Employment law Essay Example | Topics and Well Written Essays - 3000 words

Employment law - Essay Example Case study 1 shows a common instance of what could be termed to as a misunderstanding or misinterpretation of a situation within the business premises. In this situation, a seemingly stolen item that is a hard disk is found in the locker belonging to two employees of the same firm, namely Janice and Kelsey. Both are employees with a good reputation in the firm; however the case of a hard disk found in their locker tends to jeopardize their good resume. Following a different approach to confront the issue should show that neither Janice nor Kelsey could be held reliable; however this is not the case. Upon realization by the manager that the piece of hard disk has no entry in the stock records, both Janice and Kelsey are summoned by the manager in an attempt to discover the truth behind the recovery of such an item in their locker. Following basic human instinct, both culprits result to justification of their own cases against the allegations of theft. In a more detailed view of either employee, Janice has been an employee to the firm for a period not less than two years, within when, she has been able to maintain a clean resume without any implications proving otherwise. On the other hand, Kelsey has been working in the firm for a period just over a year, but similar to her co-worker Janice, has kept a clear record, throughout this time. Despite all this, both are considered guilty of the allegations of concealing the hard drive and face disciplinary measures that involve their immediate dismissal from their positions in the firm. Further information shows that the prior owner of the locker made claims of miss-placing his key to the locker some time back, this only making the decision to dismiss the two Janice and Kelsey somewhat inappropriate. Such cases are very common in the business world, and with their increase, the managerial departments of firms such as the one in question should come up with the appropriate procedures to solve such cases. With the incre ased lack of jobs, coming to a conclusion of dismissal like in this case should be the last option, and viable only, when the culprit is proven beyond any reasonable doubt to be guilty of the allegations. Janice to her defense had stated that she had used the locker as usual and upon noticing the bag that was later revealed to be containing the hard drive, had thought to hers self that it was Kelsey’s’ and had no business with it so just ignored it. Kelsey on the other hand had earlier on come to her defense stating that she had not used the locker lately, and thus had little information regarding the hard drive. It is evident that the procedure followed that resulted to the dismissal of the two was neither very clear nor convincing that either would have actually been considered guilty of the offence. Employment law governs that every employee in any organization of firm is subject to fair trial upon occurrence of such incidences. In this case, their cases of appeal a gainst the dismissal came to a sudden crash, as the appeals were refused and both were dismissed. A working environment that has such personal property as lockers should have 24 hour surveillance, even making use of the latest technology in terms of CCTV cameras, which would have saved the situation

Managing Internationally Essay Example | Topics and Well Written Essays - 750 words

Managing Internationally - Essay Example Tomboy can be analyzed as a company that operates internationally due to its system of production, subcontracting and distribution where the entities involved are situation in different locations typical of international companies. Production of a simple mechanical pencil may be simple, but in the case of Tombow, the process seems to be complicated. Tombow was founded by Harunosuke Ogawa in 1913 and operating its main headquarters in Tokyo (Mishina 1993). It has pursued modifications and innovations to make its product line-up competitive and the company profitable. Communication is one of the essential elements in the effective management of an organization. There seems to be a communication problem with Tombow. For instance, Yohei Ogawa (president of Tombow) said, when the stockouts of its products have been increasing, that the company’s subcontracting system had not efficiently performed its functions. He is at a loss on what is happening in the subcontracting level. He is wary on what the problem could be, or how would he know the problem. Late deliveries had also been a perennial problem of the sales department. Keitaro Ogura (head of sales promotion department), expressed dissatisfaction with the way the production people had been doing their work (Mishina 1993). Selling the products is easy he said, but the late deliveries are causing uneasiness in the sales department. As in the case cited above, Mr. Ogura is unaware of what is happening at the production level. In fact, he seems be disgusted with the way the production people had been doing their job. He said that, â€Å". . . we can’t tell if they’re just not trying hard enough,† referring to the production