions. The cyclic voltammograms of the modified electrodes in presence of different anions are shown in Fig. 16A. Qualitative analysis of total charges associated with the voltammograms recorded in the presence of different anions reveals that the specific capacitance for anions decreases in the direction of K+. In addition, the values of specific capacitance derived from the cyclic voltammetric (Fig. 16D) and impedance spectroscopic measurements (Figs. 16E and F) do indeed coincide as tabulated in Table 3. Although one can expect the smaller size of Li+ ion to provide facile insertion/expulsion to/from the elec troactive film, the greater specific capacitance has been obtained in the presence of Na+. As for studied anions, it has been noted that the trends in direction of ionic mobility and ionic radius are going the same way.69-70 Possessing the greatest mobility and the smallest radius have led to estimation of the greater specific capacitance would be obtained as a consequence of more being intercalated into the POAP/ERG nanocomposite, which is in good agreement with experimental results. On the contrary, the trends in ionic mobility 69 and ionic radius 71 contrast with those in hydration enthalpy 70 and hydration number 71 for the studied cations. These inconsistencies have hindered prediction of which cation would be incorporated into the POAP/ERG nanocomposite easily. The obtained specific capacitance values (Table 3) decrease in the order of Na+ > Li+ > K+ which confirms the facile incorporation of Na+ into the POAP/ERG is more than likely. Along the lines of evaluating of effects of different types of cations and anions on the POAP/ERG nanocomposite, we have examined the extent to which the incorporation of different cations and anions has affected each of components of the POAP/ERG nanocomposite. In this case, ERG/GC electrodes have been investigated in different solutions containing different cations and anions. The capacitive behavior of ERG/GC electrodes in the presence of different cations and anions have been evaluated at 50 mV s-1 as shown in Figs. 17A and B, respectively. The electrodes have presented negligible difference in their current response while have shown typical rectangular shape indicating an excellent capacitive behavior. Therefore, it can be concluded that graphene sheets in the POAP/ERG nanocomposite act as numerous ion-buffering reservoirs and provide for ions shortened diffusion path into the composite which results in the superior electrochemical performance of the nanocomposite.

Essay --

Do the names Chaucer, Webster, or Dickens ring any bells? They are only a few of the greatest English poets, playwrights, and novelists of all time! Their writings have influenced many poets and novelists over the years and still influence new authors today. One of the most influential authors in English literature is Geoffrey Chaucer, whom many thought of as â€Å"the greatest English poet of the Middle ages†. Chaucer is known for Troilus and Criseyde, The Book of Duchess, and The Canterbury Tales. Troilus and Criseyde, tells the tragic story of the Trojan prince Troilus, falling in love with Criseyde. With the help of Pandarus, her uncle, Troilus wins Criseyde’s heart. Calchas, Criseyde’s father, persuades the Greeks to release Antenor, a prisoner of war, in exchange for his daughter. Troilus tells Criseyde he wants to elope, but instead Criseyde promises to return in ten days. Upon arriving with the Greeks, she soon realizes she won’t be able to keep her promise and decides to accept Diomedes, the Greek warrior and king, as her new lover. Another acclaimed work of Chaucer’s is The Boo...

