Essay Instructions on Project Management Assignment for Project Quality, Risk & Procurement Management

 

 

Project Management Assignment for Project Quality, Risk & Procurement Management

 

Question:

Assignments 1 require you to carry out detailed analyses of a selected project relating to quality, risk and procurement management and submit reports of a professional standard. The analysis should be carried out from the point of view of a sponsoring body or ‘client’, rather than a consulting or contracting body. This will allow you to take an holistic view of the project issues rather than a narrow one.

Selection of suitable project

You should immediately identify a project suitable for carrying out Assignments 1. You will have to read ahead to understand the requirements of those assignments. The project should be from your workplace, personal experience, or from some source where you can obtain appropriate and sufficient information. Your project should be complex enough so that you are able to examine the issues related to the issues covered by these assignments. Read the assignment requirements immediately so that you understand what you will need.

 

At least 15 references need to be used with Harvard System referencing

 

 

Assignment Guidelines:

 

 

 

 

 

 

 

Assignment Mark Sheet:

 

ASSIGNMENT 1 MARK SHEET – PROJECT QUALITY, RISK & PROCUREMENT MANAGEMENT

 

Student name:

Student No.

 

SELECTED PROJECT:

 

(marks allocated)

Poor (Fail)

 

 

Adequate (Pass)

 

 

Good (Credit/  Distinction)

 

Excellent (High distinction)

 

 

Mark

PRESENTATION

( out of 10)

(0-4)

(5-6)

(7-8)

(9-10)

 

/10

Cover sheet – use of correct cover sheet and mark sheet

No

 

 

Yes

 

Overall presentation – the ‘look and feel’ of assignment, cover sheet, page set out, appropriate use of footers and headers, and appropriate use of sections and subsections (as per the set text  by Summers & Smith - Communications Skills Handbook)

Little or no effort evident in presentation, formatting, etc.

Adequate effort evident in presentation

Considerable effort evident in presentation

Significant effort evident, and excellent standard of presentation

 

Language skills, grammar, spelling, clear and concise writing style, correct punctuation

Low standard of language skills with numerous mistakes

Adequate standard of language skills with some mistakes

Good standard of language skills with few mistakes

Excellent standard of language skills with very few mistakes

 

Effective usage and adaptation of figures and tables in assignment to clearly illustrate theoretical principles and the analysis of the chosen project, and to reduce overall word count

Little or no effective usage of figures and tables

Limited usage of figures and tables

Good usage of figures and tables

Excellent usage and adaptation of figures and tables to illustrate the specific nature of the project and its environment

 

Page numbering – pages numbered

No page numbering

Basic page numbering

Comprehensive page numbering complying with normal conventions

(not applicable)

 

Section numbering for all sections and sub-sections of assignment to comply with normal conventions

No section numbering system used

Limited section numbering system used  

Comprehensive section and sub-section numbering used

(not applicable)

 

RESEARCH & ACADEMIC THEORY

(out of 20)

(0-9)

(10-13)

(14-17)

(18-20)

 

/20

Evidence of knowledge of study materials and general knowledge of the project management domain

No indication of knowledge of study materials

Limited indication of knowledge of study materials

Significant evidence of knowledge of study materials and of PM domain

Extensive evidence of knowledge of study materials and of PM domain

 

Evidence of research to support the argument and the analysis in the assignment,

Little or no evidence of research

Little or no evidence of research beyond the study materials and set text

Evidence of some research beyond the study materials and set text

Evidence of extensive research beyond the study materials and set text to support the analysis and argument

 

Quality of resources – use of research resources from quality sources (e.g. journal articles, texts, conference papers, etc)

Poor quality sources (e.g. websites, Wikipedia, etc)

Adequate sources of research resources

Good sources of research resources including journal articles

Excellent sources of research resources, including journals, texts, conference papers, etc.

 

Use of appropriate theoretical principles as a framework to justify analysis, discussion and argument, and integrated into the analytical discussion on the project

Little or no use of theoretical principles

Adequate use of theoretical principles

Good use of theoretical principles

Extensive use of theoretical principles and appropriate application to the project and its environment

 

Effective and appropriate usage of citations using Harvard style as defined on USQ Library website

Little or poor usage of citations 

Limited use of citations

Appropriate use of citations to indicate use of theory in discussion and argument

Extensive and appropriate use of citations to reflect use of theory in discussion and argument

 

Appropriate list of references using Harvard style as indicated on USQ Library website, including correct presentation in alphabetical order

Inadequate, or no, list of references reflecting poor range of research materials

Basic list of references reflecting limited range of research materials, and/or poor set-out of list

Appropriate list of references reflecting good range of research materials, and appropriate presentation

Comprehensive list of references reflecting extensive range of quality research, and appropriate presentation

 

ASSIGNMENT REQUIREMENTS

(out of 70)

(0-34)

(35-41)

(49-62)

(63-70)

 

/70

Executive summary (ES) to indicate the nature of the assignment, background details, research findings and recommendations where appropriate, and to function as a stand-alone document

No ES provided, or poor quality ES that does not provide the required information

Limited ES that does not provide all of the required information, or does not provide information in a clear and concise manner 

Appropriate ES providing the required information

Comprehensive ES providing the required information in a clear, concise manner, able to function as a stand-alone document and/or presentation to a CEO

