Segregated Schools Essay Example for Free

Segregated Schools Essay â€Å"From the day she was born, the girl had seizure after seizure† quoted Gina Kolata. One new born, toddler, baby girl, was suspected that she had a genetic disorder. Doctors at Children’s Mercy Hospital in Kansas City, Mo, provided a sample of her blood which took only 50 hours and provided with an answer. The toddler had seizures after seizures that doctors frantically tried to keep her alive. Her doctors suspected a genetic disorder that they began a study of a new technique for quickly analyzing the DNA of newborns. The baby girl had a mortal gene mutation. â€Å"There was no treatment, there was not anything that could have changed the outcome†, Dr. Petrikin said which her family decided to let their baby go because her family did not want to see their baby girl in pain. She was only 5 weeks old. This all happened by not saying it was the baby girl’s fault or its mother’s. It just happened there is no explanation about why, did the baby girl have a disorder or disease. But there was not enough resources and medicine that could cure the disorder in time. My opinion on this article is that it is a well written article and gives a lot of details on what the situation is. I chose this article because I was mainly focusing on Medicine, Disease, and Health because I really like knowing about what kinds of different diseases there are and what just goes on in the human body. I don’t know if I agree with the article or disagree with the article because of how it turned out to be at the end with the baby girl. I think the article kind of turned out to be a story.

A Marketing Analysis of 5* Hotels in London

A Marketing Analysis of 5* Hotels in London Marketing Assignment Assessment 1.B Akshay Rai Positioning Maps The first positioning map is a comparison between my hotel ‘The Rai Hotel’ and the top three main competitors in the area which are The Hilton Hotel, Sky City Grand and The Langham. Sky City Grand sits on the top as it is the highest price because of the facilities they offer such as the Sky Tower and Casino. Just under is The Rai Hotel as the price and quality is more balanced than Sky City Grand because although there is less facilities than Sky City. Just under is The Hilton and The Langham, the Hilton is more expensive but the Langham is of higher quality. The second positioning map is of accommodation types in general around Auckland. 5 Star hotels are the highest price and best quality then slightly under is serviced apartments, the price is more expensive for the location because living in central Auckland is very expensive. Just under are the 4 star hotels with the price still slightly high because the quality is high and 3 stars the price is average and the quality is average. Description of market research method with advantages and disadvantages I choose the Quantitative research methodology to conduct primary research to find out if the Wi-Fi in The Rai Hotel is up to our guest’s satisfaction and standards. I know this information is not already out there. I have organised a survey to research the chosen area I have decided to study. There are survey sheets in 400 out of the 500 rooms there is in the hotel. The guests will fill out the surveys before they depart from their stay from the hotel and housekeeping will collect them once finished. The 100 remaining rooms in the hotel there are instructions left for the guests to do the survey online and also left the survey sheet. We have done this because we also wanted to research what is the ratio of our customers would prefer to do things electronically rather than on paper. Once I have collected the results I analyse the finding I have received and found out that 219 rooms of the 400 have been completed and 37 rooms did the survey electronically and 12 did the survey on the paper. (Wright, 2014) Advantages of Quantitative Research: Less expensive than some other methods such as doing a phone or interview survey. It is fast and efficient, since the questions are simple and easy to answer. The results can be administered online from the online survey we provided. The answers from the survey as usually just yes and no, so the answers are easier to coordinate for researchers. The survey is anonymous so it is more likely for people to participate. (Wyse, 2012) Disadvantages of Quantitative Research: You need large numbers of participates involved to fill out the survey. There also can be sampling problems and answers cannot be followed up due to the anonymity. There is limited flexibility of the questions and there can be misinterpretation of questions by the participates, i.e. non English speaking guests. (Wyse, 2012) Questionnaire Is the speed of the Wi-Fi up to you’re satisfaction? Was the Wi-Fi easy to set up on you’re electronic device? Do you think the coverage of the Wi-Fi is good around the hotel? Was free Wi-Fi a factor of you choosing to book with us? Are you interested in unlimited internet or are you happy with 1GB a day? Explanation of MIS and examples MKIS stands for â€Å"Marketing Information System† is a system that allows the effective storage of data in a system on a computer, for example excel. The data can be used at any time, also anywhere for the managers to use. Computers are the core aspect of MKIS because all the data is stored on there. Having all the data about various information around the hotel, managers can make effective factual decisions. (Hatlett, 2010) Four Components of MKIS are Internal data, Marketing intelligence (External environment information), and Marketing research that all go towards the Storage and analytical processing system (Computer Software, Hardware, Filing System) (McCallum, 2014) Our hotel will store the results from our survey we have done on Wi-Fi in our MIS system called Neo Life Technology. The purpose storing this in our MKIS is to find out if we need to improve our Wi-Fi and internet in our hotel and so our managers have easy access to this information. Advantages of MKIS are the data stored in the MIS is kept for a long period of time. The information of the MIS is relevant and up to date. Our managers can access large amounts of data because of the ease of access to it. Also the speed in obtaining relevant information to make decisions is much quicker than any other way. There is an easy follow up and maintaining customer relations. (Boaz, 2006) Some Disadvantages of MKIS are it costs a lot of initial time and there is a high labour cost involved. It is very complex to set up a system and involves specialised I.T. people. There also can be a limited amount of the right kind of information if there is not the right amount of sufficient research done and data stored. List of businesses in a partnership with: Samsung Electronics We are partners with Samsung, they supply our TV’s in the rooms, phones all throughout the hotel and our computers that we use in reception. We are in a 5 year contract with Samsung and they are required to supply all of these electronics. Aotearoa Fisheries Limited We are in a 2 year contract with a local food company called Aotearoa Fisheries Limited, they supply all of our seafood in the restaurants. They are our preferred supplier for seafood and we have a good relationship with them. Altura Coffee We are in a 1 year contract with Altura Coffee that is located in Auckland and supplies our restaurants with coffee powder and coffee machinery. We buy in bulk from them every month but our barista’s are not happy with the quality of the coffee so we are looking at finding a new supplier next year. Air New Zealand Our hotel is working with Air New Zealand in a long term relationship on a 5 year contract. We are part of Air New Zealand’s air point programme where Air New Zealand customers can book with our hotel by paying with Air Points, this brings us more customers domestically and Air New Zealand pays the hotel an amount of money to pay for the customers who have booked with us. (Hotel Partners, n.d.) Hospitality Textiles NZ HTNZ is our preferred linen and towel supplier. We have a long term contract with them for 5 years because we have a close relationship with them. Every 6 months we buy in bulk from them and they supply all the linen in the hotel. References Boaz, A. (2006). Marketing in New Zealand (Third Edition). Auckland: Pearson Longman. Grover, S. (2014). Hotel Management Magazine, 50-62. Hatlett, M. (2010, 04 16). Marketing Information System. Retrieved from Business Dictionary: http://www.businessdictionary.com/definition/marketing-information-system.html Hotel Partners. (n.d.). Retrieved from Air NZ: http://www.airnewzealand.co.nz/spending-airpoints-hotel-partners McCallum, D. (2014, 03 23). Lecture Notes in Marketing. Pacfic International Hotel Management School. Wright, K. (2014, 03 16). Lecture Notes in Research. Pacific International Management School. Wyse, S. E. (2012, 10 16). Advantages and Disadvantages of Surveys. Retrieved from Snap Surveys: http://www.snapsurveys.com/blog/advantages-disadvantages-surveys/