Comparing and Contrasting the Movie and Natalie Babbitts Book Entitled

Do you know a book called Tuck Everlasting which is written by Natalie Babbitt existed in this world? It is a very interesting novel with a very sad ending. It’s a story about a girl, who discovered a very dangerous secret about a particular spring water. When you drink the water, it makes you immortal. A movie on this book was produced later on. Things change when you have to audition something that is written. And so, the movie Tuck Everlasting was very different from the book Tuck Everlasting. Winnie Foster, a ten-year-old girl, discovered a very dangerous secret about the spring water in the woods her parents owned. She found out that if the spring water is drunk, it makes one immortal. Winnie didn’t understand what it was like being immortal, until she met the Tucks, who had drunk from the spring water and had become immortal. She wanted to be immortal too, but they talked her out of it, except for Jesse Tuck. Jesse and Winnie liked each other very much. Jesse wanted Winnie to drink the spring water so that she could be immortal and could live with him forever. Jesse told her to drink the spring water when she gets a little older because Winnie was too young to drink it now. Winnie agreed. But in the movie, she turned out to be a fifteen-year-old young adult. So Winnie didn’t need to wait to drink the spring water. It was very surprising to see Winnie as a teenager when we all imagined her being a little kid. Because she was a little girl in the book, immortality was the main thing that was going on. But she was about fifteen years old in the movie, which changed the whole meaning of the book Tuck Everlasting. A movie which was supposed to be about immortality was turned into a romantic film. Winnie Foster and Jesse Tuck ... ...head. When he got to the Tucks house, he told them that he was taking Winnie away and that he bought the Fosters’ woods. Mae was so angry that she killed him. The constable arrived, just in time to see Mae doing that. So, in the book, Mae got into jail but in the movie, both Mae and her husband, Angus, got into jail. Winnie wanted to help them get out of jail. She succeeded in freeing them but used different methods for the book and the movie. So in the book, Mae got into jail but in the movie, both Mae and her husband, Angus, got into jail. Winnie helped them get out of jail but used different methods to free them. I like the reading book better than watching the movie because there are more facts in the book than the movie. Maybe I just like reading books better than watching movies. That’s my opinion. What’s yours (if you’ve read the book and seen the movie)?

Fairy Tale Icons in Morrisons Tar Baby and Monteros Te Tratare como a

Deconstructing Fairy Tale Icons in Toni Morrison's Tar Baby and Rosa Montero's Te Tratare como a una reina ABSTRACT In this study I will examine how, from a feminist perspective, both Toni Morrison's fourth African-American novel, Tar Baby (1981), and Rosa Montero's third post-Franco Spanish novel, Te tratarà © como a una reina (1983), explore the problems that arise when women believe that they are the stereotypes permeating literature. Both women writers employ similar techniques that subvert and deconstruct the stereotypical roles of men and women, unveiling the fairy tale icons of the heroine and the hero that have been masquerading as "real" people. ESSAY Day and night are mingled in our gazesÃ…   If we divide light from night, we give up the lightness of our mixtureÃ…   We put ourselves into water tight compartments, break ourselves up into parts, cut ourselves in twoÃ…   we are always one and the other, at the same time. -Luce Irigaray1 In 1975 the death of Franco and forty years of dictatorship and censorship offered Spanish women the freedom to reexamine their identity and question their role in a patriarchal society. At the same time on another continent, African-American women are also struggling to find their identity among the numerous American literary images that, until the 20th-century, had not realistically represented their gender or race. Notwithstanding the different histories, geographies, and ethnicities between African-American and Spanish women, a common thread that appears to bind them is their inheritance of a legacy of struggle against the internalization of controlling patriarchal perceptions and images of women that lead them to believe that they are, indeed, the stereoty... ...997. Montero, Rosa. Te tratarà © como a una reina. 1983. Barcelona: Seix Barral. 1990. Morrison, Toni. Tar Baby. 1981.New York: Plume, 1982. NOTES 1 Luce Irigaray, This Sex Which Is Not One (Ithaca: Cornell University Press, 1985) 217. 2 Critics have noted that what I call "multiple interpretations" and binary oppositions are characteristic of Morrison's works. 3 Trudier Harris, Fiction and Folklore: The Novels of Toni Morrison (Knoxville: U of Tennessee P, 1991) 116. 4 On the Sea Bird II he thinks of "women" (6), later with the same contextual references he thinks of "fat black ladies" (119). 5 This and all subsequent translations are mine. 6 Racial stereotyping, also defined in fairy tale motifs, suggest that Son is a "frog" when his African-American hair is in its natural state and a "prince" when he conforms to the grooming norms of the white culture.

