Stasiland by Anna Funder Historical Context Essay Example

Stasiland by Anna Funder: Historical Context Essay Stasiland by Anna Funder: Historical Context 1. Post-War Germany: a. Watch the film on World War I embedded in the Prezi next to the heading ‘World War I’. List between 3 – 5 important facts you learn about the war, especially facts relating to Germany. 1- During WW1, the British spared the life of a wounded soldier by the name of Adolf Hitler We will write a custom essay sample on Stasiland by Anna Funder: Historical Context specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Stasiland by Anna Funder: Historical Context specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Stasiland by Anna Funder: Historical Context specifically for you FOR ONLY $16.38 $13.9/page Hire Writer 2- It took so long for Germany to pay off the Treaty of Versailles that there final payment was in 2010 3- Germanys debt from ww1 was the equivalent of 96000 tons of gold 4- Germany lost many neighbouring countries after the war b. Copy the sentences below and fill in the blanks: At the end of WWI, Germany was found to be ‘guilty’ of causing World War I and was ordered to pay compensation of 132 billion gold marks(Germany currency) The compensation was to pay for civilian damages caused during the war. Germany also had to give over land to neighbouring countries such as Poland, France and Belgium. Germany’s armed forces were also reduced to 100,000 men. c. How might the people of Germany have reacted to the high cost of reparations and to the suffering caused to them by the Great Depression? The German people would have felt mistreated and was seen as a national humiliation, the great depression would have help build resentment amongst the people against the allies. d. Nazism, as a political force, with Hitler as its leader, grew out of Germany’s humiliating loss of WWI and the economic suffering caused by the Great Depression. Why did these factors cause the rise of Nazism? The rise of Nazism was due to German resentment against the allies for causing a great depression in Germany therefore Germans were in need of a strong leader to lead them out of the ‘dark ages’and Hitler’s powerful public speaking and promises he made to end the suffering helped grow his support amongst German people. e. Watch the embedded film on WWII. List between 3 – 5 important facts you lea

4 Rules for Setting Designations off with Commas

4 Rules for Setting Designations off with Commas 4 Rules for Setting Designations off with Commas 4 Rules for Setting Designations off with Commas By Mark Nichol Where do commas go in the vicinity of references to city and state names, or when identifying a date? Is a comma necessary before Jr. or II after a person’s name, or between a corporate name and a tag like Inc.? The rules for use of such functional punctuation follow: 1. City-and-State Designations In a city-and-state (or city-and-nation) construction, the state is set off from the city by a pair of commas: â€Å"A point near Rugby, North Dakota, is the geographic center of North America.† However, when describing an address, no comma appears between the state name or abbreviation and the ZIP code: â€Å"He listed his address as 1600 Pennsylvania Avenue, Washington, DC 20500.† (Note that DC, like all other abbreviations consisting of two or more uppercase letters, requires no punctuation. Also, all the letters in ZIP, an acronym for â€Å"Zone Improvement Plan,† should be capitalized.) When should you list a state or nation in addition to the name of a city, and which cities are familiar enough that their location does not need to be further specified? The distinction is arbitrary and based on context: A local newspaper need not identify the state in which an obscure nearby town is located, but a publication with national distribution should provide more information about the community’s location; the approach for a book depends on whether the setting is local or the text refers to a variety of locales. Companies and organizations that regularly publish content featuring references to geographic locations should establish, as part of a style guide, a list of names of cities that stand on their own and those that should be accompanied by the name of a state or nation. 2. Month-Day-and-Year References In a month-day-and-year phrase, set the year off between commas: â€Å"Children born on February 29, 2012, will have to wait four years for their next birthday party.† If only the month and year are used, no punctuation is necessary: â€Å"Precipitation levels in April 2012 were nearly double those recorded last year during that month.† The same rule applies for holidays with years: â€Å"The caption identified the occasion as Christmas Day 2012.† No punctuation is used in the day-month-year system: â€Å"The next sample will be collected on 1 May 2012.† 3. Generational Suffixes Though those who append Jr. or Sr. (Jnr. or Snr. in British English) to their name may choose to use one or two commas (depending on whether the designation is at the end of a sentence or in its midst) to set the element off, this style is outdated and seldom applied anymore. For the sake of consistency, always omit such punctuation. Also, this usage is not, and never has been, correct in association with II, III, and the like to denote use of an identical name down through successive generations. 4. Legal Endings Likewise, Inc., Ltd., and other designations of corporate structure are variously treated according to a particular company’s preference, but the dictates of consistency overrule such choices. Of course, if you work for a company that deliberately sets the element off with punctuation, follow that style, but the importance of consistency necessitates that in your employers’ publications or documents, you refer to any other company according to the same rule even if the other company omits punctuation in its treatment of its name. (But what if that other company is a strategic partner, and you feel the urge to honor its style? Resist I won’t tell if you don’t tell.) Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Punctuation category, check our popular posts, or choose a related post below:Writing a Reference Letter (With Examples)Latin Plural EndingsHow to Send Tactful Emails from a Technical Support Desk

The Great Depression and American isolationism affect on FDR's desire Essay