 

Table of contents – to include all sections and subsections of assignment, list of references, list of appendices, list of figures and list of tables, all with page numbering

No table of contents provided

Limited table of contents provided with few details

Appropriate table of contents with most details provided

Comprehensive table of contents with all details provided, and set out to a high standard

 

1a. Introduction – to provide an explanation of the reason for preparing the document and a brief summary of the contents

No introduction provided, or irrelevant information

Basic introduction provided

Appropriate introduction provided

Clear, concise and comprehensive introduction providing essential details on the nature of, and reason for, the balance of the document

 

1b. Background of project – provide brief details of the project used as the basis for the analysis

No background provided, or inadequate information provided

Basic or limited background information provided

Appropriate details provided on the background of the chosen project

Clear, concise and comprehensive background providing essential details of the project to understand the reasons for, and context of, the analysis

 

2. Project Quality Context

 

 

 

 

 

·         Need for quality management

Little or no information on the topic

Basic or limited information on the topic

Appropriate detail provided on the topic, supported by theory

Clear, concise and comprehensive information, supported by relevant theory

 

·         Significance of quality management

Little or no information on the topic

Basic or limited information on the topic

Appropriate detail provided on the topic, supported by theory

Clear, concise and comprehensive information, supported by relevant theory

 

3. Quality planning and assurance

 

 

 

 

 

·         Quality planning

Little or no information on the topic

Basic or limited information on the topic

Appropriate detail provided on the topic, supported by theory

Clear, concise and comprehensive information, supported by relevant theory.

 

·         Quality assurance

Little or no information on the topic

Basic or limited information on the topic

Appropriate detail provided on the topic, supported by theory

Clear, concise and comprehensive information, supported by relevant theory.

 

4. Quality Control

 

 

 

 

 

·         Quality Control

Little or no information on the topic

Basic or limited information on the topic

Appropriate detail provided on the topic, supported by theory

Clear, concise and comprehensive information, supported by relevant theory.

 

5. Conclusions – to provide a summary of the findings and ‘lessons learned’ from the analysis of the selected project, including any threats to the selected, or similar, projects

Limited or no conclusions provided

Basic conclusions provided

Appropriate conclusions provided from the preceding analysis

Clear, concise and comprehensive conclusions, supported by relevant theory.

 

6. Recommendations – to provide clear, concise recommendations in response to the specific conclusions and lessons learned

Limited or no recommendations provided

Basic recommendations provided

Appropriate recommendations provided

Clear, concise and comprehensive recommendations, addressing the issues identified in the conclusions.

 

Appendices – to provide appropriate additional and relevant information and/or documents to support the discussions and arguments in the body of the text

Totally inappropriate usage of appendices

Inappropriate usage or lack of appendices

Appropriate use of appendices and appropriate presentation and numbering system

(not applicable)

 

TOTAL MARK

(out of 100)

 

 

 

 

 

/100

Additional comments by marker:

 

Marketing Practices of a Retail Business Research Proposal Paper

Marketing Practices of a Retail Business

Introduction

            Marketing in a nutshell, is defined as the art of selling products. However, marketing does not only aim to sell products. It involves a deep understanding of the customer and identification of products or services that will satisfy their needs and wants. Marketing according to Bradley (2003) is a philosophy that leads to the process by which organizations, groups, and individuals obtain what they need and want by identifying value, providing it, communicating it and delivering it to others. Marketing is strategically concerned with the direction and scope of the long-term activities performed by the organization to obtain a competitive advantage. Marketing according to Proctor (2000) is about satisfying wants and needs and in the course of doing so facilitating the achievement of an organization’s objectives. By paying attention to customer wants and needs, organizations are more likely to achieve their objectives in the marketplace.

             

Research Question

            The research aims to answer the question how does a retail business create and implement a marketing strategy? More specifically, it aims to answer the following questions:

1. What are the steps in marketing research?

2. What are the processes of marketing in a retail business?

3. What are the processes in brand management in a retail business?

4. What are the steps in creating a marketing mix?

5. How does a retail business create a communication strategy?

 

Research Objectives

            The main objective of the research is to investigate on the marketing practices of a retail business. The research also aims to accomplish the following:

1. Identify the steps in marketing research.

2. Determine the processes of marketing in a retail business.

3. Identify the processes in brand management in a retail business.

4. Determine the steps in creating a marketing mix.

5. Identify the ways by which a retail business create a communication strategy.

 

Hypothesis

            Marketing is a very important activity in every business. Through marketing, a company can increase the demands for their products or services. It is also through marketing that consumers gain information about products and services. The main hypothesis for this research is that retail business employ different marketing strategies in order to fulfill different objectives.

 

Research Method

            A multi-method approach will be adopted, drawing on primary and secondary research. The reason for this is to be able to provide adequate discussion for the readers that will help them understand more about the issue under investigation as well as the different variables involve with it, the primary data for the study will be represented by the survey results that will be acquired from the respondents. The primary research will involve both qualitative and quantitative methods. This study will also employ qualitative research method because it will try to find and build theories that will explain the relationship of one variable with another variable through qualitative elements in research. Through this method, qualitative elements that do not have standard measures such as behaviour, attitudes, opinions, and beliefs within the organizational domain will be analyzed. The explored literature extrapolated many key issues regarding the topic. Further, an instrumental case study approach would be used.         The researcher will make use of published materials such as books, magazines and newspapers to collect data and information regarding the topic. The researcher will also make use of the internet to obtain information about the company such as its background and other related information.