sector (Mishina 1993, p. 4). During meetings, the problem with late deliveries are not discussed and threshed out. Definitely, when problems are presented to the higher level of management and not settled or attempted to be settled, this would affect the morale of the m iddle level managers. Communication is the process of sharing and exchanging information within a common interpretative framework so that the information can be useful and meaningful (Booth 2008). Without the established communication channels and protocols, there will be a breakdown in communication (Patterson 2009). Appropriate communication channels must be formed within the organization and between the organization and the suppliers, vendors, retailers, dealers and sales agents. Regular meetings can help in threshing out business and management issues. However, issuance of memoranda and letters are sufficient to share information. At present, the advanced information technology can help a lot in bridging the gap in information among the different components of the organization. The information system has been contributing much to the changes in the organization (Mills 2005). It is clear in the case study that the use of computers and information technology has not been utilized by Towbow in any of its processes. A computer system must be set up to facilitate communication among the components. IT can also help in one of the main problems of Tombow – inventory control and tracking. As expressed by the head of the sales department, there had been delays in the deliveries and he was not aware of what was happening. The problem of uncertainty can be solved by a global inventory system for all stakeholders of Tombow, each component with specific access to the database. For instance, the orders of retailers, dealers of sales agents will be posted by the sales department in the database. The sales department will inform the main headquarter of the orders through letter or email. The sales department will post in the global inventory

Inventory Management in a Multinational Company

Inventory Management in a Multinational Company Inventory may be desirable, even necessary, for smooth operation and good customer service in many situations. For instance, inventory can be used to reduce the lead time to respond to customer demand, to smooth out the production rate when there are variations in demand, and to protect the company from underestimates of demand (forecast errors) or shortage of supply. Reasons such as these, plus the fact that inventory is considered an asset on a companys balance sheet, have led many companys to carry excessive amounts of inventory. Some companies for example, the Japanese manufacturer Toyota, have become known for their ability to operate with low inventories and to achieve a high inventory turnover. (Inventory turnover is basically the ratio of sales to the average inventory level, both measured at cost or retail price.) The Japanese approach is to keep in process inventory low and to achieve quick flow of the product through the production cycle. Being able to respond quickly to d emand, companies can work from a shorter range forecast, which is more accurate, so they need less safety stock to protect from uncertainty. [1] 2. Aims and objectives Inventory management is an important concern for managers in all types of businesses. For companies that operate on relatively low profit margins, poor inventory management can seriously undermine the business. The challenge is not to pare inventories to the bone to reduce costs or to have plenty around to satisfy all demands, but to have the right amount to achieve the competitive priorities for the business most efficiently. [2] Aims and objectives of this thesis are as follows: Deciding where to position inventory Determining when to replenish inventory Calculating how much to order Determining the placement of safety stock Refacilitating the use of business resources for profitable business results Ensuring the target level of inventory is available to support demand. 3. INVENTORY Inventory is defined as the stock of any item or resource used in organization [3]. An inventory system is a collection of people, equipment and procedures that function to keep account of the quantity of each item in inventory and to determine which items to buy or produce in what quantities and at what times. Even very simple method that accomplishes these functions cost money to operate. Some inventory system requires transaction reporting to keep track of every instance in which units are added to or taken from the existing inventory. This perpetual inventory records can be expensive, but the additional expense can be justified for products that are relatively expensive to hold in inventory 3. 