The Great Depression and American isolationism affect on FDR's desire to take an active role in international affairs in the manner of TR and Wilson - Essay Example According to Michael Leigh, FDR never made any attempt to persuade US public regarding ending of isolation. He also says that FDR had enormous preoccupation with the public opinion. (http://www.foreignaffairs.org/19950501fareviewessay5045/paul-johnson/the-myth-of-american-isolationism-reinterpreting-the-past.html ). This view contradicts the famous fireside chats of FDR to some extent, because he was a humanitarian and the Nazi killings must have worried him. At the same time, he moulded the public opinion towards participation in the war. Initially, that is before the Pearl Harbour, Roosevelt did value the American public opinion which was combined with the caution of Great Depression and American belief in isolationism. "Domestic political problems in the summer of 1937 had made Roosevelt particularly reluctant to risk anything in foreign affairs. The Court fight and the failure to break a series of sit down strikes have seriously ended his middle class support," Datlek (1979, p.14 7). Isolationists thought that alliances could be unsettling, and destabilizing. In President Hoover's opinion they were 'provocative actions' that have 'hitherto always cracked up in war itself'. The horrors of the First World War, Versailles treaty, fear of getting drawn into another war, Great Depression, scare of losing uninhibited decision making were a few causes of isolationism. Isolation had many more reasons and excuses: "Belief that the depression had been caused by W.W.I Belief that Europe was unworthy of our support Pacifism-people who hated and abhorred war Belief that arms manufacturers, bankers had caused war Belief that W.W.I had been a tragic mistake for the U.S " http://www.sagehistory.net/roosevelts/wwii/1920WWII1940.htm FDR initially was more engrossed with the domestic problems and his refusal to peg the value of the US dollar wrecked the International Economic Conference of 1933, to be held in London, which was partially encouraged by Hoover. FDR, instead, maintained Good Neighbour Policy and Pan Americanism and in Buenos Aires Conference, he demonstrated that America was uninterested in domineering weaker nations and he continued economic nationalism and cooperation both. Still, there existed a certain stalemate between an internationalist president and an isolationist congress. He recognised USSR, increased foreign trade hoping to alleviate depression, and his Neutrality Act of 1937 famously hurt Spain and made US a 'silent accomplice of Hitler'. His Quarantine speech in Chicago was intentional; but Americans were too wrapped up in isolationism and events like Panay, plight of China, and even the armament need of Britain and France did not move the Congress, despite President's efforts, though h e eventually succeeded in persuading Congress to send armaments to Britain, which is called America's 'first line of defence'. did not end till the onset of Second World War and the fear of it had slowed down America. FDR had to face this inertia, even though he wanted

Financial Statements Essay Example | Topics and Well Written Essays - 1000 words - 1

Financial Statements - Essay Example However, the different groups use the various financial statements for different purposes. This essay focuses on the four types of financial statements identified above and their importance to internal users such as managers and employee as well to the external users such as investors and creditors. All the financial statements are useful since to individual as well as organizations whose decisions are affected by a company. The financial statement act as an indicator of how a company is performing. Moreover, the statements can be used to predict the future of a company. Balance sheet, which is also, referred as the statement of financial position acts as an indicator of the financial status at a given time. Balance sheet assesses the assets (economic possessions possessed by the entity) and the liabilities (sources of financing) as well as ownership equity. The assets possessed by a company are either classified as current or fixed assets. Current assets can be converted into usable cash easily and include cash, marketable securities, inventory, and prepaid assets. Fixed assets are not easily converted into cash and are awarded historical cost. Fixed assets include buildings, machinery, equipment, and land. Liabilities are those assets owed to creditors (Drake, Fabozzi, & CFA, 2012). Liabilities are categorized as current and non-current liabilities. Current liabilities include notes payable, interest payable, accounts payable, wages payable and taxes payable. On the other hand, non-current liabilities include bonds payable and mortgages payable. Equity is the proprietorship, partnership, shareholders, or stakeholder’s equity in a corporation. Equity owners are claimants of the residue equity after creditors have been paid. Therefore, balance sheet acts as a record of resources owned by an entity and acts as a crucial tool used to evaluate the capability of a firm to meet long-term obligations. Comparative balance sheet is an example of balance sheet (D rake, Fabozzi, & CFA, 2012). Creditors are involved in offering credit, which is a risky practice. Therefore, balance sheets are important to creditors since they use them to assess the wealth possessed by individuals or firms and determine their capability of paying for liabilities incurred. Creditors make use of other financial statements when providing loans to companies. In case companies file bankruptcy, the creditors make use of the information obtained from the various items to recover their money by liquidating the company’s assets (Drake, Fabozzi, & CFA, 2012). Income statement is another important form of financial statement that indicates the net income of a firm. The net income is calculated by subtracting the operating expenses from the revenue or fees earned. Therefore, income statement is reflective of the company revenue or income as well as expenditure. Revenue is the inflows that a company obtains from its operations while expenses are the outflows that a co mpany uses to create revenue. Net income of a company is obtained by adding the revenue to the gains less the losses and expenses. Income statement is thus indicative of the performance of a business (Drake, Fabozzi, & CFA, 2012). Statement of cash flows is a record of a company’s cash flow activities such as the investing, operating and financing undertakings. Statement of cas