             

           

 

 

 

 

Ron Meyer Strategy Process

Dear Vic

I have this time case study from Bob DE Wit & Ron Meyer Strategy Process, Content, context Book third Edition pp 795 to 802.

We will be having exam on it, I need to analyse the case study as per the question give in the end of the case study, also I am attaching last semester exam sample and power point presentation which have model question which we are suppose to answer them in exam.

There will be three questions to be answered to, each question we are asked to write at least three pages about it.


There is no need to give references or any informant from out side, just analyze the case as it is given.

Word count will be 2250,



EXAM EXAMPLE :-


THE UNIVERSITY OF HULL
BUSINESS SCHOOL

MBA

BAHRAIN 21

STRATEGIC MANAGEMENT

29 August 2007

2 Hours


Instructions to Candidates:

Read the attached case Chaos in the skies  the airline industry pre- and post-9/11 (Johnson, Scholes and Whittington pp 637-646)

Imagine you are a consultant to the airline industry.
Prepare to make a presentation to a specific client (either an FRS or an LACK) in which you will evaluate their situation in the light of the events of September 11, and advise them on future strategy.

The examination will be a CLOSED BOOK, so that you will not be able to bring in any notes or reference material of any kind.
You will be required to answer all THREE questions set with no choice.
Marks will be awarded for evidence of extra research




Answer ALL questions





Strategic Management


Answer ALL three questions


Question 1

Set out your views on the state of the airline industry and its prospects after September 11, 2001 (40%)

Question 2

Evaluate critically what you see as the key capabilities required of an MSC or an LACK in this new situation (20%)

Question 3

Choose a specific airline (either FRS or LACK) and advise them on appropriate future determined or emergent strategies (40%)

Essay Sample Instructions on Social Construction of everyday life.

Look for the answer here using the Search button.

Essay Instructions on

Explain the meaning of the 'Social construction of everyday life'. Why is it an important concept in sociology? As part of answer, provide a sociological example that clearly demonstrate your argument.

Sample Essay: The effects of merger to competitive advantages of an organisation

TITLE: The effects of merger to competitive advantages of an organisation

 

Drivers of mergers and acquisitions in the financial services industry

 

 

The growth of GlaxoSmithKline through the process of merging and acquisition activities

 

TITLE: The effects of merger to competitive advantages of an organisation

 

Drivers of mergers and acquisitions in the financial services industry

 

 

The growth of GlaxoSmithKline through the process of merging and acquisition activities

 

Free Thesis Statements on Luxury Brands in Malaysia

 

Luxury Brands in Malaysia

 

 

Thesis Statements

1.     Over the past 20 years in Malaysia, brands that were once traditionally targeting the wealthiest consumers have launched new product lines, new brands or product extensions to market their products to middle-class consumers. In fact some have called this trend the ‘democratization of luxury’. It means that more consumers can touch the luxury products.  

2.     The literature on luxury consumption emphasizes the importance of leadership in quality to ensure the perception of luxury. And it is expected that luxury brands offer superior product qualities and performance compared with non-luxury brands. These characteristics may include, but not restricted to: technology, engineering, design, sophistication and craftsmanship.

3.     Luxury must be seen, by the consumer and by others and made to perfection, luxury items stand out and embody certain ideals. Luxury defines beauty; it is art applied to functional items. Luxury brands implicitly convey their own culture and way of life: hence, Saint Laurent is not Chanel. Meanwhile they offer more than mere objects: they provide references of good taste.

 

 

 

Destination Management:Macau

Introduction

 

            From being a Portuguese colony from 1554 to 1974, Macau has emerged to be one of the famous destinations in Far East Asia. It was once called the “Venice of the Far East” and “Monte Carlo of the Far East” today. Located 60km west of Hong Kong and to north of South China Sea, with a total area of 25.8 square kilometers (, 2002), it became Macau Special Administrative Region, SAR, of China in 1999. Like Hong Kong, aside from having its own flag system, China’s socialist economic system is not practice in Macau despite being under China’s sovereignty.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The territory of Macau includes the Peninsula of Macau and the islands of Taipa and Coloane which are connected by bridges and causeway. Densely urban, it has no arable land for farming and depends on the production of fish and shellfish.

The city has population of about 465, 300, mostly living in the peninsula, about 95.7% are Chinese and 1.8% are Portuguese descent (). The culture of Macau is a combination of European and the rich Chinese culture from religion, cuisine, attractions and language as well as on its architecture, lifestyle and traditions which are evident on various museums and monuments across the city. Rooting on its history, Portuguese colonizers were attracted to Macau and made it as a staging port for transporting goods from Lisbon to Japan and as a trading post for China-Japan trade. From that time up to the early 1950s, the city relied heavily on trade but after the World War II, organized gambling, tourism, light manufacturing industry and the availability of cheap labor emerged followed by the construction of office buildings, hotels and casinos (, 1993).

