Thursday, October 31, 2019

Discuss the problem of compounding Type I error and explain how the Essay

Discuss the problem of compounding Type I error and explain how the ANOVA addresses this problem - Essay Example In most cases, the effects of multiple tests are ignored and their interaction in the two-way ANOVA. According to Huck (2014), chapter eleven, some of the recommended solutions to compounding the Type 1 error is through ignoring them or by the use of ANOVA. The ANOVA works by comparing the variance within each sample population and the variance between different samples. The variance between and within the samples are computed by getting the sum of the squares then using different formulas to obtain the final result. First, compute the variance between the samples then compute the variance within the samples. Next, computation of the ratio that exists between the variance obtained from between and within to obtain the F ratio. If the null hypothesis is true it implies that the variance between the samples should be equal to zero. Is the converse is the case, the F ratio is larger and the bigger the value gets, the more the chances of rejecting the null hypothesis. Another solution is through the Bonferroni adjustment in which case the alpha is divided by the number of tests. This helps in minimizing on the effects of factorial issue on the final result (Ware & Brewer,

Tuesday, October 29, 2019

Marketing project Coursework Example | Topics and Well Written Essays - 1000 words

Marketing project - Coursework Example Lipton tea was founded by the late 19th century. The founder of Lipton tea was Sir Thomas Lipton. He resided in Glasgow, Scotland. His organization made its mark gradually across Britain and then throughout the world. Lipton Tea came under the acquisition of the Unilever organization after a lot of transactions in the year 1972. Unilever is the main source that brought the Lipton business at a global level (Lipton | Unilever Global, 2010). There was a strong forecast in the year 2005 that the tea industry will be growing at a rapid rate in the coming years and analysis shows that the tea industry has been growing at a fast rate with still opportunities available for further growth with innovations and changing market trends occurring. Lipton Ice Tea has to be rejuvenated in the markets of United Kingdom with a new look and ad so that it can attract a lot of customers. There is a high market of tea lovers in the United Kingdom and it is because of two major factors. The first one is the need for consumers and secondly the health benefits provided by tea. The main competitor present for Lipton Ice Tea is the Nestle Refreshment Company. They have their product line of Nestle Ice tea in different flavors and it is a tough competitor for Lipton Ice Tea. The Nestle Refreshment Company also has agreements with Soda Company like Lipton- Unilever. The budgeting is allocated according to the promotional tools being used in the advertising plan of Lipton Ice Tea. The most successful and trustworthy methods of advertising are TV Ads, print ads, billboards, flyers and others. The advertising methods used have to be applied at the required level and therefore the advertising distribution would be as follows. While evaluating the advertising budget allocation for Lipton Tea, the projections of the organization should be carefully reviewed. The profiles of the target market should be reviewed and then the budget should be set