Buddhism Essay Example | Topics and Well Written Essays - 250 words - 3

Buddhism - Essay Example Thus, Buddhism is a philosophy that can also be a religion. One of the passages that relates to personal ethics is this: â€Å"Wakefulness is the way of life†¦How happy he is! For he sees that wakefulness is life!...† (from the Dhammapada translated by Byrom as qtd. in Kornfield 1). When I am wakeful, I am aware of who I am and what I am doing in relation to the effects of my actions to others and my environment. Wakefulness is important to being mindful of my impacts on others. In addition, this passage is related to professional and public ethics: â€Å"A person of wisdom should be truthful, without arrogance, without deceit, not slanderous and not hateful† (adapted from the Sutta-nipata translated by Saddhatissa as qtd. in Kornfield 3). This is related to professional ethics because it emphasizes the importance of truthfulness in doing our jobs. It reminds people of the wisdom in being honest in all our roles and responsibilities as professionals. It is also related to public ethics because public employees should serve without malice and deceit. They should do their jobs with honesty and integrity. The moral framework of Buddhism works within some of our public topics because it highlights moral responsibilities for truthfulness and mindfulness that are important, such as when voting and public policy. For example, we have to be mindful when voting and be critical of whom we are selecting as our public officials because they are going to make important decisions with our taxpayers’ money and the power we give to them. Public policy also needs truthfulness in being sincere in serving people’s real needs and mindfulness in being aware of how every decision impacts different stakeholders. The moral framework of Buddhism can help citizens and politicians become more aware of their roles and responsibilities and how they can work together in solving social Buddhism Essay Example | Topics and Well Written Essays - 500 words - 4 Buddhism - Essay Example Buddhism, as a few people know, is not as much a religion as it is a meditative inner power of sorts. Contrary to other religions, Buddhism does not bestow upon its followers a doctrine or set of instructions that one must follow if they do not want to be banished to eternal hellfire. In fact, Buddhism’s primary principles are based on the human psychology, something many people can and do relate to. Unlike a god that cannot be seen and that must be envisioned as being eternally powerful, Buddhism’s mantra revolves around inner finding, and inner peace with oneself (Hanh, pp.4 – 11). This lack of external factors incites people to come towards it and share in this belief. As it is human nature to be alpha dogs of society, this is ultimately the perfect combination of belief and human psychology since now man is satisfied that there is no factor outside his influence as far as life is concerned, and that, crude as it may sound, is a proposition that brings about s atisfaction to man today. The secret to Buddhism’s success lies within its principles; most ideas that conflict with man’s autonomous nature have been discarded by Buddhism. For example, Buddhism by and large rejects the tedious existence of God, angels, heaven and hell. So now, instead of feeling confined, forced and, in a way, threatened to believe in a religion, people are told that if they follow, they will be doing so only for their inner peace, and that equation settles well with most cynics and rebels of society. This lack of ultimatums makes man feel less violated and less forced; in short, it is a religion that actively allows man to practice according to his free will. In addition, thus, as a progressive religion that adapts to man’s nature, it has done pretty well in terms of acceptance on a global level, as can be seen from its increasing numbers. Transformation of consciousness is one of the primary aims of a Buddhist. In America, freedoms of

The Nestle Internal Documents Management Essay

The Nestle Internal Documents Management Essay The research process followed in this study is outlined in Figure 1, it began with a review of the literature related to BPM and BPIs with a particular focus on researches that tackled Innovation and particularly Packaging Innovation in Food Industry. The literature review revealed a significant gap with regard to both the integration aspect of BPM and BPIs and the application of this integrated framework in the specific field of Packaging Innovation which led to formulate the RQ. In order to identify and describe the impact of the proposed framework on the Packaging Innovation Process a Case Study methodology has been adopted as a research strategy. This is because it is considered suitable to address the research question: How and why an integrated framework of Business Process Management and Business Process Improvement could improve the Performance of Packaging Innovation Process of a multinational company? This is also in accordance with Yin (2009, Loc 453) who confirms that à ¢Ã¢â€š ¬Ã‚ ¦how and Why questions are more explanatory and likely to lead to the use of case studies..as the preferred research method. Furthermore, the focus on the contemporary events of Packaging Innovation Process in its real-life context and not requiring the control of behavioural events were additional reasons for choosing the case study method (Yin, 1981; Yin 2009, Loc 310). All the 3 conditions highlighted by Yin (2009, Loc 310) are met in order to adopt the case study as the most appropriate method. Once again Yin (2009, Loc 310) argues clearly à ¢Ã¢â€š ¬Ã‚ ¦ case studies are the preferred method when how or why questions are being posed, the investigator has little control over events and focus is on a contemporary phenomenon within a real-life context. Case study design An embedded single case study design has been selected in this research. According to Yin (2009, Loc 740) there are four major types of case study designs. Placed in a 2ÃÆ'-2 matrix these relevant designs are: single case versus multiple case designs, then holistic with a single unit of analysis against