Analysis of Public Health Budgetary Construction

Examination of Public Health Budgetary Construction Andrea Andersen, Brett Weed, Ashini Fernando, Carolyn Moore, Laura Schultz and David Garcia Presentation The general wellbeing framework is involved complex layers of government, state and nearby powers that meet up to address the requirements of many. The projects, associations and centers that serve these necessities require support at all levels and are frequently dependent upon insufficient and capricious subsidizing, differed foundation and moving needs. These elements require a blend of more prominent cohesiveness over all levels and a higher innovativeness in assignment of subsidizing. We propose a Community Health Improvement Plan (CHIP) plan that will bolster proof based populace wellbeing arrangements by apportioning assets to explicit needs and better coming to those in each faction of the populace. Nature of Public Health Funding Government financing to state and nearby general wellbeing offices takes various structures. As brought up in Ogden et al, the normal state general wellbeing organization gets 49% of its subsidizing for government awards, agreements, and helpful understandings. This is a lot higher than the 25% of absolute consumptions upheld by government awards, making general wellbeing exceptionally subject to administrative influence (Ogden, 2012). The two significant government financing streams can be delegated those which are legally commanded, and those, which are gotten from optional assets (Ogden, Sellers, Sammartino, Buehler Bernet, 2007; Ogden, 2012).Mandatory subsidizing underpins wellbeing administration conveyance programs, for example, Medicare and Medicaid and speak to 88% of the spending plan of the US Department of Health and Human Services (Ogden et al, 2007). This course serves to guarantee that clinical consideration is accessible the nation over, and somewhat free of the moneta ry strength of the state or neighborhood authority and their capacity to finance care. Optional subsidizing then again, is granted by the picking of the government organization (inside the limits of congressional spending approvals) and can either be recipe driven or serious. Among the instruments for dispensing optional supports are helpful understandings, awards, agreements, and association understandings. Some administrative assets are granted to states and territories for the express reason for additional conveyance to littler subunits of governments or altruistic or private contractual workers (US Department of Health and Human Services [HHS], n.d.). These honors can facilitate the program or arrangement goals of the giving organization by advancing changes in state and neighborhood projects to coordinate financing openings (Ogden, 2012). Wasteful aspects and Risks in Current Funding Models The present arrangement of subsidizing general human services in the United States is unreasonable in view of major fundamental monetary issues. These issues incorporate however are not restricted to absence of bookkeeping consistency and straightforwardness, alongside an unbalanced appointment of assets for clinical intercessions versus social determinants of wellbeing. AsTeutsch et al. calls attention to, clinical intercessions shape just 10-20% of wellbeing results however represent 97% of wellbeing spending (Teutsch et al., 2012).). An investigation of wellbeing spending in Florida for the years 2005-2006 as devoted to every basic general wellbeing administration found that 69% of the total financial plan was apportioned to access and conveyance of human services (Turnock 2012). Despite the fact that this rate may shift some across states, it isn't exceptional for guaranteed administrations like number of social insurance offices in a specific territory, or treatment given to be essential concerns. Insufficiency of Taxation as a Fiscal Solution It might create the impression that there is a conspicuous case for an assessment to proper more assets to social determinants.Taxation techniques can run from charges on buyer items to human services related expenses and can have negative results extending from monetary turmoil to expanded protection costs. The clinical gadget extract charge for instance, initially went as a piece of the Affordable Care Act was expected to create assets to help counterbalance the expense of giving medical coverage appropriations (Lee, 2014). Over its initial two quarters as a result, be that as it may, it has acquired not exactly envisioned and is likewise decisively in the focus of the up and coming Congress to cancel (Schouten, 2014). These progressions underline the holes in current procedures and the requirement for expanded change.â Capriciousness in Current Funding Structures The changeability that exists in financing administrations just as real consideration given here and there all through the nation prompts a more noteworthy requirement for adjusted organization and framework. In a 2011 report the government financing spent on both anticipation and general wellbeing improvement in networks went from $14.20 per capita in Ohio to $51.98 in Alaska and state subsidizing showed a significantly more prominent hole with $3.45 apportioned to every Nevadan and nearly $155.00 to every Hawaiian (The Fund for America’s Health [TFAH], 2012). Country and urban territories additionally vary in their necessities and in an ongoing report featuring this coming years wellbeing distributions, slices are being made to the workforce pipeline in these and other burdened regions (Parker, 2014). There should be more prominent straightforwardness in how cash is utilized inside divisions, particularly when states are running on incredibly strict spending plans. Diminishe d financing can cause the exchange of anticipation assets to different regions, for example, organization, that isn't as populace based and can, thusly, lead to less fortunate wellbeing results over the long haul. Government Role in State and Local Health Funding The national government supplies states with much required boost that adds to the general wellbeing administrations gave and the general workforce that conveys them. This more noteworthy deluge of cash likewise gives networks the adaptability to target unique issues and needs and create programs that are explicit to singular populace highlights. Moreover it ensures that there is a base degree of care gave in some random territory and a specific degree of coherence among the administrations accessible. Government backing likewise builds the inclination for joint effort among various groups both at the national and nearby level (Ogden, 2012). By and large, most states don’t have the money related intends to actualize general wellbeing activities freely and realizing that more prominent assets can bring both more prominent wellbeing results and monetary soundness to their populaces is consistently a positive power. Outcomes of Inadequate or Inefficient Funding The dangers of deficient subsidizing and misallocated assets are numerous and have the best impact on people that depend entirely on open help for their medicinal services. Cuts in administrations incredibly lessen the extension and nature of care that people get and when assets are misallocated, certainty is exceptionally diminished in the nature of care. Further, the efficiency of projects can incredibly experience the ill effects of lacking assets and the quantity of people that can be served is additionally extraordinarily decreased. Decrease of administrations when all is said in done can prompt more wiped out and less beneficial individuals and networks, and this likewise builds the general main concern in social insurance spending. The best worry inside this framework is an absence of ensured support and with shifting sums from year to year a higher weight is a noteworthy hazard in country zones where both foundation and network assets are as of now scant (Ogden et al., 2007). For the most part, these zones do get higher financing per capita, however state wellbeing divisions despite everything think that its hard to adjust both the needs of little, frequently more debilitated populaces with the networks and assets required statewide. This is particularly evident when more cash doesn't really mean better results. Also, it is dangerous for nearby wellbeing offices to both arrangement for the future and give the new projects important to battle the most unmistakable ceaseless conditions Institute of Medicine [IOM], 2013). The devotion to treatment and avoidance should consistently be offset with the appraisal, approach advancement and confirmation, which are likewise exorbitant and a necessity of further subsidiz ing (IOM, 2013). The different degrees of government additionally make it hard to have both strong objectives and strategies that will arrive at those they are proposed to, and as Ogden makes reference to, this kind of American federalism makes for continually moving needs by the people pulling the strings (Ogden, 2012). In this way, both the viability and proficiency of such endeavors can endure and leave last year’s needs uncertain if something all the more squeezing comes up. This can here and there lead to â€Å"piecemeal healthcare† and a downplaying of preventive administrations. Be that as it may, while subsidizing is a huge issue, there are a few other key changes that must be made to the general wellbeing framework with the goal for it to work appropriately and best serve the people that use it. Conceptualizing a New Funding Strategy To address the fundamental dangers of the present development of general wellbeing subsidizing streams, we propose an update that stresses straightforwardness and vital arranging. As talked about over, an assortment of components from changing political scenes to dissimilar financing recipes make incongruities in general wellbeing subsidizing among state and nearby companions. Apportioning subsidizing dependent on exactly demonstrated wellbeing needs as opposed to discretionary arrangement inclinations will permit organizations to guide financing to the most critical difficulties to the community’s wellbeing. Like the arranging important preceding the advancement of another activity, a far reaching needs appraisal of the populace ought to be performed (Brownson, Baker, Leet, Gillespie, True, 2003). We propose realigning government subsidizing of states and state financing of neighborhood units to the needs recognized in a CHIP. A CHIP will distinguish the most basic needs for a network, which would apparently likewise be the needs for subsidizing suppor

Reducing Symptoms in Bulimia Nervosa and Binge Eating Disorder Through

Diminishing Symptoms in Bulimia Nervosa and Binge Eating Disorder Through Drug Treatment Bulimia nervosa is an interminable mental issue that frequents the lives of numerous young ladies. The confusion is described by visit scenes of voraciously consuming food followed by a type of cleansing. The cleansing as a rule includes self-initiated spewing and can make incredible harm the body. People determined to have bulimia nervosa have lost authority over these practices. Influencing the lives of 3-5% of young ladies, bulimia is a difficult that is turning crazy and nothing is by all accounts ready to stop it. Voraciously consuming food issue is another mental malady that messes up numerous individuals. In this issue, people gorge every now and again yet don't endeavor to make up for their eating by utilizing cleansing strategies, for example, those utilized by people experiencing bulimia nervosa. There are numerous kinds of medicines that endeavor to alleviate the side effects of bulimia and gorging issue. Be that as it may, what causes the gorges in voraciously consuming food issue and what causes the gorge cleanse cycle in bulimics? By what means can the side effects of these disarranges be diminished or wiped out? In the event that the reasons for these practices are found, the practices can be decreased. There are a few treatments that have demonstrated to be genuinely compelling in treating people determined to have bulimia nervosa. Medication treatment has made extraordinary advances as of late and goes directly to the base of the issue. Medication treatment endeavors to reveal the organic reasons for the indications of bulimia nervosa and gorging jumble. A disclosure made as of late found that there is a backwards connection among ladies with bulimia between the recurrence of pigging out and cerebrospinal liquid grouping of the major ser... ...exceptionally powerful. This manual ought to be looked into and grown further on the grounds that not exclusively can individuals instruct themselves, yet specialists can have more opportunity to concentrate on more profound issues and on patients who don't react well to such treatments. Works Cited Hartman, Boyd K., Faris, Patricia L. Treatment of Bulimia Nervosa With Odansetron. Chronicles of General Psychiatry. 1997; 54: 969-970. Hudson, James I., McElroy, Susan L. Fluvoxamine in the Treatment of Binge-Eating Disorder. The American Journal of Psychiatry. 1998; 155: 1756-1762. Rissanen, Aila., Naukkarinen, Hannu. Fluoxetine Normalizes Increased Cardiac Vagal Tone in Bulimia Nervosa. Diary of Clinical Psychopharmacology. 1998; 18: 26-32. Fortune, Janet., Schmidt, Ulrike. Successive Treatment for Bulimia Nervosa Incorporating a Self-Care Manual. The British Journal of Psychiatry. 1996; 168: 94-98.