Sunday, October 27, 2019

Employee Turnover Causes and Effects

Employee Turnover Causes and Effects In todays highly dynamic commercial work, it is becoming a challenge for jobseekers to find jobs that best fit their personality, and for employers to hire the right people who can do the job and also integrate well into the company culture. Failure to overcome this issue can be resulted in high turnover of employees. Employee turnover is a part of normal business activity; whereby employees come and go as their life situations change. Most employers realize this and, indeed, large firms typically have entire departments devoted to the management of human resources in order to make the transition as easy as possible for both management and employee and to minimize the associated hiring and training costs. Employee turnover is a ratio comparison of the number of employees a company must replace in a given time period to the average number of total employees. A huge concern to most companies, employee turnover is a costly expense especially in lower paying job roles, for which the employee turnover rate is higher. Many factors play a role in the employee turnover rate of any company, and these can shoot from both the employer and the employees. Determining what constitutes high turnover is a complex issue, because there is no simple linear relationship between turnover rates and the social and/or economic performance of companies and sites. Too little turnover can be as big a problem as too much. If organizations do not have a reasonable flow through of new personnel, they risk ossification. Also, some turnover is socially desirable because it gives people an opportunity to obtain entry into the labor market and to move to different and better. In todays dynamic world and increased job insecurity, the job for life is no longer existent. People constantly fear their jobs and loss their motivation and commitment to work. Some reviews and example were being done on manufacturing or dairy business company, basically on First Dairy Farm (M) Sdn. Bhd on high turnover of the employees. 2.0 CAUSES OF EMPLOYEE TURNOVER 2.1 Job Satisfaction Job satisfaction is described as the positive attitude and emotion towards ones job and work environment. It reveals their value judgment about their expectations and perceptions of the effort they put in and the outcomes that they receive. One of the reason that caused a highly employee turnover is because of the low job satisfaction offered by an organization. Job satisfaction includes the payroll and financial rewards, work environment, co-workers, supervision, scope of work, amount of work, career future, company identity, and physical working condition. To ensure an employees satisfaction, an organization need to reward fairly for the work they have done by making sure rewards were for genuine contribution to the organization and consistent with reward policies. The reward also includes a variety of benefits other than monetary gains. However, many companies failed to do so. Unsatisfactory performance appraisal is one of the reasons for employees leaving a company. A lack of appreciation, a lack of teamwork and the perception that business owners dont care about their employees are consistently the highest-rated reasons for low job satisfaction. Many employees choose to leave because they believe their work has been unappreciated by the organization. When employees are committed to their organizations, they accept the corporate goals and values, and will put in extra effort to achieve organizational effectiveness. Nonetheless, many also leave their jobs because they dont believe their companies value their contribution. Most environmental contributors to turnover can be directly traced to management practices. Turnover tends to be higher in environments where employees feel they are taken advantage of, where they feel undervalued or ignored, and where they feel helpless or unimportant. Clearly, if managers are impersonal, arbitrary, and demanding, there is greater risk of alienation and turnover. Management policies can also affect the environment in basic ways such as whether employee benefits and incentives appear generous or stingy, or whether the company is responsive to employees needs and wants. Managements handling of major corporate events such as mergers or layoffs is also an important influence on the work environment afterwards. Salary Scale is also known for the most common cause of the employee turnover rate being so high. Employees are in search of jobs, which pay well. If the company, which they are working in, does not offer good and reasonable salary, they tend to hunt for jobs that pay them considerably well. The prospect of getting higher pay elsewhere is one of the most obvious contributors to turnover. This practice can be regularly observed at all levels of the economic ladder, from executives and generously paid professionals in high-stress positions to entry-level workers in relatively undemanding jobs. Employees always flock to companies who offer more benefits. There are many employees who are not aware of the benefits that are provided to them in their compensation package. The employers need to reduce their bureaucratic procedures in order for the employees to receive the best available benefits without any difficulty. They should make a note of what all benefits other organizations are providing, which may attract their current employees. Employees that contain negative relationship with its supervisor are likely to have lower job satisfaction, which could also lead to employee turnover. According to experts, while most managers believe employees leave due to money issues, in actuality it is an employees relationship with their supervisor that has the greatest impact on whether they stay or go, because a supervisor has control over the compensation, opportunity, recognition, and environment that create job satisfaction. And that is why it is important to hold supervisors accountable for retaining a thriving workforce. Advancement and promotion policies are the prime reason why many mid-level executives leave the company. Due to no potential opportunity for advancements or promotions, they prefer other companies, which may provide them with higher posts and increased compensation packages. The companies need to evaluate and modify their promotion policies in a fair way, which would enable promotions for candidates. The condition of the organization could also be a factor. If it is unstable, the employees will surely look for a more stable organization. They would not want to stay long in an organization that could close any time. Employees will not exert as much effort in achieving organizational objectives if there are not reassured that their jobs are secure. 2.2 Organizational Commitment Organizational commitment is the relative strength of an employees attachment or involvement with the organization where he or she is employed, in this case the dairy business. Organizational commitment is important because committed employees are less likely to leave for another job and are more likely to perform at higher levels. An organization would have a higher productivity by creating a higher job satisfaction for the employees. By this, they would believe that the organization would be a career path and a tremendous future in the long run, which would make them concern about the quality of their work. Hence, they would be more committed to the organization, and the organization would have higher retention rates and lower employee turnover. With this, organization commitment also includes as a cause of employee turnover. Organizational commitment is when individuals who were highly committed to their organization would be less likely to think about leaving the organization. Wh en an employees need and desires has been satisfied and their skill has been utilized, an organizational commitment of an employee has been developed. It has become a very strong negative effect on turnover, which means, the lower the organizational commitment, the higher the tendency for an employee to leave. Throughout the workplace employees must be given numerous opportunities to feel committed to the organization. Overall management culture and style driven by the top management actions are strongly related to the degree of employee commitment. These correlations bring to light the importance of having strong managers and their roles in the overall organization. If employees are directly committed to their group, their commitment to the overall organization will be higher. Organizational Commitment is highly valuable. Studies have highlighted that commitment has a great impact on the successful performance of an organization. This is because a highly committed employee will identify with the goals and values of the organization, has a stronger desire to belong to the organization and is willing to display greater organizational citizenship behavior i.e., a willingness to go over and beyond their required job duties. And if human resources are said to be an organizations greatest assets, then committed human resources should be regarded as an organizations competitive advantage. Committed employees are more likely to perform beyond the call of duty to meet customers needs and organizations goal. They are highly motivated to work to the best of their ability. These traits are essential for continued customer commitment and ongoing revenue and growth for an organization. Committed employees remained in the employment of the company longer, resisted competitive job offers, did not actively look for other employment and recommend the company to others as a good place to work. The longer the companies kept their employees, there would be no need for additional expenditure to train new employees. 