            The Portuguese would not be interested in the place if it has not been a significant source of wealth, may it be because of its strategic geographical location, the people or the opportunities in the country. The focus of this paper is basically what makes Macau a competitive destination. The paper also discusses the importance of socio-cultural sustainability in the competitiveness of Macau and determines how the city attracts tourism which is Macau’s primary source of wealth.

Findings

 

Gambling: The Beginning of Tourism

Macau is considered to be one of the hottest tourist destinations in Asia and tourism has been Macau’s leading economic sector. Tourism employs 30 percent of Macau’s total working population (, 2002). As noted above, Macau lacks of natural resources but has rich cultural and historical heritage and architectures aside from the unplanned tourism rooted from legalized gambling which became one of the tourism activities in Macau.

            Gambling was the one which started tourism in Macau. Macau, as early as the 17th century, according to a Franciscan friar, (1991), was dominated by robbery, gambling, drunkenness, cheating and other vices. In 1934, the Portuguese government granted monopoly rights to all casino-style gambling and assigned a franchise contract to Tai Xing Co., the biggest gambling house in Macau that time (2003). In 1949, all forms of gambling were banned in China by the Chinese government, leaving Macau to be the only place in the Chinese region where gambling was permitted (, 2003).

            The taking over of the franchise contract from Tai Xing Co.to a privately owned company named the Sociedad de Turismo de Diversoes de Macau, STDM, in 1962 (2003) started the contribution of the gambling industry to the economy of Macau. STDM introduced Western games to the Chinese-style casino and developed a modern and well-organized gaming industry (2003). STDM, invested in infrastructure development such as hotels and ferries to provide transportation and accommodation services to tourists from Hong Kong (, 2003).

            Gambling, from then on, became the key industry in Macau. With the development of infrastructures in Macau, gambling and casinos in Macau attract many tourists and foreigners from different parts of the world, generating revenue for Macau with about 60% of Macau’s GDP in 2002 (2003).        Currently, the gaming industry in Macau can be compared to the industry in Las Vegas, coining Macau as the “Monte Carlo of the Far East”.

Destination Competitiveness

            Destination competitiveness can be defined as having a competitive advantage over alternative destinations open to potential visitors. It can also be the total attractiveness of a destination and the integrity of the experiences it delivers to visitors (, 2006). Competitiveness is associated with three major groups of thoughts: comparative advantage and price competitiveness perspective (1990); a strategy and management perspective; and a historical and cultural perspective (1989).

            The bases for destination competitiveness are the core resources and attractors which include physiography and climate, culture and history, market ties, mix of activities, special events, entertainment and superstructures (1999). Supporting factors are also bases of sustainability which include infrastructure, accessibility of destination, hospitality and facilitating resources and enterprise (, 1999).

            The core resources and the supporting factors can be enhanced and capitalized through destination management. This includes activities of destination management organizations, destination marketing management, destination policy, planning and development, human resource development and environmental management.  

            Moreover, according to (1993), to be competitive, a destination’s development of tourism must be sustainable, not just economically and ecologically but socially, culturally and politically as well.

Destination Competitiveness of Macau

            Tourist arrivals to Macau in 2002 topped over 11.5 million ( 2002) and continue to increase every year especially with the development in casinos and promotion of tourism through its culture.  Having tourism as the primary source of wealth, Macau should be able to maintain the high value of tourism in the city through destination competitiveness.

Analyzing competitiveness of Macau as a destination, its main edge over other destination is its “East meets West” culture, making it a unique destination. Its attractors from the temples, cultural heritages, and buildings are combinations are combinations of Portuguese and Chinese cultures. Looking at historical and cultural perspective, Macau has really an edge over other destination especially in Asia.

Attractions in Macau, Its Core Resources

Macau Has been the Mecca of the casino industry in Asia Pacific Rim, with 10 casinos as well as horse and greyhound racing (1999; 1997). The casino business contributed more than one half of the Macau's GDP in 1997 (1998). The percentage declined to approximately 40% in 1999; however, gambling and tourism still provided about 60% of the government revenue in 1999 (Bowman, 1999).

Majority of tourists visit Macau with a single purpose of gambling, mostly from Hong Kong (2000). Most visitors to Macau were Hong Kong day-trippers who partake in casino gambling activities (1997). Visitors from East Asian and Southeast Asian countries, including Hong Kong, have accounted for 95% - 96% of the total inbound travelers between 1995 and 1999. Arrivals from China have continued to increase, especially with a significant growth rate of 83% from 1998 to 1999 (, 2000). Taiwanese and Japanese accounted for between 10% and 15% of the total traveler composition during the past five-year period (2000).

Macau is located near South China Sea and in the monsoon region, having a climate of mild and rainy in summer. The most comfortable period is from October to December. The winter season in the city covers the month of January and February while summer is from May to September. One of the latest attractions in Macau is the Fisherman’s Wharf, the first themed attraction in the city located at Macau’s outer harbor which can be compared and compete with the Disneyland in Hong Kong and Tokyo.