embedded covering a multiple units of analysis. The aim for selecting an embedded single case design is to investigate a representative or typical case in order to capture the circumstances and conditions of an everyday or commonplace situation (Yin, 2009, Loc 1205). Embedded designs (multiple units of analysis) often add significant opportunities for extensive analysis, enhancing the insights into the single case (Yin, 2009, Loc 1215). Accordingly, this embedded single case is about packaging innovation process improvement in the context Business Process Management and Improvement and specifically the integration of both BPM and BPI disciplines. This involves as well several units of analysis which consist in baseline events and validation through an innovation project. In the baseline events one main illustrative project has been reviewed in order to understand the critical reasons that make a packaging innovation project fail. Then in order to assess the impact of a poorly designed packaging on the operation, twelve factories across Europe and Asia have been visited through a waste Audit methodology (Muda Hunt).The twelve factories have been chosen as subunits for this investigation because they were widely spread geographically across Europe and Asia and were using different packaging materials and technologies for various product categories. With this case study design, the emphasis is global touching the packaging innovation process and not on individual factories or on a specific packaging material or a product category. Yin (2009) stresses that a major drawback in an embedded single case is focusing only on the subunit level for example the individual factories and failing to return to the larger unit of analysis in this case the packaging innovation process improvement. On the other hand, a single case study has limitations in particular to its rigor of research and in relation to the scientific generalization of the findings and conclusions (Yin, 2009, Loc 554). Nevertheless, single case studies permit a precise analysis of cotemporary evidence in context and are generalisable to theoretical propositions (Yin 2009, Loc 573). Finally the systematic adoption of embedded case study as a research methodology using three unit of analysis gives more rigor as well, Furthermore, the validation of the proposed framework though a real packaging innovation project (Embedded unit of analysis # 3) enhances the quality output of the research and confirms its managerial implications. Data collection The data were primarily collected at Nestlà © Head Office, RD centres and affiliate markets and factories. Worldwide leader in Food and Wellbeing industries, Nestlà © uses a wide range of more than 177000 packaging materials and more than 66000 different packaging specifications in 450 production sites across the globe. Moreover, Nestlà © is also interested in improving its Packaging Innovation Process and attracted by exploring the new integrated framework which combines both BPM and BPI. Therefore the access to Nestlà © internal data and employees has been made relatively easy. Using Nestlà © posed no research bias since it gives total independence and full autonomy to conduct the whole research in order to avoid any influence neither on the research process nor on the outcome. Thus, Nestlà ©s internal documents review and semi-structured interviews with a group of concerned employees have been used in this research to collect data. To complement the second-hand data, waste audits in twelve factories have been carried out combined with a visit and interviews of tree key suppliers. The use of multiple sources of evidence, combined with key informants who have reviewed draft case study reports, helped to establish construct validity (Yin, 2009, Loc 734, 1057). All data were stored in a process Map using the BPM software Nimbus Control in accordance with Yins (2009, Loc 734, 1057) recommendations for establishing reliability. Internal documents and interviews Nestle internal documents were the first source of data collection for this investigation. These include corporate documents (General Instructions, Policies, RD and business reports, best practices library) produced by process owners, functional departments or experts. The process owners have mapped processes and issued instructions on how to implement and execute their processes. Having access to Nestlà ©s internal documents and employees helped to rely on a vast amount of relevant data. For the baseline review of a major Packaging Innovation project, semi-structured face-to-face interviews were carried out with 37 stakeholders and 3 key suppliers involved in the development process. An interview lasts between 2 to 4 hours, with a flexible schedule, according to availability of the individuals invited. The semi-structured questions were defined following a clear Process flow and Project Phases: à ¢Ã¢â€š ¬Ã‚ ¢ Project Inception / Initiation à ¢Ã¢â€š ¬Ã‚ ¢ Project Brief Objectives à ¢Ã¢â€š ¬Ã‚ ¢ Project Organisation Planning Development à ¢Ã¢â€š ¬Ã‚ ¢ Project Execution, Management, Reporting and Steering Committee à ¢Ã¢â€š ¬Ã‚ ¢ Packaging Design / Specification Quality à ¢Ã¢â€š ¬Ã‚ ¢ Supplier Selection, Technical Qualification Approval Performance à ¢Ã¢â€š ¬Ã‚ ¢ Business Impact, Supply and Cost. Interviewees received a clear description with scope and objectives of the review as well as relevant questions before the interview. Participants were invited to comment on any phase with regard to their own experiences and learnings together with any recommendations they might have for improvement, as well as present copies of any relevant documentation that can support the review. The principle aim of the review and Gemba walk was to capture the learnings from all employees involved and who were encouraged to freely give any comments they might have related to the following questions: What happened? Why did it happen? How, and at what stage of the design / development phase of the project, could we have avoided these failures? How should we change our development / deployment approach as a result of these learnings? What went well? What did not go so well? What could have been improved? What could have been done differently? What Key Recommendations could you offer to improve the process in the future? All comments and feedbacks were grouped into a series of transcribed Notes following