Economics Basics Production Possibility Frontier, Growth, Opportunity Cost and Trade

Economics Basics Production Possibility Frontier, Growth, Opportunity Cost and Trade Sometimes w? ??k ?u??ti?n? like who inv?nt?d th? ???n?m?? I know Ive ??k?d that ?u??ti?n a couple of tim??. H?w did we g?t there? How did w? g?t t? this ??int in tim? where v?r? thing i? ??l?ul?t?d with ???n?mi? g?in? in mind?Actually, the real ?u??ti?n i? was th?r? ?v?r a time wh?r? economics didnt m?tt?r? Wh?n tr?d? didnt m?tt?r or when a ??r??n didnt w?nt to gr?w hi? bu?in????I gu??? not.Wh?n man started b???ming wise, h? ?t?rt?d inv?nting economic th??ri??, ?v?n th?ugh ?t the tim?, they weren’t thought as theories.Man b?g?n t? ?t?r? f??d.Eventually, h? ?t?rt?d tr?ding hi? own food f?r ??m?thing else h? didnt h?v?. It wasnt l?ng before th? b?rt?r system was ?ffi?i?ll? inv?nt?d.In the end, th?t t?? ?v?lv?d into th? money system (g?ld ?t th? tim?) ?nd n?w, P???r m?n??. E??n?mi?? principles h?v? ?lw??? been with m?n.Aft?r all, man th?? say is a social ?nim?l.In thi? ?rti?l?, w? w?uld be discussing b??i? ???n?mi?? concepts. Because economics inv?lv?? a l?t of diff?r?nt sub di??i?lin ??, w? w?uld focus onProduction P???ibilit? frontierGr?wthO???rtunit? costTr?d?BUT FIRST OFF, WHAT IS ECONOMICS? Th? discipline w?? r?n?m?d in the l?t? 19th century primarily du? to Alfred M?r?h?ll from political ???n?m? t? ???n?mi?? ?? a shorter t?rm f?r ???n?mi? ??i?n??.At th?t tim?, it b???m? more open t? rig?r?u? thinking and made in?r????d u?? ?f m?th?m?ti??, whi?h helped ?u???rt ?ff?rt? to have it ?????t?d ?? a ??i?n?? and ?? a separate di??i?lin? ?ut?id? ?f political science and ?th?r social ??i?n???.The ultimate g??l ?f ???n?mi?? i? to improve the living ??nditi?n? of ????l? in th?ir everyday life.E??n?mi?? is a complex subject filled with a m?z? ?f ??nfu?ing terms and d?t?il? which can b? diffi?ult to ?x?l?in.Ev?n ???n?mi?t? h?v? trouble d?fining ?x??tl? what ???n?mi?? m??n?. Y?t, there i? n? d?ubt th?t th? economy and the things we l??rn thr?ugh economics affect ?ur ?v?r?d?? liv??.In short, economics i? th? ?tud? ?f how ????l? and gr?u?? ?f ????l? use th?ir r???ur???. M?n? ? ??rt?inl? i? ?n? ?f those resources, but other thing? ??n play a role in economics ?? w?ll.Economics i? divid?d int? tw? g?n?r?l ??t?g?ri??: mi?r????n?mi?? and m??r????n?mi??. On? l??k? ?t the individual m?rk?t? while th? other l??k? at ?n entire economy.Fr?m there, we can n?rr?w ???n?mi?? int? a numb?r ?f ?ubfi?ld? ?f ?tud?.Th??? include ???n?m?tri??, ???n?mi? development, agricultural ???n?mi??, urb?n ???n?mi??, Pr?du?ti?n P???ibilit? Frontier, Gr?wth, O???rtunit? Cost, Trade ?nd mu?h m?r?.If you have ?n int?r??t in h?w th? world works ?nd how fin?n?i?l markets ?r indu?tr? outlooks affect the economy, ??u might ??n?id?r studying ???n?mi??.Its a f???in?ting fi?ld and has career potential in a number ?f disciplines, fr?m fin?n?? t? sales t? th? government.Macroeconomics ?nd Mi?r????n?mi??Th? m??t common divi?i?n ?f ???n?mi?? i? th?t which separates m??r????n?mi?? fr?m mi?r????n?mi??. Th? diff?r?n?? b?tw??n macro and micro w?? introduced in 1933 b? th? Norwegian, Ragnar Fri??h.The ?rigin of the words says a lot about th?ir m??ning: in Gr??k, m??r? m??n? big ?nd mi?r? m??n? ?m?ll.Mi?r????n?mi??Microeconomics i? th? ?tud? of d??i?i?n? th?t people and bu?in????? make r?g?rding th? ?ll???ti?n of resources ?nd ?ri??? of g??d? and ??rvi???. Thi? means ?l?? t?king into ????unt t?x?? and r?gul?ti?n? ?r??t?d b? g?v?rnm?nt?.Microeconomics f??u??? on supply ?nd demand and ?th?r forces th?t determine th? ?ri?? l?v?l? ???n in th? ???n?m?.F?r ?x?m?l?, mi?r????n?mi?? would l??k at how a specific ??m??n? could maximize it? ?r?du?ti?n and ?????it?, ?? th?t it could lower ?ri??? ?nd b?tt?r ??m??t? in it? indu?tr?.M??r????n?mi??John M??n?rd Keynes is ?ft?n ?r?dit?d with f?unding m??r????n?mi??, wh?n he initi?t?d the use of monetary ?ggr?g?t?? t? ?tud? br??d ?h?n?m?n?.Macroeconomics, i? th? field of ???n?mi?? that ?tudi?? th? b?h?vi?r of th? ???n?m? as a wh?l?, n?t ju?t of specific companies, but ?ntir? indu?tri?? and ???n?mi??.It looks ?t economy-wide ?h?n?m?n?, ?u?h ?? Gr??? D ?m??ti? Pr?du?t (GDP) and h?w it i? ?ff??t?d by changes in unemployment, n?ti?n?l income, r?t? of gr?wth, and ?ri?? levels.F?r ?x?m?l?, macroeconomics would l??k at h?w ?n in?r????/d??r???? in net exports w?uld ?ff??t a n?ti?n? capital ????unt ?r h?w GDP w?uld be ?ff??t?d b? th? unemployment rate.TR?D? Th? t?rm “trading” ?im?l? m??n? “exchanging one it?m f?r another”. W? usually understand thi? t? be th? exchanging ?f g??d? f?r m?n?? ?r in other words, ?im?l? buying ??m?thing.Tr?d? i? a b??i? ???n?mi? ??n???t inv?lving th? buying and selling ?f g??d? ?nd ??rvi???, with ??m??n??ti?n paid by a bu??r to a seller, or the exchange ?f g??d? ?r ??rvi??? between ??rti??.Th? m??t ??mm?n m?dium ?f exchange f?r th??? tr?n???ti?n? is m?n??, but tr?d? m?? ?l?? b? ?x??ut?d with the exchange of g??d? or ??rvi??? between b?th ??rti??, r?f?rr?d t? as a barter, or payment with virtual ?urr?n??, th? m??t ???ul?r of whi?h is bitcoin.In fin?n?i?l m?rk?t?, trading r?f?r? t? th? bu?ing ?nd selling ?f securities, ?u?h ?? th? purchase ?f stock on th? floor of th? N?w York St??k Exchange (NYSE).Tr?d? refers to tr?n???ti?n? ranging in ??m?l?xit? fr?m th? ?x?h?ng? ?f baseball ??rd? between collectors to multin?ti?n?l policies setting protocols for im??rt? ?nd exports between ??untri??.Regardless ?f th? ??m?l?xit? ?f th? tr?n???ti?n, trading i? facilitated thr?ugh three primary t???? ?f exchanges. Tr?d?? are ?x??ut?d with th? ???m?nt ?f ??v?r?ign ?urr?n??, the ?x?h?ng? ?f g??d? ?nd services, ?r payment with a virtual ?urr?n??.Mediums ?f ?x?h?ng?M?n??, whi?h also fun?ti?n? as a unit ?f account ?nd a ?t?r? ?f v?lu?, is th? m??t common medium of ?x?h?ng?, providing a v?ri?t? ?f m?th?d? for fund transfers b?tw??n bu??r? ?nd ??ll?r?, in?luding cash, ACH tr?n?f?r?, credit ??rd? ?nd wir?d fund?.Money’s attribute as a ?t?r? ?f v?lu? also provides ???ur?n?? that fund? r???iv?d by ??ll?r? as ???m?nt for g??d? ?r services ??n be u??d t? m?k? ?ur?h???? of ??uiv?l?nt value in th? futur?.Cash less trades inv?lving th? exchange ?f goods ?r ??rvi??? between ??rti?? ?r? r?f?rr?d to ?? b?rt?r tr?n???ti?n?. Whil? barter is ?ft?n ?????i?t?d with ?rimitiv? or und?v?l???d ???i?ti??, th??? tr?n???ti?n? are also u??d b? l?rg? ??r??r?ti?n? ?nd individu?l? as a m??n? ?f g?ining g??d? in exchange for excess, und?rutiliz?d ?r unwanted ????t?.For ?x?m?l?, in th? 1970?, P???iC? In?. set u? a barter ?gr??m?nt with the Ru??i?n g?v?rnm?nt to tr?d? ??l? syrup f?r St?li?hn??? v?dk?. In 1990, th? d??l w?? expanded to $3 billi?n dollars ?nd in?lud?d 10 Russian-built ?hi??, whi?h PepsiCo leased ?r sold in the years f?ll?wing th? ?gr??m?nt.A? th? n?w??t m?dium ?f ?x?h?ng?, virtual ?urr?n?i?? do not ?x???? h?ld?r? t? f?r?ign ?x?h?ng? ri?k?, provide ?n?n?mit? between tr?ding ??rtn?r? if desired ?nd avoid th? often-significant ?r?????ing f?? f?r credit cards.Th? most ???ul?r virtu?l ?urr?n?? i? bitcoin, which w?? intr?du??d in 2009. Bitcoins are h?ld in virtu?l wallets and can b? u??d with a gr?win g number of m?r?h?nt?, in?luding W?rdPr???.??m ?nd Ov?r?t??k.??m.The virtual currency i? ?l?? ???ul?r with small bu?in?????, du? in ??rt t? th? l??k ?f ?r?????ing f???.Supply ?nd d?m?nd in tr?dingIncrease in demand m??n? an increase in ?ri??W? ??n ?x?l?in this using a ?im?l? everyday ?x?m?l? of bu?ing f??d. L?t’? ??? ??u ?r? in a m?rk?t and there are ?nl? ten ???l?? l?ft on a stall. Thi? is th? only place where ??u can bu? ???l??.If you are th? ?nl? ??r??n ?nd you ?nl? w?nt a couple of apples, then th? m?rk?t ?t?ll ?wn?r will m??t likely sell them t? you ?t a r????n?bl? ?ri??.Now lets say th?t fift??n ????l? ?nt?r the m?rk?t and th?? all w?nt apples. To m?k? sure th?t th?? will ??tu?ll? g?t th?m b?f?r? the ?th?r? d?, th?? are willing to ??? m?r? f?r th?m. H?n??, the m?rk?t ?t?ll owner ??n put th? price up, b???u?? h? kn?w? th?t th?r? i? m?r? d?m?nd for th? ???l?? than ?u??l? ?f th?m.Once th? apples r???h a ?ri?? ?t whi?h th? customers think th?? ?r? too ?x??n?iv?, th?? will th?n ? t?? bu?ing th?m.Wh?n the m?rk?t ?t?ll owner r??li??? th?t h? i? n?t ??lling hi? ???l?? anymore because they ?r? t?? ?x??n?iv?, h? will ?t?? r?i?ing th? price ?nd it m?? come b??k d?wn t? a level, ?t whi?h ?u?t?m?r? will start t? buy the ???l?? ?g?in.In?r???? in supply m??n? a d??r???? in priceLet’s ??? th?t suddenly ?n?th?r m?rk?t ?t?ll ?wn?r ??m?? int? th? market ?nd h?? ?v?n more ???l?? t? ??ll.Th? ?u??l? ?f ???l?? h?? n?w in?r????d