            As Portuguese also brought Catholicism in Macau, a number of temples and churches serve as tourist spots in the city. The most famous of them is the Ruins of St. Paul which was built in 1602 and was burned in 1835 has remained its architecturally designed façade. Aside from Catholic churches, Buddhists temples can also be seen across Macau. The A-ma Temple is the most famous of them. Other attractions in Macau are the Macau Tower and Conventi0on Center which is the 10th highest freestanding tower in the world and 8th in Asia, taller than the Eiffel Tower of Paris. The tower offers panoramic views of the Macau, China, the Pearl River and some islands of Hong Kong; and the Monte Fort Corridor which features the Macao Heritage Tour exhibition (, 2006).

            All the attractions in Macau, as noted above, are the core resources which are the bases of competitiveness. They serve Macau’s competitive advantage over the others because they reflect the culture and history of Macau. Tourists re interested in exploring and experiencing the culture of a destination. Cultural tourism is defined as the activity which enables people to explore or experience the different way of life of other people, reflecting social customs, religious traditions and the intellectual ideas of cultural heritage which may be unfamiliar (, 2003).

Supporting Factors

            Macau has begun developing tourist facilities. In 1995, Macau opened the Macau International Airport which serves as a vital link to the neighboring Hong Kong, Southern China, the Pacific Rim and other parts of the world (1999). The city is also considered as one of the modern, well-equipped cities in Asia and part of its modernization are reclamation land projects such as the Nam Van Lakes that has added 20 percent more land to the Macau Peninsula (1999). This reclaimed land has being developed into recreational, business and residential spaces. Transportation links has also been upgraded such as the improvement of the Ka Ho Port and the city’s water supply and treatment plants are now recognized as meeting world’s standards.

            At present, Macau has over 100 hotels including the Holiday Inn, Hotel Lisboa, Mandarin Oriental Hotel and the Royal Macau hotel with entertainment and recreational facilities such as bars and restaurants serving authentic Chinese and Western Cuisine.

Destination Management Organization

According to Macau Government Tourist Office which serves as the Destination Management Organization, DMO, of Macau, the first tourism office in Macau was only under the Economic Department in 1957 (2003) whose functions were limited to providing communication and information services to tourists and did not function as marketing and advertising sector for tourism.

In 1980s, the Portuguese government, realizing that they were beginning to lack political power over Macau due to de-colonization, felt the need to preserve the cultural heritage and influence over Macau thus the foundation of Macau Government Tourist Office, MGTO, in 1995 which plays important role in the tourism industry of Macau (2002).

            MGTO has a vision of making Macau “an independent, multi-faceted, short-break destination and gateway”. Its role is to promote and advertise tourism in Macau and creates projects and events that will promote local performing arts, lifestyles, religious events and ceremonies as well as the variety of museums and historical buildings across Macau (2003). One strategy of the organization is to have links with countries all over the world by setting up 18 marketing or public relations offices in different countries including Mainland China, Hong Kong, Taiwan, China, Japan, South Korea, Malaysia, Philippines, Singapore, Thailand, India, Australia, New Zealand, United States, Belgium, Germany, Portugal, United Kingdom, and France (, 2006). Through these marketing offices, it can easily promote Macau as a tourist destination along with the events and tourism projects in Macau. MGTO provided direction to the tourism development, and structured the image of the destination and influenced tourists’ cultural experience (2003). Basically, MGTO formulates strategies and action plans and market tourism in Macau.

            Under the MGTO are the Cultural Institute of Macau and the Cultural Heritage Department who worked closely on heritage building conservation for the purpose of “affirmation of identity” (2002). The cultural institute aims to maintain, preserve and renovate the local cultural, historical and architectural heritage and to develop regulations to ensure that it remains available for the public to enjoy. The promotion of research to help the community understand Macau’s culture and heritage better is another of its goals (, 2002).            As the DMO of Macau, MGTO leads and coordinate the tourism sectors in Macau.

Socio-Cultural Sustainability

             The preservation of social and cultural assets is very important for Macau. Its social and rich cultural assets are its core resource and its main advantage over other destinations. Also, because of tourism, Macau has realized the importance of preserving these assets not only for economic reasons but more importantly for the enhancement of the status of Macau and for the history the city. The Sino-Portuguese culture of Macau gives us the concept of ‘East meets West’ tourism industry. Macau has effectively developed the gaming and tourism industry and has preserved its uniqueness from other Chinese cities as well to other cities in Asia.

            The Cultural Institute of Macau with a budget of over US$12million in 2002 has enacted a broad strategy for the publication, establishment and maintenance of libraries and archives, cultural and artistic events, arts and film festival to the running and maintenance of the Macau Conservatory, the Museum of Macau and various libraries (2006).

            The Macau Government Tourist Office has its own website. The website is generally intended for promotions and for tourists. It features the different events and projects of the tourism industry, travel information and most especially the different must-sees in Macau.

            The Cultural Heritage Department is the one more focus on the sustainability and preservation of cultural heritage of Macau. The department is responsible in classifying, restoring, renovating and upgrading Macau’s cultural heritage, including buildings and artifacts. It issues reports limiting building work in the protected area and drawing up plans to restore buildings that are in the state of decay (, 2006). It also publishes laws that protect the cultural heritage of Macau (see appendix A). Sustainable tourism can be effectively be implemented through an effective legislative framework that establishes standards that should be follow by different sectors.