Miles and Huberman (1994) recommendation. The transcription is grouped by Function and Location with a summary of the inputs that were mapped in the BPM tool: Nimbus Control. This allowed an easier analysis and quicker understanding of the whole picture and piece together the complex interfaces between all entities involved in the Packaging Development Project called 24K. Field observations To collect first-hand data field observations were made using waste audits (Muda Hunt) approach in 12 factories across Europe and Asia. The concept of MUDA hunt is meant to provide awareness to obvious waste as well as none Value Added activities at the shop floor. The application of the Lean Six Sigma tools such as DMAIC methodology will help afterwards to reduce or eliminate the identified waste. Field observations in scope: Packaging areas of main production lines; Material flows in packaging areas; Packaging materials waste; Labour utilization, packaging material usage on the lines; Space utilization on the floors, storage inventory. Field observations Out of scope: Processing of raw materials; Production lines (mixing, moulding, ) The relevant filling and packing lines were selected for Muda Hunt if they are strategic to the Business and depending on their capacity utilisation, their Efficiency and Performance as well as their material waste level. All Mudas were mapped in a prioritisation matrix (see example below) depending on their impact High or Low and their effort to implement Easy or Hard. The proposals are then listed in tables as first priority in green colour and second priority in orange colour for actions planning. Limitations of Lean programs The origin of Lean goes back to the Toyota Production System which has been created more than 40 years ago. For R. Suri (Suri, 2010) a new ground cannot be forged by focusing only on refining and implementing 40-year-old approach. Based on studies with more than 200 companies during the last 15 years, he listed few limitations related to Lean. For Suri, Lean is designed originally for production system with relatively high-volumes. Organisations that are offering high variety or customised products could not see how to implement Lean principles. According to Atkinson (Atkinson, 2010), [] LEAN must grow with the culture and not be imposed upon it. The author highlighted that too much attention is focused on the technical aspect of Lean, rather than the ambition to build a real self-sustaining Lean culture. Atkinson has listed seven misconceptions regarding Lean; first, Lean is frequently considered as a toolbox of techniques and methods that are pushed down to the organisation, rather than pulled and tailored to it. Second, Lean is not a cost reduction exercise to remove unnecessary cost out. Third, Lean concepts often are not applicable to processes and functions beyond operations. Forth, Lean often doesnt impact the design and the innovation processes. Fifth, Lean is to frequently be sold, surrounded by all the exotic terminology, as Japanese approach for improvement. Sixth, Lean does not necessitate a culture of continuous improvement and finally Lean is less concerned by the culture change. In his research of the top reasons for the failure of the major Lean initiatives, Lucey focused on the other dimensions as leadership, employees engagement and communication. Atkinson on the other hand highlighted the importance of the organisational culture that decides the success of Lean or any other improvement initiative and demonstrated that applying lean principles and tools is certainly not enough to achieve business excellence. For Treat, organisations practicing BPM may apply common Business Process Improvements (BPI) initiatives for certain improvement; nevertheless the usage of these BPI tools does not mean that the organisation is devoted to the effective application of BPM. In the same context, Hammer underlined in his process audit framework the crucial importance of applying two defined groups of characteristics that are necessary for business processes to continuously improve and sustain. These characteristics as described in the first section of this research are ba sed beside process management, on people Leadership, culture, knowledge skills and behaviours. Hence its evidently crucial to compare BPM and BPI approaches not only according to the MEM but as well from the Management perspective looking at how these approaches tackled the issues of Leadership, Culture Change, Process Management, and Continuous Improvement. Leadership Management: This factor is related to the role of top leaders and their behaviour in driving the organization towards Performance and Continuous Improvement. This central role has been accepted by experts and researchers as one of the major success factors for reaching Business Performance. Management in general is more concerned about controlling, problem fixing and making short term results and Leadership is more about the ability of giving directions, developing a vision and setting strategies to achieve this vision (Kotter, 1993, Kotter, 1996). In few words, leaders foster change and transformation in the organisation. Engaging leaders and top Mangers is the key first step for a successful implementation of Process Business Excellence. Culture Change: The ultimate Culture Change objective is to drive performance across the whole organisation in order to exceed customer expectations and therefore to win in the market place. A robust culture would promote effective performance only when it contains values and norms that helps to engage people, manage the change and the shifting to a competitive environment (Atkinson, 2010; Kotter, 1993). Literature supports Kotter and states that this kind of culture will impact positively on the productivity and performance of the organisation. As an illustration, there is a clear parallel between people engagement and the sustainability of lean initiatives (Lucey et al., 2005). The research literature shows that engaged workforce can have a huge impact on growth, profitability and competitiveness (Lucey et al., 2005) therefore a measure and monitoring of this engagement is crucial for sustaining any continuous improvement process. Process Management: Businesses are driven by a multitude of various processes, but concentrating on the core and essential ones either in operation or beyond will improve the