International Management - Global business Essay

International Management - Global business - Essay Example Multinational companies willing to expand their operation in overseas have to face quite few challenges like regulatory environment of the host country, culture and so forth. In general, the advent of the modern Multinational companies was largely because of the fast industrialization in the western society. The industrial revolution accelerated new technologies of production and distribution that necessitated larger operations than firms had managed before. Conversely, mass production technologies demanded a constant and dependable stream of input, and the pursuit for new economical long term sources of materials and supplies was the incentive that drove many companies in the foreign countries.1 In fact, firms choose to operate in different countries of the world for a good many reasons, as an example, to reap the benefit of economies of scale, cheap labor cost etc. We can see today that extensive number of companies like Coca Cola, Volvo etc. are operating in different parts of the globe. In this paper, the author attempts to shed light on the activities of the multinational companies in relation to various international production theories. Companies want to expand their business base aboard for mainly "efficiency seeking" and "strategic asset seeking" reasons. ... intended to capture the benefits of disparity in the availability and cost of traditional factor endowments in different countries of the world 2) the second sort is that which takes place in those countries which have largely comparable economic structures and income levels and is intended to reap the benefits of the economies of scale and scope, and of distinction in consumer tastes and supply capabilities. For instance, many U. S. companies transferring production to lower-cost Mexico and then exporting finished products back to the USA. An example of the second is American investment in European countries. Europe's stable move toward economic integration over the preceding years has given U. S. firms bigger opportunities and scope for attaining increased efficiencies and rationalization. Among all the purposes for foreign direct investment over the 1990s, strategic asset seeking was amongst the most significant. The aim of the strategic asset seeker is to increase company's prevailing portfolio of assets in such a way that strengthens the firm's existing competitive advantage. Examples of strategic asset seeking investment include Ford's acquisition of Volvo of Sweden and Jaguar of the United Kingdom, and Land Rover from BMW in early 2000, three acquisitions that helped boost the Ford's product niche in the luxury automobile market.2 Global business is now driven by in excess of 60,000 multinational enterprises (MNEs) with over 800,000 subsidiaries in foreign countries. The world's top 100 non-financial MNEs are the main drivers of global production. Their foreign assets amounted to $2 trillion in 2000, with over 6 million employees across the world. They focus mostly in electronics and electrical equipment, automobiles, petroleum, chemicals, and

Questions asked from the managers Essay Example for Free

Questions asked from the managers Essay The following questions are those asked from the managers of the IT corporations. Each and everyone of them were also asked to give a brief company profile before the questions about blogging were asked. Company Profile 1. Name of Company: 2. Year Company Started: 3. Brief History of Company 4. Nature of Company’s work 5. Number of company employees: 6. Target market of the company: Questions on Corporate Blog 1. What does the company offer? a. Services – (what services and for whom? ) b. Products – (what products and for whom? ) 2. Since when did your company start engaging in corporate blog? 3. How much does your company spend for the operation of your corporate blog? 4. What was the effect of corporate blog to your corporation 5. Is blogging effective in making your customers understand more about your company? 6. Does blogging make understanding your services easier? 7. Communication with Customers a. Did you receive more client feedback when you engaged in corporate blog? b. Are your customers more informed about your products when you engaged in corporate blog? 8. Communication with Employees a. How many of your employees engage in blogging? b. What are your rules regarding employees blogging? 9. Did you integrate your missions, visions, and goals into corporate blogging? 10. Did you consider the risks involved when your corporation or company started adopting corporate blog? If yes, why does your company still continue engaging in corporate blog? 11. Are the solutions which your company pursued, effective in reducing the risks of corporate blog? If not, what other solutions do you think should be done? 12. What have been the advantages of corporate blog for your company? 13. What have been the perceived disadvantages of corporate blog for your company? 14. What were the problems faced in engaging corporate blog? 15. Is corporate blogging better than written media into bringing your services closer to the customers? 4. 3 Analyzing obtained data The data obtained from the interviews have been tabulated and themes and trends from such qualitative data would then be identified, and analyses would then be formulated. The data obtained from the questionnaires will be analyzed using the Likert scale. The primary tool used to examine Likert Scale is by the use of graphical analysis. Since the frequency distribution can visually be seen in the graph, it is easier to explain the results. The trend represents certain patterns that match with the frequency distribution. The Likert scale is a unidimensional scaling method. Unidimensional concepts are generally easier to understand. Its either something has more of it or less (Trochim 2006, http://www. socialresearchmethods. net/kb/scalgen. php ). Since the aim of the research is to identify whether the receptiveness of corporate blog to employees, executives and the corporation as a whole is better or worse, then a unidimensional scaling would be a good measurement for the research. 4. 4 Other Resources Secondary resources are also critically used in this project, which mainly include news, journal articles and books. Internet and Email will be as the communication and research tools for this project. The collected data will be coded and analyzed under the theoretical framework and prior reviewed literature. According to Coffey and Atkinson (1996), coding is the process of condensing the bulk of data sets into analyzable units. Coding and analyzing data based theoretical concepts has the important role of enabling rigours review on our data. Therefore, the collected data will be coded and analysed under the theoretical framework and prior reviewed literature. 5 Discussion 5. 