Effects of the Type of Training Models on Job Motivation

Effects of the Type of Training Models on Job Motivation Service industry is now focusing more and more on providing valuable training opportunities to its employees in order to improve the quality of its services and benchmarking them as its competitive advantage. This research has attempted to understand the effects of the Business Embedded Training Model and the Traditional Training Model on employees job motivation. A sample of 80 organizations and 1000 respondents was taken and Group t-Test and Log Linear Logit techniques were used to evaluate that which training model is preferred over the other by the service industry and which training model has more positive effects on employees job motivation. The study revealed that Business Embedded Training Model has more positive effects on employees motivation than the Traditional Training Model. Key words: Training, Motivation, Performance, Employee Satisfaction INTRODUCTION In nearly every modern market a large portion of the business world provides training and development opportunities to their employees to improve the level of their performances, thereby adding value to their company growth and success (McDougall Beattie, 1998). One of the noticeable issues with training is the question on why do people need training? Are they interested in training for monetary benefits/growth opportunity/self realization? Does training really impact positively on motivation? Practically all employees receive some form of training during their job. Certainly, individuals rely on training to develop their existing skill sets and to learn new proficiencies. However, to maximize the benefits of training, researchers and practitioners must know more than whether it worked. Many authors have called for greater research attention to understanding why training works. In particular, several have suggested that developing a better understanding of participants training rela ted motivation would provide useful insights into a neglected area related to training effectiveness (Mathieu, Tannenbaum Salas, 1992). Training motivation is always considered to function side by side as any one of it cannot work without the support of the other one. Knowing the relevant dimensions of employee motivational information is vital to anyone concerned with organizational performance, as it gives the ability to make objective assessments of what people expects from their employment. Whether it is formulating personal policy, strategic plans, or reengineering processes, keeping employees motivated is necessary to reach goals of productivity and efficiency (Turkiewicz, Massey Brown, 1998). The problem discussed in this paper is the Effects of Business Embedded Traditional training models on employees job motivation since the way training is provided has a very significant effect on employees job motivation. In order to address the concerned problem the following two hypotheses are tested H1: Business Embedded Training Model has a higher level of preference in the service industry than the Traditional Training Model. H2: Business Embedded Training Model has more positive effects on employees job motivation than the Traditional Training Model LITERATURE REVIEW In this new era of learning and development, organizations success and competitiveness mainly depends upon continually improving performance by reducing cost, improving and creating new products and process, enhancing quality and productivity, increasing speed to be the first to the market and all aspects of the organization must demonstrate their ability to positively impact performance (Wells, Layne Allen, 1991). Nevertheless many practices of human resource management are implied in the development of internal as well as external resources, but training is considered to be a vital activity in order to have well qualified, flexible and well prepared human capital to achieve the higher standards of performances. According to various authors, training is considered as one of the most significant processes in the Human Resources Management functions in the organizations. It plays a critical role in maintaining and developing the capabilities of both individual employees and the organ ization as a whole and in contributing to the vital process of organizational change as well. At present the business world is characterized, among other things, by an increasing competitiveness, market globalization, continual technological advances and changes in work organization; therefore, the survival of a company implies the prosecution of sustainable competitive advantages and theories placing the origin of these advantages outside the company are now losing validity in the interest of those centered on internal elements, especially the theory of resources and capacities (Sa ´nchez, Arago Sanz-Valle, 2003). So keeping in view the prime importance of training, organizations triumph mainly depends upon continually improving its performance levels by making training as a permanent factor in the development of the organization so that it can demonstrate its ability to positively impact its performance. Considering the significance of training is not only important but it is also critical to know that what kind and how much of training is required for a particular job function. In considering what adequate training is, we need to determine who should be trained, what areas of training should be covered, what methods and resources can be used, and who should conduct the training (Hoff, 1970). The prime importance of training can be viewed from the point of view of a company, in a way that the employee training truly starts to pay off once it can see the impact of its investment translated into increased productivity. The value of a company automatically rises when an employee is able to successfully put into practice the skills he or she has acquired from training. Any business with the willingness to invest in employee development and training, enjoy great results and satisfactions both in the short and long terms (Valle, Martin, Romero, Dolan, 2004). Understanding the phenomenon of employee training and development requires understanding of all the changes that take place as a result of learning. As the generator of new knowledge, employee training and development is placed within a broader strategic context of human resources management. The strategic procedure of employee training and development needs to encourage creativity, ensure inventiveness and shape the entire organizational knowledge that provides the organization with uniqueness and differentiates it from the others (VemiĆ¡, 2007). Employee training and development does not mean only to obtain new knowledge, abilities and skills, but also the possibility to promote a learning culture, introduce employees to changes, encourage the changes of their approach, introduce the employees to important business decisions and involve them actively in the process of decision making (Sa ´nchez, Arago Sanz-Valle, 2003). Usually, the point of training is to ensure that employees can successfully delivers of what is expected of their jobs. The business situation as of today has changed drastically, with severe strain on organizations to stay ahead of their competition through improvement enhancement (Cauwenbergh Cool, 2000). In the view of the above, in order to contribute to the companys success, training activities should help the company achieve its business strategy by developing the necessary skills and the knowledge required to raise the standard of performance of the individual employee. The link between business strategy and individual performance occurs in part through organizational capacity to create and embed people process along a number of dimensions: vertical linkage (to create alignment with short term business needs); horizontal linkage (to create cohesion); and temporary linkage (to perform to meet future needs) (Gartton, Hailey, Stiles Truss, 1999). So by linking training with th e adopted business strategies can greatly help employees to develop necessary skills and knowledge needed to perform their jobs effectively, which directly affects the required business needs and giving them such opportunities to improve and develop their businesses for future obstacles. According to various research studies, in order to train the employees the management first must create a learning culture or a learning organization