1. CYCLE INVENTORY The portion of total inventory that varies directly with lot size, is called cycle inventory. Determining how frequently to order, and in what quantity, is called lot sizing, two principles apply. The lot size, Q, varies directly with the elapsed time (or cycle) between orders. If a lot is ordered every five weeks, the average lot size must equal five weeks demand. The longer the time between orders for a given item, the greater the cycle inventory. At the beginning of the interval, the cycle inventory is at its maximum or Q. at the end of the interval, just before a new lot arrives, cycle inventory drops to its minimum, or 0. the average cycle inventory is the average of these two extremes: Average cycle inventory = This formula is exact only when the demand rate is constant and uniform. However, it does provide a reasonably good estimate even when demand rates are not constant. Factors other than the demand rate also may cause estimating errors when this simple formula is used. 3.2. SAFETY STOCK INVENTORY To avoid customer service problems and the hidden costs of unavailable components, company holds safety stocks. Safety stocks inventory protects against uncertainties in demand, lead-time, and supply. Safety stocks are desirable when suppliers fail to deliver the desired quantity on the specified date with acceptable quality or when manufactured items have significant amounts of scrap or rework. Safety stock inventory ensures that operations are not disrupted when such problem occur, allowing subsequent operations to continue. Figure 1: Various types of Inventory To create safety stock, a farm places an order for delivery earlier than when the item is typically needed. The replenishment order therefore arrives ahead of time, giving a cushion against uncertainty. Inventory used to absorb uneven rates of demand or supply, which businesses often face, is referred to as anticipation inventory. Predictable, seasonal demand patterns lead themselves to the use of anticipation inventory. Anticipation inventory also can help when supply, rather than demand, is uneven. A company may stock up on a certain purchased item if its suppliers are threatened with a strike or have severe capacity limitations. 3.3. ANTICIPATION INVENTORY Inventory used to absorb uneven rates of demand or supply, which businesses often face, is referred to as anticipation inventory. Predictable, seasonal demand patterns lead themselves to the use of anticipation inventory. Anticipation inventory also can help when supply, rather than demand, is uneven. A company may stock up on a certain purchased item if its suppliers are threatened with a strike or have severe capacity limitations. 3.4. PIPELINE INVENTORY Inventory moving from point to point in the materials flow systems called pipeline inventory. Materials move from suppliers to a plant, from one operation to the next in the plant, from the plant to a distribution center for customer, and from the distribution center to a retailer. Pipeline inventory consists of orders that have been placed but not yet received. Pipeline inventory between two points, for either transportation or production, ca be measured as the average demand during lead time, , which is the average demand for the item period (d) times the number of periods in the items lead time (L) to move between the two points, or Pipeline Inventory = = dL. [2] 4. BATB Inventory Management There are some standard management theories as we described earlier in chapter two. The operational environment varies firms to firms, companies to companies. Based on the different varying conditions most companies do manage the inventory at their own. They do not follow exactly what the theory implies but analyzing the theories they go for the decisions that suit them most effectively and efficiently. The goal should not be to minimize inventory or to maximize customer service but rather to have the right amount to support the competitive priorities of the company. 4.1. BATB Inventory System BATB inventory system can be compared with a two-bin system in which an items inventory is stored at two different locations. Inventory is first withdrawn from one-bin. The two-bin system implies that if the first bin is empty, the second bin provides backup to cover demand until a reenlistment arrives [2]. BATB has the flexibility to locate their inventory at different points from supplier to warehouse at supplier premises which is very good advantage for a company. The demand manager and the MPS manager reviews the inventory positions on the daily basis and then go for receiving the lot from the pipeline inventory. This indicates that they are maintaining the pipeline inventory. It helps them reduce the lot size to be stocked at warehouse. BATB Inventory includes: Finished goods Bled sets Filter rods Wrapping materials Leaf Tax stamps Bandle rolls The study is mainly focused on the leaf. Because this is the major concern in any cigarette manufacturing company as it holds the maximum cycle time. We will work with the raw materials inventory. Mainly BATB has two types of materials. These are wrapping material and Tobacco. They receive raw materials from both local and foreign suppliers. Foreign suppliers are mainly from Brazil, Argentina, Canada, South Africa and Zimbabwe. For local suppliers average lead-time is 10 to 15 days and for the foreign suppliers lead-time is 90 to 120 days. Leaf is supplied by both the local and foreign supplier. But ignoring the local leaf as it takes less time, we will take the imported leaf in account to