1 Research expectation and risk The author will discuss the outputs from the case study, interviews and questionnaires. Each case study will be discussed here in full detail. Blog contents from the corporate blogs of each company will be evaluated and discussed. The research study is able to seek: why did the company considered blogging? What are the advantages and disadvantages from setting up a corporate blog? The expectation data obtained from the questionnaires will also be presented and discussed. Results obtained through the Likert scale will be interpreted. Results are also related to previous researches and theoretical issues discussed in the introduction and literature review. The author will give a brief introduction to the uses of blogs, corporate blogs, its advantages and limitations, and the issues surrounding corporate blogs, which includes privacy or information leakage of the corporation because of the freedom, entailed in corporate blogging. To which we can now generate our prediction of corporate blogging with the analysis of its strategic management implementation (rules and regulations), the perception of employees and employers, and our own analysis as to how corporate blogging can elevate the communication process among a business organization. The author expects challenging the blogging system as an entity of information and as a communication medium to delimit its disadvantages and provide better means of communication for the business sector. Assuming that results are as predicted, we can now generalize the discussion. Note, however, that different companies have different cultures and strategies in corporate blogging; thus different results would be yield, and themes would have to be established in order for data to be qualitatively analyzed. Having the prediction of the future of corporate blogging may be a challenging step but I think it is feasible in this case since we can generate information regarding how the corporate blogging system can improve and be able to overcome the challenges of advanced technology. 5. 2 The limitations of the study On major limitation of the study is that only IT companies are to be considered in data gathering. It is possible that other companies may have a different culture and perception on corporate blogging. Future research may focus on determining the perceptions of companies other than IT and compare its results with the results obtained from this study. Also, the study only analyzed the perceptions of bloggers on corporate blogging. Studies on the perception of nonbloggers (or those who have blogs but do not post regularly) may be carried out to give a more generalized rate of acceptance of blogging as a new kind of innovation. There is also a restraint in Rogers’ Diffusion of Innovation Theory. It may be the most widely used theory in both individual and organizational IT adoption researches but none of the five predictors (relative advantage, compatibility with existing values and practices, simplicity and ease of use, trialability and observable results) made Jeyaraj et al. ’s (2006) list of best predictors for the aggregate IT adoption construct. Another limitation of this research is that blogging can result in legal problems because of the lack of blogging management. The integrity rules for protection and management are expected to established immediately.

Reality In The Movie Mulholland Drive Film Studies Essay

Reality In The Movie Mulholland Drive Film Studies Essay In order to write this paper, I have looked for several definitions of reality, and I rapidly got confused among all the meanings, the perceptions and the concepts around it. However, for the purpose of my analysis of David Lynchs movie Mulholland Drive, I picked the following one: The first part can be seen as a dream that has some ingredients of the typical Hollywood movie with suspense, drama and musicals: this dream is an attempt of the protagonist (Betty/Naomi Watts) to delete from her memory, or to delete from her reality, what happened to her in her Real Hollywood experience in order to become an actress (how Diane/Naomi Watts wishes her life could have been). The second part is dark, almost desperate, and can be seen as an expression of the sublime through which the spectator falls into the Real part of the movie. In this second chapter, Diane remembers all her failures through the character of her ex-lover (Camilla), falls into depression and paranoia that will lead her to commit suicide. Going back to Lacan, the first part of the movie refers to the Imaginary register and is characterized by a abundance of enigmatic events and mysterious signs (a man with a monstrous face behind Winkies restaurant, body of a dead woman lying on her bed, a small blue box, etcà ¢Ã¢â€š ¬Ã‚ ¦) that are here to maintain a certain suspense in the story but they also show us abnormalities and deficiencies. These signs can be seen as sublime objects that underline the lack of Real. And when, at the end of the first part, Betty and Rita manage to open the mysterious blue box, the spectator thinks he is close to discover the truth about the whole story, but there is only there is emptiness. However, this emptiness is meaningful: it brings us to the Real, which breaks with the first part of the movie. Therefore, the second part of the movie starts and several things becomes clearer. The monster behind Winkies restaurant is a premonitory sign of Rita/Camilla murderer (command by Betty/Diane in the same restaurant), the dead body lying in the bed is the one of Diana after she committed suicide (when Betty saw the body in the first part in the apartment, it was an anticipation of her own death), etcà ¢Ã¢â€š ¬Ã‚ ¦ An interesting scene that announces this rupture between the Imaginary and the Real in Mulholland Drive is the one that takes place in the cabaret Silencio: this scene announces the end of the first part and the imminent end of Bettys dream in a very brutal way. The magician in the cabaret warns us that everything is illusion and the song interpretation (playback) by Rebekah del Rio comes like a reminder to reality. The song, Llorando treats about an unhappy love story (Diane and Camilla?). Before the end of the song, Rebekah del Rio falls and faints, that can be seen as the death of Camilla. Betty and Rita cry while listening to that song, like they knew that the dream was about to end. Rita cries like she sensed that she was about to be Camilla again, and go back to the kingdom of the dead where Diane sent her. Betty shakes and cries like she sensed she was about to be Diane again, a woman distorted by pain trying to forget she made kill the woman she loved, before committing suici de. On the topic of the perception of reality, philosopher, John Searle asserted that: The thesis that there is a reality independent of our representations identifies not how things are in fact, but rather identifies a space of possibilities External realism articulates a space of possibilities for a very large number of statements. Into just such a space, a dual scenario film like Mulholland Drive can emerge. Both parts of Mulholland Drive make use of key aspects of fundamental ontology people, places, events, and reinterprets their external reality through the lens of Dianes subjective reality. While youre watching Mulholland Drive, both of its parallel narratives seem equally plausible, but its only after stepping back from them at the completion of the film that you realise that they are in fact two subjective statements on external reality paradoxically related, and indicative of the ability that we all have to place broad interpretations on real life events. Mulholland Drive effectively provides both a commentary on the nature of subjective reality as its depicted on film, and as we experience it in real life. Mulholland drive is also about interpretation of the Real. Nietzsche wrote that there are no facts, only interpretations. With a Hollywood background, Lynch first exposes us to the fake, the doubt, the part of belief and mirages and then awakes the conscience of his characters and his spectators. Nietzsche also thought that there was no absolute distinction between dreaming and waking consciousness. This is applied to Mulholland Drive on different levels. First, it forces the spectator to challenge himself intellectually and see the movie several times if he is willing to think about it and understands its mysteries. Second, that we can conceive most of the film as a dreamed interpretation of a reality that is only revealed the last half an hour. Third, the movie as a whole is an interpretation of the dream/reality and finally if we try to analyze, psychoanalytically, the dream itself not only as a reconstructed fantasy of the Real but also as the expression of an impulsive world.