and then do the transfer of training which can be described as a systemic organization which has the capacity to change adapt in difficult situations. Learning and development is usually conceived of as an individual phenomenon, and it is true that beneficiaries and practitioners can learn as individuals. If the process of organizational learning and development does not take place, organizations cannot alter/adapt to new circumstances as they develop. To avoid this state of affairs, the organizations need to explore ways to originate, motivate and en courage the learning and development not only to certain individuals but also on the part of the organization as a whole (VemiĆ¡, 2007). Explanation of the Effects of Business Embedded and Traditional Training Models on motivation: The Business Embedded Model is characterized by five competencies: Strategic Direction, Product Design, Structural Versatility, Product Delivery and Accountability for results. The most noticeable difference between the BE function and a traditional training department is its structure. Model to study the Effects of Business Embedded Traditional Training models on Motivation: Strategic Direction Program Structure Versatility Training Program Design Training Delivery Accountability for training outcomes Employee Motivation Levels [Source: S.S Mcintosh, Envisioning Virtual Training Organizations. Training Development (May 1995):47, Book (), Chapter 2, page 78-79. Please note that the above figure is modified as per the Research problem.] The traditional training organization trends to operate with a fixed staff of trainers and administrators who perform very specific functions such as instructional design. Whereas, the BE function makes sure that the training process is delivered, well communicated and the resources are shared (Noe, 1996). For the understanding of the effects of the two models, motivation is considered to be a prime cause. It helps to understand more clearly every element of the model at the strategic level, design level, delivery level, structural level and finally at the accountability of the training outcomes. (a). Strategic Direction A brief historical review of the literature suggests that many changes have taken place in the corporate orientation and strategy followed by corresponding changes in the training provided by the firms to their employees (Valle, Martin, Romero Dolan, 2000). Technological, economic, and social changes are causing organizations to depend more and more on training to accomplish their objectives. Business objectives are accomplished when training practices, procedures, and systems are developed and implemented based on organizational needs, that is, when a strategic perspective to training and development is adopted (Baird Meshoulam, 1988). In this era of continuous changes developments a flexible strategic direction of a company helps it to effectively run its activities (such as production, finance, marketing, HR others) to fulfill certain needs, objectives to reach specific goals that the organization desires. Strategic arrangement of training and development directly encourages organizational business goals and objectives. By working from a point of view of the intended strategic initiative an individual gradually learns new skills and develop new business relationships, thereby acquiring new human and social capital (Lovas Ghoshal, 2000). A strategic direction of a company should clearly communicates its objectives of training and ultimately provide solutions that could cater the real needs of the customer. To a company in order to achieve its true potential from its strategic direction, top management ensures their undivided attention (Simon, 1993). (b). Training Program Design When managing any training process, it is very important that company leaders work closely with functional departmental heads and Human Resources personnel in a systematic approach to training (Sa ´nchez, Arago Sanz-Valle, 2003). A comprehensive review of the subject material (and subject matter experts) is also crucial. Goals and performance objectives must be well set, and a plan to analyze the training should be developed. Instructional materials and strategies must be acquired, prepared, and pre-tested (Rouda Kusy,1996). Designing of a training program involves a series of steps that can be grouped into stages like needs assessment, instructional objectives, design, realization and final valuation. To be effective and well-organized, all training programs must begin with a needs assessment. Long before any actual training occurs, the training manager must determine the Who, What, When, Where, Why and How of training. The training objective usually clears what goals/objectives are required to be accomplished at the conclusion of training (Lewis, 1998). Without the clarity of what is needed to be done, training efforts are at finest randomly useful and at worst, useless. The end result is the more precise picture of training needs, which can lead to a performance oriented improvement training program and better results for training (Brown, 2002). With reference to above authors it becomes very clear that it is highly essential to understand the training objectives needs that the company is aiming to develop before designing a training program. For this purpose however the main responsibility lies with the instructional designer, however HR professionals, concerned managers and even sometimes the involvement of the important clients/customers also becomes a vital aspect to ensure the success of developing a more value adding and effective training system which could contribute to the overall busine ss strategy and improved outcomes for training (Rouda Kusy, 1996). (c). Training Program Structure Versatility A training program should always be flexible enough to accommodate the changes as per the training audience. In order to structure an effective training program following guide lines must be covered: The content of the training program should be according to the job. In order to be effective, the trainer must know the common characteristics of each participant in advance, thus moderating the delivery of training more successfully. The audience of a training program should be educated to enhance their participation with the faculty and to reduce crossfire amongst them. The direction of the training must always be to convey the usage of the right method for the development of skills/knowledge/experience/ expertise, which can be job-oriented, for business development or for building culture in a right mix, suitable to the audience (Rajan, 2004). While developing a through structure for an effective training course companies should involve all the concerned parties related to training and the program must be developed in such a manner that it should accommodate/ manage resources for the best of trainees to contribute to the value adding factors of the organization. With a strong structure, the training program is more organized, flexible and the content flow is logical. The best reward out of this would be the greater increase in the motivation levels of the employees, thus enabling them to perform out of the ordinary for the betterment of the business (Milliman, Glinow Nathan, 1991). (d). Training Delivery In todays fast-paced business environment, if your employees are not learning, then the company may just be falling behind. After all, companies learn as their people do. But no matter whether organization has 5 employees or 5,000 employees, there are some tried ways to achieve and/or improve the successes yielded by those training investments (VemiĆ¡, 2007). Training needs to be executed in a manner that gives your employees the information, skills, and motivation they need to aid your organization in the achievement of its strategic goals. To do this, consider conducting a thorough needs analysis. This exercise may be time consuming but, if done correctly, should force management to look at the need for process changes (Martin, 1999). While delivering an employee training and development program it must be realized that its success mainly depends upon its proper execution, including the development of methods to identify training needs that correspond with corporate goals . If the training is targeted at achieving specific business goals, any financial considerations resulting from the training becomes indeed essential investment in the longevity of your business (VemiĆ¡, 2007). (e). Accountability for Results In todays environment of increased accountability, the training evaluation process is a critical component of an organizations training program. Organizations administering the program not only are accountable for what employees learn, they also are