Research Korner

Dubai Public Prosecution IT Strategic Planning

1.    Presentation of the organization  In many modern legal orders, such violations of defendants’ rights lead to barring the public prosecution or acquittal of the defendant. Lawyers who succeed in having their clients go free on such grounds are often looked upon as accomplices in crime (Bois, Preston & Stamford 1998). However, responsibility for this behavior is not to be allotted to the Bar. The legislature and the courts created defendants’ protection to cover such eventualities. Also, the question arises whether lawyers are to rectify errors committed by the public prosecution. In many cases, there is nothing to be repaired at all. Factors like undue violence of privacy in obtaining evidence or undue pressure during interrogation cannot be made good afterwards. Lawyers may use any means in defending their powerless clients against the almighty state in order to more or less restore such disturbed balance of powers. However, this scenario may be far from the reality of the situation. In more than a few cases, criminal defendants may hire armies of ‘top’ lawyers, accountants and other specialists in their battle against public prosecution offices (Tony 2001). One office involved in public prosecution is Dubai public prosecution. Dubai public prosecution was created by His Excellency Sheikh Maktoum Bin Rashed Al Maktoum, the State Vice President, Prime Minister, Ruler of Dubai. This office was created to make sure that justice would be achieved by those whose rights were violated. Dubai public prosecution has the outmost jurisdiction to initiate and follow up criminal lawsuits. This office also observes all the stages in a criminal lawsuit. The vision and mission of Dubai public prosecution is streamline and expedite all judicial procedures without affecting the decision of the judiciary and preventing the smooth course of justice.   2.    Business strategy a.    The strategy diagnosis External environment Political Dubai has initiated reforms in its political and social environment. The state has introduced the UAE Government Strategy wherein changes will be done with social development, economic development, public sector development, justice and safety, infrastructure and rural areas development. The goal of the strategy is to reevaluate and advance the different sectors to standards that can compete in a global environment.  The opportunity for the changes in the political environment would be unhampered delivery of services by Dubai public prosecution. The reforms helped Dubai public prosecution to continue their service to those victims of rights violation. The reforms were not a hindrance for the delivery of Dubai public prosecution’s service.   The threat for the changes in the political environment would be the need to change the strategies of Dubai public prosecution and adapt it to the changes in the political climate. The UAE Government Strategy may require changes in how Dubai public prosecution deals with their clients. Economic Like other countries in the world, Dubai is experiencing recovery after the financial crisis. For Dubai public prosecution this means lesser source of finances. The opportunity brought by the economic environment is more chance to prove Dubai public prosecution’s dedication to service without the need for funds. Other offices can emulate and display such dedication. The threat by the economic environment is the lack of source of funds in the future. With lesser source of finances this office would have to reduce expenses without sacrificing the delivery of services to the people. Internal environment The main resource for Dubai public prosecution is their lawyers and legal personnel that make sure that justice would be acquired by the client. The strength of the lawyers and legal personnel of Dubai public prosecution are their dedication to provide service and highlight the fact that someone is innocent until proven guilty in court. The main weakness of the personnel of Dubai public prosecution is the instances of cases being returned to them due to insufficient evidence or wrong charges. The main capability of Dubai public prosecution is to use all means to help their clients achieve the justice they desire.  The strength of the capability is the assurance that the client would achieve justice. The weakness of the capability is the temptation to do something beyond the law to achieve their goal. Strategic options The value proposition of the firm is within the goals of the firm to make sure that their client would achieve swift justice without any change in the decision. The target market for Dubai public prosecution is anyone who needs justice whether they are the accused or the victim. Dubai public prosecution’s competitive advantage exist in the way they make sure that the client would achieve justice by making follow ups on all aspect of a case whether it is in the preliminary stage or in the end stage.  Dubai public prosecution makes sure that they would exert all efforts to guard the case and determine possible outcomes. There is a competitive advantage because not all public prosecutors would exert effort to follow up on a case and assess all the aspect of the case that needs to be changed for a better result. b. Business strategy Understanding the potential impact of a global environment on individual firms has become crucial. Opportunities present themselves in the form of new markets or the possibility of serving global markets from one or a few world centers. New competitors are emerging, often with different resource configurations or different perceptions on how the game should be played. Institutional and political developments at a supranational level are increasingly impinging on the operations of individual firms. From a strategic management perspective, a central task facing executives is to chart a course for the organization that enables it to gain and maintain a position of advantage over its competitors (Clark 1999). Strategy and organization design possess a strong linear ordering and also tended to start from the outside with environmental analysis and then move inside. Their approaches to environmental analysis are different and complementary. The construction of corporate level strategies is more strongly developed in strategy, but that approach tends to leave the next stage to organization design. Each approach presumes that a favorable performance is likely outcome. Within the organization, several voices are fighting each other, trying to become the official, dominant strategy. Some experts emphasize the importance of listening to dissonant and often minority voices in order to construct and implement a sound strategy, but this goal seems elusive (Moingeon & Soenen 2002).   The main limit of the post-modernist approaches is that they are too relativist and thus fail to explain how an organization can formulate and implement what would be a good strategy, or at least a better one.  Corporate strategy is an organization process, in many ways inseparable from the structure, behavior, and culture of the company in which it takes place. People may abstract from the process two important aspects, interrelated in real life but separable for the purposes of analysis. The first is known as formulation, the second implementation. Through the strategy formulation process, overall organizational objectives are translated into functional, departmental, and job-specific objectives. The outcome is an understanding of what each organizational unit and person must accomplish and what is expected of them. Then, the performance of each person and organizational unit is evaluated based on whether the objectives are achieved (Fahy 2001). The principal sub activities of strategy formulation as a logical activity include identifying opportunities and threats in the company's environment and attaching some estimate or risk to the discernible alternatives. Before a choice can be made, the company's strengths and weaknesses should be appraised together with the resources on hand and available. Its actual or potential capacity to take advantage of perceived market needs or to cope with attendant risks should be estimated as objectively as possible. The strategic alternative which results from matching opportunity and corporate capability at an acceptable level of risk is what people may call an economic strategy (Foss 1997). The business strategy of Dubai public prosecution for the years to come would focus on making sure that evidence gathering would be at a top notch level. A common issue at Dubai public prosecution is when cases are returned because of lack of evidences. The company should focus on making sure that before a case is filed at the court there will be no reason for returning it. The company will make sure that it will strengthen its evidence gathering system and it will make sure that the type of case filed will be based on evidence.    3.    