Music, Radio and Teens Essay -- Hip Hop Rap Essays Music Musical Essay

Music, Radio and Teens The first thing that teenagers will do when they get into their car is to turn on the radio. They flip through the channels hoping to find that latest hit that all the stations are playing. Whether it's the newest pop rock song, or that catchy country tune, everyone wants to hear it. This is an example of how powerful the radio can be in influencing what teens listen to. Here is a closer look at the specific genres and how these styles are affecting today's teens through the radio. Hip Hop Hip-Hop is one of fastest growing music genres in the United States as its trend has made hip-hop explode everywhere. Hip-Hop comes from the streets using street slang incorporated in the music. Hip-Hop music is rebellious and frightens parents due to the explicit lyrics that it uses. As any type of new generation beat that is rebellious is going to scare a parent. Parents are frightened that if their kids listen to this music it will promote violence, sex, and drugs. Parents need to know that the vibe that teens get from Hip-Hop is just like the vibe our parents got from rock and roll. As teens are influenced by the Hip-Hop culture by the way teens dress themselves wearing brand names like Tommy Hilfiger, Nautica, or Polo to represent the hip-hop culture; getting away from the preppy clothes like for example Abercrombie and Fitch. Hip-Hop music has no color barrier so anybody can listen to the music. Hip-Hop has even reached magazine shelves attracting more teens to read a bout hip-hop magazines like The Source, Jive, and XXL are devoted to just Hip-Hop music. Hip-Hop has influenced a lot of teens and will continue to grow as the new generation of music the so-called ?feels good music? that teens lo... ...the car. HIP-HOP. Retrieved from the World Wide Web: http://www.csupomona.edu/~rrreese/HIPHOP.HTML Taylor, Chuck, Stark, Phyllis, Hay, Carla. Country Teens go Multimedia. Billboard Vol. 113, Issue 9. Retrieved from Academic Search Premier On the World Wide Web: http://web6.epnet.com/search Signs of New Life for Country Format, Recent Sales Successes. Billboard Retrieved from Academic Search Premier on the World Wide Web: http://web6.epnet.com/search SoulMusic (2002). Retrieved from the World Wide Web:www.davidnathan.com. All Music Guide (1992). Retrieved from the World Wide Web:www.allmusic.com. Samuels, Allison (2002). Newsweek. Retrieved from the World Wide Web: http://www.msnbc.com/news Strauss, Neil (2001, December 26). A New Look at Eminem. New York Times [Newspaper]. Retrieved from the World Wide Web:www.nytimes.com/

The Intangible Necessity :: Customer Service Research Papers

The Intangible Necessity Works Cited Missing Introduction It’s the strategic interface between marketing and logistics, it adds value to any given product, yet it’s intangible – what is it? The answer is simple: customer service. â€Å"Customer service has been an issue since the early 1970’s† (Cavinato 60). Though it’s long been considered an issue, it’s important to remember that there isn’t one set formula to developing customer service, it’s more of a mindset (Cavinato 61). Customer service is usually only considered between retailers and end users; however, customer service is the â€Å"fuel that drives the logistics supply chain engine† (Coyle 92). It’s important for logistics companies to look at customer service from all aspects, since it is one way that companies can have a distinctive competitive advantage over competitors. This essay will discuss customer service in two parts, by explaining customer service in terms of its definition and the elements that comprise it and how customer service is applied in the logistics world. What is Customer Service? Definition One author defines customer service as â€Å"a process for providing competitive advantage and adding benefits to the supply chain in order to maximize the total value to the ultimate customer† (Coyle 96). It’s difficult to specifically define customer service because it incorporates several different areas; however, it can be narrowed down to something that a company provides to the end users of its products (Coyle 95). Customer service is important in all areas of a business, upstream to the suppliers of the raw materials and downstream to the end users. Customer service can be viewed in three standard ways: as an activity, as a performance measure, and as a philosophy (Coyle 96). Activity Customer service at this first level is very common. It’s the â€Å"particular task that a firm must accomplish to satisfy the customer’s needs† (Coyle 96). An example at this level would be a customer at a department store voicing a complaint to the â€Å"customer service† desk. The employees at the store must listen and attempt to correct the customer’s problem. The manner in which the employee or the store corrects the problem reflects on the company’s customer service. At the logistics level, it’s merely a transaction (Coyle 96). It’s the communication between the person placing the order and the company’s representative on the other end.