accountable for ensuring that employees transfer their knowledge to their work performance. While traditional training evaluation methods focus on using the assessment process to improve training delivery, information should also be collected to determine whether training is assisting the organization to improve its business performance (Carr, 1999). Evaluation methods/procedures should be determined based on the goals of the training process and should meet the demands of the various stakeholders involved. Every business has several stakeholders and not everyone within the business has the same information needs. Typically, organizational stakeholder groups include the training division, employees and other business units. Furthermore, t he participants in the training program can also play a vital role in the valuation process as well (Miller, 2008). That is why the evaluation process is not possible without the joint effort/ comments of all the concerned groups. When training is not evaluated, the investment and its effects cannot be tested and resources can be wasted in inadequate activities. Sometimes, training evaluation is avoided because it is considered as an expensive and time-consuming process. At other times, the reason is the lack of measurement systems for determining the changes arisen from training. (Sa ´nchez, Arago Sanz-Valle, 2003). The training evaluation process has the potential to provide useful information to further improve the training process/ systems. It also helps in providing valuable information to the trainee, thus motivating him to further improve his performance to achieve his individual goals which ultimately contributes to the overall success of the company (Miller, 2008). Training Motivation Organizations are constantly looking for new methods of training, methods that motivate and encourage learning. To meet this challenge and provide effective training, a re-examination of the way we orchestrate training, together with an examination of our fundamental beliefs of how we consider the learner and our instructional role are required (Dwyer, 2002). Numerous studies have established that motivation has a significant impact on training outcome. To our knowledge, with the exception of one empirical study motivation has been positively linked to learning in training. Training and motivation has also been correlated with post-training satisfaction and with transfer of knowledge acquired to the work situation (Sylvie Sire, 2001). The element of employee motivation becomes very important when the management wants to develop an effective training program which could bring the desired outcomes or results (Bodimer, 2009). While designing or developing a training program that can effectively motivate employees, the companies must create a value adding training content/material and should organize the training program in such a way that it can accommodate the changes that could occur during the training course, thereby keeping it flexible to the needs for the company. As every employee brings a different set of skills and talents to a company, therefore ultimately it becomes the prime responsibility of the company to manage such valuable Human Assets by keeping them motivated through effective trainings to further develop and enhance their skill for the betterment and the success of the company (Sylvie Sire, 2001). METHODOLOGY This research paper finds out the Effects of the Type of Training Models on Employees Job Motivation. The direction is to find out the overall effectiveness of the Business Embedded and Traditional Training Model on employees job motivation levels, finally concluding to perfection in overall performance. For this purpose detailed surveys and interviews were carried out with different levels of managers. The instrument used for the data collection was a questionnaire comprising of 18 dimensions of training included in the Business Embedded Training Model developed by Mcintosh in 1995. Managers were asked about their practice related to each of the dimension and also their opinion as to how these dimensions effect the motivational level of the employees. The Cronbachs Alpha of the instrument was 0.89 and it was pretested on 20 employees working at various levels in the organizations and subject experts to assess the validity of the instrument. A sample of 80 key companies from the serv ice sector of Pakistan was taken and a total of 1000 employees of different levels were asked to fill the required questionnaire. Key points were also discussed with the managers of these companies to find out whether the training impacts employee motivation and at what levels. The software used for evaluating and interpreting the questionnaires into meaningful data for resulting analysis was Statistical Package for the Social Sciences (SPSS). Since the data contains only one independent variable and a dependent variable therefore a Group t-Test and Log Linear Logit techniques were used to test the two hypotheses. The Group t-Test technique was used to determine the comparison between the two models and the Log linear Logit technique was used because there were more than two categories present in the data. Note: All the above statements have been tested at 5% significant level. The p-value is P Through the analysis it is revealed that there is a significant effect of Business Embedded Training model on the level of employees motivation. The reason is that the Business Embedded Model allows the companies to achieve the benefit of centralized training but at the same time ensuring that the training programs, their substance the delivery techniques should meet the specific needs of the business. The statistical interpretations given above show the level of significance of each training model, the acceptance and rejection of result depends upon the significance level i.e. p > 0.05 is not acceptable where as p CONCLUSION This study indicates that the Business Embedded Training Models does have a significant impact on employee motivation. The Business Embedded Training Model has a more positive impact on employees motivation as compared to Traditional Training Model. It takes more responsibility for learning and evaluating the training effectiveness, providing customized solutions of training according to the customers needs and determining when, where and how to deliver training. Similar to other studies our data also indicates that Business Embedded Training is being practiced more in todays corporate world because it allows the companies to gain the benefits of centralized training but at the same time ensures that the training can provide programs, content and the delivery methods that meet the needs of the specific businesses. It not only views trainees as customers but also the managers as customers who make decisions to send employees for training. Motivation is an important factor in comparing the two models; it basically decides which one of the two training models has more positive effect on motivation, leading to elite performance levels. It significantly helps to understand the practicality and the usage of the two models in terms of the business strategic direction, training design, effective delivery, training program structure versatility and the accountability for training outcomes. By studying the effects of the two models on motivation it is now very clear that, it has greatly help to determine and even bench mark the training practices which could benefit the overall success of the company and employees can also benefit from it by further developing their talents/skills and realizing their true potential for the betterment of the company. RECOMMENDATIONS More and more companies should now focus their efforts on adopting the Business Embedded Model of training as compared to Traditional Training methods which can greatly help them to achieve better results by spending lesser money, effort and time. As the Business Embedded approach allows the companies to gain the benefits of centralized training but at the same time ensures that the training programs, content and the delivery methods must meet the needs of specific businesses. The Business Embedded training model is actually more practical in usage because it smoothly facilitates the process of learning by making the content /material easy to understand and customizes it to the extent of applicability, which provides the participants more alternatives to enhance their skills for the betterment of their careers. Another significant aspect of this research indicates what is highly recommended by a number of senior managers that by giving the training participants more options for learn ing can help immensely to improve their motivation towards their own career development.