2.3 Job Hopping An individual with strong desire to try different jobs for fun or and readily changed their jobs for as little as one Malaysian Ringgit is a sign of job hopping behavior. This type of individual also leads to employee turnover. Some with highly educated individuals are more keen to job hop due to the availability of vast options in the job market. Younger generations are thought to be job-hopping to be materialistic, and as a result they tend to hop from one job to another for a better salary and benefit. A huge concern to most companies, employee turnover is a costly expense especially in lower paying job roles, for which the employee turnover rate is highest. Weak company identity tends to face higher employee turnover as the employee worry about their career future. 3.0 IMPACT AND EFFECT OF EMPLOYEE TURNOVERS There are many negative impacts to an organization due to employee turnovers compared to positive impacts. However, despite substantial evidence regarding turnovers negative consequences for firms, several studies including many of those above are noted offsetting positive effects. For example, the economic perspective on turnover suggests that turnover reflects the beneficial aspects of worker mobility, such as the improvement of matches between employees and firms over time. Companies should take a deep interest in their employee turnover rate because it is costly part of doing business. When a company must replace a worker, the company incurs direct and indirect expenses. These expenses include the cost of advertising, headhunting fees, human resources cost, loss of productivity, new hire training, and customer retention. On the contrary, turnover can adversely affects operational efficiency, especially for complex processes that require close teamwork and high amounts of assumed knowledge. Where there is continuing instability in the workforce, consequences can include increased stress and tension amongst those remaining employees who have to fill the gaps left by departing employees, declining employee morale, and decreased productivity due to loss of work group synergy. High turnover rate can do a lot of damage to your organization than overworking your employees. One of which is the turnover cost. When you lose an employee, you need to look for someone new to fill the post. Although the person is qualified, you still need to train the person, consider a few errors during the operation, and go through the adjustment period. Apart from the cost you incurred, it will also give you a bad image in the public. They will speculate about the reasons why your employees do not last long in the organization. They will question the management skill of the leaders of the organizations. Consequently, this will also affect the judgment of your potential investors. Minimizing employee turnover rate is one of the most important tasks of managers. This is because a high turnover rate among others implies that the organizations concerned are probably incurring high costs of operations. The costs of employee turnover are due to the costs of retaining workers, the costs of training and development loss of business, loss of productivity, and also increased in business risks. Therefore, companies that are not able to reduce their employee turnover figure will likely lose their competitiveness in the long run. High turnover can be a serious obstacle to productivity, quality, and profitability at firms of all sizes. For the smallest of companies, a high turnover rate can mean that simply having enough staff to fulfill daily functions is a challenge, even beyond the issue of how well the work is done when staff is available. Turnover is no less a problem for major companies, which often spend millions of dollars a year on turnover-related costs. When the employee leaves, productivity will usually take a downturn because other workers may have to add the former employees duties to their own workload, at least temporarily. For service-oriented professions, such as management consulting or account management, high employee turnover can also lead to customer dissatisfaction and turnover, as clients feel little attachment to a revolving contact. Customers are also likely to experience dips in the quality of service each time their representative changes. When long-time employees leave, they often take valuable institutional knowledge or intellectual assets with them. It would costs employers a lot of time and money to replace these assets. Many business owners are mistaken that the cost of replacing employees is merely the price of an advertisement and headhunter fees. However, both direct and indirect cost must be taken into consideration. When an employee gives notice (usually two to four weeks), he or she has already mentally checked out months prior to the announcement, costing the company significant dollars for a nonproductive employee. The current employees never want to see one of their colleagues leave. The atmosphere in the office takes on a different tone. Current employees question their own career decision. These scenarios slow down the organizations productivity. And they also cost money. The current employees gain increased workloads to offset the vacant position. This causes burnout, inefficiencies and unproductive wo rkers, which again can be costly. One must realize that it usually takes a new employee approximately six months to get up to speed. Those first six months are a costly investment for the employer without any true benefits for the newly hired talent and the company until six months or more into the future. Human resource development is less likely to be a priority for management. Companies will be disinclined to invest in training and career development for staff if they believe that they cannot hold staff. In addition, where there is high employee turnover human resource personnel are likely to be pre-occupied with the base level tasks of recruiting and training new staff. This, in turn, means that there will be fewer opportunities to implement staff development initiatives and other strategies that could enhance the skills and productivity of existing employees. Organizational psychologists have also claimed that workers efforts may be highest when they first join an organization and may decrease over time. These conflicting views concerning the effects of turnover suggest that one must not view turnover as a monolithic concept, but rather as a contingent phenomenon. The relevant question thus becomes not whether turnover has positive or negative effects on performance, but rather under what conditions it is more harmful or beneficial to the firm. 4.0 IMPROVING THE MANAGEMENT OF EMPLOYEE TURNOVER Today, most of the companies believed that in order to achieve and sustained effectively, human resource management (HRM) needs to be efficient. Effective HRM can be main factor for the success of an organization. In the new economy, it has become a trend of employees staying on for a short duration in any one organization, which results to many problems. Failure in managing human capital will create fatal problems to the company, especially in country like Malaysia, which is a multiracial country. Therefore, most of the organizations, both domestic companies and multinational cooperation (MNCs) tend to focus more on HRM as a key of success. 4.1 Hiring the right people Hiring the right people from the start would also reduce turnover. Managers should have a clear idea of the types of people they want to hire for each position, write detailed job descriptions and commit to hiring the best candidates rather than the first candidates who meet minimum requirements. An organization is encouraged to use personality traits and leadership style theories to determine the personality type and leadership style posses by job applicants and future candidates before actually employing them. A computer-based application that integrates personality traits and leadership styles will be valuable to any organization seeking the right people with the right personality and the right competencies. With this, there are more chances for an employee to be satisfied with the job given, and reduce employee turnover. 4.2 Employee Retention Most companies try to reduce costs by eliminating search, advertising and referral fees. They spend countless hours calculating cost per hire. With the current competitive marketplace, companies often utilize every source available to locate and hire top personnel. Companies should concentrate on retaining key employees, because real costs begin to add up when employees leave. Retaining your most seasoned and talented employees helps ensure your organizations strength. Its more important than ever to put strategies in place to avoid the overarching costs of employee turnover causes, and keep skilled, high-level producers motivated and invested. Employees in an organization have always been key asset, as their departures could have a significant effect on the implementation of the organizations business plans and may eventually cause a parallel decline in productivity. As such, employee retention was important to the long-term growth and success of the company. Retaining the best employees would ensure customer satisfaction and effective succession planning. It would also increase investors confidence, as they are concern with the organizations capacity to perform in such ways that would positively influence the value of their investment in the company. Hence, it is undeniable that uncontrolled employee turnover could damaged the stability of the company and consequently the national economy. Too often employee retention is viewed as a process or function of the human resources department. Somehow there is an expectation that the recruiting staff should not only identify and hire employees, but that they should also ensure their retention through some sort of strategy or program. The reality is that employee retention is everyones responsibility. Managers are able to reduce unwarranted employee turnover because the most important factors driving employee satisfaction and commitment are largely within the direct view and control of the manager. These included providing recognition, regular feedback and ensuring fair reward accordingly to an employees contributions and value to the organization. 