Simulated business: JKL Industries Essay

Business and strategic planning Mission JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce. Vision JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia. Company values Performance excellence Value for investors, customers and employees Personal and professional development Diversity Sustainability. Strategic planning Goals Strategic objectives Operational objectives Provide value to investors and owners Increase overall profitability by 10% over next three years Reduce costs through negotiations with suppliers Reduce costs through HR management efficiencies Increase revenue through providing increased customer value Exit underperforming markets; JKL will withdraw from the rental market and close the rental division within the next 18 months HR partners with business to help business achieve financial goals HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development Provide value to customers JKL will continue to sell and service forklifts and expand their market share by 7% within the next 12–18 months Provide quality customer service JKL will expand existing branches to include the sale of medium and large trucks within 18 months HR partners with business to help business meet customer needs HR partners with front line managers to help them meet the needs of customers through motivated, competent and well- equipped staff Develop human potential Provide required training Deliver training to upskill rental employees Recruit Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy Become an employer of choice Provide personal development plans for all employees Provide best in industry programs incentives and HR services Manage performance and adherence to organisational values Complete twice-yearly performance reviews Communicate organisational values and code of conduct Continuously improve operations and management efficiency Monitor performance in all areas of strategy and operational efficiency Monitor management inputs such as completion of reporting and coaching requirements Monitor stock turns of forklifts, trucks, etc. Monitor HR service delivery efficiency Operational plan JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources, performance management, physical and financial resources and workflow. Human resources The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: Sales, fleet rentals, and service. JKL employees over 190 personnel in the following categories as demonstrated in the organisation chart below. The Managing Director reports to a board of directors and is based in the Sydney corporate office, along with the Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to the operations manager and heads up the HR centres of excellence that include recruitment, learning and development, and employee relations and services. In each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The Human Resources Officers (Business Partners) report to both the HR Manager at Head Office and their respective managers in the branches. A summary of human resources at each location appears below: Sydney head office Personnel: 30 full-time and casual sales and customer service people (8 sales consultants; 8 retail sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants Accounts Manager and 2 accountants senior management team (3) + one Branch Manager (Operations Manager, HR Manager, Finance and Administration Manager CEO and managing directors. Branches Each branch employs the following personnel: 30 full-time and casual sales and customer service people (8 sales consultants; 8 retail sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants Branch Manager. Office requirements Sydney Head office Size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) Large mezzanine office space (occupied by Senior Management Team). Loading bay with large capacity. Branches Average Size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) Large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company) Loading bay with large capacity. Operating capital requirements JKL requires approximately 13 million dollars in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations. Operational expenses Wages, salaries $6,000,000 Consultancy fees $150,000 Communication expenses $120,000 Marketing $2,400,000 Premises expenses $3,000,000 Insurance $356,000 Depreciation and amortisation $540,000 Office supplies $180,000 Training $180,000 Total Expenses $12,926,000 Insurance requirements JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year. Operational workflow Sales 1. Negotiate with suppliers. 2. Receive and warehouse products. 3. Provide service and information to customers. 4. Receive payment. 5. Arrange delivery of items (if required). Rentals 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse rental products. 4. Provide service and information to rental customers. 5. Receive payment. 6. Arrange delivery of items (if required). Service 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse service supplies. 4. Provide service and information to service customers. 5. Receive payment. JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades. Operating hours JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational year‑round except federal and state holidays (as they apply to each branch). JKL policies and procedures JKL has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements. Code of conduct JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation. Employees and officers of JKL are expected to: Respect and support the core values of the organisation: Performance excellence Value for investors, customers and employees Personal and professional development Diversity Sustainability Respect others and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness Act in accordance with relevant legislation, standards and industry codes of practice Act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest Protect the privacy of others in accordance with organisational privacy and recordkeeping policies. Legislative requirements It is company policy to comply in all respects with local/state/federal government legislation. The relevant legislation that needs to be complied with includes: Competition and Consumer Act 2010 Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Fair Work Act 2009 Freedom of Information Act 1982 Privacy Act 1988 Racial Discrimination Act 1975 Safety, Rehabilitation and Compensation Act 1988 Sex Discrimination Act 1984 State and territory health and safety legislation JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to their position. Managers and employees of JKL are expected to conduct their operations in a manner consistent with all relevant legislation. Relevant legislation is available for reference through senior management, HR or via access to the internet. State legislation and summary notes are accessed on state government websites. A guide to accessing federal