organisation Performance. Core Processes have to be continually reviewed, measured and improved and employees should focus on defining the perfect process, eliminating any unnecessary phases, challenging the lead times or the base costs. A Performing organisation is where processes are mapped, measured and improved for all core business activities. The development of a new business process is also one of the key activities affecting Business Performance and competitive abilities. The association between cause and effects, inputs and outputs of a process must be the guiding principles to applying BPI methodologies. Efforts and resources spent other than on managing processes and changing the culture to achieve strategic objectives is waste (Atkinson, 2010). Therefore getting the processes right first is a prerequisite for achieving Performance objectives. Finally processes have to be visualised and communicated in a way that each employee can see and understands the process. Visual systems should allow everyone to have the capability to answer the question, if everything is flowing the way it should be and if we are on time to customer demand? BPM helps to create a current state map of an existing flow, then develop and implement a future state based on BPI principles. Continuous Improvement (CI): As mentioned in the introduction, organisations make efforts to implement Business Process Improvement programs to improve operational performance and achieve Business Excellence. Some of them try to move from episodic process improvements to building and sustaining their ability to improve processes continually. BPI methods help these organisations to understand and implement the concept of Continuous Improvement. But according to Brad Power (Power, 2011), if an organisation tries to institutionalize continuous process improvement based on just one approach, it will run into trouble because no single method has all the elements for sustaining continuous process improvement. Therefore Power emphasises the fact that if organisations want to keep their processes up to date continually, they need to be able to use many approaches to embedding improvement in their management systems. TQM started applying first the principle of Demings cycle Plan-do-check-act (PDCA) to continuously improve the quality, achieve customer satisfaction and reduce costs. While Six Sigma supporters claim that if you train enough people (belts..) and you measure performance, you achieve the cultural transformation toward continuous improvement. According to Hammer, advises organisations to continually assess their processes against his model of process maturity (Hammer, 2007). He advised to put in place the governance and the infrastructure to track end-to-end process performance and finally install the right culture of process centricity and continuous improvement. On the other hand Lean approach aims to cascade strategic objectives into implications for process improvements to have people aligned behind the same direction. To ensure continuous improvement attitude Lean philosophy trust executives to act as coaches, helping people at the front-line to understand the importance of waste elimination and problem-solving. Power underline that the few companies who succeed in sustaining their process improvement have actually selected and used the best from each of BPM and BPI approaches to embed continuous improvement in their organisation. This fact supports further the need of streamlining BPM and BPI approaches and extract the essence of each methodology hence the relevance of this research. Combining BPM and BPI approaches Mandatory elements of a method (MEM) Before digging further into the integration of BPI and BPM approaches, its relevant to describe the MEM elements used by Zellner to evaluate the methodological degree of BPI approaches. In order to have continuity and the same benchmark system the MEM five mandatory elements (Zellner, 2011) has been used as well in this research. First element is the Procedure model that consists of defining the order of activities to be completed when deploying the approach. Second element refers to the Technique which supports an activity to generate specific results. Third element is the Results as such which the output produced by an activity. The element number four is defining the Roles of who is carrying out and responsible of an activity. Finally the fifth element is the so-called Information Model which involves the above-mentioned components and their interactions. According to Zellner a good systematic approach should embody all MEM at the best. By explaining how the MEM can support the act of improving a business process, Zellner underlines the need of a structure model that can define clearly hat to do step by step, which activity has to be performed and by who and which result is expected in an improvement project. The only thing that without referring explicitly to BPM, Zellner was describing the fundamental elements of BPM: Defining and mapping step by step the process, affecting to each activity a role and responsibility or more precisely a RACI matrix (who is Responsible and Accountable and who has to be consulted or informed). Then the inputs, outputs and instruction are defined. Finally the process map will be the Information Model described by Zellner to describe the relationship with all elements and represent the results. The following table summarises the main factors identi ¬Ã‚ ed from literature search based mainly on the findings of Zellner regarding BPI approaches taken and adapted in table # 1 and then completing these findings by integrating Lean, Six Sigma and BPM. The aim of this comparative study is to have a systematic and holistic approach to develop the mentioned integrated model with relevant constructs that will answer therefore research question RQ2. Lean and Six Sigma vs. BPM Lean and Six Sigma principles are now being applied to business processes. From one side Lean philosophy and Six Sigma techniques address performance improvement by reducing wastes and process variability while BPM provides the platform to implement this performance and to sustain it on an on-going basis across the whole organisation. With ERP system, most companies find it very difficult to implement Lean programs. This is because ERP systems have been focused around transactions and not processes (Nayak, 