Structures of Legal Restraint, Oh Police Powers in India

The Ibakkar – Natarajan Commission Part one of the Nanawti Commission report, probing into the Godhara incident in Gujarat, released last month has once again opened the Pandora's Box over logic of setting up Inquiry Commissions in the country. The report while giving clean chit to the Narendra Modi Government has supported the theory of conspiracy, leading to a widespread criticism across the country. Many call it ‘eye wash' and other call it ‘sponsored report'. Communists have termed it a ‘piecemeal' and fabricated report, whereas; National Democratic Alliance (NDA) calls it ‘triumph of truth'.Justice Nanawati report in fact contradicts the UC Banerjee report which also probed the Godhara incident. How a single incident draws two extreme conclusions? The two reports have raised a very debatable issue. What do judicial commissions, appointed by the various governments to examine issues ranging from riots, scandals and assassinations to inter-state disp utes actually achieve? Critics of commissions say that their recent history has been extremely spotty. Apart from taking inordinately long to deliver reports, they seldom achieve anything.Keeping apart from such allegations and counter allegations, the issue that has again come to fore is whether an inquiry commission can substitute criminal prosecution? Do these Commissions serve any purpose? Is it not an eye wash? Are these Commissions able to bring culprits to book? Are not Commissions of inquiry a waste of time and money? To understand the entire issue, one has to discuss the Commission of Inquiry Act, 1952 itself. Before this Act came into being, the governments used to order an inquiry by executive notifications under Public Service Inquiry Act, 1850.Sometimes, they used to enact adhoc and temporary legislations too. To meet the public demand for impartial and judicial inquiries, the Government of India came out with a comprehensive legislation, which resulted into passage of this Commission of Inquiry Act, 1952. Since its enactment, the constitution of Inquiry Commissions has become a tool for the various governments to subside the public anger. Since Independence, more than a hundred Inquiry Commissions have been set up, but a very few have served the purpose. And the reasons are obvious.First, the provisions enshrined in this Act are not of deterrent in nature and secondly, most of the time the Commissions are set up under retired Judges for obvious reasons. Section 4 the Act provides for powers and it is clear that the Commission has no power to compel a person to adduce before it and give evidence. It cannot pass verdicts or judgments which could be enforceable. The helplessness is such that even if an offence has been committed in view of or in presence of Commission, the Commission needs to forward the case to the Magistrate for trial as provided in Criminal Procedure code.The appointment of retired Judges, as head of the Commission is very much s uitable for the government. It is not merely a chance that one Judge has headed more than one Commission. The public perception is such that these Inquiry Commissions are becoming post retirement placement schemes for the favourite retired Judges. We have a long list of such Commissions, which have made inordinate delay in submitting their reports. Many of them have taken decades in so called â€Å"conducting inquiries† and even then the report which was submitted were so voluminous that we required another committee to find out ays to implement the recommendations. For example, as many as ten Commissions or committees have so far been set up with regard to the anti-Sikh riots in Delhi after the assassination of former Prime Minister Indira Gandhi. First of all it was the Marvah Commission headed by Additional Commissioner of Police Ved Marvah, that was set up in November, 1984. The Commission was about to finish the assigned task when it was abruptly wounded up in May 1985 a nd a new Commission headed by Justice Rangnath Misra was constituted. The new Commission was asked to carry out further inquiry hitherto done by the Marvah Commission.The Justice Ranganath Mishra Commission which was appointed under Section 3 of The Commissions of Inquiry Act, 1952, was asked to inquire into â€Å"allegations† of violence and not to inquire into the â€Å"nature† of violence, a departure from the terms of reference of over a dozen other commissions on communal disturbances since Independence. It is needless to mention that what has happened to reports and how much amount have been spent on these exercises. Has any prominent leader been punished so far? Many persons, against whom leveled charges were being inquired into, have died.Such are the frustrating results of these Commissions and Committees. As far as time and money aspect of these Commissions are concerned, its enough to look into the expenses of just couple of Commissions to understand the qua ntum of impact—both in terms of the amount and time spent. The one that tops the chart is the Liberhan Commission. Set up under retired Justice M S Liberhan on 16 December, 1992 to probe into Babri mosque demolition, the Commission has so far been given more than 41 extensions. Overall the government has already spent Rs 90 million on this single man inquiry Commission, which is yet to come out with its report.Similarly, Justice B N Kripal Commission of inquiry was set up on 13 July, 1985 to probe into the bombing of the Air India Flight 182 on 23 June, 1985 which led to the crash of this plane into the Atlantic Ocean leaving 329 passengers including crew dead. The Commission submitted its report after extensive tours of countries like Canada and USA but when the prosecution began, nothing could be proved and none could be punished. The entire ‘investigation and inquiry' went in vain. It is needless again, to calculate the amount which was spent on such inquiries.Phukan Commission was set up to probe the Tehelka expose into fictitious defence deals. Everyone saw the tape on television and the then Government just to avoid immediate legal course, set up this Commission. In May 2005 the Newsweek reported that Justice Phukan along with his wife and eight officials used IAF plane and went to Pune, Mumbai and Shirdi. The Ministry later said that the Judge was not entitled to use the military plane and it was made available to him by the then government in order to influence the Judge. Such allegations and incidents definitely erode public faith in such Commissions.The situation is such that every Government in power uses this provision to oblige the retired judges. In Bihar for example, Justice Amir Das Commission was set up to probe into the alleged connections of political leaders with a banned outfit called Ranveer Sena in 1997. The Commission was finally wounded up in 2006 as it could hardly do anything except for some tours and recording the state ments some leaders in over eight years of its existence. Similar is the case of Justice Ali Ahmed Commission that was set up to look into excess withdrawal in 1996.In fact, very little is known about the outcome of the Commission, including the recommendations that it submited or