dramatically.It ?t?nd? to r????n that the ????nd m?rk?t ?t?ll ?wn?r may w?nt to ??ll ???l?? at a cheaper price th?n the fir?t stall ?wn?r to entice ?u?t?m?r?. It ?l?? stands t? r????n th?t the customers w?uld probably w?nt t? buy at th? lower ?ri??.S??ing thi?, th? fir?t ?t?ll ?wn?r will m??t lik?l? bring hi? ?ri??? down. Th? sudden in?r???? in ?u??l? has th?r?f?r? br?ught the ?ri?? of the apples down.Th? price at whi?h d?m?nd matches ?u??l? i? called th? “market ?ri??”, i.e. the ?ri?? l?v?l at which b?th th? market ?t?ll owner and th? customers ?gr?? on both a ?ri?? ?nd numb?r of ???l?? sold.WH?T I? OPPORTUNITY C??T The fundamental ?r?bl?m ?f economics is th? issue ?f scarcity. Th?r?f?r? we are ??n??rn?d with the optimal u?? ?nd distribution of these ???r?? r???ur???.Wherever there is ???r?it? we ?r? f?r??d to m?k? ?h?i???. If w? have $20, w? ??n ???nd it ?n ?n economic t?xtb??k, ?r w? can ?nj?? a meal in a r??t?ur?nt.If w? ???nd th?t $20 ?n a t?xtb??k, th? ????rtunit? ???t i? th? restaurant meal w? cannot ?ff?rd t? pay.O???rtunit? cost thus r?f?r? to a b?n?fit that a person could have r???iv?d, but g?v? u?, t? t?k? ?n?th?r ??ur?? of ??ti?n. St?t?d differently, ?n ????rtunit? cost r??r???nt? ?n ?lt?rn?tiv? giv?n up wh?n a d??i?i?n is made.Thi? ???t i?, th?r?f?r?, most r?l?v?nt for two mutually ?x?lu?iv? events.In investing, it i? th? diff?r?n?? in return b?tw??n a ?h???n investment ?nd ?n? th?t i? n??????ril? passed up.Sim?l? stated, ?n ????rtunit? ???t i? th? cost ?f a mi???d ????rtunit?. It i? th? opposite ?f the b?n?fit that w?uld have b??n gained h?d ?n action, n?t taken, been t?k?n the mi???d opportunity. Thi? i? a ??n???t u??d in ???n?mi??.A??li?d t? a bu?in??? decision, th? opportunity cost might r?f?r t? th? profit a ??m??n? ??uld have earned fr?m its ???it?l, equipment, ?nd real ??t?t? if th??? ????t? h?d b??n u??d in a different way. Th? concept of ????rtunit? cost may b? applied t? m?n? diff?r?nt situations. It should b? considered whenever ?ir?um?t?n??? ?r? such that ???r?it? n?????it?t?? th? ?l??ti?n ?f one ??ti?n over ?n?th?r.O???rtunit? ???t i? u?u?ll? defined in t?rm? of m?n??, but it m?? also b? ??n?id?r?d in terms of tim?, ??r??n-h?ur?, mechanical output, or ?n? ?th?r finite r???ur??.Examples of Opportunity CostsOn? w?? t? d?m?n?tr?t? th? concept of ????rtunit? ???t? i? through an ?x?m?l? of inv??tm?nt capital. A ?riv?t? inv??t?r ?ur?h???? $10,000 in a ??rt?in ???urit?, such ?? shares in a ??r??r?ti?n, and after ?n? ???r th? investment has appreciated in value t? $10,500. The inv?? t?r? return i? 5 ??r??nt.Th? investor considers other ways th? $10,000 ??uld have b??n invested, ?nd di???v?r? a b?nk certificate with ?n annual ?i?ld ?f 6 percent ?nd a government bond that ??rri?? an ?nnu?l yield of 7.5 ??r??nt. After a ???r, the bank ??rtifi??t? w?uld h?v? appreciated in v?lu? t? $10,600, ?nd th? g?v?rnm?nt b?nd would have appreciated to $10,750.Th? opportunity ???t ?f purchasing ?h?r?? is $100 r?l?tiv? t? the b?nk ??rtifi??t?, ?nd $250 relative t? the g?v?rnm?nt b?nd. Th? investors d??i?i?n to ?ur?h??? shares with a 5 ??r??nt r?turn ??m?? ?t th? cost ?f a l??t ????rtunit? to ??rn 6 ?r 7.5 ??r??nt.Expressed in t?rm? ?f tim?, ??n?id?r a ??mmut?r wh? chooses t? driv? to w?rk, r?th?r than using public tr?n???rt?ti?n.B???u?? of h??v? tr?ffi? and a l??k ?f ??rking, it t?k?? th? ??mmut?r 90 minut?? to g?t to w?rk. If th? ??m? commute ?n public transportation w?uld h?v? taken only 40 minutes, the ????rtunit? cost ?f driving w?uld b? 50 minut??. Th? ??mmut?r might n?tur? ll? h?v? chosen driving ?v?r public transportation b???u?? she had a u?? for th? ??r after w?rk ?r because ?h? could n?t h?v? anticipated tr?ffi? d?l??? in driving.Experience ??n ?r??t? a b??i? for futur? decisions, ?nd th? ??mmut?r m?? be l??? in?lin?d t? driv? n?xt tim?, kn?wing th? ??n???u?n??? ?f tr?ffi? ??ng??ti?n.In another ?x?m?l?, a ?m?ll bu?in??? ?wn? th? building in whi?h it ???r?t??, ?nd thus ???? no r?nt f?r office ?????.But thi? d??? n?t m??n th?t th? ??m??n?? cost f?r ?ffi?? ????? is z?r?, ?v?n th?ugh an ????unt?nt might treat it that w??. In?t??d, th? ?m?ll bu?in??? ?wn?r mu?t ??n?id?r the ????rtunit? ???t ?????i?t?d with r???rving th? building f?r it? ?urr?nt u??.P?rh??? the building ??uld h?v? b??n r?nt?d out t? ?n?th?r company, with th? bu?in??? it??lf r?l???t?d t? a l???ti?n with a high?r l?v?l of ?u?t?m?r traffic.The f?r?g?n? money fr?m these ?lt?rn?tiv? uses of th? ?r???rt? i? ?n ????rtunit? ???t ?f u?ing the ?ffi?? ?????, ?nd thu? ?h?uld be ??n?id?r?d in calcul ations ?f th? small businesss ?x??n???.Application ?f ????rtunit? ???tWhen making big decisions like bu?ing a home or starting a bu?in???, you will lik?l? ??ru?ul?u?l? r????r?h th? ?r?? ?nd ??n? ?f your financial d??i?i?n, but m??t of ?ur day-to-day ?h?i??? ?r?nt made with a full understanding of th? potential opportunity ???t?.If th??r? ??uti?u? ?b?ut a purchase, m??t people just l??k ?t th?ir savings ????unt ?nd check th?ir b?l?n?? before ???nding m?n??.F?r the m??t ??rt, w? d?nt think ?b?ut th? things that we mu?t giv? up wh?n w? make th??? d??i?i?n?.However, th?t kind of thinking could b? dangerous. The ?r?bl?m lies wh?n ??u never look ?t wh?t ?l?? ??u ??uld d? with ??ur m?n?? or buy things blindl? without considering th? l??t opportunities.Bu?ing t?k??ut for lun?h ?????i?n?ll? can b? a wise d??i?i?n, especially if it g?t? you ?ut ?f th? ?ffi?? when ??ur b??? i? thr?wing a fit.H?w?v?r, bu?ing one ?h????burg?r ?v?r? d?? for the n?xt 25 ???r? could l??d to ??v?r?l missed ????rtuni ti??.Aside fr?m the potentially harmful h??lth ?ff??t? ?f high ?h?l??t?r?l, investing th?t $4.50 ?n a burg?r ??uld add u? t? ju?t ?v?r $52,000 in th?t tim? fr?m?, ???uming a v?r? d??bl? rate of r?turn ?f 5%.Thi? is just ?n? ?im?l? ?x?m?l?, but th? core message h?ld? tru? f?r a v?ri?t? ?f situations. From choosing whether t? inv??t in ??f? tr???ur? b?nd? or deciding t? ?tt?nd a ?ubli? ??ll?g? over a ?riv?t? one in order t? g?t a d?gr??, th?r? ?r? ?l?nt? ?f thing? t? ??n?id?r wh?n m?king a d??i?i?n in ??ur personal fin?n?? lif?.While it m?? ??und like overkill to have t? think ?b?ut ????rtunit? ???t? every tim? ??u w?nt t? bu? a ??nd? b?r ?r g? ?n vacation, it? ?n im??rt?nt tool t? u?? to m?k? the b??t u?? of your money.An?th?r w?? t? d?m?n?tr?t? the concept of opportunity costs i? through ?n example of inv??tm?nt ???it?l. A private inv??t?r purchases $10,000 in a certain security, such ?? shares in a ??r??r?ti?n, and ?ft?r ?n? ???r th? inv??tm?nt h?? ???r??i?t?d in v?lu? to $10,500. Th? inv??t?r? return i? 5 ??r??nt.The investor ??n?id?r? other w??? th? $10,000 ??uld h?v? b??n inv??t?d, ?nd di???v?r? a b?nk certificate with an annual ?i?ld ?f 6 ??r??nt and a government b?nd that carries an annual yield of 7.5 ??r??nt. Aft?r a ???r, th? bank ??rtifi??t? w?uld h?v? ???r??i?t?d in value t? $10,600, ?nd th? g?v?rnm?nt bond would have ???r??i?t?d to $10,750.The ????rtunit? ???t of purchasing shares i? $100 relative t? th? bank certificate, and $250 relative to th? g?v?rnm?nt bond. The investors decision t? ?ur?h??? ?h?r?? with a 5 percent return ??m?? ?t th? ???t ?f a l??t ????rtunit? to ??rn 6 ?r 7.5 percent.Alth?ugh ????rtunit? ???t? are not g?n?r?ll? considered by ????unt?nt?â€"fin?n?i?l ?t?t?m?nt? ?nl? in?lud? ?x?li?it costs, or actual ?utl???â€"th?? ?h?uld b? ??n?id?r?d b? m?n?g?r?. M??t bu?in??? ?wn?r? do ??n?id?r opportunity ???t? whenever th?? m?k? a d??i?i?n about whi?h ?f tw? ????ibl? ??ti?n? t? t?k?.Sm?ll businesses f??t?r in ????rtunit? ???t? wh?n ??m?ut ing their ???r?ting expenses in order t? provide a bid ?r estimate ?n the ?ri?? ?f a job.F?r ?x?m?l?, a l?nd????ing firm m?? b? bidding on two j?b? ???h ?f whi?h will u?? half of its ??ui?m?nt during a ??rti?ul?r period ?f tim?.A? a r??ult, th?? will f?rg? ?th?r job ????rtuniti?? some ?f which m?? b? l?rg? and ??t?nti?ll? ?r?fit?bl?.O???rtunit? costs in?r???? the ???t of d?ing bu?in???, and thus ?h?uld be r???v?r?d wh?n?v?r ????ibl? ?? a portion ?f th? ?v?rh??d ?x??n?? charged t? ?v?r? j?b.PRODUCTION POSSIBILITY FRONTIER (PPF) Und?r the field ?f m??r????n?mi??, the ?r?du?ti?n ????ibilit? frontier (PPF) exists.D?finiti?n: Pr?du?ti?n ????ibiliti?? frontier (PPF), also kn?wn ?? production ????ibilit? curve ?r the tr?n?f?rm?ti?n ?urv?, indi??t?? th? m?ximum ?ut?ut ??mbin?ti?n? ?f tw? g??d? ?r ??rvi??? ?n economy ??n ??hi?v? b? fully u?ing ?ll ?v?il?bl? resources ?ffi?i?ntl?.A ?r?du?ti?n ????ibilit? frontier (PPF) ?h?w? the m?ximum ????ibl? ?ut?ut ??mbin?ti?n? of tw? g??d? ?r ??rvi??? ?n ???n?m? ??n ??hi?v? wh?n all r???ur??? ?r? full? ?nd ?ffi?i?ntl? employed. F??t?r? such ?? l?b?r, ???it?l ?nd t??hn?l?g?, ?m?ng ?th?r?, will ?ff??t th? resources ?v?il?bl?, whi?h will di?t?t? wh?r? th? ?r?du?ti?n possibility frontier li??.The PPF indi??t?? th? ?r?du?ti?n possibilities ?f tw? ??mm?diti?? when r???ur??? ?r? fix?d. Thi? m??n? that the ?r?du?ti?n of ?n? ??mm?dit? ??n ?nl? in?r???? when the production ?f th? other ??mm?dit? is r?du??d, due t? the availability ?f r???ur???.Th?r?f?r?, th? PPF m???ur?? th? ?ffi?i?n?? in whi?h tw? commodities ??n b? produced t?g?th?r, h?l?ing m?n?g?r? and l??d?r? decide wh?t mix of commodities ?r? most beneficial. Th? PPF assumes th?t technology is constant, resources are u??d ?ffi?i?ntl?, ?nd that th?r? i? n?rm?ll? ?nl? a choice between tw? ??mm?diti??.A ?r?du?ti?n ????ibilit? curve even ?h?w? th? basic ???n?mi? ?r?bl?m of a country h?ving limited r???ur???, f??ing ????rtunit? ???t? ?nd ???r?it? in the ???n?m?.Selecting ?n? ?lt?rn?tiv? ove r another ?n? i? known ?? opportunity cost. E??n?mi?t? u?? PPF to illu?tr?t? th? tr?d?