IT strategy for the company IT internal environment Electronic government can be defined as a cluster of activities concerned with the use of information and communication technology to deliver public services of some kind. The providers could include central or local government or one of the agencies established as service-providers. The services themselves range from simple information provision through to interactive, transactional services (Scammell 2001). The assessment of the impact made by a service or an activity depends greatly on one's perspective. The view of a provider will be different from that of a recipient. Not only will they perceive the impact through different eyes, the issues that relate to impact will also differ. In the case of electronic government, we can identify a wide range of actors, each of whom will have a different perspective and for whom different issues will need to be taken into account when measuring impact. Individuals, as recipients of electronic services, clearly have an important perspective on the impact the services make. Individuals will view such services as consumers. They will also have a more complex association with the services and their delivery in their role as citizens. When making their assessment of the impact or effectiveness of the services, individuals are likely to adopt a comparative approach, making comparisons with electronic services provided by the private sector and others. They will also compare electronic services with other, non-electronic government services (Mansell & Wehn 1998).   When assessing impact, it will be necessary to bear these benchmarks in mind. To assess impact from the individuals' perspective, it will be necessary to explore a number of issues. These are likely to include: convenience, perceived costs and benefits, privacy and data protection, security, and equity in the sense that all individuals are perceived to be able to access the electronic service equally. In the medium-term, users may develop, through their use of the service, greater awareness or understanding of electronic delivery or government service. They may also become more or less receptive to electronic services (Dutton & Peltu 1996). The medium-term agenda for providers will concern cost reductions or increases, system developments and organizational change in its relationships with other providers. At the societal level, the government may be concerned about the impact of a reduction in the number of fixed-point or physical services that results from the take-up of electronic services. The introduction of electronic government services could result in the withdrawal of fixed-point services, thus increasing the degree of social exclusion among those unable to use electronic services. Equally, they could build up popular acceptance of electronic service delivery thus opening the door to many other service providers (Nicholas & Rowlands 2000). Dubai public prosecution makes use of e-services that focuses on general and lawyer services. General services give information on court session schedule and careers available in the organization. General services also have a part where the client can request for a copy of a criminal case file, complaint and other request. Lawyer services on the other hand provide an opportunity for clients to contact Dubai public prosecution and acquire the services they offer.  The strength of the IT services of Dubai public prosecution is its comprehensiveness. The IT service of the company is very complete and can satisfy most needs of the client. The weakness of the IT services of Dubai public prosecution is its inability to adapt to newer trends in information technology. External IT environment Broadcast news, business meetings, call center calls, and conference calls are all examples of situations in which people engage in conversations and having a permanent, textual record of the conversation is valuable. A digital record of the conversation is searchable, is readable by deaf individuals, and supports advanced business intelligence applications. These are all examples of transcription tasks (Franda 2001). In each of these scenarios, the user is engaged in an activity that is independent of the transcription process. They are not concerned with creation of a document that is a grammatically correct and well organized. In fact, they devote no cognitive processing to the creation of the document. They simply want an accurate record of the conversations. (Jacko & Sears 2003).As more organizations build Web sites, as more people become web users, and as more organizational applications are deployed through web browsers, the human-computer interaction aspect of the web becomes increasingly important. For-profit companies and nonprofit organizations alike cannot ignore the needs of the users who come to their Web sites. Careful attention must be paid to user concerns throughout the entire development process for Web sites. The area of web development changes rapidly, and the research on user issues in Web sites must keep up with it to inform Web site design for improved user interactions (Dodge & Kitchin 2001).  One trend in Information technology is the use of web conferencing wherein one uses the internet to directly interact with another. Dubai public prosecution should focus on the use of web conferencing wherein their website will feature an online chat or video conference function. This would make sure that the personnel of Dubai public prosecution can discuss things with clients and perspective clients.  Through online conferencing the clients who live in far places can have ease in discussing things with the company. The advancement in IT paved the way for the implementation of Key Performance Indicators (KPI) system and the creation of an encryption solution to encrypt the data in the public prosecution system.  The KPI system would make sure that the information stored and resisted in the Public Prosecution system would be safe and it would produce a dashboard system wherein it will monitor the KPI performance and the data transactions, which will help higher management in the decision making.  The encryption solution to encrypt the data in the public prosecution is a response to the threat of leakage of information stored in the Public prosecution system.   GAP analysis External assessment The creation of web conference, Data encryption and KPI project would create a better public prosecution system and would help Dubai public prosecution provide better service to its clients. The creation of web conference, Data encryption and KPI project made sure that Dubai public prosecution would have longer years of existence.   Internal assessment The inability of Dubai public prosecution to adapt to newer trends in information technology and the method of accessing the public prosecution from the mobile phones is a risky practice by the firm. The firm needs to make sure that the information in the public prosecution system would be safe and secure; the use of mobile phones in accessing files is not a safe way to have files. 4.    Portfolios Portfolio of web conference The support initiatives The web conference would be given support by the same individuals who developed the E-service function of the website. Whenever there are problems with the web conference the IT group of the company would make sure that it would be solved in the earliest time possible. Turnaround  The turnaround for the web conference would be better communication for the client and the personnel. It would also make sure that miscommunications would be reduced to a minimal level. The factory The web conference would be created by the developers of the company’s website. Additional payments would be given to the developers for the creation of the website. The strategic Organizational impact The web conference would provide a rate of 8 out of 10 for the organization. It would help the organization open up for other possibilities. Strategic impact The web conference would provide a rate of 9 out of 10 for the organization. The web conference would give the firm additional advantage against competitors and it would help the firm achieve its current and future goals. The web conference is a technology not frequently used in the delivery of legal services. Portfolio of web security The support initiatives The planned data encryption project would be given support by the same individuals who developed the E-service function of the website. Whenever there are problems with the data encryption the IT group of the company would make sure that it would be solved in the earliest time possible. Turnaround The turnaround for web security is protection for all files and information. The web security will make sure that all files needed by an individual would be easily acquired without the fear of intrusion from unscrupulous individuals. The factory The web security would be created by the developers of the company’s website. Additional payments would be given to the developers for the creation of the added features of the website. The strategic Organizational impact The web security would provide a rate of 9 out of 10 for the organization. It would help the organization succeed without fear for the security of files. Strategic impact The web security would provide a rate of 9 out of 10 for the organization. The web security would give the firm additional advantage against competitors and it would help the firm achieve its current and future goals. The web security is a technology that would boost the confidence in delivery of legal information. Portfolio of KPI system The support initiatives The planned dashboard system that will be developed under the KPI system would be given support by the same individuals who developed the web conference and web security. Whenever there are problems with the Dashboard system of the KPI system the IT group of the company would make sure that it would be solved in the Turnaround The turnaround for the KPI system is better decision making and improvement in the performance of Dubai public prosecution. The dashboard system that will be made under the KPI system would make sure that transactions and the performance of information would be monitored.  