            As part of sustaining tourism in Macau, the liberalization of gambling took over in 2002 that attracted Las Vegas gaming consortia such as The Venetian and Wynn Resorts (2006). Macau has maintained its comparative advantage over other Asian countries in Asia where gambling is heavily restricted. No other city in Asia is vying to become the region’s gambling capital (2005). Macau’s stiffest competition comes from Las Vegas where rich Asians go for gambling. But this comparative advantage of Macau should have sustainability plan because Hong Kong and other neighboring countries like Korea and Singapore are planning to expand their gambling industries. Hong Kong has a plan to build casinos near Disneyland aiming to have new sources of tax revenue (2005).

            Because of the tourism in Macau, other assets such infrastructures, airports and transportation facilities as well as hotels and entertainment infrastructures were developed in Macau and being sustained through the Macau Government Tourist Office and other organizations formed by the government.

Macau has also maintained its comparative advantage over other Asian countries in Asia where gambling is heavily restricted. No other city in Asia is vying to become the region’s gambling capital (2005). Macau’s stiffest competition comes from Las Vegas where rich Asians go for gambling. But this comparative advantage of Macau should have sustainability plan because Hong Kong and other neighboring countries like Korea and Singapore are planning to expand their gambling industries. Hong Kong has a plan to build casinos near Disneyland aiming to have new sources of tax revenue (2005).

Conclusion

            Generally, tourism can be promoted through flaunting and promoting effectively the core resources of a destination. Behind its promotion should be a well planned activities backed up by policy that will make the industry sustainable not only economically but also socially and culturally.

            Macau’s tourism and gambling industry is deeply rooted on its history making it a competitive destination not only in Asia but also in the world. Its government aim of preserving Macau’s rich cultural heritage led to tourism and apparently tourism helps in the sustainability of the culture and history of Macau making the industry plays key role in the economic development of Macau.

            It can be concluded that because of the incorporation of the culture of Portuguese with the Chinese culture, people find the place attractive. Through proper destination management of Macau’s Destination Management Organization, the MGTO, Macau has been developed into a hot tourist destination. 

 

 

An Assessment of Sony Corporation’s Organizational Culture and Structure

Introduction

            “It’s a Sony!”  Sony is one of today’s leading brand in electronics, from personal to home entertainment audio and video system, communications gadget, broadcasting and other professional electronic devices, personal computer, digital camera, to robots.  Sony Corporation is a Japanese electronics giant, and has now evolved into a multinational company.  This essay brings to light Sony Corporation’s organizational culture and structure.  Also, it is going to analyze the extent in which organizational culture and structure impede or contribute to the effectiveness of the organization.  The following paragraph shows a brief history of the work organization. 

 

A Brief History of Sony

            In 7 May 1946 at Nihonbashi, Tokyo, Masaru Ibuka and Akio Morita gave birth to Tokyo Tsushin Kogyo K.K. (Tokyo Telecommunications Engineering Corporation), otherwise known as Totsuko.  Four years after, the “Sony tape”, the first magnetic-coated and paper-based recording tape of Japan, was introduced in the market.  Then in 1955, Totsuko made a decision to change the logo of its products, by labeling them as Sony.  In January three years after, the company shifted its name from Totsuko to Sony Corporation; and by the end of the year, Sony was registered in the Tokyo Stock Exchange.  The year 1960 marked the beginnings of Sony Corporation’s expansion, in the United States of America, to Hong Kong, to China, and to the different countries across the globe.  Different electronic products were introduced in the market.  Until now, Sony is one of the leading electronics brand. 

 

Organizational Culture and Structure: The Sony Way

            The working definitions of organizational culture in this essay are taken from the lectures at hand.  According to Morgan (1986), it refers to the “…pattern of development reflected in a society’s system of knowledge, ideology, values, laws, and day-to-day ritual”.   Organizational culture, as said by Schein (1985), is related with the “observed behavioral regularities, norms, values, philosophies or policies, the “rules of the game”, and the “feeling or climate” obtained by the individual as a member of the organization (p.6,9).  In essence, the culture within a certain organization is produced by the members themselves that comprise the organization.  They are driven by their organizational goals, which affect the life of the organization.  In this essay, the data on the organizational culture has been obtained through secondary sources from different print and electronic published materials. 

            What Mr. Ibuka has envisioned for the company then was “to create a stable work environment where engineers who had a deep and profound appreciation for technology could realize their societal mission and work to their heart’s content.”  In order to stimulate his employees personally, he thought of making them “embrace a firm cooperative spirit and unleash their technological capacities without any reserve” (Sony History).  Such aspiration of the founder therefore is what he wanted to see in the organization that he was then about to create.    

            Incorporation objectives include the following:  1) to establish an ideal factory that stresses a spirit of freedom and open-mindedness, and where engineers with sincere motivation can exercise their technological skills to the highest level; 2) to reconstruct Japan and to elevate the nation’s culture through dynamic technological and manufacturing activities; 3) to promptly apply highly advanced technologies which were developed in various sectors during the war to common households; 4) to rapidly commercialize superior technological findings in universities and research institutions that are worthy of application in common households; 5) to bring radio communications and similar devices into common households and to promote the use of home electric appliances; 6) to actively participate in the reconstruction of war-damaged communications network by providing needed technology; 7) to produce high-quality radios and to provide radio services that are appropriate for the coming new era; and 8) to promote the education of science among the general public (Sony History). 