analyze. Leaf Strategy Leaf is an agricultural plant, which must be cultivated, and it needs certain period to get matured. Therefore the ordering policy of leaf is very time consuming. They have to place the order very early of the time it is needed to arrive. Suppose they need 1000-ton leaf in the month of April 2008, they inform their supplier right now that is in the month of April 2007, so that they can cultivate the leaf and then deliver. In addition, it is to be mentioned that just after the arrival in the warehouse the leaf is not as ready as to be used for production. It goes under another certain period of time for maturation and then is under for production. But if we talk about the lead-time it will include only the days between order placements to arrival at warehouse. 5. SAFETY STOCK Usually one does not know precisely the number of units that will be demanded each day during the lead-time. The duration of lead-time may have unexplained or unexpected variation. Demand can be thought of a probabilistic variable with some expected amount of demand during a period of time and unexplained variations about the expected value. If inventory could be replenished one a moments notice there would be no reason to be concerned about demand uncertainty. Whenever inventory reached zero, stock would be held again. With some lead time between the placement of an order an its arrival, however there is a chance that demand will be greater than expected and loss will be incurred due to stockout. When stockout costs are high and demand is very unpredictable, the financial risk is sizable. Safety stock is a means of protection against this risk. Safety stock (SS) is established simply by raising the reorder level above the expected lead-time demand. For probabilistic demand during le ad-time, the reorder level is given by the following equation where represents the mean demand per unit of time. [1] RL= ( ÃÆ'- LT) + SS Safety stock is the average amount one hand when replenishment orders arrive. Sometime demand during the lead-time is less than expected extra stock is on hand. Sometimes demand is greater than expected and some of the safety stock is used. 6. Methodology Step 1: Conducting a primary survey. Step 2: Preparing primary questionnaire Step 3: Modification of the questionnaire Open-ended questions: This type of questions found out the view of the decisions makers out for gathering information regarding the subject topic. Close-ended questions: These types of questions were designed to extract information which are related to the preparation of a realistic forecast: Step 4: Performing the case study and conducting the interview Step 5: Data processing and analysis 6.1 Demand Forecasting Strategy Demand manager receives the sales history of the previous 4/5 years. He observes the trend that every month undergoes. There are some seasonal impacts in the cigarette market. But overall the market is a stable one. Following the trend of previous 4/5 years and considering the marketing activities, the demand manager goes for a rolling forecast over the next 18 months. The term rolling here implies that the forecast is updated every month for the next 18 months. Stable Trend-up Trend-down Figure 2: Trends of Demand By this, the demand manager feels flexible enough to consider any new promotional activity or any assumption from the marketing department and any seasonal impact, which has not been included earlier. The main focus of forecasting is based on the trend. If the trend is decreasing the forecasted sales goes down and vice versa. 6.2. Findings Imported leaf stock: Year end 2008 imported leaf stock was 317 million Taka Average 2008 leaf stock was 334 million Taka (~ 4 months duration) Currently, they are following an inventory policy of maintaining a 90 day safety stock which varies in quantity and value terms over the year with fluctuation in demand. 7. ANALYSIS The assumptions presented in the chapter two have been considered applicable to develop the EOQ for the imported leaf. Considerations: Grade: AN30/104S Demand in Kg/Month: Annual Demand = 152000 Kg Holding Cost = 32 TK/ Kg Ordering Cost = 700 TK (Assumed) EOQ =à ¢Ã‹â€ Ã… ¡ (2DS/H) = à ¢Ã‹â€ Ã… ¡ ((2*152000*700)/32) =. 75Kgs Kgs 7.1 HOW MUCH TO ORDER The analysis shows that the company should order 2579 kg for the particular grade each time, a quality that should be result in 58.93 cycles per year. Actually, the equation derived doesnt result in actual lot size that must be ordered. This will help to manage lot size and inventory control. The current moves towards the inventory cost and quantities, stress the importance in reducing lot size. That means to reducing lot sizes is to reduce setup time and cost. When smaller lots are run, holding cost is reduced. The point is to understand the logic and where to apply it. The effect on order size resulting from reducing setup cost is shows in the following figure. When the setup cost is reduced, the total cost curve shifts from TC1 to TC2. Correspondingly, the EOQ is reduced from EOQ1 to EOQ2 and the maximum total cost is reduced from TC1min to TC2min.