The factory Like both the web conference and web security the KPI system would be created by the developers of the company’s website. Additional payments would be given to the developers for the creation of such system. The strategic Organizational impact The KPI system would provide a rate of 8 out of 10 for the organization. It would help the organization succeed by better performance. Strategic impact The web security would provide a rate of 8 out of 10 for the organization. The web security would give the firm additional advantage against competitors through improved performance.   5.    Implementation planning for the web conference Different tasks will be included in the implementation process of the web conference: 5.1.        The first task would focus on creation of the web conference function and detailing its features. The firm would be in constant communication with the developers and would discuss the different things that they want to be included in the function. After the web conference function is completed the firm would check if their requirements are met and then it will put the technology on the testing stage. 5.2.        In implementing the web conference function of the website the firm will initially introduce web conference to its clients. The firm will initially contact clients and let them test the web conference function. The conversation in the initial stages would be less formal ones. 5.3.        The employees will also test the system for its functionality and use. The firm will   set up informal conversations with the different employees and it will ask the employee to check for errors in the technology. 5.4.        After the client has gained some idea of how the web conference functions works. The firm will then proceed with the optimum use of the system. In optimum use of the system all function of the web conference technology will be used and checked for any problems. 5.5.        During the whole process of its use the firm will evaluate the system and check if the web conference technology is beneficial or destructive to the company’s goal. The firm will also determine the online conferencing occurrence of errors and the frequency of errors. Implementation planning for the web security <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"><li class="MsoNormal" style="text-align: justify; line-height: 200%; margin-bottom: .0001pt"> 	The 	first task would focus on the reintegration of the security system to the 	website. The firm would need to integrate the security system to the current 	structure of the website. </li> 	<li class="MsoNormal" style="text-align: justify; line-height: 200%; margin-bottom: .0001pt"> 	Some 	personnel will test the security system by trying to do some acts that 	equates to unauthorized use of data. Some will try to acquire data illegally 	and they will test the capability of the system to detect problems</li> 	<li class="MsoNormal" style="text-align: justify; line-height: 200%; margin-bottom: .0001pt"> 	 	During the whole process of its use the firm will evaluate the system and 	check if the technology is indeed beneficial or destructive to the company’s 	goal. </li> </ul> Implementation planning for KPI system <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"><li class="MsoNormal" style="text-align: justify; line-height: 200%; margin-bottom: .0001pt"> 	After 	the dashboard system has been instituted it will be introduced to all the 	personnel and the higher management would explain its use</li> 	<li class="MsoNormal" style="text-align: justify; line-height: 200%; margin-bottom: .0001pt"> 	There 	will be a testing period for the system so that everyone can get acquainted 	with it.  In the testing period the standards will be at the minimal level 	so as not to pressure anyone. </li> 	<li class="MsoNormal" style="text-align: justify; line-height: 200%; margin-bottom: .0001pt"> 	After 	the personnel has gained some idea of how the dashboard system works. The 	firm will then proceed with the optimum use of the system. In optimum use of 	the system all function of the dashboard system will be used and checked for 	any problems. </li> 	<li class="MsoNormal" style="text-align: justify; line-height: 200%; margin-bottom: .0001pt"> 	 	During the whole process of its use the firm will evaluate the system and 	check if the dashboard system is beneficial or destructive to the company’s 	goal. The firm will also determine if there are any occurrence of errors and 	if there are errors the frequency of its errors.</li> </ul> 6.    IT organization There would be no major changes in the IT division of Dubai public prosecution once the web conference, KPI system and web security is implemented. The IT division would be the ones that will be primarily responsible for the web conference, KPI system and web security including the creation of such technologies up to the implementation and evaluation.  An added task would be given to the IT division, they would be asked to train the other personnel so that they will have an idea of how to use the technologies. The director of the IT department Abdullah Al Marri would lead the introduction of the web conference, KPI system and web security to the personnel. He would be the primary person responsible for the use of such systems and he must make sure that the three systems would help the firm achieve its individual goals.  The director of the IT department also has the responsibility to make sure that the web conference, KPI system and web security would be properly maintained. 7.    Cost and the benefit of the IT Strategy and its financial implications The IT strategies would make sure that there would be a stronger communication and connection between the firm and the clients. The IT strategies would make sure that data is safe. The IT strategies proposed would make sure that performance would be at an optimum level. The strategies would reduce miscommunication, data intrusion, poor decision making and would give ease to clients who live in far places. The IT strategies would make sure that the message from the client to the company and vice versa will be delivered at the fastest time possible. The web conference, KPI system and web security would not cost much if the firm would have the developers of the website be the ones who will create the different systems. If the developers of the website, web conference, KPI system and web security are the same the company would not need to pay more and they can even ask for discount. The developers of the website can be given different timetables for the completion of each system. If the developers of the website, the web conference, KPI system and web security are the same; the company can have minimized additional expenditures and they would not be overcharged. If the developers of the website, web conference, KPI system and web security are the same; the company would have assurance that the three technologies would be less complicated and would fit their needs.  Since the developers of the web site, KPI system and web security and web conference is the same they would have an idea of the ideal technology by the firm thus they will not create something that is too complicated.  KPI system and web security function would give more finances to the organization since it will attract more clients, produce safer information and introduce better performance.   References Bois, C, Preston, N & Stamford, C 1998, Public sector ethics: Finding and implementing values, Routledge, London.   Clark, P 1999, Organizations in action: Competition between contexts, Routledge, London.   Dodge, M & Kitchin, R 2001, Mapping cyberspace, Routledge, London.     Dutton, WH & Peltu, M (eds.) 1996, Information and communication technologies: Visions and realities, Oxford University Press, Oxford.   Fahy, J 2001, The role of resources in global competition, Routledge, London.   Franda, M 2001, Governing the internet: The emergence of an international regime, Lynne Rienner, Boulder, CO.   Foss, NJ (eds.) 1997, Resources, firms, and strategies: A reader in the resource-based perspective, Oxford University Press, Oxford.   Jacko, JA & Sears, A (eds.) 2003, The human-computer interaction handbook: Fundamentals, evolving technologies, and emerging applications, Lawrence Erlbaum Associates, Mahwah, NJ.   Mansell, R & Wehn, U (eds.) 1998, Knowledge societies: Information technology for sustainable development, Oxford University Press, Oxford.   Moingeon, B & Soenen, G (eds.) 2002, Corporate and organizational identities: Integrating strategy, marketing, communication, and organizational perspectives, Routledge, London.   Nicholas, D & Rowlands, I (eds.) 2000, The internet: Its impact and evaluation, Aslib/IMI, London.   Scammell, A (ed.) 2001, Handbook of information management, Aslib-IMI, London.   Tony, M (ed.) 2001, Penal reform in overcrowded times, Oxford University Press, New York.     Veltman, KH 2006, Understanding new media: Augmented knowledge and culture, University of Calgary Press, Calgary, Alta. 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Dubai Public Prosecution IT Strategic Planning