Writing a Synthesis Essay :: Synthesis Essay

A synthesis essay should be organized so that others can understand the sources and evaluate your comprehension of them and their presentation of specific data, themes, etc. The following format works well: The introduction (usually one paragraph) 1. Contains a one-sentence statement that sums up the focus of your synthesis. 2. Also introduces the texts to be synthesized: (i) Gives the title of each source (following the citation guidelines of whatever style sheet you are using); (ii) Provides the name of each author; (ii) Sometimes also provides pertinent background information about the authors, about the texts to be summarized, or about the general topic from which the texts are drawn. The body of a synthesis essay: This should be organized by theme, point, similarity, or aspect of the topic. Your organization will be determined by the assignment or by the patterns you see in the material you are synthesizing. The organization is the most important part of a synthesis, so try out more than one format. Be sure that each paragraph: 1. Begins with a sentence or phrase that informs readers of the topic of the paragraph; 2. Includes information from more than one source; 3. Clearly indicates which material comes from which source using lead in phrases and in-text citations. [Beware of plagiarism: Accidental plagiarism most often occurs when students are synthesizing sources and do not indicate where the synthesis ends and their own comments begin or vice verse.] 4. Shows the similarities or differences between the different sources in ways that make the paper as informative as possible; 5. Represents the texts fairly--even if that seems to weaken the paper! Look upon yourself as a synthesizing machine; you are simply repeating what the source says, in fewer words and in your own words. But the fact that you are using your own words does not mean that you are in anyway changing what the source says. Conclusion. When you have finished your paper, write a conclusion reminding readers of the most significant themes you have found and the ways they connect to the overall topic.

Modernist Myth in Suna no Onna’s The Woman in the Dunes Essay -- Movie

Modernist Myth in Suna no Onna’s The Woman in the Dunes The Woman in the Dunes (Suna no Onna, 1964) was directed by Hiroshi Teshigahara and based on the novel by Kobo Abe and falls into the camp of modernism. It’s a faithful adaptation and has realistic and expressionistic elements. Because it is a parable and paradoxical, there are many interpretations – in other words, we’re on our own with this one. An entomologist (Niki) is walking in a stark desert-scape. Everything is shot in black and white. There are closeups of bugs and sand. In one shot, a grain of sand takes up the whole screen. Sand is moving and pouring, it’s a living entity, an organism. The sun is a powerful presence. The man sits in a boat that appears skeletal in the sand. At one point, he says, â€Å"All this paperwork to reassure each other.† Right away, we’re introduced to the alienation theme. Society is ordered by numbers and paperwork, it crushes us with efficiency, dehumanizes us. In nature, he realizes society’s deficiencies. This world we all know through personal experience, or by reading Kafka. The bureaucracy, which seems so rational, is brutal in its machine-like efficiency. Two decades later, George Lucas’ Star Wars would refer to this bureaucracy as the Empire. Where does one turn? Where is meaning, where is freedom? Nature, community, love? These are possibilities in the film, but each one has its dangers. Yet, to bring up a contradiction, the protagonist doesn’t mind this world of rationality and efficiency when he is in control. Most likely, he has no problem with his job when he’s back home and not a prisoner but a well-paid worker in the bureaucracy. The last bus has left, so he has to seek shelter in the village. A person in a str... ...tion that is about the art of writing fiction. In Italo Calvino’s Invisible Cities Polo describes a host of cities to the Great Khan. But there are TV antennas and airplanes here and there. How can this be? The artist, rather than giving you a transparent view, shows you his creativity, as well as the indivisibility of time. Of modernism, the existential dilemma stands out most sharply. Of postmodernisn, the dispersal of responsibility stands out most sharply. What’s so significant is that the film appears during the early years of postmodernism -- when it was figuring itself out. Works Cited Desser, David. Eros Plus Massacre: An Introduction to the Japanese New Wave Cinema. Bloomington: Indiana University Press, 1988. McDonald, Keiko I. Cinema East: A Critical Study of Major Japanese Films. Rutherford, NJ: Fairleigh Dickinson Press, 1983.

Irish Urban Land Development Essay

Currently, Ireland is classified as a First World Economy and it has experienced exceptional economic development at an average rate of eight per cent per year between 1994 and 2001, with a humble growth rate of four per cent per year as from 2001 to date (Stewart 2005). With this rate of growth, Ireland has become more urbanized with increased population, changing agricultural practices, and reformation of local authorities to hold increased public participation and boost lucidity. In addition, there has been a change in the household development, an escalating number and forms of homes with a changing tenure system accompanied by population changes. These elements together with the exceptional economic development and low interest rates have changed the economic, environmental and social outlook of Ireland. The changes have presented numerous challenges such as traffic clogging, environmental squalor, urban sprawl, and lack of affordable housing. This has led to a broken nexus between economic development and human welfare (Drudy 1982). Ireland has had several mechanisms aimed at effecting efficient land use planning within the urban environment towards achieving sustainable development. These mechanisms include an abundance of policies and strategies. These policies and strategies include sustainable development, a strategy for Ireland 1997, National spatial strategy for Ireland 2002, and National development plan 2002-2006 among others. However, even with these initiatives, numerous challenges still persist for urban and regional policy-making in the search of an effective and efficient sustainable development (Stewart 2005). It can be debated that some political, social, and economic elements do repel policy impact from policies intentions considering the extent to which current challenges continue to exist (EU Commission 2001). Much of research related to urbanization of population is colored with powerful anti-urbanism and a desire after the values and simple life styles of traditional upcountry areas. In Ireland some research on urbanization too stresses the goodness of upcountry and the cons of urban trends. These biases are more apparent in the research and policies related to urban land and urban advancement onto agricultural land (Drudy 1982). In fact, the preservation and defense of agricultural land and rural facilities has been the force behind the ratification of physical planning laws (Bengston et al 2004). During the late 17th and 18th centuries the existing urban model was increased by establishment of great number of new towns and villages together with re-development and extension of the existing settlements. It is argued that most of the Irish town begun as a village and outgrew into modest origins by the end of 18th century. These growths were as a result of network of roads and new canal system linking the rural and the major towns and this served as a reinforcement of the dominance of Dublin which was by then the best peopled town (Drudy 1982). The escalating growth of Irish urban regions particularly Dublin presented severe land, energy and social impacts. Growth was limited to a ring of suburban prompting rapid population increase with extreme demand for school, shopping centre, transport systems and local employment. This demand called for more land thus increasing pressures on agricultural land for urban development. Irish dedication to sustainable development can be measured by looking at its housing and land-use policies. The development of one off housing in the rural areas is the significant sign of urban sprawl. In a nation marked with a growing ratio of low density space, the prevalence of one off housing suggestion is a wholesome system failure (Bengston et al 2004). Irish land use is mostly governed by local government development plans but implementation of policies are not uniform. Viewing the one-off housing policy under the economies of scale, the houses are more expensive in service provision but a lot of burden to the developer, house purchaser and even Irish community at large. This is echoed by EPA which state that single housing homes in the upcountry leads to greater car usage therefore increasing energy demands and greater usage of small waste water treatment facilities which have the tendency to pollute underground water (Bengston et al 2004). The opposition of one off housing focuses on the economic burdens for its occupants and on the exchequer. However, when placed on a national framework, there are unquestionably broader economic challenges at stake. For example the impact of sustained site sales on Irish agricultural commodities. The sale of some areas has benign effects on agricultural activities. The fact is that site sale shackle Ireland farming over medium and long-term. Smart Growth an Option for Ireland Smart growth model was born in US in the 90s and this concept entails identifying a common platform where developers, the public and public officials together with environmentalists among other stakeholders finds acceptable means of accommodating growth. The smart growth approach emphasizes on integrating economic, social, and environmental elements of planning and development. It is not an anti-development approach as many may argue but equivalent of the bigger picture of sustainable development as defined by Bruntland as development that provides the requirements of the current generation without jeopardizing the capacity of the same resources to provide the needs of the future generations (Bruntland 1987). The concept imply to offer an answers towards managing growth through public policies instruments for example regulatory instruments and fiscal policies such as incentives and disincentives aiming at accommodating growth in ways that are economically feasible, environmentally friendly and enhancing quality of life. Some of the concerns that the approach targets to address is traffic congestion, urban sprawl, overcrowding and pollution (Stewart 2005). Conclusion The global essential towards achievement of sustainable growth implies that it is important to seek means to accommodate development in ways that is economically feasible, environmentally friendly, and socially responsible. One of the major critics of traditional urban planning is that the concept, method and technique engaged lean towards re-enforcing the present. This makes it challenging for town and city to reflect, plan and establish future alternative ideas suiting to all stakeholders’ true requirements. There is a dire necessity of replacing the conventional short term quick fix model to long term integrating and holistic model in the planning and development strategies. There is need for collaboration on finding solutions and powerful political leadership for Ireland to progress from rhetoric to reality in delivering it land use policies that will lead to positive, efficient and sustainable communities. Smart growth is not a solution to development concerns but an alternative approach to the present development model and a feasible way of mitigating current and probable future social economic and environmental concerns (Stewart 2005).