and state legislation, court decisions, key national and state bodies and research tools is available at: Parliament of Australia, ‘Key internet links on Australian law’, viewed January 2014, . Health, safety and rehabilitation policy The purpose of this policy is to state the organisation’s commitment to reducing and managing health and safety risks, and delivering workers’ compensation and rehabilitation and first aid training. This policy applies to all officers, employees and contractors of JKL. Applicable legislation includes: Safety, Rehabilitation and Compensation Act 1988 (Cwlth) Work Health and Safety Act 2011 (NSW) state health and safety Acts that apply to each branch (check your state’s legislation) Workers’ Compensation Act 1987 (NSW) Workplace Injury Management and Workers’ Compensation Act 1988 (NSW). The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the work health and safety is further detailed as part of the JKL Work Health and Safety Management Standards. Workplace harassment, victimisation and bullying policy The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high-performance environment. Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL. Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). Anti-discrimination and equal opportunity policy The purpose of this policy is to underscore the organisation’s commitment to  the fair treatment of all personnel and customers. JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination. Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL. It is embedded in policies, practices and forward planning. JKL recognises the importance of diversity in achieving our vision. JKL understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision. A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential. At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of: age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender identity; sexual orientation; parental or carer status; employment activity; or personal association with any individuals with these characteristics. Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is illegal. Complaints may also be lodged with a relevant government agency or regulatory body. This policy applies to all officers, em ployees and contractors of JKL. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This legislation is detailed at: ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed January 2014, . Privacy policy The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees and customers. Customer information is treated under the following rules. 1. Collection Organisations must ensure that individuals are aware their personal information is being collected, why, who it might be passed on to and that they can ask the organisation what personal information it holds about them. 2. Use Personal information may not be collected unless it is necessary for an organisation’s activities and must only be used for the purpose it was collected. 3. Data quality Organisations must take steps to ensure that the personal information they collect is accurate, complete and up-to-date. 4. Data security An organisation must take reasonable steps to protect the personal information it holds from misuse and loss and from unauthorised access, modification or disclosure. 5. Openness An organisation must have a policy document outlining its information handling practices and make this available to anyone who asks. 6. Access and correction Generally, an organisation must give an individual access to personal information it holds about the individual on request. 7. Identifiers Generally, an organisation must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency. 8. Anonymity Organisations must give people the option to interact anonymously whenever it is lawful and practicable to do so 9. Transborder data flows An organisation can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection. 10. Sensitive information Sensitive information (such as about someone’s health, political opinions or sexual preference), may only be collected with the consent of the individual (unless a public interest exception applies). JKL takes care to respect  employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include: employee records and personnel files referee reports workplace surveillance and monitoring. Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees through: providing access to own records where available or practicable for correction undertaking not to pass on data to others or external parties except for the strict purposes of undertaking JKL business or without express permission. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 Privacy Amendment (Private Sector) Act 2000. Recordkeeping policy The purpose of this policy is to outline the organisation’s approach to recordkeeping. At JKL, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation. Implementation strategies for recordkeeping systems include: ensuring the system to meets all of the operational and strategic needs of JKL documenting the system (see procedures) training personnel to create and store records setting standards for recordkeeping and monitoring the use of systems ensuring all legislative requirements are met, including for retention periods. JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records Management. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation. Recordkeeping procedures File management Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files. Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash. If you use a laptop and require access to files offsite, you will be set up with remote access to server files away from the office. When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your department. Filenames Filename should include authors last name, title of report (or abbreviated title of report), and date of submission. Back-ups  Back-up copies of all electronic files on the server are made twice weekly. If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up. Vocational education and training, apprenticeships and traineeships policy The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and developing its people. JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices and trainees are rostered on each shift with at least one vocationally competent person who supervises the apprentice/trainee’s work and performance of duties. JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government websites. This policy applies to all officers, employees and contractors of JKL. Performance management policy The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing workforce capability and developing its people. Performance reviews should be held twice yearly by managers. Performance  should be monitored against agreed KPIs and feedback provided on a regular basis. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation equal employment opportunity legislation.