            It is interesting to note the underlying ideologies behind these objectives that Sony Corporation has set.  The national culture is evident in the way these objectives are created, aside from the fact that this work organization was born during the aftermath of the World War II.  Mr. Ibuka has pictured that his company will serve as his contribution for national development, and that technology is the key to their growth.  This is in line with the national advancement that the Japanese government was aiming at then. 

            How reliable is the very first incorporation objective?  In an interview with Mr. Yoshihide Nakamura, the current deputy president of Sony’s Core Technology and Network Company, when asked to describe the existing culture within Sony, his testimony says,

“…But Sony’s culture is a mix of very Japanese thinking and not very Japanese thinking.  In a sense we are very free.  We are not forced to do anything as long as we are doing a good job.  You really have freedom in Sony.  If you’re innovative, you are given new opportunities.  Some people who may not really be suited for anything in other companies can still survive in Sony.  They will be given an opportunity to try to realize their dream. … (Beamish 2000)”

 

            These are Sony Corporation’s management policies.  The first policy states, “we shall eliminate any unfair profit-seeking practices, constantly emphasize activities of real substance and seek expansion not only for the sake of size.”  Second, “we shall maintain our business operations small, advance technologically and grow in areas where large enterprises cannot enter due to their size.”  Third, “we shall be as selective as possible in our products and will even welcome technological challenges.  We shall focus on highly sophisticated technical products that have great usefulness in society, regardless of the quantity involved.  Moreover, we shall avoid any formal demarcation between electronics and mechanics, and shall create our unique products uniting the two fields, with a determination that other companies overtake.”  Fourth, “we shall fully utilize our firm’s unique characteristics, which are well known and relied upon among acquaintances in both business and technical worlds, and we shall develop production and sales channels and acquire supplies through mutual cooperation.”  Fifth, “we shall guide and foster sub-contracting factories in ways that will help them become independent, and we shall strive to expand and strengthen mutual cooperation with such factories.”  Sixth, “we shall carefully select employees, and our firm shall be comprised of minimal number of employees.  We shall avoid to have formal positions for the mere sake of having them, and shall place emphasis on a person’s ability, performance and character, so that each individual can fully exercise his or her abilities and skills.”  Lastly, “we shall distribute the company’s surplus earnings to all employees in an appropriate manner, and we shall assist them in a practical manner to secure a stable life.  In return, all employees shall exert their utmost effort into their job” (Sony History).    

            Many distinct features lie underneath these management policies by Sony Corporation.  First is the use of the word “we”, which implies the organization’s commitment to work as a team.  This feature is distinctly Japanese, or Asian or Eastern, as opposed to the West’s individual-based work being the norm.  It has also been found out that during the beginnings of the company, its pioneers were really hardworking that they work even until after the work hours or until midnight.  Among the Japanese managers, working for long hours, i.e. 12-14 hour workdays adding in “semiobligatory evenings out with their work team”, is said to be the norm (Earley 1997, p. 180). 

            Secondly, minimalism or miniaturism is distinctly Japanese, as evidenced in their material culture.  Thirdly, there is a stress on innovation.  Innovation is a significant idea for the Japanese.  According to Goto and Odagiri (1997), technology has been deemed as the driving force at the back of the Japanese manufacturing firms’ victory, and the Japanese economy at the same time.  As of the moment, what prompted research pertaining to Japan’s innovations system is its function to Japan’s speedy economic growth and modernization (p.1).      In Sony’s eyes, the key to success is by possessing the attitude of being innovative.  According to Mr. Nakamura,

“…Winners win and losers lose, so it has become quite obvious in many industries in Japan that anybody who is creative and innovative can really make money and anyone who has maintained the status quo and is not really creative is losing ground and even going bankrupt” (Beamish 2000). 

 

            Four buzzwords are expected for the entire companies in the Sony Group to resonate.  Unique, being so guarantees Sony’s always being innovative.  Quality, is what describes its products.  Speed, is to refer to the adaptability of Sony to the market environment.  Cost, points to the significance of competitive pricing once the three are established (Sony History).  These are the essential components of Sony Corporation’s organizational culture today.  It has responded to the current demands, which are necessary in order to thrive in the global market. 

            In April 1999, Sony Corporation has reorganized its structure.  The reason?  According to Mr. Nakamura, considering the dawn of the digital network era of the 21st century, the company deemed it necessary to adapt a new and realign its organizational structure.  Sony is indeed a giant now, but as much as possible the company wanted to maintain the spirit of being “a small venture company”.  In doing so, President Nobuyuki Idei, who became president in April 1995, created two slogans — “Regeneration” and “Digital Dream Kids” (Beamish 2000).  Says President Nobuyuki,

“It is a chance to collaborate with team spirit – not as individuals, but as a team…To ensure that Sony remains an excellent company over its next fifty years, I have set forth ‘regeneration’ as a new management theme.  This is a concept that preserves the original founding spirit by renewing ourselves and aiming for even greater heights… Living in the digital age is very exciting for people of all ages.  Young and old alike are truly mesmerized by digital technology.  These digital dream kids, are our future customers.  And at all levels of Sony, we must ourselves become dream kids to continue creating new products that will meet our future customers’ expectations (Sony History).” 