Toyota Just in Time

Contents Particulars Page no. 1. 0) Introduction 2. 1) Company History 2. 2) Aim 2. 3) Objectives 2. 4) Organizational chart 2. 0) Problem Identification 3. ) Quantitative 2. 1. 1) Quality and design problem 2. 1. 2) Design problem 2. 1. 3) Welding problem 2. 1. 4) stalling problem 2. 2) Quantitative problem 2. 2. ) production problem 2. 2. 2) Recession problem 2. 2. 3) Accelerated problem 3. 0) operational concepts 3. 1) Quality 3. 2) ISO 9000/ISO 14000 3. 3) Just in time 3. ) Lean production 4. 0) Investigation 5. 0) analytical report 6. 0) conclusion 7. 0) references Summary: In the course of Operational management and Organization module, this assignment is about the Toyota Company, this one of the biggest automobile manufacture company.Here the author is discussing about the organization chart, aim of this assignment is that, quality of operational management that is useful in any business, and objectives are to investigate the problem identification and other operation al concepts like quality of the products from Toyota, its Just in time, Lean production policies and the ISO 9000/ISO14000 Certification, investigating the problems via drawing the Fishbone diagram, Questionnaires and analyzing the result with drawing the Pie charts. 1. 0 Introduction:In this assignment author is discussing about the quality within the organization area within a case study method. Here author considered as a case study. Toyota Company was founded by sakichi Toyoda with the name Toyoda spinning and weaving limited in 1918. In mid 1950’s it was introduced in the international market. Toyota is the largest automobile manufacturers in the world. Toyota sold 9 million models in 2006; this achievement is obtained by the companies aim toward the customer satisfaction. 1. 1 Company History: In 1937 Toyota motor company was established as a spin-off from Toyoda automatic room works.In 1947 Toyota launched its first small car after 3 years at the time of 1950’s it faced enormous financial crisis and also it experienced strike from the employees. In 1959 the Company launched first manufactured division in Brazil outside the Japan. (web1: http://www. breakeryard. com/cars/history/TOYOTA. aspx) Toyota shifted their head quarters to Hollywood in the year 1957, after a decade of time Toyota became the new established company in the United States. In the 1965 Toyota won â€Å"Deming Application prize for quality control†. ( web2: http://www. toyoland. com/history. tml ) In 1982 Toyota Motor Co. Ltd and Toyota Sales Co. Ltd are merged as Toyota Motor Corporation. 1989 Toyota started their manufacturing operations in Europe as well as in United Kingdom. Today Toyota is ranked world’s third place in the manufacturing of automotives in the sense of unit and net sales. ( web3: http://www2. toyota. co. jp/en/history/) 1. 2 Aim: In any company success in the operational management and organizations quality of products plays a major role. The main aim of this assignment in the quality of operational management that is useful in any business.Here author considered Toyota Company as an assignment. 1. 3 Objectives: The one of the main objective of the assignment to investigate the operational and organizational problems involved in the strategies that are appropriate to solve these problems and finally that evaluate the outcome of these strategies. In this assignment author discussing about the history of the company, organization chart, problems identification through the quantitative objectives that is machinery problems, qualitative subjective which are involves in the management processes.Next stage of the assignment is that, the way in which quality is applying in the organization, operational areas for the organizations like quality of the products from the Toyoto company, ISO 9000/ISO14000, detailed theory about the just in time and lean productions etc. 2. 0 Problem Identification: As the automobile industry Toy ota facing many problems to be discussed meanwhile these are the minute problems. These problems are crucial role customer satisfaction; on the other hand Toyota Company rectified these problems in time. 2. 1 Quantitative: 2. 1. Quality and design problems: Oil sludge problem: The engine excessive heat makes oil susceptible to sludge. Toyota Sienna XLE 2000 model car engine affected by the sludge problem. 2. 1. 2 Design Problem: The size of the cooling passages to cylinder heads in the Sienna XLE 2000 model to increase combination temperatures for more of a complete burn to reduce exhaust emissions. Excessive heat makes oil more susceptible to sludge the measurement cylinder head temperatures as high as 260 degrees in sienna XLE 2000 model this is 30 degrees higher than the earlier models. . 1. 3 Welding problem: Toyota introduced the redesigned Avalen in 2005, in this vehicle in U-Joint welding problem aroused due to the fault fitting of catalytic converters. The oil surrey leakage in aroused, for this problem Toyota correlate with an bags and the steering column on same Avalens. 2. 1. 4 Stalling problems: There is a stalling problems are involving in the Toyota corolla and Matrix models. The national highway traffic safety administration is investigated on 397,000 vehicles. There are some complaints about the mice of the new electronic control module. web: http://wheels. blogs. nytimes. com/2009/12/07/stalling-problems-on-toyota-corolla-and-matrixes-leads-to-investigation/) 2. 2 Qualitative Problems: Toyota Company solved their problem, creates future planning helps people with doing their works with A3 report. It describes the current situation of the problem, it identifies the desired outcome, and in this process problem solving is very transparent. (web: http://www. rallydev. com/agileblog/2009/07/learning-from-toyotas-secret-the-a3-report/) 2. 2. 1 Production problems:In recent years Toyota company introduced Prius Hybrid vehicle. The rapid growth and th e success of this car in market for this reason Toyota unable to produce the deliveries to the customers in the mean time sales of the other companies have been fall down. 2. 2. 2Recession problem: As many of the giant automobile industries Toyota faced the world recession with the huge fall in the sales as well as company growth. 2. 2. 3 Management failed to detect the acceleration problem: The sudden acceleration is likely due to the malfunctioning of the gas pedals.The sudden acceleration rose up to five times than the previous years. The Toyota failed to detect this problem in time, on the other hand they didn’t took the precautions and service to the customers. 3. 0 Operational concepts: 3. 