[3] Figure 6: Effect of reduced set up cost on order size and total cost 7.2. Reorder level The order quantity and reorder level are interrelated. A large order quantity causes fewer replenishment cycles with fewer exposures to stockout, so the reorder level can be reduced, and vice versa. Theoretically, we would have to find simultaneous solutions to equations for Q and RL to find their normal values. The value of D, S and H are only estimates, and the value of the EOQ will be approximate whether or not an adjustment is made for the expected stockout cost. Consequently, as often as done, we disregard the interrelationship between Q and RL. We solve for the EOQ, ignoring its effect on stockout cost, and then we find the best reorder level for this value of Q. Assumptions: Highest Service Level Factor corresponding to 99.99% satisfaction level used though recommended maximum level is usually 98%; this results in a more than 50% higher safety stock ii) Safety Stock calculated using standard deviation of actual demand rather than variance between forecast and actual giving higher levels of safety buffer. iii) Lead time taken to be 4 months for all grades whereas actual lead time is considerably less providing greater safety stock to cover variation in demand during lead time. Calculation: RL = L + z Where, RL =Reorder Point in Units, =Average Demand Per Time Period, L = Lead Time,Z = No. of Standard Deviation for a Specified Service Level,= Standard Deviation of Usages during Lead Time Annual Demand =152000 kgs Average Demand/Per Month =12666.66 L= 4 Months Z = 99.99% = à Ã†â€™d = à ¢Ã‹â€ Ã… ¡ (à ¢Ã‹â€ Ã¢â‚¬Ëœ (di-dà ¢Ã‹â€ Ã¢â‚¬â„¢) 2/12), in a range from i-1 to 12 =à ¢Ã‹â€ Ã… ¡ (31066666.66/12) =1609.00 Therefore, = =1609* =3218 From the above calculation RL can be determined as follows: RL = 12666.66 * 4 + 4*3218 =50666.64 + 12872 =63538.64 This says that when the stock on hand gets down to 60610.26 kgs order should be placed. 7.3. Level of Safety Stock Safety stock= =4*3218 =12872 It results to a safety stock of 31 days, as the daily demand is 416.43 kgs. But theoretically it is applicable for the particular grade. Though the other grades do not involve so much variation in their demand, considering some logistic capabilities for the overall improved leaf the proposed safety stock is 50 days. This will allow for flexibility during roll out of new safety stock polling while guarding against unanticipated changes in sales and supply scenarios. The reason for proposing this amount of safety stock is to protect much against the uncertainty of demand. Because there may be a situation that for a sudden change in demands the system may not be flexible enough to meet the change from the calculated safety stock. This is due to demand forecasting that takes place over a long period and the order is placed for a particular month very early of the situation it experiences the change in its demand. So immediately it is not possible for the system to respond the sudden change in demand. For this, proper level of safety stock should be placed in a company for its smooth operation. Another fact is that the lead time from order placement to arrival at warehouse involves some events over which the proper control is not possible. The following section represents the impact of reduction of safety stock and then the analysis of lead time is shown. It is to be mentioned that the more the lead times the more the level of safety stock. Therefor e the lead time calculation is an important factor for the placement of safety stock. 7.4. BENEFITS CALCULATION GRADE: AN30/104S Annual consumption = 152000kgs 90 days safety stock = 38000kgs 50 days safety stock = 21111.11 Therefore, WC Reduction = (38000-21111.11)*165 =2.78 million Taka 7.5. OFFSHORE STOCK COST CALCULATION Reduction in safety stock = 16888.89 kgs This amount of excess stock will be held at supplier premises for a maximum additional period of 12 months. Holding cost at BATB @ 12% = 16888.89ÃÆ'-135.11ÃÆ'-12% =273823 Taka Holding cost at supplier @ 7.2% + Excess Duty =16888.89 ÃÆ'- 135.11 ÃÆ'- 7.2% ÃÆ'- 1.22 =200439 Taka Therefore, Savings =73384 Taka 8. IMPACT OF REDUCED LEVEL OF SAFETY STOCK ON WC Proposed Safety Stock based on lead-time, variability in demand during 2006 and desired service level indicates a substantially lower requirement of safety stock even with very conservative assumptions Using 2007 volumes this would translate to reducing imported leaf stock from an average of 322.60 Million TK. to about 179.18 Million TK. Jan 08 Feb08 Mar 08 Apr 08 May 08 Jun 08 Aug08 9. LEAD TIME ANALYSIS It has been already mentioned that the more the lead time the more the safety stock. Lead time involves the total time from the order placement to arrival at warehouse Figure 7: Supply Lead Time We can develop a pie chart highlighting the time taken on a percentage basis by different events that take place from order placement to arrival at warehouse. Symbols Events Average % A TIME TAKEN BW ORD PLACE PRO INVOICE REC 14.75 7 B TIME TAKEN BW LC REQUIEST 10.93 5 C NO. OF DAYS SPENT B/W LC SHIPMENT DATE 38.90 19 D ARRIVAL IN CTG (ACTUAL SHIPMENT ETA CTG) 35.10 17 E DAYS REQD CTG TO ICD 6.05 3 F DAYS REQD ICD TO WAREHOUSE 8.58 4 Table 1: Lead Time Analysis The pie chart shows that a major part of the time from order placement to arrival at warehouse involves the events C and D over which the control cannot be held so easily. They involve some complex as well as time taking procedures. But in case of the rest of the events different action can be issued very effectively. Figure 8: Events placed on Warehouse (Percentage basis) In addition there are some recommendations for reducing the lead-time in the next chapter. 