1. Presentation of the organization

In many modern legal orders, su…

Resume`

Campus Address 2122 Willowbrook Cir APT #167 West Lafayette, IN 47906 USA 765-414-5889 Min Chung chungm@purdue.edu   Permanent Address 307-1902 Byung Young APT,    Donong dong Namyangju City, KyungGi Do, South Korea 82-31-558-3636 Objective   Seeking Finance positions utilizing team international background, business knowledge, and team work skills. Education Purdue University, West Lafayette, IN                                                    May 2008 Management, Bachelor of Science                                                    GPA: 3.59/ 4.0 Minor: Finance Special Course Project, Investment, Management science, International finance Management   • Conducted interpret optimization models and analyzed good investment decision in Finance   • Researched and analyzed international rate quotes and international market with a quantitative approach Widener University, Chester, PA  (Transfer)                                      Jan 2004 – Dec 2005 Major: Marketing                                                                 GPA: 3.817 / 4.0 Related Experience Sin Won Communication Industry   Seoul, South Korea                          May 2006 – Aug 2006   • Business Administration Department/ Intern    - Performed analysis of investment stock and purchase the golf club for investment (about 0,000 values)    - Responsible for final financing decision on company vehicles       - Participated in Auction Market for construction and analysis calculations for budget    - Compiled medical insurance report for the public insurance organization Aramark  Philadelphia, PA 19107                                                        Sep 2005   • Conducted marketing research related to Customer’ Satisfaction Measurement The Korean Army  The Korean Military service, South Korea                       Aug 2000 – Oct 2002   • Office Clerk & The Leader of a Search Team Unit    - Conducted budget plan & analysis of capital projects for gasoline & diesel (,000 per year)    - Managed inventory of thousands of dollars military’s goods.    - Made decisions and solved problems as the leader of the unit & Supervised 25 people Projects Chester Community Improvement Project   Chester, PA 19013                              Fall, 2005   • Designed a plan for improving customer service    - Implemented On-line survey    - Improved efficiency of Customer service Awards and Honors   • Semester Honors & Dean’s List at Purdue University                                    2006- Present   • National Dean’s List                                                              2006-Present   • Dean’s List at Widener University                                                      2004-2005 Activities   • The National Scholars Honor Society & Golden Key International Honor society Credit:ivythesis.typepad.com