4.3 Creating a Positive Relationship between Employer and Employee Good communication and feedback between management and employees is a means to reduce these problems. A positive relationship between communication and commitment was detected highlighting the importance for management to ensure that communication channels remain open to allow for better transmission of information. Employees may also have a desire to pursue with a higher education or to improve their performance, so that they can accomplish more tasks within the same period of time. By increasing their inputs, employees may get higher outputs such as better pay and benefits. By doing so, it may lead to a higher level of satisfaction. However, factors like the lack of financial resources may prevent the employee from the opportunity of taking additional courses to upgrade themselves. In addition, other factors like problems from outside of work may affect an employees job satisfaction. Therefore, employees may wish to discuss and express their concerns with their immediate superiors. Bringing the problems that employees have to the managers attention will indeed be benefiting for the employee as they can work together to make any special arrangements in mutual agreement. When employees interact with their superiors, the manager will be able to determine the employees level of job satisfaction and in turn determine the employees level of commitment. To maximize human resource and lower employee turnover, companies could focus on building relationship and support, as well as develop programs to handle stress management, decrease work dissatisfaction and enhance loyalty to the organization. It is proactive to deal with turnover at the thinking stage by enhancing commitment that has to do with building relationship and increasing participation as well as contribution to organizational goals. It is also vital to involve staff in the organizational process that not only empowers them but also increases their loyalty to and identification with the company. There are also cases when the employees leave because of their fellow employees or his superiors. Clashes of personalities are common in the workplace. When an employee can no longer stand the tension in the workplace, he may opt to leave the organization. It does not matter if he finally got his dream job or receiving a generous paycheck. If he no longer has peace of mind, he will look for another job. The relationship between employee and employer or their direct supervisor is also crucial. Not only do organizations need a performance management system that recognizes and rewards supervisors for meeting objectives that reduce employee turnover, supervisors need to understand what steps they can take to meet their responsibility in employee retention and job satisfaction. The only way to truly understand employees is to ask them what they want and to find out what can be done to help them reach their goals. By asking, becoming involved, and being accountable, supervisors can go a lo ng way in improving employee job satisfaction as well as retention. 4.4 Increasing Job Satisfaction Those employees who feel that they are cared for by their organization and managers also have not only higher levels of commitment, but that they are more conscious about their responsibilities, have greater involvement in the organization, and are more innovative. Managers and organizations must reward and support their employees for the work that they do because this perceived support allows for more trust in the organization. All people have a desire to be needed and to feel valuable, including at their place of business. Consistent praise from a manager boosts an employees confidence and makes him happy about his place inside the organization. People perform at a much higher level when they feel happy and confident. When they dont feel important, people become withdrawn and complacent and start looking for other places to work. Being an employer is somewhat like being a parent figure. One must continuously provide security and make your employees feel wanted and needed. In terms of assessment and promotion, the fairness in the decision making process is crucial for commitment. The organization should communicate clearly how decisions are made and why some people and not others did get promotions. Satisfied employees tend to be more loyal to their organization. Generally, when people are satisfied with their jobs, they will have a positive attitude feeling about their jobs. In their minds, other jobs would not be better than the current one. Therefore, it is unlikely that they will change their jobs. Employees prefer to stay in their company and work hard for a return. If employees feel that the company treats them fairly or well, the workers will feel that they are responsible to keep working hard for their companies. Also, in order to maintain their current satisfied jobs, employees will perform well and work effectively, which is beneficial for the company. Therefore, in order to increase the employees level of commitment, the manager can try to increase their employees level of job satisfaction. For an organization to be successful, its managers must ensure that their employees have a high level of job satisfaction in order to mutually have a high level of organizational c ommitment. Managers may also apply job rotation so each employee will have an opportunity to perform different tasks using various skills and talents. By using this method, it may be able to further increase the interests the employees would have in their job. Moreover, managers should motivate employees to be more helpful, considerate, friendly and good-natured to their co-workers and supervisors, because this would increase the employees job satisfaction and may motivate the urge to help out other co-workers. Indeed, providing sufficient opportunity for promotion to employees would significantly increase job satisfaction because promotions reflect valued signals about a persons self- worth. 4.5 Increasing Organizational Commitment Organizations can increase employee commitment by providing them with fair and reasonable working practices in a rather cost-effective way. Research has found that the more committed the employee is to the organization, the greater the effort exerted by the employee in performing tasks. Highly committed employees wish to remain associated with the organization and advance organizational goals, and are therefore less likely to leave. Job performance has been reported to be higher for employees with strong affective commitment. The underlying assumption is that they will work harder at their jobs and perform them better than those with weaker commitment. On the personal level, there are benefits for strong affective commitment; for example, working in an environment in which one is positive about has implications for reduced stress levels. Alternatively, affective commitment could lead to negative consequences for life beyond the organization. By obtaining affective commitment from employees may have positive effects for the organization, even though some of the magnitudes of the findings are not very high. To stay committed, employees should feel valued and recognized by management. Motivation constitutes a central element when going through the process of human learning. If the organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living. It is unlikely that employees will be committed if they are not sufficiently motivated. Another key to employee satisfaction is implementing formal training programs that provide employees with clear paths for advancement. Employees are more likely to remain loyal to businesses committed to staff development and promoting from within. Induction training and socialization are carried out, which are vital in gaining employee commitment. It is essential to reinforce a sense of self-worth within newcomers, which can be achieved through a supporti ve environment. In addition, employees may try to increase their intrinsic motivation, which is self- applied. If employees set goals for themselves, and these are achieved, the employees will be able to feel a sense of accomplishment. This may in turn lead to an increase in the level of satisfaction at their job and thus affect their level of organizational commitment. 5.0 CONCLUSION In todays highly competitive labor market, there is extensive evidence that organizations regardless of size, technological advances, market focus, are facing human resource challenge. Employee turnovers are results of employees dissatisfaction of one or more factors. Measures can be taken to prevent turnover and to improve other operating results as well. There need to be greater appreciation of the costs and consequences of high employee turnover, and a willingness to change established personnel management practices. Employees are one of the most important determinants and leading factors that determine the success of an organization in a competitive environment. Therefore the way people are managed has a major impact on their commitment and on organizational performance. Advantages of gaining employee commitment have been perceived to be lower labor turnover, extra role behavior, and better product quality and employee flexibility leading to the firms competitive advantage. Thus, given the contribution that a highly productive trained employee can make to organizational productivity, keeping such an employee should be a high priority to the organization. Organizations can secure this commitment by engaging in fair HR practices such as procedural justice, good communication, increased participation, more supportive management and reasonable rewards. Finally, it is important to note that simply implementing HRM practices such as benefits, job descriptions, or standard of procedure is not enough to earn employees commitment. In order to enjoy the benefits of a fully-committed employees, therefore a stable and high-performing workforce, dairy producers must offer a workplace with effective performance feedback and opportunities for participation.