-?ff? that arise from ???r?it?.Let’s l??k at examplesTypically, ????rtunit? ???t occurs wh?n a manager ?h????? b?tw??n tw? ?lt?rn?tiv? w??? ?f ?ll???ting business resources. In other words, if one ??ti?n i? ?h???n, the ?th?r ??ti?n i? f?r?g?n? or giv?n up.There i? a trade ?ff. H?n??, th? production possibility fr?nti?r ?r?vid?? an accurate tool t? illu?tr?t? the effects ?f m?king ?n economic ?h?i??.At any given ??int of a PPF, the ??m??n? ?r?du??? ?t m?ximum ?ffi?i?n?? b? fully u?ing it? resources. At ?n ???n?mi? level, thi? i? known ?? th? P?r?t? efficiency, whi?h suggests th?t, when ?ll???ting r???ur???, th? ?h?i?? of one will worse off th? ?th?r. Al??, any ??int inside th? PPF is inefficient b???u?? ?t th?t ??int th? ?ut?ut i? gr??t?r than the ?ut?ut th?t th? existing r???ur??? ??n ?r?du??.F?r ?x?m?l?, a country ?r?du??? ?izz? ?nd ?ug?r. If the ??untr? decides t? ramp u? it? sugar ?r?du?ti?n, u?ing th? ?xi?ting fix?d r???ur???, it h?? t? lower it? ?izz? production.H?n??, ?t ??int? A, B, ?nd C, the ???n?m? ??hi?v?? the m?ximum production possibilities b?tw??n ?izz? ?nd ?ug?r. P?int D i? in?id? th? PPF lin? and is in?ffi?i?nt because ?ll th? r???ur??? ?r? not being u??d properly. P?int E i? ?im?l? b???nd th? ?m?unt of ?r?du?ti?n ?tt?in?bl? with th? current l?v?l ?f r???ur???. Source: E??n?mi??, by Paul A S?mu?l??nConsider another example;C?n?id?r E??thi? as a h???th?ti??l country th?t ?r?du??? ?nl? tw? goods â€" Air C?nditi?n?r? ?nd R?frig?r?t?r?.When it u??? ?ll ?f it? resources, it ??n ?r?du?? fiv? milli?n Refrigerators ?nd fift? five million Air Conditioners.R?frig?r?t?r? (m)Air Conditioners (m)07016926836546055564873982490 Firstly, we ??n d???rib? the ????rtunit? cost ?f E??thi? f?r ?r?du?ing a giv?n output of R?frig?r?t?r? or Air Conditioners.F?r in?t?n??, If E??thi? ?r?du??? 3m R?frig?r?t?r?; th? opportunity ???t i? 5m Air Conditioners.Thi? i? th? diff?r?n?? between th? m?ximum ?ut?ut ?f Air C?nditi?n?r? th?t ??n be ?r?du??d if n? Refrigerators ?r? produced (whi?h i? 70m) and th? number ?f Air C?nditi?n?r? th?t can b? produced if 3m R?frig?r?t?r? ?r? ?r?du??d (whi?h i? 65m).Simil?rl?, the ????rtunit? ???t ?f ?r?du?ing 7m R?frig?r?t?r? is 31m Air Conditioners whi?h i? 70 39.In ?umm?r?, Pr?du?ti?n ??int? ?n a PPF ?r? possible and efficient. Production points on a PPF r??r???nt efficient u?? of ?ll of th? economy’s r???ur???. It is im????ibl? t? produce m?r? ?f one ?r?du?t (measured ?n ?n? ?xi?) with?ut ?r?du?ing l??? ?f th? other product (m???ur?d ?n th? ?th?r axis).Pr?du?ti?n points in?id? a PPF ?r? possible, but inefficient. Pr?du?ti?n ??int? in?id? a PPF indi??t? th? ???n?m? i? either not u?ing ?ll of it? r???ur??? (?.g., there i? un?m?l??m?nt) ?r i? u?ing th?m in?ffi?i?ntl? (e.g., gr?wing oranges in K?n??? ?nd wh??t in Florida). This ??n ?l?? h????n if there i? a natural ?r human-made disaster, lik? a hurri??n? d??tr??ing a f??t?r? ?nd machinery.P?int? ?ut?id? the PPF ?r? un?tt?in?bl? ?r?du?ti?n ??int? given current r???ur??? and t??hn?l?gi??. It is im????ibl? f?r ?n economy t? produce ?ut?id? it? PPF. Th? PPF can change, h?w?v?r, with changes in r???ur??? or t??hn?l?g?. Additional resources ?nd improvements in t??hn?l?g? push th? PPF further ?w?? from th? ?rigin. A loss ?f r???ur??? m?v?? th? PPF t?w?rd th? ?rigin.P?int? outside the PPF might b? ?tt?in?bl? consumption ??int?, h?w?v?r. C?n?um?ti?n ??int? ?ut?id? th? PPF m?? be ?bt?in?d thr?ugh ????i?liz?ti?n ?nd tr?d? if there i? a willing tr?ding ??rtn?r or if th? ??untr? discovers n?w r???ur??? ?r th?r? is a ?h?ng? in technology.If th? ?r?du?ti?n possibility fr?nti?r i? straight, it m??n? th?t th? r?t? ?f ?ub?tituti?n b etween th? tw? it?m? in question is constant ?r th? same. Consequently, the r???ur??? ??v?d by ?r?du?ing ?n? less unit of food ?r? ju?t ?uffi?i?nt t? ?ll?w th? ???n?m? t? ?r?du?? th? same added ?m?unt of ?r?du?t?. Thi? i? ??n?t?nt regardless ?f how much ?f ???h item th? ??untr? i? currently producing. Thi? consistent trade-off is known ?? ?r?du?ti?n und?r constant costs.E??N?MI? GR?WTH D?finiti?nW? define ???n?mi? gr?wth in ?n economy b? ?n outward shift in it? Pr?du?ti?n Possibility Curv? (PPC). E??n?mi? gr?wth is ?n increase in the ?????it? of ?n ???n?m? t? ?r?du?? goods ?nd services, compared from ?n? period ?f time to ?n?th?r.It ??n be m???ur?d b? the in?r???? in a ??untr?’? total ?ut?ut ?r real Gross Domestic Pr?du?t (GDP) ?r Gr??? N?ti?n?l Product (GNP).Th? Gr??? Domestic Pr?du?t (GDP) of a country i? th? t?t?l v?lu? of all fin?l g??d? ?nd services ?r?du??d within a ??untr? over a ??ri?d ?f tim?. Therefore an increase in GDP is th? in?r???? in a ??untr?’? ?r?du?ti?n.In sim plest terms, ???n?mi? gr?wth r?f?r? to ?n in?r???? in ?ggr?g?t? ?r?du?tivit?. Often, but not n??????ril?, aggregate g?in? in productivity ??rr?l?t? with increased average marginal ?r?du?tivit?.Thi? m??n? th? average laborer in a given economy becomes, on ?v?r?g?, m?r? productive. It is ?l?? ????ibl? t? achieve ?ggr?g?t? ???n?mi? gr?wth without an in?r????d average marginal productivity through ?xtr? immigration ?r high?r birth r?t??Gr?wth d???n’t ???ur in i??l?ti?n. Ev?nt? in ?n? country ?nd region ??n h?v? a ?ignifi??nt ?ff??t ?n gr?wth ?r?????t? in another. For ?x?m?l?, if th?r?’? a b?n ?n ?ut??ur?ing w?rk in th? Unit?d St?t??, thi? could have a m???iv? im???t ?n India’s GDP whi?h h?? a robust IT ???t?r dependent on ?ut??ur?ing.M??t d?v?l???d ???n?mi?? ?x??ri?n?? ?l?w?r economic gr?wth as ??m??r?d t? d?v?l??ing ??untri??. F?r ?x?m?l?, in 2016, Indi? h?d a gr?wth r?t? ?f 7.1% while th? Am?ri??n ???n?m? was ?nl? gr?wing ?t 1.6%.Thi? statistic ??n b? misleading b???u?? Indi?’ ? GDP w?? $2.264 trillion in 2016, whil? th? US was $18.57 trilli?n. It w?uld b? m?r? ???r??ri?t? t? ??m??r? th?ir ???n?mi? growth r?t?? during ?imil?r periods in th?ir hi?t?r?.Economic Growth i? not th? ??m? ?? Economic D?v?l??m?nt. D?v?l??m?nt alleviates ????l? fr?m low ?t?nd?rd? of living int? ?r???r employment with suitable shelter. Economic Growth d??? n?t t?k? int? ????unt th? depletion ?f n?tur?l resources whi?h might l??d t? pollution, ??ng??ti?n disease.D?v?l??m?nt, h?w?v?r, i? concerned with ?u?t?in?bilit? whi?h m??n? m??ting th? n??d? ?f the ?r???nt with?ut ??m?r?mi?ing future n??d?.Importance of E??n?mi? GrowthEconomic gr?wth is one ?f th? m??t important indi??t?r? ?f a h??lth? economy. On? ?f th? bigg??t im???t? ?f l?ng-t?rm gr?wth of a country is th?t it has a ???itiv? impact on n?ti?n?l in??m? ?nd th? level ?f ?m?l??m?nt, whi?h increases the standard of living.As th? ??untr?’