Resume`

Campus Address 2122 Willowbrook Cir APT #167 West Lafayett…

Marketing Research Of Home Appliances Companies In The Market

Marketing Research of Home Appliances Companies  in the Market   The partnership of Hitachi Air Conditioning Sales ( Phils.) Inc.  and the Taiwan Hitachi  (Subic), Inc.  in 2005 resulted to a one home appliances company under the new name of Hitachi Air Conditioning Products (Phils,). To begin with,   Hitachi (Subic) is the  1st and largest air conditioning manufacturing company both in Taiwan and in Japan. It produces air conditioning products like the Self-Contained Air Conditioners, Air-cooling Chiller Unit, Room Air Conditioners, Packaged Air Conditioner, and Fan Coil.  Besides from air-conditioners, the company  also sells  other home appliances like television, washing machines,  refrigerators, coolers, fans.  Even  LCD projectors and Interactive whiteboards for business and office use are found in their stores. Obviously, Hitachi Home Electronics has been provided the  personal and business consumers' needs for many years now. ( http://www.hitachi.com.ph/products/industry/home/index.html )   The company started its operation in the latter part of 1950s in Japan.  The first television model that Hitachi introduced to the market was in 1956 under the name of Showa Denshi, which manufactured by an affiliate  company named  “Kokusai” Electric Inc.  At that time, the  Hitachi brand  was not  well known for its home appliances as to compared to “Kansai.”  So, in order to compete in the market,  Hitachi managed to secure the right to advertise on the Tsutenkaku Tower in return for supporting its construction costs. It was just happened that during that period, television was the dominant home appliance in the market. Thus, Hitachi  did the massive  promotional campaign about the advertised "Hitachi Television".  Aside from that, the company  simultaneously advertised the  "Hitachi Pumps", "Hitachi Motors" and "Hitachi Lamps" in that market.  From then on, Hitachi's product started to increase in portfolio.  It was even extended to  light bulbs, fluorescent lamps, vacuum cleaners, room coolers, transistor radios, tape recorders and electric heating appliances. Subsequently,  in 1957, Hitachi Home Electric Appliance Geppuhanbai (currently known as Hitachi Capital Corporation) was opened and promoted the company's market  in Tokyo and Osaka. But, because of the economic challenges,  Hitachi started allowing convenient monthly installment purchasing of its products; since the majority of the consumers  could not afford the cash basis  price on their products. ( http://www.hitachi.com.ph/products/industry/home/index.html )   On the other hand, GfK Asia is part of the global GfK Group and it has showcase its appliance expertise for  over 25 years of experience in  providing reliable retail and technology market data in Asian region. This company is based  in Singapore, and it has   extensive coverage in Singapore, Malaysia, Thailand, Indonesia, Korea, Taiwan, Hong Kong, Vietnam, the Philippines and India. Furthermore, the Major Domestic Appliances (MDA) industry in Southeast Asia  helped in rising the sales of leading appliance companies in the Asian regions due also to the improving styles and  sophisticated  features of every home appliance manufacturers  that seemingly  have been started to  meet the high standard qualifications of the consumers.  The booming of home appliance industry occurred for the first five months in the year 2011 which  recorded a sales of more than US $ 2 billion.  Last year's sales performance increased  for a 10 percent as to compared to the  preceded year.  Moreover, there  were six  Asian countries that really made good sales performance in home appliances market, they include Singapore, Malaysia, Thailand, Vietnam, Indonesia and Philippines which   sold over 7.2 million units of  air-conditioners, refrigerators, washing machines, and microwave ovens since the early start of last year. Both Indonesia and Singapore  are leading in terms of expansion in sales volume. And, because of the MDA, washing machines has been the latest best seller in the  home appliance industry  today.  It almost contributes  more than half  a billion US dollars in  the worldwide sales. The  single-tub washing machine has been the most popular washing machine type in the market nowadays in  the six key markets in Asia.  (http://marketresearchbulletin.com/?p=6054)   While LG Electronics  was turned over to Yong Nam in Korea in 2007,  it has come a long long way since the time that it  was introduced in the market in 1958 as the  radio manufacturer.  And, the company made its mark in the appliance industry in 1995 for its "Lucy Goldstar washing machines  and refrigerators.  Today, it even made a further leap for its   biggest  contribution in the  telecommunications industry,  LCD plasma TVs and high innovative  audio systems.   At present,   LG  home appliances brand has been one of the most sophisticated brands in the world today; and it has reached 85 percent of its sales  which comes mostly from overseas' gross sales.   Based on the sales performance of home appliance sector, the  particular industry really contributes to the  growth and  revenues  of every country especially in Asian regions.  (http://news.alibaba.com/article/gdetail/technology/100119235-1-lg-goes-premium.html References: ( http://www.hitachi.com.ph/products/industry/home/index.html ) (http://marketresearchbulletin.com/?p=6054)  (http://news.alibaba.com/article/gdetail/technology/100119235-1-lg-goes-premium.html ) Credit:ivythesis.typepad.com