10. RECOMMENDATION As the analysis shows that the company can reduce the level of safety stock, the first phase of recommendation represents how it can be carried out and the later phase defines the steps, which should be proper monitored and controlled with a view to, maintain an optimized inventory management system. This will enable to obtain an effective safety stock level. Allowing Inventory Policy Exceptions for certain grades to satisfy requirements for blend changes and brain launches. Reviewing and improving the order tracking process as necessary. Monitoring orders, delivery performance and safety stock policy adhere continually. Gradually moving to safety stock of 2.5 months and then to 50 days, with 6 months duration difference. Holding the excess stock at the supplier premises. Locating the inventory at different points in the pipeline rather to hold much in the warehouses. The following steps should be performed in order to implement the recommend actions: Developing operational excellence in demand forecasting so that there will be fewer surprises. Cutting the lead-time to reduce the demand uncertainty during lead time. Reducing the supplier uncertainty. Supplier reliability can be increased by sharing the production plans with them, permitting them to make more realistic forecast. Improving the logistics capability by planning the infrastructure to meet demand, then implementing and controlling the physical flows of material and final goods from points of origin to points of use. 11. CONCLUSION It has been revealed that the traditional inventory management system needs some modification depending on the situation or the operating environment, while inventory is management by a company. The different inventory models provide a different set of capabilities and opportunities to exploit different competitive priorities. Some members of different industries and consulting firms have already started to criticize classical inventory models seem fashionable. But prior to the operating conditions different classical inventory models can be considered as the decision making tools that will enable a company to take its step under conflicting pressure. All the system needs is proper integration of operation and business. This will smooth the flow of information and thereby implementation of such models would be openhanded.

The Operation of Electric Motors :: essays research papers

I have written this science research paper to help people understand more about the electric motors and their operation. The electric motor transforms electrical energy into mechanical energy, which in turn makes motion possible. To better understand electric motors, one should first understand the basics of electric motors operation, electromagnetics. One can create an electromagnet by running an electric current through a wire which in turn will create a magnetic field. An electromagnet may only be a temporary magnet but it has the same magnetic properties as a permanent magnet. Any magnet creates a magnetic field and this magnetic field will contain two ends or polls, one North and one South. The fundamental law of magnets states that ?Opposites attract and likes repel? and the same holds true with an electromagnet. A simple electromagnet can be created by the use of a power source and a piece of wire as shown in Figure 1. The magnetic field created will be stronger then the magnetic field of the earth, effecting the compass and will cause the needle to move in the direction of this newly created magnetic field. As current flows through the wire, a magnetic field is created around the wire. Figure 2 shows the circular shape of the magnetic field around the wire as if you were able to look down the end of the wire. The magnetic field itself is invisible, but the magnetic field strength can be measured through the use of special equipment. The magnetic field weakens the further you move away from the wire and will always be perpendicular to the wire and the fields direction depends on the which direction the current if flowing. Since the magnetic field is always circular and perpendicular to the wire, the magnetic field can be increased simply by creating a coil of wire. Figure 3 shows an example of a simple electromagnet by coiling a wire around a nail and connecting it to a power source. The magnetic field is amplified by each loop of wire around the nail. An electric motor depends upon magnetism to function, to be more specific, electromagnetism. By continuously changing the direction of the electromagnetic field in a motor, we take advantage of the basic magnet principle that ?Opposites attract and likes repel?. This allows an electric motor to rotate.