Friday, October 25, 2019

Comparison of Charlie and the Chocolate Factory Book versus Movie Essay

Comparison of Charlie and the Chocolate Factory Book Vs. Movie For this paper, I chose the Roald Dahl modern fantasy book, Charlie and the Chocolate Factory, and the film Willy Wonka and the Chocolate Factory. Dahl’s books are mostly fantasy and full of imagination. They are always a little cruel, but never without humor - a thrilling mixture of the grotesque and comic. A frequent motif is that people are not what they appear to be. Dahl's works for children are usually told from the point of view of a child, and they typically involve adult villains, usually women who hate and mistreat children, and feature at least one "good" adult to counteract the villain(s). However, this tale offers a different formula in that the adults in Charlie’s life are good. It is the children that he goes to the factory with that would be considered â€Å"bad† and there are consequences to their bad behavior. This paper will discuss some of the differences between the book and the film, as well as some of my own thoughts on the two. The film stars Gene Wilder as the eccentric chocolate maker, Peter Ostrum as Charlie, and Jack Albertson as Grandpa Joe. The film was released in 1971. It was not a full musical in the usual sense, featuring only six songs. Some were notably well received, including "The Candy Man Can," and "The Oompa Loompa Song." "Cheer Up, Charlie" and "I've Got a Golden Ticket" are songs are regularly edited o...