2007). Automated business processes are a complex set of system transactions requiring human and machine interfaces that make the changes difficult and time consuming. In this context BPM is an enabler for driving business process improvement in Lean and Six Sigma (Nayak, 2007). BPM tools provide the capability for monitoring, documenting, improving processes therefore are imperative for fulfilling the objectives of Lean principles. The following table benchmarks the key characteristics between BPM, Lean and Six Sigma. BPI BPM in Innovation Before concluding this literature review section and preparing the next chapter of the cross-case study on Innovation process, it is essential to review the literature regarding how BPI and BPM tackled specifically the innovation issue. Literature shows actually that BPI initiatives were focused mainly on operations where link to product, customers or consumers is obvious. The interest of operation management lay in production, material handling and wastes, cost efficiencies, planning, etc. and all activities related to things and logic but less with people, behaviours and interfaces. BPI beyond the operations is therefore quite novel and organisations have great opportunity for improving as well non-operational processes such as RD, HR, Finance or other Support and Management processes. With BPI and BPM, organisations have great opportunity for improving processes beyond operations. Much of waste in processes beyond operations is viewed as minor in nature and therefore ignored. Despite the impressive results that BPI techniques can achieve at operational level, many organisations failed to grasp its potential benefit for their processes beyond operations such as in RD, Management or Support processes. The difference between manufacturing and other areas beyond operations is that the employees introduce intrinsically variability into their activities. Therefore the challenges become quite different from those occurred in manufacturing environment. Conventional approaches to reduce waste: In order to eliminate or reduce wastes from processes beyond operations, companies can take the four typical actions, the first action is to reduce processing failures and activities that dont add any value to the customer; then to eliminate superfluous and inconsistent controls. The third action is to speed up the processes by decreasing lead times and complexity and final action is to ensure a constant effort on detecting perfections that customers really want. Innovation process is one of the core processes which are key facture for insuring sustainable growth and Profit. This process will be considered in this research in next Chapter of a cross-case Study. From the literature review and the research conducted by IBM Institute for Business Value in 2006 looked at number of companies that used BPI approaches as Lean-Six Sigma to improve performance and succeed broad-based innovations. Researchers from IBM identified four distinguishing elements of approaches that set some organisation apart from those keeping a traditional operational improvement mind-set. These characteristics are first having an innovation vision based on accurate customer and market insights, then a committed Leadership to permanent innovation; third having an alignment across the whole company and finally setting up organizational capabilities that made innovation a routine way of working. Gartner stated in 2010 regarding Innovation Process that a [à ¢Ã¢â€š ¬Ã‚ ¦] successful innovation needs a disciplined management to transform novel ideas into business value and Innovation management requires a clear strategy, a business focus and a defined process model. According to Gartner, generation of revenue will increase and operational effectiveness will also improve if Companies succeed to manage properly their innovation programs. Design for Six Sigma (DFSS): Through DMAIC methodology organizations were able to make great improvements in reducing number of defects and therefore quality costs. However the quality level of Five Sigma (233 defects per million opportunities) is hard to exceed. The only way to improve further and achieve the ultimate level of Six Sigma is to redesign completely the process, product or service using Design for Six Sigma (DFSS) methodology (Antony 2002). According to Antony DFSS is a powerful approach to designing products, services and processes in a cost effective way to meet customer expectations. The aim of DFSS is not to substitute the NPDI (New Product Development and Introduction) process but to make it more robust, cost effective and capable to achieve high performance in meeting customer expectations (Antony 2002). Antony listed several benefits that could be gained by adopting DFSS: à ¢Ã¢â€š ¬Ã‚ ¢ Reduced time to market for new products development or renovations à ¢Ã¢â€š ¬Ã‚ ¢ Reduced products life cycle costs à ¢Ã¢â€š ¬Ã‚ ¢ Better understanding of Customers needs and expectations à ¢Ã¢â€š ¬Ã‚ ¢ Reduced number of design changes and hence prototypes à ¢Ã¢â€š ¬Ã‚ ¢ Enhanced quality and reliability à ¢Ã¢â€š ¬Ã‚ ¢ Improved ability to manage risks in designing products services or processesà ¢Ã¢â€š ¬Ã‚ ¦ Methodology and tools of DFSS The methodological process of DFSS starts with Customers needs as an input and ends with high quality products, services or robust processes as an output. One popular DFSS methodology is the DMADV. It remains the number of characters and stages, and the general feeling the same as in the DMAIC acronym. The five phases of DMADV are defined as follows: Define the project goals and customer requirements (internal and external), Measure and determine customer needs and specifications, Analyze the process options to meet customer needs. Design the process to achieve customer needs. Verify the design performance and ability to meet customer needs. Another methodology of DFSS named IDOV is a known design approach especially in the manufacturing sector. The abbreviation is defined as IDOV: Identify customer needs and specifications (CTQs), Design to translate the customer CTQs into functional requirements and alternative solutions. A selection process selects the list of solutions to the best solution, Optimize uses advanced statistical tools to predict and model the performance or calculate and optimize the design or performance and Validate to confirm means and ensure that the