 

            Sony deconstructed itself into four divisional companies.  These are Home Networking Company, Personal and Information Technology Network Company, Core Technology and Network Company, and Sony Computer Entertainment (Beamish 2000).  The following figure is obtained from Sony Corporation’s Website. 

            In terms of hiring its employees, according to Mr. Nakamura, Sony wants to have good individuals of heterogeneity (Beamish 2000).  The management policy refers to the hiring as only to carefully select.  In reality, it hires not only or merely individuals who come from the engineering field, but those who have a good eye for the electronic products.  Note that its current CEO today is even of an American nationality, Howard Stringer.  An employee is said to acquire a “certain magical feeling”.  According to Mr. Nakamura, to work for Sony means “a feeling of pride and security” to the local populace (Beamish 2000). 

            The procurement or purchasing activities of Sony are said to be grounded on two major principles.  The first one deals with the customers, or global customers to date.  They are to meet the expectation of the customers being, that Sony products and services tender a high level of value.  Likewise, customers expect that Sony is a good corporate citizen by way of its operations.  The second one deals with the relationship with the company’s suppliers.  Since the raw materials for the production of their products come from various suppliers across the globe, procurement activities therefore require “smooth relationships” that are founded on “trust and cooperation”.  Sony puts a premium on keeping a good partnership with its suppliers.  It is in this manner that Sony believes it is able to deliver its products as well as services best (Sony History). 

            The organization under study is found to be placing a premium on maintaining a good relationship with its suppliers.  This resounds with the concept of “keiretsu”.  Simply put, it implies collaboration among firms with other firms of a different industry by way of “intercorporate stockholding and personnel transfer” (Lebra 1992, p. 139-140).  This leads to a powerful business bloc.  Clearly indeed that Sony Corporation considers the entire key players, from employees to consumers to suppliers, in their actions and decisions.  According to Sony Executive Keiji Nakazawa, all Japanese companies arrive at decisions quickly, but before arriving at a certain decision; everything has to be completely taken into consideration in order to produce first a detailed business plan (Kageyama 2005). 

 

Sony Corporation’s Efficiency

            Sony Corporation stands on a very strong base, which is rooted from its organizational culture.  This essay believes that the organization is truly strong in terms of its widely held goals, values, policies, and principles.  All of which are clear, as detailed in this essay.  And, it is strongly held by its members, especially its founders.  This in turn, defines the organization’s success story that keeps on burning in every employee’s heart.  Employees are encouraged to be participative enough and to work as a team.  They are free to open their ideas.  It is in this state that the organization is able to “regenerate”, thereby contributing to its efficiency. 

            Sony’s minimalist perspective, combined with innovation, have a bearing for the effectivity of Sony for its products and their performance.  For instance, when Sony launched its Walkman to the market, consumers have been very receptive to the idea of a personalized audio gadget.  Add the fact that Sony has been in an advantage position for being the first to introduce such kind of product.  According to Covin & Miles (1999), the risk behind Sony’s way of introducing innovative products in the markets is reasonably minimal, because small only a few resources are needed (p. 47).  Add the fact that the products are asked to be developed with quality and uniqueness, Sony Corporation is able to manage better its performance.  This is also in line with the “digital dream kid” that is said by President Nobuyuki.  

            Interestingly, the organization employs a good decision-making process.  There is a tendency to accumulate various responses or views from the employees because of their team-based nature of working.  The executives are better equipped with the information needed to come up with a decision because of this, and the fact that decisions are realized according to its projected effect to the key actors in the market environment. 

            Furthermore, Sony Corporation is in a position of advantage upon restructuring itself.  As reflected in Table 1, it has employed a structure that is independent yet interactive with the other branches of the organization.  Recall that one of its principles too is to maintain the company small yet strong.  As Lebra (1992) puts it, crosscultural interactions fill in the Japanese manufacturers’ organizational culture (p. 156).  It has decentralized, yet it better facilitates the needs of the company to survive in the 21st century. 

            Sony Corporation’s 2 major principles in its procurement activities likewise contribute to its efficiency.  As what has been discussed, according to Harvard University Professor, “firms should add value to the product that they get from their suppliers before they pass it on to their customers, otherwise they have no justification for being in business”.  By being careful in the purchase of its raw materials as well as in maintaining a good relationship with its suppliers, the organization is able to create and maintain unique and quality products at the same time for the benefit of its consumers across the globe. 

            The organization has learned a lot from its earliest failure — the electric rice cooker.  Mr. Ibuka has dwelt on the idea of creating a device that is used on a daily basis.  But, it has turned out to be a failure because of lack of further research and the wrong rice.  He has worked on this by incorporating perseverance to innovate products back to back with looking for the right kind of rice. 

 

Conclusion

            Organizational culture and structure forms the backbone of an organization, like Sony Corporation.  It has been proven that organizational goals, such as profit goals, is dependent on the kind of culture and structure that exist within the organization.  That change is the only constant thing in the world is a line often heard, but this teaches organizations to adapt to the existing environment in order to survive.  This is the principle behind Sony Corporation’s innovation.  Diversity and decentralization matter to the organization.  Needless to say, organizational culture defines the efficiency of the organization, especially in the attainment of its goals.