? GDP i? in?r???ing, it is m?r? ?r?du?tiv? whi?h leads to m?r? ????l? b?ing employed. Thi? in?r????? th? w??lth ?f th? ??untr? and it? ???ul?ti?n.High?r ???n?mi? gr?wth ?l?? leads t? extra t?x in??m? f?r g?v?rnm?nt spending, whi?h th? g?v?rnm?nt ??n u?? t? d?v?l?? the economy. This ?x??n?i?n ??n ?l?? b? used t? reduce th? budg?t d?fi?it.Additi?n?ll?, as th? population of a ??untr? grows, it r??uir?? the growth t? keep u? it? ?t?nd?rd of living ?nd w??lth.E??n?mi? growth ?l?? h?l?? im?r?v? the standards ?f living ?nd r?du?? ??v?rt?, but these improvements ??nn?t ???ur with?ut ???n?mi? d?v?l??m?nt. E??n?mi? gr?wth alone ??nn?t ?limin?t? poverty ?n it? own.Types ?f E??n?mi? Gr?wthThere ?r? ?rim?ril? f?ur t???? of economic gr?wth:Boom and Bu?t Bu?in??? Cycles: If economic growth i? high-????d ?nd infl?ti?n?r?, th?n th? l?v?l ?f growth will b???m? unsustainable. Thi? ??uld lead t? a recession lik? th? Great R?????i?n in 2008. H?w?v?r, thi? t??? ?f gr?wth is typical ?f a business ???l?.Export-led: Th? J???n??? ?nd Chin??? ???n?m? h?v? ?x??ri?n??d ?x??rt-l?d gr?wth th?nk? to a h igh current ????unt ?ur?lu?. Thi? i? b???u?? th?? h?v? significantly more ?x??rt? than im??rt?.C?n?um?r: The US ???n?m? i? d???nd?nt on ??n?um?r spending for economic gr?wth. As a r??ult, they ?l?? h?v? a higher ?urr?nt ????unt d?fi?it.C?mm?dit? exports: These ???n?mi?? are d???nd?nt on th?ir n?tur?l resources lik? oil or iron ?r?. F?r example, S?udi Arabia h?? a h?d a very ?r????r?u? ???n?m? th?nk? to th?ir ?il ?x??rt?. H?w?v?r, this ??n ??u?? a ?r?bl?m wh?n commodity prices fall, and th?r? ?r?n’t other indu?tri?? t? balance thing? out.F??t?r? of E??n?mi? Gr?wthTh? f?ll?w ?ix ??u??? of ???n?mi? gr?wth ?r? k?? ??m??n?nt? in ?n ???n?m?. Improving ?r increasing th?ir ?u?ntit? can lead to growth in the economy.T??hn?l?g?: An?th?r influ?nti?l factor is th? im?r?v?m?nt ?f technology. Technology ??uld in?r???? ?r?du?tivit? with th? ??m? levels ?f l?b?r, thus ????l?r?ting gr?wth and development. Thi? m??n? f??t?ri?? can be more ?r?du?tiv? at lower ???t?. T??hn?l?g? i? m??t lik?l? t? l??d to ?u?t?in?d l?ng-run gr?wth.Physical Capital ?r Infr??tru?tur?: Increased inv??tm?nt in physical capital such ?? f??t?ri??, m??hin?r?, ?nd roads will lower th? ???t ?f ???n?mi? activity. B?tt?r f??t?ri?? ?nd machinery ?r? m?r? ?r?du?tiv? th?n ?h??i??l l?b?r. Thi? high?r ?r?du?tivit? ??n in?r???? ?ut?ut. For ?x?m?l?, h?ving a r?bu?t highw?? system can r?du?? inefficiencies in moving raw m?t?ri?l? or goods across th? country whi?h ??n in?r???? it? GDP.Hum?n C??it?l: An in?r???? in investment in human ???it?l ??n im?r?v? the quality ?f the l?b?r f?r??. Thi? would result in ?n improvement ?f skills, abilities, and training. A ?kill?d l?b?r f?r?? has a significant effect ?n growth ?in?? ?kill?d workers are m?r? ?r?du?tiv?. F?r ?x?m?l?, inv??ting in STEM ?tud?nt? ?r ?ub?idizing ??ding ???d?mi?? w?uld in?r???? the availability ?f workers f?r higher-skilled jobs that pay more than investing in blu? collar jobs.Natural Resources: Th? di???v?r? ?f m?r? natural r???ur??? lik? oil, ?r min?r?l d????it? m?? b???t economic growth as thi? ?hift? or in?r????? th? ??untr?’? Pr?du?ti?n Possibility Curv?. Oth?r r???ur??? in?lud? l?nd, w?t?r, forests and natural g??. R??li?ti??ll?, it i? difficult, if n?t im????ibl?, to in?r???? the numb?r ?f n?tur?l resources in a ??untr?. C?untri?? mu?t t?k? ??r? to balance the ?u??l? ?nd d?m?nd of ???r?? n?tur?l r???ur??? t? ?v?id d??l?ting th?m. Im?r?v?d l?nd management m?? im?r?v? th? ?u?lit? of l?nd and ??ntribut? t? ???n?mi? gr?wth.For ?x?m?l?, S?udi Arabia’s ???n?m? h?? historically been dependent ?n it? ?il d????it?.P??ul?ti?n ?r L?b?r: A gr?wing ???ul?ti?n m??n? there i? ?n in?r???? in th? ?v?il?bilit? ?f w?rk?r? or employees, whi?h m??n? a high?r w?rkf?r??. On? d?wn?id? of h?ving a l?rg? ???ul?ti?n i? that it ??uld l??d t? high un?m?l??m?nt.L?w: An in?tituti?n?l fr?m?w?rk whi?h regulates ???n?mi? ??tivit? ?u?h as rules ?nd l?w?. Th?r? i? no ????ifi? set ?f institutions th?t promote gr?wth.Limiting F??t?r? to E??n?mi? Gr?wthPoor h? ?lth ?nd l?w l?v?l? of ?du??ti?n: People wh? d?n’t h?v? ?????? t? h??lth??r? ?r education h?v? l?w?r l?v?l? ?f productivity. Thi? m??n? the l?b?r f?r?? i? n?t ?? productive ?? it could be. Th?r?f?r?, the ???n?m? d??? not r???h the ?r?du?tivit? it could ?th?rwi??.L??k ?f n??????r? infr??tru?tur?: D?v?l??ing nations often ?uff?r fr?m inadequate infr??tru?tur?? ?u?h ?? r??d?, ??h??l?, and hospitals. Thi? lack ?f infrastructure m?k?? tr?n???rt?ti?n m?r? expensive ?nd ?l?w? the ?v?r?ll ?ffi?i?n?? ?f the ??untr?.Flight ?f Capital: If th? ??untr? is n?t d?liv?ring the r?turn? expected fr?m inv??t?r?, th?n inv??t?r? will pull ?ut their m?n??. M?n?? ?ft?n fl?w? ?ut the country t? ???k high?r r?t?? of r?turn?.P?liti??l In?t?bilit?: Simil?rl?, ??liti??l in?t?bilit? in the g?v?rnm?nt scares inv??t?r? and hinders inv??tm?nt. For example, Zimb?bw? h?? b??n ?l?gu?d with ??liti??l un??rt?int? and l?w? favoring indigenous ?wn?r?hi?. This h?? ???r?d ?ff m?n? investors wh? ?r?f?r ?m?ll?r but ?ur?r r eturns elsewhere.Institutional Fr?m?w?rk: Oft?n l???l l?w? don’t adequately ?r?t??t right?. L??k ?f an in?tituti?n?l framework ??n ??v?r?l? impact progress ?nd inv??tm?nt.The World Tr?d? Organization: M?n? economists ?l?im th?t th? W?rld Tr?d? Org?niz?ti?n (WTO) ?nd ?th?r tr?ding systems are biased ?g?in?t developing n?ti?n?. M?n? d?v?l???d n?ti?n? ?d??t ?r?t??ti?ni?t ?tr?t?gi?? whi?h don’t help lib?r?liz? trade.Disadvantages ?f E??n?mi? Gr?wthTh?r? ?r? two ?r?bl?m? ?????i?t?d with the ???n?mi? growth:Environmental Degradation: P?lluti?n ?nd other n?g?tiv? ?xt?rn?liti?? ?ft?n ????m??n? in?r????d ?r?du?ti?n ?r in?r????d ???n?mi? gr?wth. Economists u?u?ll? ?????i?t? ?n ?dv?r?? impact on th? ?nvir?nm?nt with rapid gr?wth in developing ???n?mi??.Rising In??m? In??u?lit?: Gr?wth ?ft?n l??d? t? increased in??m? inequality. Th??? n?t inv?lv?d or r?l?t?d to th? gr?wth-g?n?r?ting ???t?r of th? economy g?t l?ft behind. U?u?ll?, th? rur?l ???ul?ti?n suffers th? m??t.

How did Beethoven start in music - Free Essay Example

Sample details Pages: 2 Words: 535 Downloads: 4 Date added: 2019/08/08 Category People Essay Level High school Tags: Ludwig van Beethoven Essay Did you like this example? Ludwig van Beethoven is a beloved composer of some of the worlds finest music. He left the world with a legacy of great compositions that are dynamic and rich. His sweet melodies evoke deep emotion in men and women alike. The world will be forever blessed by his music and he, remembered through the ages. Ludwig van Beethoven was born December, 1770 in the city of Bonn, Germany which was located in the Holy Roman Empire. The exact date of his birth is unknown, but records do show that he was baptized December 17, 1770. He died December March 26, 1827, in Vienna, Austria from of Cirrhosis of the liver. Don’t waste time! Our writers will create an original "How did Beethoven start in music?" essay for you Create order Beethovens first music teacher was his father. Later, he had other teachers like a court organist Gilles van den Eeden, Tobias Friedrich Pfeiffer, and Franz Rovantini. By the age of twelve, Beethoven was already composing on his keyboard. His family was ever grateful because they were in need of money. Spending time at the home of family friends, Eleonore and Stephan van Breuning, Beethoven was influenced by them. They both understood that a childs mind was fragile and would say to him its our job to keep the insects off the flower. In 1792, lost in his music, Beethoven leaves for Vienna to study under the best teachers. Beethoven played many instruments and used them in some of his compositions. He played instruments such as piano, violin, cello, string quartet, horn, oboe, clarinet, bassoon, viola, and double bass. While Beethoven is famously known as a composer, he was also a bass singer. In 1761, when he was just 21 years old, he became the music director at the court of Elector of Cologne. Beethoven used a variety of instruments for his compositions including pianos, violins, cellos, violas, and contrabass oboe. He did not compose for singers and he did not work for anyone specifically. But, he did have a dream that he would study under Mozart. Beethoven taught piano to the daughters of the Hungarian Countess Anna Brunsvik. He was a regular visitor at her house. He also taught a few other students from 1801 to 1805. One student he taught was Ferdinand Ries. Ries, a German composer, was more than just a pupil to Beethoven; they were also friends. Later, Reis wrote, †¹Beethoven†¹ †¹Returns†¹ which described his encounters with him. Beethoven also taught Carl Czerny who studied and following Beethoven from 1801 to 1803. Czerny became a renowned music teacher himself. Some of his compositions are greatly known throughout the world. Beethovens stylistic innovations bridge the Classical and Romantic periods. The works of his early period brought the classical style to its highest level becoming more formal, structural, and harmonic. He also began another trend where he would move the center of the sound downwards in the orchestra, to the violas and the lower register of the violins and cellos, giving the music a heavier and duller feel than Haydn or Mozart. Beethovens was a man like no other. In 1801 he began to lose his hearing. Yet, he continued to compose beautifully crafted music. Beethoven was more than just a composer; he was an artistic genius with a passion to make music. Beethovens gift of beautiful music will be appreciated throughout the ages of human history.