the actions taken by it. Commission under Justice R C P Sinha and Justice Samsul was set up on Bhagalpur communal riot in 1989. Reports were submitted in 1995. But when the new government came to power it set up N N Singh (retired Justice) Commission to investigate the matter again. In 2008 a Commission under retired judge Sadanand Mukherjee was set up to probe into the Kahalgaon police firing. This commission is still a non starter vis-a-vis investigation of the incidence.Not to miss the fact that when the recent breach in Kosi embankment that caused a major flood in Bihar led to lot of allegations and counter allegations, the state government was quick to constitute a Commission under Rajesh Walia, again a retired Judge to probe into it. And while there is no bias against the judiciary or the retired judges, who are a national repository of knowledge as far as judicial matters are concerned, the question needs to be examined is whether a Commission can substitute the country’s criminal investigation system.How can a Judge be better equipped to do forensic test, do scientific investigations than a professionally trained police officer? Has the Commission power to make arrests to the persons likely to tamper evidences? The answer to these and many such questions has been provided by a two Judge commission itself. Set up by in 1987 to investigate the Fairfax Deal, the Justice Thakkar and Natarajan Commission in its report have said that the Commission of Inquiry Act was â€Å"ineffective and toothless†. They two, in fact, devoted one full chapter on the inadequacies of this Act.It is important to note that India has a criminal justice system, which is based on the twin pi llars of investigation and dispensation of justice. How can the Judiciary be asked to do the work of investigation, which is the work of the State as enshrined the law of the land? The Criminal Procedure Code and for that matter entire Criminal Justice System is erected on this principle (Article 50 of Chapter IV on Directive Principles of State Policy) and perhaps it is due to this principle, that the judiciary and executive have been completely separated in 1973, when the Code of Criminal Procedure was amended.Besides, most of these Commissions, after years of its investigation, usually submit reports that are so voluminous that it again requires some committees to suggest measures to implements the recommendations. Not to talk about the fact that such reports are not obligatory and mandatory for the government to implement. It is also worthwhile to mention here that the Judiciary in India is an independent system and that is precisely the reason why Article 220 restricts practise by retired Judges. The idea is that there should not be any scope, whatsoever, of favour or disfavour by the serving Judges.By appointing the retired Judges in these Commissions or for that matter in any other body tends to clearly violate the spirit of the Constitution itself. What is more shocking is that instead of modernising and equipping the investigating agencies to probe into such serious issues of national shame, the country has been a mere spectator to the cosmetic make ups. In India, every one knows about the ‘normal' pace of the court proceedings, and so all these commissions, needless to say have virtually become black holes.

Generic devolopment proces

The work undertaken so far has proven that the development of a process map is gaining momentum within the construction industry as a whole. The Lethal inspired CRISP (Construction Research and Innovation Strategy Panel) community has in principle adopted the Process Protocol as a basis for its activities in terms of promoting process thinking in the construction industry. 2. Introduction The need for improvement to the conventional design and construction process in the construction industry is well reported. Emerson (1962), Bankable (1964), and Lethal (1994) have all commented upon the need for change, and each highlight similar problem areas.Fundamentally, the need for improvement is related to the poor performance commonly associated with building projects. Typically, this performance is measured in terms of cost, time and/or quality. Unfortunately, it is the UK Construction Industry response to the need for change that has perpetuated and even perhaps fostered this problem. For example, Franks (1990) and Master (1992) presented the evolution of the range of procurement systems currently on offer to potential construction project clients as driven ultimately by the ‘product' view, and the need to optimism cost, time and quality. Yet, whilst many of the more recent approaches to construction procurement (I. E.Design and Build, Construction Management) apparently attempt to address ‘process issues', such as communication, in reality they fundamentally fail. In a survey conducted by Hubbard & Disbarred (1996), a sample of 64 respondents (representing both clients and consultants) demonstrated that contract time performance was a factor considered to be relatively insignificant, when compared to there problems commonly associated with construction projects as shown in table 2. 1. Furthermore, Mortgaged & Shari (1996) reported that from a total of 21 5 projects surveyed, 136 (63%) were delivered later than expected â€Å"†¦ In terms of the date s fixed by the contract or the dates given to the client for completion. † No. 4 5 6 7 8 9 10 11 Variables Changing requirements Design team Communication Cost control Identification of responsibility Supply of information Quality Design faults Contract time performance Other factors Type of contract Percentage 25 18 6. 3 4. 7 3. 1 1. 6 Table 2. : Ranking of problems with current procurement methods (Hubbard & Disbarred, 1996) Mortgaged & Shari (1996) go on to suggest that it is the ‘expectation' rather than the delivery which is at fault. The conventional process of generating an ‘expected' delivery date is considered the reason for this: â€Å"In some cases commercial, economic or political considerations can be a driver towards setting these unrealistic goals which become expectations and contract dates for lack of informed and unbiased advice.Consequently, construction performance falls short of expectations which were largely unachievable when they ere establ ished. † A number of lessons can be learned from the manufacturing sector with regards to the implementation and practical use of a ‘process view within the construction industry. The area within the manufacturing sector that relates closely to construction and building works is called new product development (NYPD). It concentrates in the development of an idea, need or client requirement to the final commercialism's of the product e. G. A building or a car. A number of similarities can be found between the two industries with regards to the activities used for developing new products.For example they include: ; The start of a project can be initiated internally or by direct and/or indirect contact with the customers ; The development of the product requires the participation of a number of specialists and functions such as: designers, surveyors, marketing, stress analysts etc. ; The successful construction or