Thursday, October 24, 2019

Kudler Fine Foods Photography Analysis Essay

In order for Kudler Fine Foods to continue being successful, our technology should be constantly updated to keep up with our competitors and stay in line with upgrades. The company must modernize the ways in which consumers identify and differentiate with the Kudler Fine Foods brand. Investing and developing a strong marketing plan using impeccable photography will help increase our retail, online, and direct marketing sales (MindFireInc, 2013). To capitalize on our marketing efforts it is imperative to analyze both the advantages and disadvantages of creating an in-house photography infrastructure versus outsourcing the photography to a professional photographer. The Pros and Cons of Creating the Infrastructure Creating an in-house photography infrastructure will give Kudler Fine Foods the ability to have full control over type of photography produced (Rimagine Designs Co., LTD, 2013). We will be able to customize, according to the specific needs of our company (Rimagine Designs Co., LTD, 2013). In-house photography also gives us the opportunity to edit on location (DT&G Inc, 2012). Not having to wait on an outsourced photographer’s turnaround time will save the company time and money. The cost of producing photographs will be reduced dramatically after the initial investment (DT&G Inc, 2012). There are also some draw backs to in-house photography production. Time constraints are a concern because Kudler Fine Foods will be heavily involved in the photography process (Rimagine Designs Co., LTD, 2013). This would increase the amount of micromanaging employees because of quality control and ensuring an effective budget (Rimagine Designs Co., LTD, 2013). An in-house photography department requires a long term and costly plan. The company will have to purchase equipment, hardware, software, and training that could run the company anywhere from $5000 up to $20000 (DT&G Inc, 2012). Pros and Cons of Outsourcing the Photography to a Professional Photographer Outsourcing photography to a professional photographer requires that Kudler Fine Foods be diligent in finding the right photographer to the needs of the company. The photographer or Photography Company should be reputable, reliable, have access to excellent facilities and equipment (Outsourced E-commerce, 2012). Outsourcing a photographer will free up some of the senior managers time and allow the company to focus on its proficiencies. Rather than consume the company with the photography process we can make good use of the knowledge and skills of an experienced photographer (Outsourced E-commerce, 2012). Some disadvantages include the possibility of the company giving up some of its control of the photography process that may give way to Kudler Fine Foods incurring extra or hidden cost by the photographer (Rimagine Designs Co., LTD, 2013). Communication may be a concern. The photographer may not be able to present the company with what we need, want, or expect (Rimagine Designs Co., LTD, 2013). This will only waste time that could be used for photography production. Kudler Fine Foods also may hire a photographer who produces a weak performance or slow response times (Outsourced E-commerce, 2012). There are also confidentiality and security issues when outsourcing a photographer as they may also work for a competitor (Rimagine Designs Co., LTD, 2013). Legal ramifications that come into play when using an in-house model can be substantial. If a photographer took a picture in a park and use it in an advertisement you could face legal problems. The best approach to taking pictures and using photos for personal gain would be to become familiar with the parks guidelines. There are other issues that may cause legal issues would be if a photographer wanted to take a picture on someone’s property it may be difficult to gain access to do take said picture. Trespassing just to photograph some picture is a bit much, making sure that you follow guidelines and protocol can only help you obtain the photo you want. Out-sourcing instead of in-house has more than just legal issues you could run into unwanted results. The legal issues that you may encounter when out-sourcing your photographic needs maybe weak performance, what you pay for may not be what you get. Costs may be misquoted also known as hidden costs and fees. There is definitely a downside of photography done in-house. Employees should have training in use of the specialize equipment needed to produce quality pictures. The budget has to support the cost of hiring a professional as well as purchasing the equipment needed to complete the assignment. Coordinating schedules with the photographer can cause scheduling conflicts and delays in initiating the project. Equipment and Cost In-house product photography will provide Kudler Fine Foods with the ability to capture, edit, and format project images using internal resources, equipment, and systems. There are several factors to consider when establishing an in-house photography department. Because our marketing initiative is an ongoing project it will require many product images thus justifying such a lengthy and costly investment (Weilmeier, 2012). We must analyze as well as identify the resources required to develop, finance, implement, and maintain an in-house photography system. Develop a financial plan to feasibly meet our budget constraints (KMAONE, 2013). In order to maintain an in-house photography system, sufficient planning and preparation is vital. Sufficient space must be developed to efficiently operate a photography studio from the Kudler Fine Foods office, which may cost $2500 (Weilmeier, 2012). An in-house photography department must have adequate staffing. A qualified product photographer must have a vast array of creativity, expertise, an extensive understanding of photography concepts, camera equipment and accessory knowledge; possess excellent time management and composition skills as well as camera positioning and angle selection skills (Weilmeier, 2012). Employing such a photographer will require that they be paid salary and wages. According to a study by the U.S. National Salary Averages, a base photographer salary starts at $50K (Salary Wizard, 2013). Image editors may need to be hired to edit, retouch, review, and format. A project manager should also be hired to oversee time management and deadlines as well as quality control to assure that image quality meets company standards (KMAONE, 2013). An employee workspace must be developed as well. Anticipated costs are about $75,000 (Weilmeier, 2012). Train managers and staff to operate the in-house photography system (Weilmeier, 2012). Estimated training cost should be around $2500 (B & H Foto & Electronics Corp, 2013). Cameras, lenses and lighting setup, work space including office furniture, supplies, and