A Detailed Explanation Of The Business Process - 974 Words

a) Provide a detailed explanation of the business process as provided by the case. Contrast the processes in place with those that should have been followed. Explain in detail any deficiencies. †¢ In this particular case, multiple business processes used by Plush Pet Daycare lead to the crime that has been committed. The three main issues with the Daycare’s business processes involved in this case include; poor supervision, issues with segregation of duties, authorization, and auditing procedures. Poor supervision over the suspect was a major issue, Danny Jones had no one directly over him that oversees his day-to-day duties, the expansion of the company could be the potential cause of this, but top management should have seen that too much access was trusted to Mr. Jones. Jones had multiple tasks given to him that should have required authorization from a superior, this includes providing all information involving new hires and current staff, and signing off on paychecks. If a few of his tasks where segregated, his opportunity would also diminish. Examples include signing off on final payroll papers, adding and deleting employees to the master file, and signin g final paychecks a distributing them. Auditing was another big issue that could have detected this crime earlier. By auditing payroll periodically multiple red flags would have presented themselves, including the numerous P.O. box addresses, and having single addresses for multiple employees. b) Develop a fraudShow MoreRelatedMy Experience At The Hospitality Industry1732 Words   |  7 Pagesbe helpful for my career in the hospitality industry. What I found exceptionally helpful in the training program were the detailed explanations of the service processes which you provided. It was very easy to understand, and I could conduct the processes which you taught to me quickly and without questions. 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Environmental Protection and Sustainability Free Essays

Introduction In the past 25 years, international passenger aviation has experienced a threefold increase. It is expected that the aviation sector will continue to see similar growth over the next 25 years (Walker Cook, 2009). Due to the rapid expansion of the aviation sector, there has been a growing concern for environmental issues in airline operations, especially in terms of energy and environmental sustainability (Agarwal, 2010). We will write a custom essay sample on Environmental Protection and Sustainability or any similar topic only for you Order Now The focus on sustainability and environmental protection is due to the environmental consequences of contemporary aviation, especially the contribution of aviation to global climate change (Upham, 2003). With the recognition of the harmful effects of aviation on the environment, experts predict that â€Å"environmental factors will increasingly limit the expansion of air travel and the social benefit that it brings† (Green, 2003, p.281). Meridiana concurs that it is important to consider sustainability and environmental protection in aviation. It recognises the importance of green aviation and puts a lot of value on protecting the environment. In line with this, the company manages its activities in compliance with national and EU environmental regulations. As proof of its commitment, it has been awarded certification of its Quality System in compliance with UNI EN ISO 9001:2008 regulation for air quality. SGS Italia SpA has certified the compliance of the company’s activities involving the design and supply of services on board of domestic, international, and intercontinental flights (Meridiana, 2009). Recently, Meridiana joined the Association of European Airlines (AEA), which represents Europe’s major airlines. The AEA influences its members at the industry and institutional level in order to achieve goals that benefit the airline industry. One of the main thrusts of the AEA is to shape a more sustainable and competitive arena (AEA, 2013). Meridiana’s membership in the AEA shows that it is committed towards achieving sustainability in the aviation sector. Marketing Mix Despite its success in some areas of the domestic market, the company has experienced heavy losses in recent years. With its ageing fleet, subscale international network, and its dependence in the domestic market, the company is facing very stiff competition from some of Europe’s leading low cost carriers (CAPA, 2013). Taking these into consideration, Meridiana has to improve its current marketing mix in order to increase sales and remain competitive. Effective marketing strategies can have a significant influence on society; thus, it is important for the company to apply the appropriate marketing mix to achieve their objectives. Product Meridiana’s major strength is its competitively priced business class seats for long haul destinations, targeted at leisure travellers. As a medium service carrier, it offers elements of both full service and low cost carrier. For example, it provides food and drinks like full service carriers but its price range is comparable to low cost airlines. Meridiana should utilise this mix and use it as a competitive advantage. The airline needs to focus on its domestic flights and its short/medium haul destinations in Europe. The current marketing strategy fails to reach out to the business community. Their marketing strategy should emphasise services for both holiday/leisure and business purposes. The company should target SMEs and become the airline of choice for small and medium-sized companies. This can be done by offering discounts and incentives for companies who want to purchase multiple seats or flights. Price Meridiana needs to use a competitive pricing scheme to attract customers. Its price point should be not too high from low cost carriers, but lower than traditional networked airlines. Although low cost carriers have lower prices, Meridiana should differentiate its slightly higher price point by offering better customer service. The aim is to have a mid-range price point, which can attract middle class consumers and SMEs. Place Meridiana has been highly successful in Sardinia and Sicily. The company should replicate its success by building stronger presence in other parts of Italy and in key international airline hubs such as London, Dubai, Beijing, Singapore, Narita, Paris, and New York. This can be achieved by improving airport check-in services and making their internet reservations website more attractive and easy to use. Promotion As a hybrid airline, Meridiana operates both as a low cost carrier and a network airline (Sansonetti, 2010). It needs to be highly competitive by keeping it unit costs down. This can be achieved by enhancing its internet and social media channels. Meridiana should upgrade its website to make it more attractive and user-friendly. It should improve its tie-ups with hotels, resorts, car rentals, and other tourist services to attract more customers. People Meridiana should improve its services to customers in order to attract more consumers and gain more customer loyalty. Excellent customer service can be a competitive edge, especially when low cost carriers offer cheaper rates. Meridiana should also highlight their people and the value of customer service in their marketing strategies. Process Meridiana should ensure that its online reservations are always efficient and that customers can easily access the airline through phone or email. The airline’s systems should be designed for the benefit of customers. Physical Evidence Meridiana should also ensure that its flights are always on time; its planes are spotless; and its service crew are highly efficient. Its check-in and guest lounges in airports should be clean and the services of both ground crew and in-flight staff should be excellent. Promotional Mix Meridiana should focus on tapping customers from the mid-market socio-economic segment and business people, especially from SMEs. The elements of the promotional mix must integrate different strategies. It should use a combination of various promotional strategies, particularly, advertising, public relations, sales promotions, and internet/online promotions. The integration of different promotional tactics will aid in achieving a more successful result. Advertising should be enhanced in traditional channels such as television, print, and radio in order to target domestic consumers in areas where Meridiana is not the market leader (i.e. Milan, Turin, Naples, Marconi, Rome, and Verona). To increase presence in international markets, the airline should advertise in popular travel magazines and international cable channels (i.e. BBC, CNN, NHK, etc.). In terms of public relations, the airline should improve its relationship with Italian businesses and local government. It should also improve its public image by doing CSR activities and being more active in environmental protection. The company should emphasise their support for green aviation and sustainability in the airline industry. Meridiana should also launch sales promotions on its ticket prices. It should conduct seat sales in which the flight fare is a fraction of its original price but customers can avail of the ticket only for a limited period. For example, the seat sale gives an 80% discount on ticket prices for 50 seats in the plane and the sale will be ongoing for 3-5 days only. Meridiana should also prioritise internet/online promotions and strengthen its social media presence. The airline should improve its advertisement and tie-ups with online travel sites such as Expedia, Kayak, and Orbitz. It should also effectively make use of social media sites such as Facebook and Twitter. Meridiana should advertise in these sites and encourage customer feedback through social media. The company can also utilise viral advertising by putting very creative and highly memorable adverts in YouTube or other video sharing sites. References Agarwal, R. (2010). Sustainable (Green) Aviation: Challenges and Opportunities. SAE International Journal of Aerospace. 2(1), p.1-20. Anna Aero. (2013). Meridiana fly and Air Italy complete merger, as Meridiana turns 50 under new CEO; combined fleet shrinks for S13. Available: http://www.anna.aero/2013/06/19/meridiana-fly-and-air-italy-complete-merger-as-meridiana-turns-50-under-new-ceo/. Last accessed 12th January 2014. Association of European Airlines (AEA). 2013). AEA welcomes Meridiana as new airline member. Available: http://files.aea.be/News/PR/Pr13-036.pdf. Last accessed 15th January 2014. CAPA Centre for Aviation. (2013). Meridiana: how to escape the impact of loss-making Italian airlinesAvailable: http://centreforaviation.com/analysis/meridiana-how-to-escape-the-impact-of-loss-making-italian-airlines-120241. Last accessed 12th January 2014. Chartered Institute of Marketing (CIM). (2013). Marketing and the 7Ps: A brief summary of marketing and how it works. Available: http://www.cim.co.uk/files/7ps.pdf. Last accessed 12th January 2014. Cooper. C et al. (2013). Tourism: Principles Practice 5th edition. London: FT Prentiss Hall Denton, N Dennis, N. (2000). Airline franchising in Europe: benefits and disbenefits to airlines and consumers. Journal of Air Transport Management. 6(4), p.179-190. Green, JE. (2003). Civil aviation and the environmental challenge. The Aeronautical Journal. p.281-299 McCabe, S. (2009). Marketing Communications in Tourism and Hospitality: Concepts, Strategies and Cases. Amsterdam: Butterworth Heinemann Meridiana. (2009). Meridiana Group Ethical Code. Available: https://www.meridiana.it/cms/deploy/1/IGGJ_Documenti/IT/Codiceetico/MeridianaGroupEthicalCode.pdf. Last accessed 12th January 2014. Meridiana. (2014). About us. Available: https://www.meridiana.it/en/company_informations/Company_AirItaly_quality.aspx. Last accessed 12th January 2014. Middleton, V. (2009). Marketing in travel and tourism. Oxford: Butterworth Heinemann Sansonetti, A. (2010). The European Airlines Transformation: Hypercompetitive and Long Tail Effects. MCIS Proceedings. Paper 76. http://aisel.aisnet.org/mcis2010/76 Upham, P. (2003). Towards Sustainable Aviation. London: Earthscan Publications Ltd Walker, S Cook, M. (2009). The contested concept of sustainable aviation. Sustainable Development. 17(6), p.378-390 How to cite Environmental Protection and Sustainability, Essay examples

Strategic Planning Theories Essay Example

Strategic Planning Theories Paper DBA 822 Seminars in Strategy and International Business Strategic Planning Theories A Literature Review By; Benjamin J. Shuford III 8/24/10 Introduction: Strategic planning is a broad concept that has been introduced into the main stream practices of today’s corporations. Strategic planning can be defined as an organization’s process of defining goals, direction, and decision making processes that effect the allocation of resources that include capital and people. The term â€Å"strategy† is derived from the Greek word of â€Å"strategos,† which means literally, â€Å"general of the army. (Hart, 1965). The Greek tribes of ancient civilizations would elect a strategos to head their regiments during battles. These political rulers would follow the strategic advice from the council members about managing troops to win battles. From its early military roots on winning battles to becoming a pattern of purposes and policies that define a company and its busines s, strategic planning has become the primary focus of today’s diverse organizations. There are many theories that are used to describe how organizations view the strategic planning process. These processes are framed as models that are consistently being revised to fit the needs of an organization. This literature review will focus on some of these models and the theorists who developed them. This literature review will review theories from Igor Ansoff, Henry Mintzberg, Michael Porter, and Kenichi Ohmae. The purpose will be to gain a better understanding of how these theories shape organizational performance. An analysis will be conducted to evaluate the practice of and the future direction of these theories. The choice to review these four theorists over all of the others is because of their legacy and robust contributions to the field of strategic management. Ansoff was one of the earliest writers on strategy as a management discipline, and laid strong foundations for several later writers to build upon, including Michael Porter, Gary Hamel and C K Prahalad. He invented the modern approach to strategy and his work pulled together various ideas and disparate strands of thought, giving a new coherence and discipline to the concept he described as strategic planning. We will write a custom essay sample on Strategic Planning Theories specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Strategic Planning Theories specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Strategic Planning Theories specifically for you FOR ONLY $16.38 $13.9/page Hire Writer A debate between Ansoff and Henry Mintzberg over their differing