manufacture of a building or product can only be achieved if all external (suppliers and consultants) and internal resources are utilizes and co- ordinate effectively ; The building or product is handed over to the customer/client and provisions are made for future support. However there are a number of distinct differences, the most important of which is that in the manufacturing industry all NYPD activities are co-ordinate, managed and controlled using a common framework which is the NYPD process.The construction industry mainly, uses ad-hoc methods for achieving the latter and therefore reducing repeatability of process execution, resulting in the same mistakes occurring time after time. This shift into the establishment of a consistent process for the construction industry requires a new way of thinking entailing a change of culture and working practices. Furthermore, it requires: ; a good understanding of current practices and future trends ; effective communication mechanisms of such processes, such as modeling ; agreement of participa ting parties Technology can then be used to enhance integration and sharing of information. In conjunction with a process map, an IT map should enable the effective use and co- ordination of technology based on a predetermined process framework.This paper proposes a process map which consists of a high level process and sub-processes (Activity Zones), which support the various phases of a construction project and the appropriate information technologies. 3. Methodology During the development of the Protocol a number of research methods have been used: 1. 4. 5. Retrospective and prospective case study analysis; Review and analysis of contemporary construction processes and practices; Review and analysis of concepts and practices applied within the manufacturing industries; Process modeling including various modeling tools and techniques; Iterative development using feedback from several industrial partners via interviews and workshop sessions and scenario building; The results to dat e of some of this work will be described in subsequent sectionsPrinciples As a result of the initial review of the literature, and the identification of the industry requirements through additional interviews with practitioners, six key principles are considered to provide the basis for an improved process. They are drawn heavily from the manufacturing sector where process thinking and continuous improvement has been focused upon for some 30 years. In addition, many of the principles relate to recognized problem areas in construction, where significant improvements have been called for (interracial Bankable, 1964; Lethal, 1994). The six principles are as follows: Whole Project View In the construction industry the definition of a project has traditionally being synonymous to actual construction works.As such the pre-construction and post- construction activities have been sidelined and often accelerated to reach the construction stage or to move on to the ‘new Job'. This has r esulted in poor client requirements identification and delayed the exposure of any potential solutions to the need to any internal and external specialists. Any contemporary attempt to define or create a ‘design and construction process' will have to cover the whole ‘life' of a project from recognition of a need to the operation f the finished facility. This approach ensures that all issues are considered from both a business and a technical point of view. Furthermore this approach recognizes and emphasizes the inter-dependency of activities throughout the duration of a project.It also focuses at the front-end' activities whereby attention is paid to the identification, definition and evaluation of client requirements in order to identify suitable solutions. A Consistent Process During the review of existing models and descriptions of the design and construction process, it was quickly established that little consistency existed. In such an environment, the problems enco untered by temporary multi-organizations (TOM) working can be compounded. Luck & Newcomer (1996) support this view, describing the ‘role ambiguity commonly associated with construction projects. Development of this generic Process Protocol provides the potential to establish its consistent application. Through consistency of use the scope for ambiguity should reduce.This, together with the adoption of a standard approach to performance measurement, evaluation and control, should facilitate a process of continual improvement in design and construction. Progressive Design Fixity The ‘stage-gate' approach found in manufacturing processes (Cooper, 1994; ref. Fig. L) applies a consistent planning and review procedure throughout the Process. Phase Reviews are conducted at the end of each Phase with the aim of reviewing the work executed in the Phase, approving progress to the next Phase, and planning the resounding and execution of the next Phase. Cooper, in his third generati on process, saw the need for ‘conditional-go' decisions at phase gates, to accommodate aspects of concurrency. This philosophy is translated in the development of the Protocol's phase gates.Phase gates are classed as either soft or hard, with the ‘soft gates' allowing the potential for concurrency in the process, whilst ensuring that the key decision points in the process are respected. Fig. 4. 1 Cooper's comparison of stage-gate processes (Cooper, 1994) The potential benefit of this approach is fundamentally the progressive fixing and/or approval of information throughout the Process. As Cooper(1994) states, the discipline of the Phase Review activity improved the conventional chaotic, ad-hoc approach of manufacturing to which the Construction Industry of today could be compared. Co-ordination Co-ordination is one area in which construction traditionally is perceived to perform poorly.This perception is supported by Bankable (1964) and Lethal (1994), in addition to many other reviews of the Industry. The need for improved co-ordination was also highlighted by the interviews with senior managers undertaken during the research project. It is therefore proposed that co-ordination of the Process Protocol is undertaken, principally, by the Process and Change Management Activity Zones. (see section 7) Appointed by the Client, the Process Manager will be delegated authority to plan and o-ordinate the participants and activities of each Phase, throughout the Process. The actions of the Process Manager are supported by the Change Manager, through which all information related to the project is passed.In this role, the Change Manager acts as the official interface between both the Activity Zones in the Process, and ultimately the Legacy Archive. Stakeholder Involvement & Teamwork It has been recognized in the manufacturing industries that multi-function teams, established in a development process, reduces the likelihood of costly changes and production diff iculties later on in the process by enabling design and manufacturing sections earlier in the process. Conventionally, many building projects comprise a team of participants assembled specifically to facilitate the development of that single. Consequently, a