Marketing Research Of Home Appliances Companies In The Market

Marketing Research of Home Appliances Companies in the Market The partnership of Hitachi Air Conditioning Sales ( Phils.) Inc. and the Taiwan Hitachi (Subic), Inc. in 2005 resulted to a…

Conduct a review of academic literature on the admissibility of an Independent Expert Report

Assessment Task Conduct a review of academic literature, case law, judicial inquires/surveys and media items dealing with the admissibility of an independent expert report in a court of law or other judicial forums such as Royal Commission or and hearings (Australian Context). Required: 1. Identify and explain issues or concerns about what characteristics must a witness possess in order be accepted as an expert by a court Royal Commission or other duplicate resolution forum. 2. The factors that have been identified as marking an expert report admissible or inadmissible as evidence. 3. The factors that make a witness and expert evidence credible. 4. The factors that limit the credibility of a witness and/or expert evidence tendered. 5. Cases and literature need not be restricted to Australia. 6. Clearly identify the case law, literature and judicial enquires/surveys providing details of cases and examples and the jud Credit:ivythesis.typepad.com

Conduct a review of academic literature on the admissibility of an Independent Expert Report

Assessment Task Conduct a review of academic literature, case law, judicial inquires/surveys and media items dealing with the admissibility of an independent expert report in a court of law or othe…