equipment run an estimated cost of $15,000 (B & H Foto & Electronics Corp, 2013). IT resources must be established for system development and maintenance, which cost $1500 (B & H Foto & Electronics Corp, 2013). Computer, monitor, and accessories will cost roughly $8000 (B & H Foto & Electronics Corp, 2013). An Adobe Photo Shop program such as Adobe Creative Suite and capture software such as Phase 1 requires a $2500 investment (Weilmeier, 2012). Below are examples of equipment, software, and a breakdown of the total estimated cost for the in-house project. Photography impact the day-to-day store operations under each model Outsourcing the photography contract will not change the daily operations. They have been doing the photography like this for some time. However, keeping the photography outsourced can lead to loss of revenue because it costs more for the pictures to be taken and edited (Flatworld Solutions, 2013). The company can acquire more customers if the pictures on the website reflect the actual products, advertisements and employees. Photography done in-house will change the daily operations some. Like mentioned above the appropriate equipment as well as the area where the photography will take place has to be considered. There will also be management and employee allocated to take on the photography project, this will take company resources. The main functions of the store such as selling gourmet food products will not be affected by the photography infrastructure. How often new photographs could be taken under each model Everyone desires to take professional, perfect, memorable, and persuasive pictures. Depending on the person or the venue pictures can serve different purposes. It does not matter how often pictures should be taken. The frequency of which pictures are taken is dependent on several key factors: the satisfaction of the client, budget, and the time allotted for the entire project. The budget is also pertinent as this is an additional expense. There are many reasons that pictures can be taken under each model. Despite which model is being used there is always a chance of equipment failure. New pictures can be taken at the discretion of the photographer as well at the desire of the client. The model that is being photographed may request the picture be retaken for personal reasons. The photographer may not be satisfied with the photos because of the background lighting maybe off or the props may not be properly setup or the client may not be satisfied with the model (Thein, 2012). The model(s), venue and any props will have to be rented again for the retakes. Retakes can hinder the schedule. Overall there is no limit for taking new pictures under each model; the decision is based solely on the satisfaction of the photographer and the client. The in house structure may allow more flexibility in retaking the photos versus outsourcing the service as this can definitely add an additional expense to the project. The budget should include the expenses involved in retaking pictures and extra time should be allotted in the schedule for any additional time that maybe needed for new pictures (Flatworld Solutions, 2013). The goal is to have the client completely satisfied and the vision is relayed through the pictures. The potential uses of the photographs and those implications under each model The use of each photograph is there to benefit Kudler Fine Foods and their marketing arena along with the website to use the photos to show different aspects of the company. Many implications come along with the marketing side of the company by using contest and photographs in the stores to give Kudler Fine Foods the edge of the competition. The possibilities are endless with photos and the upgrades the company can create. Conclusion There are copyright laws that the company will have to follow, and release forms to be signed to protect the company as well as the models. If these laws are neglected the company could face detrimental financial and reputation repercussions. In comparing the pros and cons of outsourcing the photography to a professional photographer versus creating the infrastructure to take the photographs in-house, there is great benefit to creating the infrastructure to take the photographs in-house. There is more flexibility in the schedule as well as the decisions can be decided in-house. There is definitely a downside of photography done in-house. Employees should have training in use of the specialize equipment needed to produce quality pictures (Lin, 2005). The budget has to support the cost of hiring a professional as well as purchasing the equipment needed to complete the assignment. Coordinating schedules with the photographer can cause scheduling conflicts and delays in initiating the project. The companies have to take into consideration the pros and cons. Whatever decision is made has to definitely be supportive to the staff’s schedule, the budget and the company’s overall philosophy (Flatworld Solutions, 2013). References B & H Foto & Electronics Corp. (2013). Lighting Studio. Retrieved September 1, 2013, from bhphotovideo.com: http://www.bhphotovideo.com/c/browse/Lighting-Studio/ci/1161/N/4294551176 Conrad, B. (2013). Hearst Communications, Inc. Retrieved September 1, 2013, from How to Compare Small Business Computer Systems: http://smallbusiness.chron.com/compare-small-business-computer-systems-580.html DT&G Inc. (2012). DT&G Photography. Retrieved from Building an In-House Studio: www.graphic-design.com/photographicstudio Dell. (2013). Computers for Business. Retrieved September 1, 2013, from Dell: http://www.dell.com/us/business/p/featured-deals.aspx?c=us&cs=04&l=en&s=bsd&ST=business%20computer%20systems&dgc=ST&cid=79370&lid=4766096&acd=12309152537461010 Flatworld Solutions (2013). The advantages and disadvantages of outsourcing. Retrieved September 15, 2013 http://www.flatworldsolutions.com/articles/advantages-disadvantages-outsourcing.php Kmaone. (2013). In-house versus Outsourcing. Retrieved September 1, 2013, from KMAONE.com: www.kmaone.com/inhouseoutsource.htm Lin, P. (2005). Should You Outsource Your Marketing? Retrieved September 15, 2013, from http://hbswk.hbs.edu/item/4883.html Media Novak. (2013). 50 Marketing Tips for Photographers. Retrieved from MediaNovak Website Design & Development: www.medianovak.com/blog/photography/marketing-tips-for-photographers-2/ MindFireInc. (2013). Retrieved from Mind Fire Studio: www.mindfirestudio.com/blog/4-key-steps-of-an-effective-marketing-campaing/ Network World, Inc. (1994-2013). Outsourcing vs. keeping it in-house. Retrieved September 15, 2013 http://www.networkworld.com/news/2007/102607-arguments-outsourcing-inhouse.html Outsourced E-commerce. (2012). Outsourcing Your Photography. Retrieved from Outsourced E-Commerce: www.outsourcedecommerce.com/2013/services/outsourcing-your-product-photograph