Information Strategy Plan for catering services Essay

Develop a solid, corporate identity in its specified targeted market areas. Become the top brokerage firm by its fifth year (2015) of operation, or before. The company believes that the above-mentioned objectives are obtainable because of the high degree of professionalism and expertise in real estate marketing upheld by the corporation’s core values. Compliance to the RESA Law compels all marketing executives with the knowledge of the real estate laws and procedures which will give them the corresponding license from the Professional Regulation Commission (PRC) as Licensed Real Estate  Sales Agents to engage in the marketing and sales of real estate properties. DRIVEN will provide them the needed training upon entering the profession. Free and paid trainings will be available at a high return to the agent. When starting out, most agents are not able proper training and support. The office environment will be productively and professionally presentable making it inviting to the agent as well as to its client developers and potential buyers / investors. A team of assistants and coordinators will man the office to provide virtual support and track daily marketing routine/schedule. Marketing executives will have the opportunity to be guided each day through a marketing plan. They may choose to follow the guidelines and training provided or they may follow their own daily routines. The company will be supplying a well-studied program allowing the new marketing executives to earn more than the average real estate agent by providing constant guidance and stability. If an agent for example sets a goal to obtain one buyer for the month, on an average of Php3,000,000.00 he would earn an income of Php81,000 per month (inclusive of withholding tax) X 12 months = Php972,000 per year. The accredited brokers will guide and assist every marketing executive in conquering this goal. The same sales as noted above would profit the corporation Php27,000 per month X 12 months = Php324,000 for the year X 460 agents = Php149,0400,000.  Under the RESA Law the real estate brokers on the other hand, are entitled to manage 20 marketing executives hence the corresponding profit for the accredited brokers given the same sales goal will be Php27,000 per month X 12 months = Php324,000 for the year X 20 agents = Php3,888,000 on top of his personal sales. At every stage of a persons’ search for property the listing will experience attrition or in other words a point where the searcher does will not proceed to view details or make an enquiry about the property being sold. This happens when the property cannot be found hence agents are encouraged to utilize all major portals in the market to minimize attrition and maximize results. No attention grabbers can also happen when the website is compromised by poorly optimized and presented Images and even the mere. Titles and Text may increase attrition rate significantly reason why all listings presented on portals should theme professional real estate photography as well as optimized titles and text. People online get bored quickly as well, if a person’s interest is lost while reviewing the property, chances are a potential sale might be lost as well. Apart from getting bored quickly, people using the internet react impulsively. They are quick to judge and if their perception is negative of what they are reading or seeing they will leave and move on, potentially never to look at the listing again.

Sammuri Argumentative Essay

Samurais Argumentative essay Samurais were a vital part of Japanese culture and should have been allowed to continue. Although there were dangerous aspects of this tradition, it was also a large part of Japanese culture. As time passed, their existence had gradually lessened, resulting in their loss. Although the Samurai ways are no longer practiced, they have left a legacy that keeps on affecting the lives of people in Japan today. The traditions of the samurai still have an influence on the lives of the Japanese people.Whether it is through the martial arts, the peaceful arts, or their beliefs, the samurai continue to influence life to this day. The Samurai’s ethics are major in Japanese society as well as business; the idea of Bushido exists in society today as the Japanese business ethics illustrate honor and duty to Japan. To be a Samurai was a huge honor and it took an abundance of training and extensive hours of practice. Samurais had to be completely dedicated to their lifestyle; they repeated their schedule day after day: wake up in the Samurai village, meditation, hours of training, dinner, and sleep.Their routine was very rigorous however; it was compensated when they went into battle. Samurais were an elite group of warriors who were very skilled in battle and killing. Many may say that the Samurais were very violent and provocative group, however, the Samurais were always on the defensive. Though the entire movie, the Samurais never picked the fight, it was always the Americans- or in any case, it was never the Samurais who were picking the fights. The Samurais’ code of honor, Bushido, was much like a knights’ code of honor, chivalry; the only difference was â€Å"seppuku†.Seppuku was the traditional suicide after a battle was lost. The leader of the losing team was to commit suicide by carving a figure 8 into his abdomen because he shouldn’t live with the shame of losing a battle. If the man could not complete th e figure 8, the leader of the opposing side would cut off the loser’s head. This was all part of honor; however, many people saw it as barbaric and couldn’t understand this ritual. The Samurai were trained warriors and their job was to kill predators so any way they are viewed; they were still violent peoples so in a way it was a good thing that the tradition was discontinued.The weapons the Samurais used were swords, bow and arrows, and a spear; no fire arms. In the movie, The Last Samurai, it was said that the â€Å"sword is part of the soul†. The Japanese took this very seriously; training took up most of a warriors’ day. The samurai rose to power out of the constant fight for land in feudal Japan. They became experts at fighting from horseback and on the ground. They trained in armed and unarmed combat. They wore many layers of armor and used only the sword passed down from previous generations.As mentioned previously, the Samurai were trained warrior s and their job was to kill predators so in a way it was a good thing that the tradition was discontinued. However, much like the Samurai, soldiers fighting the war today are much more aggressive than the Samurai and they are armed with much more lethal weapons than a sword. Others may view this as hypocritical that the centuries long tradition was put to an end yet we continue to fight and kill to get what we need; we aren’t even fighting to protect our people like the Samurais were, we are fighting for something that we want.