design which is developed reaches the customer CTQs. Lean product development LPD or Lean Design as the name indicates, draws on ideas from Lean Production as described above in chapter Background of Business Process Improvement which condensed Lean thinking into five principles: specify value, identify the value stream, make the value flow, create pull in the process and pursue perfection. Although lean production can be described at various levels, Shah et al. (2008) argue that the dominant view rests on a set of practices and tools used in eliminating waste. They also present the four main features of lean production as being quality management, pull production, preventive maintenance and human resource management. In the early stages of lean thinking, the focus was on the area of production. An exception, although not using the LPD label, is Kennard (1991), who uses six characteristics to summarise the Japanese approach to product development processes: information-intense, continual learning, constant customer contact, phases overlap, adaptability and spe ed/accuracy in execution. Another early describer of Japanese product development efforts is Funk (1993), who emphasised multifunctional problem-solving, close relationship with customers and suppliers, incremental improvement and learning. Karlsson and Ahlstrom (1996) specified later on the applicability of the Lean principles in product development by defining LPD as follows: Lean product development comprises numerous interrelated techniques, including supplier involvement, cross-functional teams, concurrent engineering, integration of various functional aspects of each project, the use of a heavyweight team structure, and strategic management of each development project. Another aspect associated with LPD is that the leaner way of working will eventually speed up the development process. However, as advocated by Crawford (1992) accelerated product development is associated with risks such as trivial innovations driving out break-through innovations and mistakes happening when skipping steps that did provide necessary information. Finally, Yang and Cai (2009) point out that LPD does not directly support the issues of quality, reliability and robustness in the product design. Combining BPM, DFSS and LPD The main potential seen in merging BPM, DFSS and LPD is to achieve improvements in quality by reducing unwanted variation (as advocated in DFSS), while at the same time being able to increase flow and speed in the development processes (as focused in BPM and LPD) (Chang and Su, 2007; Jugulum and Samuel, 2008). As summarised by Yang and Cai (2009, p. 97) DFSS improves product value and product quality, whereas LPD improves product development lead time, efficiency, flexibility and product development cost. BPM will provide the right platform to map, enhance and manage the whole process. One challenge pointed out by Jugulum and Samuel (2008) is the differences in implementation of Six Sigma initiatives and lean. The latter being broad in focus (looking at end-to-end processes and launching improvement events therein) while Six Sigma works with in-depth projects focusing on a small improvement area within a process. To some extent the integrated approaches proposed appear to be rather standard DFSS approaches with the addition of LPD tools. In contrast, authors like Karlsson and Ahlstrom (1996), Haque and James-Moore (2004) and Morgan and Liker (2006) emphasise the importance of viewing LPD as a system rather than as a set of tools, which impacts working methods throughout the organisation, such as seeking supplier involvement and cross-functional integration. BPM, LPD and DFSS have different focuses, such as improvement, innov

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Arts and Culture Elective assignment Name: Nishant Sharma Stream: Radio Roll no: PGDJ-13091 National School of Drama The national School of drama is considered to be of the foremost theatre-training institute in the world and one of its kinds in India. Every year hundreds of students apply for NSD and only 26 are selected. The school has produced some very fine actors like Pankaj Kapur, Anupam Kher, Naseeruddin Shah, Irrfan Khan and Surekha Sikri. Recently the hard work of one of the alumni of NSD also turned fruitful and that is Nawazuddin Siddiqui. It took him around 12 years to finally make his entry in Bollywood. The list of successful alumni’s of NSD is very diminutive. Every year NSD recruits 26 students for its 3 year course and their future still remains in dark. What role does institutes like National School of drama play in a country like India? How institutions like these are helping to expand the scope of theatre within the country? Before we delve into the shortcomings of NSD, let’s understand NSD and what all initiatives it takes to encourage theatre as an art form within the country. NSD was set up by Sangeet Natak Academy as one of its important units in 1959. Initially the school was situated at Nizamuddin West, and was called 'National School of Drama and Asian Theatre Institute, whose first batch passed out in 1961. But in 1975 it became an independent entity under the Ministry of Culture. The kind of Training that is imparted at NSD is considered to be highly intensive and is based on a comprehensive syllabus covering every aspect of theatre- Theory and practical. Students are also required to produce plays during the curriculum. These shows are then performed before the public. So Theory and practic... ...g to English daily also mentions that that nowhere in the world can one make a living out of theatre alone. According to him NSD should train actors for television, radio and films. He said â€Å"It would be fantastic if they could bring the kind of intensity generated in theatre training to other forums†. Also teaching theatre as an art needs to move and develop with time. There hasn’t been much change in the curriculum of NSD since its inception. They train people but they themselves have no clue about what’s next after the training. NSD should expand its wings and should open up more repertories in the country. The thing is NSD should not only hold workshops and festivals in Delhi but also in other parts of the country in order to promote the art form. The more it will reach out, the more people will show participation. It should not just be restricted to one place.