Wednesday, October 23, 2019

Linking words

To vary the language there are alternatives like besides (dessuten/dessutan) and in addition (i tillegg): She is a good car mechanic. Besides, she is a very nice person. but: It was pouring down, but we managed to finish our work. However is a good alternative for but: His friend, however, didn't like it at all. We can also use expressions like yet, still, nevertheless (likevel) to vary our language: It was pouring down, still/nevertheless we managed to finish our work. or: Would you like to do it now or would you rather wait?The following expressions are often used: ither – or (enten – eller / anten – eller), whether – or (enten – eller / anten – eller), neither – nor (verken – eller): He must either walk or use his bike. Whether you walk or use your bike is the same to me. so: It was a long way to go, so we had to start off quite early. Therefore and consequently are words that could be used as alternatives. There are conjunct ions which introduce subordinate clauses (leddsetninger/leddsetningar).Here are some of the most common ones: Time clauses: when, while (mens), after, before, until/till, since, as soon as, as long as: While e were having breakfast, the sun broke through. Concessive clauses (innr?mmelse/ vedg?ing): though/although/even though/even if (selv om / sJ?lv 0m), whatever (hva – enn / kva – enn), no matter who/what/when/how (uansett hvem, hva, n?r, hvordan / uansett kven, kva, n?r, korleis): We tried once more, even though we knew it wouldn't work. Whatever you do, please dont leave me here!Comparative clauses (sammenlignende/samanliknande): than (enn), as – as: He did much better than me, even though I did as well as I could. Conditional clauses (betingelse/vilk?r): if, unless (med mindre), provided (that) (forutsatt at / f?resett at), as long as: I'll go if you go! This won't work unless you get more help. Causal clauses (?rsak): because, since, as: He wouldn't listen to me, because he was so angry. Since/As he was so angry, he wouldn't listen to me. Using Relative Pronouns Relative pronouns (who, which, that) are used to combine sentences: I have two good friends.They will come to me tomorrow. – I have two good friends, who will come to me tomorrow. Jogging is a nice sport. Everybody can do this sport. – Jogging is a nice sport, which everybody can do. Combining sentences with relative pronouns is more common in written English than in spoken English. Using Ing-torms The ing-form of the verb can be used to make the language more varied and often better. Look at the two sentences She was walking through the main street and She met two good friends.They can be combined by using a conjunction: While she was walking through the main street, she met two good friends. But you can also use an ng-form and shorten the sentence: Walking through the main street, she met two good friends. NB! When you use an ing-form like this, the subject of the two parts must be the same. Another example: Standing in front of me, she could see the stage much better. An ing-form can be used to replace a defining (n?dvendig) relative clause: Did you talk to the person who passed you? – Did you talk to the person passing you?Using Infinitive Constructions Infinitive constructions can be used to make sentences â€Å"flow† better. Look at the ollowing examples where that, when, where, how, what sentences are replaced by infinitive constructions: I was glad that I could leave – I was glad to leave. She was sorry when she heard about the accident – She was sorry to hear about the accident. We found out where we could leave our luggage – We found out where to leave our luggage. He knew how he would get to the place – He knew how to get to the place. Do you understand what you have to do? Do you understand what to do? NB! The subject in the main clause and the subordinate clause must be the same. Look at the following sentence: My father told me what I should do. In sentences where the indirect object (me) is the same as the subject of the subordinate clause (l), we can use an infinitive construction to improve our language: My father told me what to do. Using Special Expressions There are lots of words and expressions which can be used to bind sentences together and which can help us continue a special line of thought.Here are some which you may find useful: to begin with/flrst of all – for det f?rste in the first place secondly, thirdly for det andre, for det tredJe finally – til slutt to sum up – for ? runde av besides – dessuten/dessutan turtnermore – videre/vidare in addition – i tillegg on the contrary – tvert i mot on the one hand – p? den ene siden / p? den eine sida on the other hand – p? den andre siden / p? den andre sida because of this – p? grunn av dette consequently – derfor for this reaso n – av denne grunn above all – framfor alt first and foremost – f?rst og fremst in spite of, despite – til tross for / trass i yet, still, nevertheless – likevel