views of strategy was reflected in print over many years, particularly in the Harvard Business Review. Ansoff has often been criticized by Mintzberg, who disliked the idea of strategy being built from planning which is supported by analytical techniques. This criticism was based on the belief that Ansoffs reliance on planning suffered from three fallacies: that events can be predicted, that strategic thinking can be separated from operational management, and that hard data, analysis and techniques can produce novel strategies. The strategic planning/management theories of Porter and Ohmae were derived from both Ansoff and Mentzberg. Ansoff was the originator of the strategic management concept, and was responsible for establishing strategic planning as a management activity. The Strategic Planning Process: Because of high competitive business environments, organizations must engage in strategic planning processes that clearly define and state the objectives of the organization. They must assess both external and internal factors to develop and implement a strategy to stay competitive. They need to evaluate the process and make needed adjustments to stay on track. In their search for sources of sustainable competitive advantage, researchers have come to realize that business performance depends not only on the formulation and successful implementation of a given strategy but also on the process by which competitive positions are created or maintained. Mintzberg was one of the first to point out that the realized strategy of an organization can strongly differ from the intended strategy and that the extent to which an intended strategy can be realized is closely related to the strategic process that exist within the organization (Mintzberg, 1987). In his early work, he identified three main types of strategy processes: planning, entrepreneurial and learning-by-experience. He described planning as a philosophical approach when he classifies strategic business thinking in ten schools of thought, which he describes in their historical and ideological context. Early theorist, such as Igor Ansoff, focused on the analytical aspects of strategy formation. The first three schools in Mintzberg’s taxonomy are therefore prescriptive and focus on how strategy ought to be formulated. One of the major premises of the prescriptive schools if the performance claim, which states that the more an organization engages in systematic strategic planning, the more likely it will result in above average returns. The prescriptive schools have been influential in the discourse of strategy formulation, but have failed to explain the process of strategy execution (Mintzberg, 1990). Mintzbergs School of Strategic Thought (Mintzberg and Lampel, 1990). | | | | | | | | School| Category| Foundation| | | | Design| Prescriptive| Engineering| | | | Planning| Prescriptive| Systems Theory| | | | Positioning| Prescriptive| Economics| | | | Entrepreneurial| Descriptive| Economics| | | | Cognitive| Descriptive| Psychology| | | | Learning| Descriptive| Psychology| | | | Power| Descriptive| Political Science| | | | Cultural| Descriptive| Anthropology| | | | Environmental| Descriptive| Biology| | | | Configuration| Both| History| | | | | | | | | | The Design school defines strategy formation as a process of conception. It began during the late 1950s and mid-1960s. This school puts emphasis on an appraisal of external environment and the internal situation using the classic SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). Also shaping strategy formulation are the values of the organization’s management and an assessment of the organization’s social responsibilities (Selznick, 1957). The Planning school identified strategy formation as a formal process. It emerged in the mid 1960. It has resulted in a plethora of strategic planning models. The underlying foundation of all of these models is straightforward: divide the SWOT model into neatly delineated steps. Step1 – Set objectives – Establish and qualify goals or objective of the organization. Step 2- External Audits – Assess the external environment, using the SWOT analysis, and create a set of forecasts about the future. Step 3 – Internal audits – Typically this process is assisted by checklists and tables of topic to consider. Step 4 – Strategy evaluation – Organizations can use a variety of techniques ranging from return on nvestment (ROI), to risk analysis, to calculating shareholder value. Step 5 – Strategy implementation – This step creates a very detailed and formalized action plan. Objectives, strategies, budgets, and programs are all brought together into a master plan. The Positioning School defines strategy formation as an analytical process. This school began in the 1980s and was popular due to the notion of competitive strategy frameworks that were identified as five forces on an organization’s environment by Michael Porter. The significance of this school is that it emphasized the importance of strategies to any given industry. The Entrepreneurial school looks at strategy formation as a visionary process. This school of thought developed in the 1990s and using vision as a central starting point. Vision establishes the broad sense of direction while preserving flexibility to adapt to changing conditions. One of the advocates of the entrepreneurial school is Peter Drucker, who identifies entrepreneurship with management itself: â€Å"Central to business enterprise is†¦ the entrepreneurial act, an act of economic risk taking. And business enterprise is an entrepreneurial institution† (Drucker, 1970). The Cognitive school defined strategy formation as a mental process and started in the early 1990s. This school focuses on the mind of the strategist, drawing from the field of cognitive psychology. There is a large body of research that suggests that individuals encounter a variety of problems in making decisions that influence many situations in the management process because they are difficult to change and form once implemented. Individuals who practice this school find that they each have different cognitive styles that can distort decision making processes. The Learning school defines strategy formation as an emergent process. It started in the mid 1990s and follows the perspective that people within an organization learn how to use the organization’s abilities to change and adapt in a positive manner in order to respond to a changing environment (Quinn, 1980). This school is less concerned with the actual strategy that was formulated than with what it took to get a strategy implemented. The Power school, which began in the late 1980s, defines strategy formation as a process of negotiation and is based on the notion that the influence of power from the external environment will affect any organization, and in many cases politics will infuse an organization. This school views strategy as a political process that focuses on alliance building, empire building, budgeting, expertise, insurgency, counterinsurgency, lording, rival camps, whistle-blowing, and line versus staff. The importance of this school is that it has identified the political process as a reality that must be acknowledged and managed but that is not the sole means for making strategies within an organization. The Cultural school defines strategy formation as a collective process. The cultural school began in the early 1990s and can be thought of as a system of shared values, beliefs, and meanings held by staff members that distinguish the organization from other organizations. The dimensions making up this school include teamwork, honesty, control, decision making processes, rewards, and conflict. The Environmental school started in the mid-1990s and defines strategy formation as a reactive process. It views the forces operating outside the organization as active, while the organization itself merely reacts to these outside forces. The primary contribution of this school is that it attempts to bring the overall view of strategy formation into balance. This school emphasizes that the outside environment, the leadership, and the organization itself are actually responsible for strategy making. The Configuration school defines strategy formation as a process of transformation. This school began in the mid-1990s and attempts to integrate strategy by showing how different dimensions of an organization band together under particular conditions to define states, models, or ideas types. The premise of this school is that periods of stability and transformation can best be understood as life cycles of an organization. The key to strategic management is to recognize the need for transformation and manage the process of change without having a negative impact on the organization. Later developments in strategic management literature moved away from the prescriptive approach modeled on quantitative exact sciences and their inherent presumptions of a controlled world. The descriptive schools of thought are inspired on the qualitative social and cultural sciences and study what businesses actually did to be successful for other organizations to learn from their approaches. The descriptive schools move from a focus on a-priori strategic planning to a-posteriori dynamic strategy formulation and execution. For practitioners, the prescriptive schools of thought are very attractive. However, the descriptive schools are somewhat problematic to practitioners of strategic management because they do not provide straightforward recipes for success. The question raised by Mintzberg’s taxonomy of strategic thought and other similar taxonomies is how average practitioners can determine what strategy they should employ (Sokol, 1992). Fuller (1996) suggests that traditional strategic planning is under fire. Strategic planning in the classical model was developed in an era when the external environment was relatively simple, stable, and predictable, and when the behavior of a firm was viewed as being cybernetic. Strategic plans were primarily used as a control mechanism to reduce uncertainty and risk and to allocate power. They were internally focused because many of the company’s transactions were internal. As a result of slow or negligible environmental change, managers were able to consider their strategic options once a year through a process that is detached from the ordinary workings of the company. Consequently, the plans that are produced are used in litigation between a corporation and its business units, or among business units, for control of the decision-making processes. Hamel and Prahalad (1995) ask why it is that in so many companies strategic planning departments are being disbanded or dramatically downsized. This change in emphasis was driven by thinkers such as Hammer and Champy (1993) with their concept â€Å"business process re-engineering†. Hamel and Prahalad (1995) continue to make the claim that the problem is not with strategy but with the particular notion of strategy that predominates in most companies. What is being rejected is not strategy itself, but strategy setting as a pedantic planning ritual on one hand or as a speculative and open-ended investment commitment on the other. The academic scholars of the Planning School had determined a formal process for strategic planning and, in 1985; a study by Ginter (1985) was undertaken in the UK to determine whether this academic model had practical applicability. The 4,000 members of the Planning Executive Institute were asked a range of questions to provide a forum for assessing the perceptions of planning and strategic managers in practice. In excess of 1,000 members responded, and the researchers concluded that the model was a good framework for the way strategic planning takes place in the corporate environment. The Ginter (1985) paper described the strategic process as containing eight elements: (1) Vision and mission; (2) Objective setting; (3) External environmental scanning; (4) Internal environmental scanning; (5) Strategic alternatives (crafting strategy); (6) Strategy selection; (7) Implementation; and (8) Control. These elements are found consistently in the literature and taught in university business schools and undergraduate programs Thompson and Strickland (1998), Hill and Jones (1998), Stahl and Grigsby (1992). Viljoen (1994), and Hubbard (1996), all propound similar models in their educational texts. The central message of the Planning School is â€Å"formal procedure, formal training, formal analysis, lots of numbers† (Mintzberg, 1998). Many corporations adopted formal strategic planning as the fundamental driving concept for their business. Differentiation strategy When using a differentiation strategy, a company focuses effort on providing a unique Product or service, setting their offerings apart from competitors. Product differentiation fulfills a customer need and involves uniquely tailoring the product or service to the customer. This strategy allows organizations to charge a premium price to capture market share. The differentiation strategy is effectively implemented when the business provides unique or superior value to the customer through product quality, features, or after-sale support and service. Firms following a differentiation strategy can charge a higher price for their products based on the product characteristics, the delivery system, the quality of service, or the distribution channels. The quality may be real or perceived, based on fashion, brand name, or image. The differentiation strategy appeals to a sophisticated or knowledgeable consumer interested in a unique quality product or service and willing to pay a higher price for these non-standardized products. Customers value the differentiated products more than they value low costs. Our research identified three tactics which were significantly related to organizational performance in the companies we surveyed following the differentiation strategy. These critical practices included: 1. Innovation in marketing technology and methods. 2. Fostering innovation and creativity. 