1) Quality: According to Kodak ‘quality is those products and services that are received to meet or exceed the need and expectations of the customer at a cost that represents outstanding value’. (Harold Kerzner, P823, 2006). Kodak Five Quality Principle: Leadership and cu stomer FocusContinuous Improvement Analytical Approach Team work Founder of Toyota Corporation, Kichiro Toyoda said that â€Å"From now on I want everybody to their efforts together and write in finding a way to make superior vehicles†. To achieve the total quality, continuous improvement is the best principle. Toyota is following these types of strategies to maintain quality from this type of commitments real benefits can be obtained with the help of† independent customer surveys† we can conclude that Toyota is following the quality .Euro NCAP awarded five stars in the safety tests. For Toyota quality is not just a promise, it is a way of life. (web: http://www. toyotaegypt. com. eg/quality/index. asp ) In production of products, Toyota considering economically and standard quality a key fact which are exceeds the customer needs for customer satisfaction to Toyota allowing â€Å" Company wide quality control†, there employees must do two things they are th eir own job and quality assurance. (web: http://www. toyotauk. om/main/download/pdf/Our%20approach%20to%20quality. pdf) In Toyota, quality can be applying based upon the two principles; they are building quality at every stage and continually improving quality standards. Toyota is giving trying to the employees in visual control and indication of current status and identifying the problems, here Toyota employees are very much aware about the passing of un-quality products to the next stage. (web: http://www. toyotauk. com/main/how-we-manufacture/)Toyota maintaining quality by some strategies, they are, it encourages employees to participation of active roles in quality maintenance; it is utilizing the ideas of the employees in production processes and participating KAIZEN motivating for measurement. (web: http://www. toyotageorgetown. com/qualdex. asp) 3. 2 ISO 9000 and ISO 14000: This section provides the information of ISO’s, generally known as management system standards. ISO 9000 is the process of quality management this can be awarded to the organization if they fulfill the certain requirements. . Companies must achieve customers’ quality requirements. 2. They have to follow the regulatory requirements. 3. Companies have to fulfill the customer satisfaction. 4. Organizations have to be continuously improving their quality of products. ISO 14000 is known as â€Å"Environmental management† introduces to get the ISO 14000 certification, Companies must achieve the following activities. 1. They should minimize the environmental pollution by their activities. 2. To achieve continual improvement of its environmental performance. (web: http://www. iso. rg/iso/iso_catalogue/management_standards/iso_9000_iso_14000. htm) In 1991, Toyota (GB) achieved compliance with the quality standard BS 5750, which is later became ISO 9001. This is awarded for the fulfilling requirements for quality management System, this company achieved the regularity need s, it fulfills the customer satisfaction and Toyota Company is continuously improving their product performance. In 1999, because of their responsibility towards the environment, Toyota company awarded ISO 14001 certification for fulfilling the requirements for are manufactured ites. In 1999, new health and safety certificate OHSAS 18001 was also launched and Toyota achieved the requirements and it awarded OHSAS 18001. Entropy international is a kind of software solution that improves environmental, social and economic performance, there by contributing to global sustainability. Manager of the corporate compliance, Toyota plc, Richard burgers, said that† It was clear that rowing the entropy system was a significant contributory factor in our achieving triple certifications to ISO 9001, ISO 14001 and OHSAS 18001†. web: http://www. entropy-international. com/about/customers/by-corporate/documents/Toyota-Case-Study. pdf) 3. 3 Just in time: The meaning of just in time is to do the work different things to different people, it is the operational management approach for minimizing waste in operations, and this can be useful for the improvement of efficiency and product quality, practically just in time is the more than operational, tactical or strategic approach to running an operation. John R. Olson, 1999) The efficiency of Toyota, and other Japanese companies are follows Just in time procedure in addition they associates Toyota Quality Control(TQC) practice, in 1948 Toyota implemented JIT by Ono Taiichi. After fifteen years it spread all over the shops and plants and on words all Japanese implemented this procedure. ( Jane Marceau, 1992)Just in time production is a process, in which Toyota implement to having parts ready just as they are needed, instead of maintaining inventories across an assembly plants and in ware houses, this process is useful in cost savings by less capital from this company gains an inventory with this system, there is an one mor e advantage with this method, that is, from this company can increase their functionality or in other words, they can reduce cost, due to this they can complete their engineering works very quickly, since there is no need to clear the storage parts and troubles with the individual components can be investigate more quickly because they are using at the time of they made. (http://www. toyoland. com/toyota/production-system. html) 3. 4 Lean production: Toyota invented â€Å"Lean production† it is also known as the â€Å"Toyota Production System† or TPS).According to lean Enterprise Institute, lean production can be defined as â€Å"A business for organizing and managing product development, operations, suppliers, and customer relations that requires less human effort, less space, less capital and less time to make products with fever defects to practice customer desires, compared with the previous system†. Toyota lean production aim is to products, with the lowest cost, in the short period of time with eliminating the waste. Toyota mainly focuses on the duties and jobs of their workers, who are ready, add value to the cars, TPS is associated with other three foundations, just in time, built in quality and respect towards the employees. According to James Womack and Dan Jones there are five steps to achieve the lean thinking, they are 1) Specify value from the stand point of the end customer. 2) Identification of the value creating steps towards the customer. ) To create the value creating steps towards the customer. 4) Companies have to pull their customers from the next upstream activity. 5) At last following the above procedures companies can achieve the excellence. ( Robert Charlie,2005) 4. 0 Investigation: The Questionnaire prepared based on studying the management strategies of the Toyota organization. The quantitative and qualitative problems in the Toyota company are discussed with JIT, ISO, Lean production. Based these problems the a uthor prepared the questionnaire related to these topics. The questionnaire as follows 4. 1 Questionnaire: 1) Are you satisfied with the management strategies in the Toyota Company? Yes or No. ) In your opinion is Toyota reaching the customer expectations? a) Completely b) Satisfactory c) Partially d) No 3) Qualities of the manufacturing products are reaching the standards of ISO? Yes or NO. 4) Just in time method is very useful in the process of manufacturing. True or False. 