complete project team rarely works together on more than one project, and, as Somerville & Stocks (1996) argue, this can negatively affect the assembled â€Å"team's† performance.In addition, many key contributors are identified and included too late in the process. Project success relies upon the right people having the right information at the right time. Proactive resounding of Phases through the adoption of a ‘stakeholder' view would ensure that appropriate participants (from each of the key functions) are consulted earlier in the Process than is traditionally the case. This, in itself, will not eliminate the problems associated with TOM working. However, the active involvement of all participants, especially in the early phases of a project, may subsequently help foster a team environment and encourage appropriate and timely communication and decision making.Feedback In addition to the direct teamwork problems associated with Tom's, the ability to learn from experience is also hampered by the continual formation and break-up of project teams. Both success and failure can offer important lessons for the future, yet the fragmented and competitive nature of the Construction industry prevents the benefits of shared best practice being utilizes. The Phase Review Process facilitates a means by which project experiences can be recorded, throughout the Process, thereby informing later Phases and future projects. Competitive advantage will come from how such experiences are acted upon. (shared knowledge may not automatically reduce the competitiveness of companies working in construction.This Process Protocol therefore proposes the creation, maintenance and use of a Legacy Archive acts as a centra l repository, or information-spine (Sheath et. Al. , 1996), for the information generated through each of the phases of the process. The subsequent increase in awareness, project to project, has the potential for reducing risk and improving performance which over time may ultimately meet Lathe's expectations. Process Development Given the apparent lack of commonality in the contemporary understanding of the design and construction process, an attempt was made to produce a model of the process which could be debated and subsequently refined towards a generic representation.The initial model was developed based upon existing descriptions of the design and construction process (inter alai Walker, 1989; Hughes, 1991), some case study data, and reviews of other published models (inter alai RIBS, 1980; Assassin, 1994; BAA, 1995) The DEFIED-O (Integration Definition language O for Function Modeling) process modeling technique was adopted, initially, as the most appropriate means of represe nting this process. The DEFIED-O technique essentially represents a process as a sequence of activities, described by a verb followed by a noun. Each activity has associated inputs, outputs, controls and mechanisms. It is this technique that has been used successfully to represent processes such as Assassin's (1995) Integrated Building Process Model In developing a process model using the DEFIED-O technique, an initial step is the establishment of the activities that will comprise the model. In preliminary interviews and workshop sessions with the project's industrial partners these activities were presented for discussion in the form of an Activity Hierarchy.However, initial reactions to this were poor, principally because such an approach did not facilitate communication of the process, either quickly or clearly. Moreover, it was found that the industrial partners to the project, at this stage, also preferred to concentrate on the general principles of the process, in preference t o the detail of the activities involved. This preference for principles was found to have a certain congruence with other models of manufacturing processes. Cooper's discussion of the evolution of the ‘stage-gate' models in manufacturing (Cooper, 1994), and other (inter alai GAP (1990), Fissions) industrial models, demonstrate this. In such models the graphical representation of the process conveys it's inherent reminisces.As Rousseau (1996) notes, such process models are â€Å"an effective way to show how a process works†. In their definition; â€Å"A process map consists of an X and a Y axis, which show process sequence (or time) and process participants, respectively. The horizontal X axis illustrates time in process and the individual process activities or gates. The Y axis shows the departments or functions participating in the process†¦ † (p. 444) Beyond this convention, there appears to be little formality in the method used to represent a process. Fu rthermore, it could be argued that the elated informality of the modeling process enhanced the contributions of the project's partner representatives.Through several workshop sessions, the model was revised and deliberated by the partner representatives. As Rousseau (1996) argues, this â€Å"participative† approach to design makes any new process easier to accept and use. In an industry with a ‘need for change' such an approach must be considered appropriate. Thus, through a process of gradual refinement, progress was made towards an agreed version, the Process Protocol, which this paper presents. 6. The Process Protocol The draft Process Protocol Model is presented in Fig. . 1 . Essentially, the model breaks down the design and construction process into 10 distinct phases. These 10 phases are grouped into 4 broad stages, namely Pre-pro]etc, Pre-Construction, Construction and Post-construction.Pre-project Stage The Pre-project Phases relate to the strategic business con siderations of any potential project which aims to address a client's need. Throughout the Pre-project Phases the client's need is progressively defined and assessed with the aim of: 1. Determining the need for a construction project solution, and 2. Securing outline financial authority to proceed to the Pre-Construction Phases. In currently acknowledged models of the design and construction process (inter alai RIBS, 1980; British Property Federation, 1983; – Hughes, 1991 provides a comprehensive review), and recently published client-focused guides (CIRRI, 1995), this stage of a project is given scant consideration, when compared to the latter stages.However, the models assume that when approaching the Construction Industry, clients have already established the need'. Whilst there is little evidence to suggest this is not the case, it would seem reasonable to assume that the knowledge possessed by speculative alluding developers and consultants could assist any client in the se early stages of a project. The problems associated with the translation of this need through the conventional briefing stage of design (Reilly, 1987) have the potential for substantial elimination via such an approach. Pre-Construction Stage With outline financial approval obtained, the Process progresses through to the Pre- Construction Phases where the defined client's need is developed into an appropriate design solution.Like many conventional models of the design process, the Pre- Construction Phases develop the design through a logical sequence, with the aim of levering approved