3. Focus on building high market share. Cost leadership strategy Porter’s generic strategy of cost leadership focuses on gaining competitive advantage by having the lowest costs and cost structure in the industry. In order to achieve a low-cost advantage, an organization must have a low-cost leadership mindset, low-cost manufacturing with rapid distribution and replenishment, and a workforce committed to the low-cost strategy. The organization must be willing to discontinue any activities in which they do not have a cost advantage and may outsource activities to other organizations that have a cost advantage. There are many ways to achieve cost leadership such as mass production, mass distribution, economies of scale, technology, product design, input cost, capacity utilization of resources, and access to raw materials. Cost leaders work to have the lowest product or service unit costs and can withstand competition with their lower cost structure. Cost leaders may take a number of cost saving actions, including building efficient scale facilities, tightly controlling overhead and production costs, and monitoring costs to build their relatively standardized products that offer features acceptable to many customers at the lowest competitive price. But the tactic that proved to be most critical to this strategy is the minimization of distribution costs. Focus strategy In a focus generic strategy, a firm targets a specific, often narrow, segment of the market. The firm can choose to concentrate on a select customer group (youths or senior citizens, for example), product range, segment of a market (professional craft persons versus do-it-yourselfers), geographical areas (East coast versus West coast), or service line. For example, many European firms focus solely on the European market. Focus also is based on adopting a narrow competitive scope within an industry that large firms may have overlooked. The focus strategy aims at growing market share through operating in a narrow market or niche segment more effectively than larger competitors. A successful focus strategy depends upon an industry segment large enough to have good growth potential but small enough not to be important to other major competitors. Focusing allows the firm to direct its resources to certain value chain activities to build its advantage. An organization may also choose a combination strategy by mixing one of the generic strategies of low-cost or differentiation with the focus strategy. For example, a firm may choose to have a focus differentiation strategy or a focus/cost leadership strategy. Based on our research, four tactics appear to be critical for organizations attempting a focus/low cost strategy: 1. Providing outstanding customer service. 2. Improving operational efficiency. 3. Controlling the quality of products or services. 4. Extensive training of front-line personnel. Focus/differentiation Another combination focus strategy is a focus/differentiation strategy where the organization has a unique quality product offered to a targeted market segment or niche. The significantly important tactics include: * Producing specialty products and services. * Producing products or services for high price market segments. In addition to generic strategies, Porter (1985) developed several other modular concepts. The five forces model is shown in Figure 2. Porter (1980) suggested that the task facing managers is to analyze competitive forces in an industry’s environment. He claimed that only five forces needed consideration. Porter (1980) argued that the stronger the manifestation of each of the forces, the more limited the ability of established companies to raise prices and to earn greater profits. This is pure Modernist, Neo-economic thinking. The simplifying and â€Å"blinding† role of externalities in economics, blinds Porter (1980) who is unable to postulate the role of government, or de-regulation, in his five factor, positioning model at the very time he was proselytizing the case of the US Airline industry under severe conditions of Reaganite, ideological deregulation of that industry (Kouzmin, 2007). Porter (1997) preaches that many of these intangible forces are measurable and that, in addition, there is a â€Å"chain of causality that runs from competitive environment to position to activities to employee skills and organization†. This causal argument is further pursued with Porter’s (1985) concepts of the value chain (see Figure 3). The value chain analysis is based on the simple linear idea that every activity performed in an organization will add some value to the final products or services produced. The final product is simply the aggregate of values contributed. The 3Cs model of Kenichi Ohmae Ohmae (1982) has much to discuss about competitive position, particularly the competitive positioning of successful Japanese companies. It is his view that the theories abounding in economic and economic policy circles concerning the importance of position have not been the drivers of Japanese success. He believes that strategy is not about beating the competition but about satisfying customer needs. Still further, Deming (1986) expounds a fundamental concept when exhorting his audience to consider the concept of competition. It is his argument that people must learn to cooperate with others and to compete with themselves. In the context of strategy, the ideas of Ohmae and Deming, regarding the importance of customers is most important. Concepts of competition and market share are of little use to the business principal and as a consequence there is very little that the philosophies of the Positioning School can add to their strategy knowledge base. As with Ohmae’s Japanese corporations, competitive advantage is driven by the ability to serve the needs of customers better. The 3Cs Model is a strategic look at the factors needed for success. The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a business strategy, three main players must be taken into account: 1. The Corporation 2. The Customer 3. The Competitors Only by integrating these three C’s (Corporation, Customer, Competitors) in a strategic triangle, a sustained competitive advantage can exist. Ohmae refers to these key factors as the three C’s or strategic triangle. Hito-Kane-Mono A favorite phrase of Japanese business planners is hito-kane-mono, standing for people, money and things. They believe that streamlined corporate management is achieved when these three critical resources are in balance without surplus or waste. For example: Cash over and beyond what competent people can intelligently expend is wasted. Of the three critical resources, funds should be allocated last. The corporation should firstly allocate management talent, based on the available mono (things): plant, machinery, technology, process know-how and functional strength. Once these hito (people) have developed creative and imaginative ideas to capture the business’s upward potential, the kane (money) should be given to the specific ideas and programs generated by the individual managers. The Ansoff Growth Matrix Strategy Tool Igor Ansoff (1965) was the originator of the strategic management concept, and was responsible for establishing strategic planning as a management activity in its own right. His landmark book, Corporate Strategy (1965), was the first text to concentrate entirely on strategy, and although the ideas outlined are complex, it remains one of the classics of management literature. Ansoff was one of the earliest writers on strategy as a management discipline, and laid strong foundations for several later writers to build upon, including Michael Porter, Gary Hamel and C K Prahalad. He invented the modern approach to strategy and his work pulled together various ideas and disparate strands of thought, giving a new coherence and discipline to the concept he described as strategic planning. During the 1970s and 1980s, this concept shaped more ideas about management as other writers took up Ansoffs ideas, such as core competence or sticking to the knitting. A debate between Ansoff and Henry Mintzberg over their differing views of strategy was reflected in print over many years, particularly in the Harvard Business Review. Ansoff has often been criticized by Mintzberg, who disliked the idea of strategy being built from planning which is supported by analytical techniques. This criticism was based on the belief that Ansoffs reliance on planning suffered from three fallacies: that events can be predicted, that strategic thinking can be separated from operational management, and that hard data, analysis and techniques can produce novel strategies. Ansoff argued that within a companys activities there should be an element of core capability, an idea later adopted and expanded by Hamel and Prahalad. To establish a link between past and future corporate activities (the first time such an approach was undertaken) The Ansoff Growth matrix is a tool that helps businesses decide their product and market growth strategy. This Ansoff Matrix considers the existing and new markets as well as the existing and new products and services as a potential for business growth and development. Ansoff identified four key strategy components that interact with each other causing various effects on both new and existing products and markets. Figure four below is followed with a brief description of each component of the matrix. The Ansoff Growth Matrix Grid Source: (Proctor, 1997, p. 146). Market penetration Market penetration is the name given to a growth strategy where the business focuses on selling existing products into existing markets. Market penetration seeks to achieve four main objectives: †¢ Maintain or increase the market share of current products – this can be achieved by a combination of competitive pricing strategies, advertising, sales promotion and perhaps more resources dedicated to personal selling †¢ Secure dominance of growth markets Restructure a mature market by driving out competitors; this would require a much more aggressive promotional campaign, supported by a pricing strategy designed to make the market unattractive for competitors †¢ Increase usage by existing customers – for example by introducing loyalty schemes a market penetration marketing strategy is very much about â€Å"business as usual†. The business is focusing on markets and produc ts it knows well. It is likely to have good information on competitors and on customer needs. It is unlikely, therefore, that this strategy will require much investment in new market research. Market development Market development is the name given to a growth strategy where the business seeks to sell its existing products into new markets. There are many possible ways of approaching this strategy, including: †¢ New geographical markets; for example exporting the product to a new country †¢ New product dimensions or packaging: for example †¢ New distribution channels †¢ Different pricing policies to attract different customers or create new market segments Product development Product development is the name given to a growth strategy where a business aims to introduce new products into existing markets. This strategy may require the development of new competencies and requires the business to develop modified products which can appeal to existing markets. Diversification Diversification is the name given to the growth strategy where a business markets new products in new markets. This is an inherently more risk strategy because the business is moving into markets in which it has little or no experience. For a business to adopt a diversification strategy, therefore, it must have a clear idea about what it expects to gain from the strategy and an honest assessment of the risks. Future Direction of Strategic Planning Strategic planning has come a long since its humble earlier works that were defined in the early 1960s. Many of these earlier concepts are still valid today or are reflected in the basic assumptions being used by leaders in our ever diverse organizations. Today, the goal of the organization is to achieve a competitive advantage by positioning itself in such a way that it has the ability to succeed all competition by enhancing performance. Competitive advantage is a concept that business organizations will continue to strive for. Michael Porter has been credited with introducing the five forces concept into business strategies. His theory has served as a back board for IO Theory (industrial Organization) theory. The traditional Bain/Mason paradigm of industrial organization offered strategic management a systematic model for assessing competition within an industry and was never really inducted into business policy by top decision makers. Many economists today have learned that introducing business policies into strategic planning and managing the economic impact of this union offers a positive influence on how organizations match up against each other on a microeconomic scale (Porter, 1981). From an IO economic perspective, mobility barriers or market positions are critical sources of competitive advantages that lead to superior performance. Organizational economics is more concerned with devising appropriate governance mechanisms or contracts to help reduce transaction or agency costs. The RBV (Resource Based View) of the firm has refocused the field of strategic management on all internal characteristics and views firms these characteristics as the source of competitive advantage. These characteristics have been identified as operational efficiencies, mergers, acquisitions, level of diversification, types of diversification, organizational structures, team management style, human resources management, and the manipulation of the political and social influences intruding upon the market that impacts organizations (Teece, 1982). The resource based view of the firm will be continue to be of significant importance to any organization because it provides leaders with specific tools needed to sustain a competitive position in a market place by providing management needed insights into examining the resource attributes and the their relationships towards other related variables in the market place as a means to gain the edge in the dynamic market (Barney, 2001). Conclusion Strategic planning has developed into a vital practice that must be approached with careful consideration to allow for through investigation into how an organization is structured. From both an internal and external perspective, managers need to recognize the need to evaluate value, mission, core competencies, history, and past, current, and future situations in order to gain and sustain competitive advantage in a market place. The need to identify strengths, weaknesses, opportunities, and threats, has been addressed as a main basic goal that must be used by leaders to empower the organization. Various models and theorists have been identified and explained as a means to gain a better understanding on how to define strategic planning. Since the 1960s, there have been many different points of view concerning the strategic planning concept. Various schools of thought have been developed by infamous theorists who have engraved a foot print into the development of modern corporate practices. Many of these concepts have paved the way for common approaches utilized by corporations as building blocks for surviving in such dynamic and competitive environments. Many of the strategies that are in use today are variations from the past and will continue to be adopted and manipulated to fit the needs of leaders seeking to find solutions to new and emerging issues that are relevant and applicable to the real business needs of organizations. Leaders today will need to continue finding new ways to plan for the future and adjust to the pace of environmental change with confidence, knowledge, skill, and ability. References Ansoff, H. I. (1965). An Analytic Approach to Business Policy for Growth and Expansion. McGraw-Hill, New York, NY. Barney, J. B. 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