How Effective Is Clan Control As A Control Mechanism

Introduction The theory of corporate control is based on the proposition that where agents have specific human capital investments in the firm, their firm-specific wealth is threatened by a hostile acquisition of the firm which may bring in a new management team. The threat of take-over is itself sufficient to induce managers to co-ordinate their strategic actions to meet the interests of the residual risk-bearers. However, the empirical evidence on the market for corporate control is contradictory, and contains many ambiguities (Dixon 2003). Privatization entails a shift in the objectives of the principal, since the ownership changes now link rewards to the share price. Thus, like the market for corporate control, the new ownership arrangements must consider the type of managerial governance structures which will induce performance in a new regulatory and competitive environment. This provides a perspective on the policy issues debated in key areas such as communications and utilities. Disciplining of inefficient management is best handled by an outside take-over by shareholders; hence, the stock-market operates as an external monitor of management, in that the share value of the firm reflects the relative efficiency of the management. Thus, the market for corporate control operates to discipline managements which fail to act in the interests of shareholders (McCahery, Picciotto & Scott 1994). Controlling a firm would require various strategies to ensure that the result would benefit the firm. Controlling a firm would require the use of control mechanism to organize the control process and make sure that the firm would maintain its goals as it is being controlled. One kind of control mechanism is the clan control. This paper intends to discuss how effective is clan control as a control mechanism.   Converse shoes and control During a time when athletic shoes were dominated by Nike hyping technology in their shoes and Reebok focusing on fashion aspects, Converse languished but hung onto market share with such equities as the official NBA shoe and nostalgia among middle-age consumers who wore the brand when growing up. Converse was able to increase consumer associations with both of these ideas to gain share. Converse shoes can be linked to older male consumers' fond memories of their childhood days due to the brand's virtual dominance of the sport shoe market until the 1970s.With the emergence of the legal form of the joint stock company, the corporation itself is the owner of its assets. It is this that makes the question of who is able to control the corporation and to determine its behavior all-important (Scott 1997). Control, in the strict sense, designates a structural relation in which particular individual or collective actors have the de facto capacity to mobilize the powers that are legally vested in the corporation. As such, it constitutes a power potential. Corporate control involves the regulation of an extensive system of tasks, ranging from long-term structural matters to the everyday monitoring and disciplining of labor from top-level financial direction to shop-floor supervision. It is strategic control that is crucial with respect to the mobilization and accumulation of capital; and that he’s at the centre of the theoretical concerns of managerialists (Haven 2006).   The growth of corporate and institutional shareholdings is the basis of a transition from indirect personal possession to impersonal possession, though this does not mean that individuals are no longer essential elements in corporate control. Collective agents, for all their undisputed autonomy, manifest their actions through the actions of individuals, and these individuals most active in shaping the 'calculations' of an enterprise is an important matter; corporate behavior is not totally determined by market constraints (Olmstead 2002). Possession and control rest not on legal forms per se, but on the social context of legal relations, and they saw a transition occurring from those situations where strategic control rests upon the legal right to vote a majority of the shares, to those in which there are dispersed shareholdings and management control. Between these two extremes were various intermediate cases where groups of shareholders have less than a majority of the shares but are able to supplement their shareholdings with other means of control. Control through a constellation of interests is just one of the forms taken by corporate control when inter corporate shareholdings are formed into structures of impersonal possession. An enterprise subject to immediate minority control by an enterprise that was itself management-controlled was to be regarded as subject to ultimate management control. This distinction between immediate and ultimate control does, of course, bring out some important features of corporate control, but it tends to overstate the significance of management control and can lead to unwarranted conclusions about the autonomy of the internal management of enterprises controlled through legal devices (Hopkins, Kontnik & Turnage 2004). Converse is a shoe company that has a rich history and has maintained its stay in the industry amidst the different problems it encountered. This company filed for bankruptcy in 2001 and it is now owned by its former rival Nike.  Like other companies, converse made sure that it controls its operations and the management of its processes. One control mechanism that Converse can look at is clan control.   Clan control Setting ambition is the first step on the road to solving the most difficult kinds of business problems; it is those problems that require fundamental changes in the ways people work. Technical solutions provided by command-and-control executives are inadequate in these situations. Edicts from on high cannot achieve the increased speed, flexibility, mutual support, and trust across functions that are needed to gain greater customer responsiveness. This solution must be discovered by individuals and groups throughout the organization (Slater & Strange 1997). Wise leaders realize that everyone gains when responsibility is distributed appropriately throughout a company. Although insights are exchanged up and down the corporate Ladder, frontline employees' antennae often detect market changes and growth opportunities long before these subtleties reach the stratosphere of the chief executive. This is an advantage of being close: to the customers. Leaders who have grown beyond the old command-and-control stratagems of managing and who encourage their employees to take responsibility will reap rewards. Their employees, motivated to do their best, will do so, learning to voice ideas and use their initiative. Deeply held values can block one's ability to find the right answer (Laurie 2000).   The silo mentality may be so deeply established and supported by the levers of control that operate within an organization that leaders cannot imagine any other way of conducting business or defining the work that people in the organization do. In recent years, there have been signs that a new kind of social contract may be in its infancy. Corporate leaders are beginning to understand that workers' loyalty to one another as well as to their companies determines the level of effectiveness of collective action and ultimately the company's performance. That is particularly true for those who are phasing out a command-and-control organizational structure to implement a system featuring greater employee responsibility. Typically, in a command-and-control organization, the leader, who is responsible for all of the problem solving, views employees as nothing more than those who implement strategy (Callow & Goodchild 2001). The central values of the company culture are obedience and conformity. A company where wide and common socialization processes among managers from different backgrounds are emphasized is classified as a professional clan control company. While a company where the socialization processes are narrow and where a single clan mostly a family monopolizes important positions in the company is classified as a family clan control company. When a company is operating in an industry like electronics which requires strong global integration, it should strengthen the unified and formalized rules to integrate the global operations. Therefore, bureaucratic control, either narrow or broad, seems a suitable style. On the other hand, when the need for local responsiveness is strong, the formalized rules may be limited in their ability to control the subsidiary.  Thus, clan control, either family clan or professional, should be a better control style (Manning 2002).  Clan control makes use of psychological and social mechanisms to control the firm. Clan control can come in the form of family clan control and professional clan control. A family clan control focuses on having family members as those who will manage and control the firm. A professional clan control allows for different individuals to control and manage the firm. The individuals in the professional clan control are from different groups and have different values of management.   