production information. The Phase Review Process, however, adds the potential for the progressive fixing of the design, together with it's concurrent development, within a formal, co-ordinate framework. Progressive fixity should not be confused with ‘design freeze', although to some this may be a desired aspect of the process. The major benefit of the fixity of design is the potential for impro ved communication and co-ordination between the project's participants as they pass through each Phase. Given the dynamic market conditions which influence any construction client's decisions, the need for flexibility must be addressed by the industry.At the end of the Pre-Construction Phases, the aim is to secure full financial authority to proceed. Only upon such authority will the Construction Phase commence, and this decision will be easier to make where the extent of the works, and it's associated risks can be readily understood. Construction Stage The Construction Phase is solely concerned with the production of the project solution. It is here that the full benefits of the co-ordination and communication earlier in the Process may be fully realized. Potentially, any changes in the client's requirements will be minimal, as the increased cost of change as the design progresses should be fully understood by the time on-site construction work begins.The ‘hard gate' that div ides the Pre-Construction and Construction Phases should not prevent a Workplace' approach to construction, and the associated delivery time benefits this brings. As with all activities in the process, where concurrency is possible, it can be accommodated. The hard and soft gates that signify Phase Reviews merely require that before such an activity is carried out, approval is ranted. Post-construction Stage Upon completion of the Construction Phase, the Process Protocol continues into the Post-construction Phases which aim to continually monitor and manage the maintenance needs of the constructed facility. Again, the full involvement of facilities management specialists at the earlier stages of the process should make the enactment of such activities less problematic.The need for surveys of the completed property, for example, should be avoided as all records of the development of the facility should have been recorded by the project's Legacy Archive. Figure 6. 1 . The Generic Desi gn and Construction Process Protocol Model 7. The Sub-processes: ‘Activity Zones' The earlier involvement of the project's participants, throughout the process is a significant development of the conventional approach to building. Traditionally, a construction project's participants are referred to by their professional or expert status. Ball (1988) demonstrates how this may be attributed to the inherent class relations associated with each of the professions and expert groups. As with all class distinctions, the effect that this basis for organizational structure in design and instruction has is division.A consequence of this traditional approach, by which even the more recent forms of contract procurement (design and build, management contracting, etc. ) are included, is the poor communication and coordination commonly associated with construction projects. The participants in the Process Protocol are referred to in terms of their primary responsibilities, and are represente d on the Y-axis of the Process Model. It is recognized that traditionally, project to project, organizational roles and responsibilities change, resulting in ambiguity and confusion (Luck & Newcomer, 1996). By basing the enactment of the process upon the primary responsibility required, the scope for confusion is potentially reduced, and the potential for effective communication and co-ordination increased.The Process Protocol groups the participants in any project into ‘Activity Zones'. These zones are not functional but rather they are multi-functional and they represent structured sets of tasks and processes which guide and support work towards a common objective (for example to create an appropriate design solution). A single person or firm can carry out an activity zone in small-projects but in large ND complex projects, an activity zone may consist of a complex network of people and between relevant functions and/or organizations. Since they are multi-functional, members hip of the ‘zones' is determined by the specific project task and/or process.For example Design Management often has important input in the Production Management and Facilities Management activity zones, amongst others and vice- versa. Of the activity zones associated with the model, not all will be discussed here. Most of the ‘zones' are self-explanatory. However, the role of the Process/Change Management and Development Management activity zones will be described, as they present a significant departure from the conventional view of the design and construction process. Development Management The Development Management activity zone is fundamentally the client/customer for the potential project. In the Protocol scenario, it is ultimately responsible for the success or failure of the project.Representing the major stakeholder in the process, it has an important role. It is via the brief prepared by the Development Management that the client/customer's needs are presented and ultimately interpreted. The Development Management is the only constant ‘player' in the process. All other activity zones potentially consist of a dynamic membership, as the needs of the project develop throughout the process. The extent to which the other participants in the process, particularly the Process Management, have authority to proceed is delegated by the Development Management. It is they who will ultimately review the work of the project's participants and sanction progress or cessation.Development Management is responsible for creating and maintaining business focus throughout he project, which satisfies both relevant organizational and stakeholder objectives and constraints. For example, a proposed speculative office development needs to satisfy the developers objectives (say, return on capital) and constraints (say, available finance), as well as fulfilling other stakeholder considerations (say, compliance with prevailing planning concerns). Process / Chan ge Management The Process and Change Management activity zones are essentially the interface between the Development Management and the other project participants. Process Management has a role independent of all other activity zones.A distinction must be dad between this conventional view of a project manager and the Process Management role. Process Management, as the title suggests, is concerned with the enactment of the process, rather than the project. Key to the success of each Phase in the process is the production of project deliverables (reports and documentation associated with each Phase). In this respect the Process Management is responsible for facilitating and co-ordination the participants required to produce the necessary deliverables. Acting as the Development Management's ‘agent', it will ensure the enactment of each Phase as planned, culminating with the presentation of the