5) In Toyota â€Å"Lean production† system is giving more advantages to the company. Yes or NO. 6) Toyota Company taking more cares about the customer health and safety precautions. Yes or NO. 7) Is recession effecting on the sales of the company products? Yes or No. 8) What are the customer service responses when giving complaints about the products? a) Excellent b) Good ) Satisfactory d) Poor 9) Service provided by the local Toyota store is good. Yes or No 10) In sum Toyota company products are reliabl e and trusted? Yes OR NO. 5. 0 Analysis of results: The Author prepared 10 questions for this survey he passed this questionnaire to 15 members in that 8 persons responded. By those results authos analysed their responces and he explained in the form of Pie charts. Question No: 1. Are you satisfied with the management strategies in the Toyota Company? Yes or No. This question addresses the management strategies towords the Toyota company development in the form of production quality marketing customer needs.By passing the questionnaires to 8 respondents for the survey in that 6 persons that is 75% said that they are satisfied with the company strategies, 25% of the participents said that they are unsatisfied with the management. Question 2: In your opinion is Toyota reaching the customer expectations? e) Completely f) Satisfactory g) Partially h) No This question addresses the Toyota company total customer satisfaction o the Toyota company. The total respondents for this survey is 8 members in that 6 members that is 75% of the respondents said that they are satisfied with Toyota product. 12. 5% respondents said that they are patially satisfied. Question 3: Qualities of the manufacturing products are reaching the standards of ISO? Yes or NO. This question addresses the quality standards of the Toyota company and it’s ISO certification.Out of the 8 respondents 6 members said that Toyota reched the ISO 9000 quality and 25% of the respondents said no for the ISO standars. Question 4: Just in time method is very useful in the process of manufacturing. True or False. Toyota Company introduced this JIT method all the members in the survey responded positively so the results will be 100% True. Question 5: In Toyota â€Å"Lean production† system is giving more advantages to the company. Yes or NO. Based on the survey the respondents out of 8 members 7 persons that is 87. 5% are said that lean production giving more advantages to the Toyota company and 12. 5% of respondents are gave their opinion they don’t.Question 6: Toyota Company taking more cares about the customer health and safety precautions. Yes or NO. The Toyota Company taking much care about their product in the sense of health and safety this question is also about this topic itself. Out of 8 respondents 5 persons that is 62. 5% persons said that they are fully satisfied with the policies of the Toyota company. 37. 5% of the respondents said that they have some complaints about the Toyota products in the sense of health and safety. Question 7: Is recession effecting on the sales of the company products? Yes or No. Recession is effecting in every field since last 2 years in that manufacturing industry is also one of them.By passing the questionnaire to 8 people in that half of them said that Toyota company suffering from recession. Question 8:What are the customer service responses when giving complaints about the products? e) Excellent f) Good g) Satisfactory h) Po or For any company success customer care plays a major role here author tried to investigate the responces given by the participants towards the customer service in Toyota company. In that 62. 5 % said that customer service centre is working excellent and 37. 5% of the respondents feel good, satisfactory and poor as equally. Question 9: Service provided by the local Toyota store is good. Yes or NoLocal store service plays a crucial role in the product marketing and they are the key role in the company bricks. Here author tried to know the local store service and their working ability with customers and vehicles. Out of the 8 members 62. 5% people feel that local store service is good and 37. 5% said no. Question No 10: sum Toyoto company products are reliable and trusted? Yes OR NO. Toyota is the most trusted company all over the world on the other hand minute problems with the products in the company are negative factors for the management. Here75% the people responded towards the Toyota they feel good. 6. 0 Conclusions: To conclude that Toyota organization is not developed in a day or a year.Years of smart and hard work of the many people in the organization with the variety of strategies they are now on the heights. Through this work I have learned the organizations building structure, problems faced by the organization, and importance of the quality in an organization. The organizational strategies importance and the problem solving through the techniques and strategies like JIT( Just In Time) Lean production, the importance of the ISO certification in a organizations in the quality concern. To improve the product quality, efficiency and high content of the product with less time and low cost to get these things with JIT process.By preparing the questionnaire I have learned more things like how the problems occurred in the organizations, the identification of the problems, the problems varieties like quantitative and qualitative and problem solving. The ma in thing I have learned from this work the problems solving in an organization with the strategies. Recommendations: As an organization Toyota thinking one step ahead than the other companies on the other hand the defects and some draw backs in the engines as well as designing to be improved. The crucial part of the organization is the customer satisfaction. The minute complaints should be considered and taking care of that particular problem. References: ) Schniederjans,. John R. Olson(1999) Advanced topics in Just in time. 2) Robert C (2005) Improving health care using Toyota lean production method. 3) Jane Marcean (1992) Reworking the world: oganisations, technologies and cultures in competitive perspectives. 4) Harold Kerzer (2006) Project management: A system to planning, scheduling and controlling 5) Available at http://www. toyotauk. com/main/download/pdf/Our%20approach%20to%20quality. pdf accessed on 09-01-10 6) Available at http://www. entropy-international. com/about/custo mers/by-corporate/documents/Toyota-Case-Study. pdf accessed on 07-01-10 7) Available at http://www2. toyota. co. p/en/history/ accessed on 06-01-10 8) Available at http://www. iso. org/iso/iso_catalogue/management_standards/iso_9000_iso_14000. htm 9) Available at http://www. toyoland. com/history. html accessed on 07-01-10 10) Available at http://www. breakeryard. com/cars/history/TOYOTA. aspx accessed on 10-01-10 11) Available at http://www. toyotageorgetown. com/qualdex. asp accessed on 10-01-10 12) Available at http://www. toyotaegypt. com. eg/quality/index. asp accessed on 07-01-10 13) Available at http://www. strategosinc. com/just_in_time. htm accessed on 08-01-10 14) Available at http://www. toyoland. com/toyota/production-system. html accessed