Strength of clan control Current conventional wisdom sees the market for corporate control as essentially the ultimate constraint on management, forcing it to operate efficiently or be displaced. On the one hand, the emergence of a market for corporate control restored shareholder influence that had been in eclipse for decades. On the other hand, corporate management has even greater obligations to other stakeholders in the corporation, having taken on social responsibilities that none of the pioneers of big business in the past century could have foreseen. And the emergence of new and highly focused interest-group coalitions, cutting across private and public sectors of the economy, constrains corporate choices affecting both market and nonmarket arenas (Pfeffer 2004). Today the pluralistic and often contradictory character of the nation's political and legal process has come to weigh more heavily than ever on corporate management. These conflicting pressures on the managements of corporations are related to the question of whether or to what degree corporate managers should seek to transcend their obligations to their owners to serve the public welfare. The changing environment for corporate control, changing size distributions of firms, changing wage dispersion within organizations, and the profound changes in the governance of the employment relation have not to this point played a large role in affecting the research agenda of organization studies (Kaysen 1996).   In some ways, this is because the discipline is frequently almost as unconcerned about context and history as other related disciplines, such as economics, that have been deservedly criticized for such theoretical and empirical lacunae. Basically, the simple structure is a non structure where a strong entrepreneur manager holds all of the decision powers, including planning and control. Most organizations, especially small and young ones, pass through the simple structure in their formative years. The entrepreneurial firm fits best in the simple-structure category. It depends on the health and whims of one individual and generally has a sense of its mission. The simple structure, although ideal for small and entrepreneurial firms, may be criticized for being paternalistic, unfashionable in contemporary society, and sometimes autocratic. Firms may opt for vertical integration (Kaen 2003) A strategy of vertical integration is used by firms to increase the economies of scale and efficiency. Each stage of the production process is organized as a separate division that must, however, buy or sell from other separate divisions of the firms. The need to coordinate these transfers requires the use of a system of transfer prices and most often top-level operational control. Top management of the firm keeps a hands-on approach. Vertical integration requires that incentives be based on overall economic performance rather than on objective financial performance criteria and implementation of an internal capital market. Because the investment opportunities affect the whole corporation rather than one or some of the divisions, top management would formulate the investment opportunities. In vertically integrated firms, the corporate strategic control as well as the operational controls keeps a certain dose of centralization in the implementation of the business structure (Riahi-Belkaoui 1995). Clan control makes sure that an organized structure would be used to control the firm. Clan control will help Converse control its operations through a group that doesn’t need to adjust to one another. Clan control will make sure that the group controlling the company would need lesser introductions and focus more on actions.   Limitation of clan control Order implies knowledge of outcomes and a reduction of risk in the sense of unanticipated outcomes. This requires the development of certain rules of action which constitute the means through which order is achieved. These rules may be explicitly monitored and controlled through specialist bodies which in turn have their own rules of action and resource bases (Clark 1999). Alternatively, the system of regulation may be more loosely coordinated through informal and institutional constraints on action (Kakabadse 2001). In practice, the regulatory process will probably be a mixture of both of these. For example, the existence of a regulatory body with powers of monitoring and control cannot guarantee the acceptance or implementation of certain rules of action; frequently, the central issue in the regulatory process is indeed how far the formal rules have become embodied in the informal and institutional practices of organizations and firms as it is often impossible for the regulators to exercise detailed control over individual firms. Achievement of order is, however, continually threatened by a number of factors, including the intensive reflexivity of modern societies which leads to a continual questioning of the process of regulation, and the complexity and dynamism of market relations which lead to discontinuous and continuous processes of innovation and change at the national and the international levels (Carlson 2001).    At the centre of all these processes are social actors attempting to come to terms with and shape this order. Managers are one of the key groups in that shaping process. Recent organizational research and analysis has indicated that the logic of bureaucratic control may be collapsing under the weight of its own internal contradictions within the intense cumulative pressure exerted by technological, cultural and political change in contemporary capitalism (Engwall & Morgan 1999). Rather than evolutionary or incremental change in which partial modifications to existing regulative structures and technologies of control are gradually absorbed within the established regime as it adapts to altered conditions or bureaucratic implosion or meltdown presupposes a complex and escalating chain of interacting changes that destroys and transforms the core elements of the control regime as a whole (Cooper & Payne 2001). It seems to resonate with the much more intensive, discrete and detailed organizational control technologies and practices that have taken shape over the last two decades as they come to displace, and then subsequently replace, bureaucratic control regimes ill-suited to new times. In particular, the newer control schemes are seen to signal the arrival of a totally integrated circuit of surveillance and control with minimum levels of externally imposed intervention and direct supervision as conventionally enshrined in the structural mechanisms that are situated at the core of the older control model. While bureaucratic control is obtuse, static and rigid, newer controls are sharply focused, mobile and flexible; only the latter is appropriately equipped to provide the simultaneous tight-loose control processes and practices required by the new regime of globalized capitalist accumulation (Salaman 2001).  Clan control usually leads to issues with some members of the firm. Clan control would mean that the firm would be controlled by a chosen few and other members of the organization would not have a chance to control the organization. People would not be given a chance to provide insights on what is the best means of controlling the firm at a given time.   People would not be able to make decisions that they believe is the best for the firm at a certain time. Conclusion Clan control makes use of psychological and social mechanisms to control the firm. Clan control can come in the form of family clan control and professional clan control. Clan control makes sure that an organized structure would be used to control the firm. Clan control will help Converse control its operations through a group that doesn’t need to adjust to one another. Clan control usually leads to issues with some members of the firm. Clan control would mean that the firm would be controlled by a chosen few and other members of the organization would not have a chance to control the organization. People would not be given a chance to provide insights on what is the best means of controlling the firm at a given time.   References Callow, C & Goodchild, C (eds.) 2001, Brands: Visions and values, John Wiley & Sons, Chichester, England.   Carlson, RH 2001, Ownership and value creation: Strategic corporate governance in the new economy, John Wiley & Sons, New York.   Clark, P 1999, Organizations in action: Competition between contexts, Routledge, London.   Cooper, CL & Payne, RL (eds.) 2001, Emotions at work: Theory, research, and applications in management, John Wiley & Sons, Chichester, England.   Dixon, J 2003, Responses to governance: Governing corporations, societies, and the world, Praeger, Westport, CT.   Engwall, L & Morgan, G (eds.) 1999, Regulation and organizations: International perspectives, Routledge, London.   Haven, K 2006, 100 greatest science inventions of all time, Libraries Unlimited, Westport, CT.     Hopkins, DM, Kontnik, LT & Turnage, MT 2004, Counterfeiting exposed: Protecting your brand and customers, Wiley, Hoboken, NJ.   Kaen, FR 2003, A blueprint for corporate governance: Strategy, accountability, and the preservation of shareholder value, AMACOM, New York.   Kakabadse, A 2001, The geopolitics of governance: The impact of contrasting philosophies, Palgrave, New York.   Kaysen, C (eds.) 1996, The American corporation today, Oxford University Press, New York.   Laurie, DL 2000, The real work of leaders: A report from the front lines of management, Perseus Books, Cambridge, MA.   Manning, T 2002, Making sense of strategy, AMACOM, New York.   McCahery, J, Picciotto, S & Scott, C (eds.) 1994, Corporate control and accountability: Changing structures and the dynamics of regulation, Clarendon Press, Oxford.   Olmstead, JA 2002, Leading Groups in stressful times: Teams, work units, and task forces, Quorum Books, Westport, CT.   Pfeffer, J 2004, New directions for organization theory: Problems and prospects, Oxford University Press, New York.   Riahi-Belkaoui, A 1995, The Nature and consequences of the multidivisional structure, Quorum Books, Westport, CT.   Salaman, G (eds.) 2001, Understanding business organizations, Routledge, London.   Scott, J 1997, Corporate business and capitalist classes, Oxford University Press, Oxford.   Slater, J & Strange, R (eds.) 1997, Business relationships with East Asia: The European experience, Routledge, London. 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How Effective Is Clan Control As A Control Mechanism

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