Acquisitions: Motivations & Challenges Essay

a. Identify five main motivations (discussed in class) for acquiring a company. Provide a specific, real-world acquisition example for each motivation. b. Which three motivations are most relevant to Paragon Tool’s potential acquisition of MonitoRobotics in the Growing for Broke case? c. Identify the four main challenges (discussed in class) when executing a corporate acquisition. Provide a specific, real-world acquisition example for each challenge. 2. Blue Ocean Strategy a. Draw a strategy canvas for the Nintendo Wii and briefly describe what it says about why Nintendo has been successful in such a competitive industry. Include the Sony Playstation and the Microsoft Xbox on the canvas. b. Identify and briefly describe the six paths to finding Blue Oceans. Give a specific, real-world example of each path (other than the examples I gave in class). 3. Cisco Systems’ Acquisition Strategy a. Outcomes of nearly 75% of corporate acquisitions fail to meet managerial expectations. Identify 7 reasons why Cisco Systems has been more successful than most other companies in executing over 100 acquisitions (see the two attached articles). b. Identify 3 reasons why Cisco Systems began having trouble with its acquisition strategy. 4. Diversification at Starbucks a. Illustrate and concisely explain the Boston Consulting Group’s Growth-Share Matrix. Make sure you identify: i. the dimensions upon which the Matrix is based ii. each type of businesses embodied in the Matrix’s quadrants iii. the three functional assumptions of the model b. Specifically apply the model to Starbuck’s product diversification efforts since the 1990s (see the attached article). c. Concisely explain two reasons why BCG’s Growth-Share Matrix might not accurately reflect Starbucks’ historical development. 5. Google’s International Strategy a. Identify and briefly explain the three types of international strategy. b. Identify Google’s international strategy and explain why Google Finance would have only been possible under that strategy (see Tom Friedman’s â€Å"Outsourcing, Schmoutsourcing! Out Is Over† article below). c. Give a specific, real-world example of each of the other two types of international strategy. 6. Reconfiguration in the Personal  Computer (PC) Industry a. Identify and briefly explain six distinct methods that firms can use to acquire the resources and capabilities they need to develop new products and businesses. b. Drawing on our discussion of the strategic sourcing framework, briefly describe and/or illustrate the relative advantages and disadvantages of these methods. c. Both PC software and hardware manufacturers have been forced to adapt to the rapidly evolving industry in order to survive. Using the PC industry, provide a specific example of 5 of these 6 methods. d. Briefly explain why Xerox may be greatest success and the worst failure in the history of the PC industry. 7. Outsourcing at GM a. Concisely describe the Strategic Sourcing Framework. Be sure to identify the relevant costs/advantages associated with the make-or-buy decision. b. In February 2006, GM announced a â€Å"huge package of outsourcing contracts.† See the attached article. Using the Strategic Sourcing Framework and our class discussions of GM, explain why GM chose to do this. c. Concisely describe the disadvantages GM faced in choosing to outsource, like this. 8. In the early 2000s, Boeing began aggressively outsourcing the development and production of the 787 airplane design. By late 2008, Boeing managers admitted that they made some mistakes in pursuing the outsourcing strategy and that Boeing would significantly curtail outsourcing. List Boeing’s initial motivations for outsourcing and the reasons behind its subsequent change of heart. 9. Diversification a. Concisely describe and explain the relationship between diversification and corporate performance. b. Give one example each of companies with very low diversification, very high diversification, and moderate diversification. Make sure these examples accurately reflect the relationship you described in part a. c. In class, I argued that Tyco could be considered an exception to the generally understood relationship between diversification and performance. Explain why you think this is true or untrue. d. Regardless of how you answered part c, identify 4 or 5 ways that Tyco’s diversification strategy is different from typical corporations’ corporate strategy. 10. Hybrid Engine Technology & Industry Evolution a. Concisely explain what type of industry disruption best describes Toyota’s  introduction of the first hybrid engine car targeted for the United States mass market. c. Give a specific historical example (from any industry) of the other major type industry disruption. d. Using a technological S-curve graph (Walker Figure 4.5), illustrate the evolution of the automobile engine. In your illustration, make sure you capture the development of 1) hybrid, 2) hydrogen fuel cell, and 3) standard gas-powered combustion engine technologies. Also include in the illustration indicators of today’s date in addition to the dates at which each technology was (will be) introduced to the U.S. mass market. e. Concisely explain Utterback’s model of innovation (Walker Figure 4.4). f. Use Utterback’s model to specifically and concisely explain why hydrogen fuel cell engines might not be commercially viable for a very, very lo ng time. How Cisco Makes Takeovers Work With Rules, Focus On Client Needs By Mike Angell, Investor’s Business Daily Investor’s Business Daily Investing in technology is risky. Just ask Cisco Systems. In 1997, the networking leader bought Dagaz, a company that made gear for digital subscriber lines. Dagaz wasn’t solid, and Cisco had to buy another company to get the right product. â€Å"You have to be ready to take those risks,† said Ammar Hanafi, Cisco’s business development manager. He’s been involved in almost every Cisco takeover since 1998. But Dagaz was an exception among the 70 companies Cisco has bought in the last seven years. That makes Cisco an exception, too. According to a study by consultant A.T. Kearney, more than half of mergers don’t work out. Here are some of Cisco’s rules: Stay close to home – 73% of Cisco’s targets make network gear. Deals make geographic sense, too. They’re close to a Cisco unit or a key talent capital. Get early wins – targets have products customers want right now. Familiarity – Cisco has stakes in 15% of its targets. Think small – Cisco buys start-ups mostly Management stays – and quickly learns the Cisco way. Beyond those factors, Cisco looks at what the target firm wants to accomplish, the needs of Cisco’s customers and how targets fit. â€Å"Cisco is the best example of a company with a well-established acquisition and post merger strategy,† Kearney’s Max Schroeck said. Many failed mergers stem from companies trying to enter new markets or just cut  costs. Successful mergers are between companies in related lines, the stud y says. That means joining people who share knowledge and experience. Cisco stays close to network gear. It strays, but not far. Smaller forays have been in Net-based phone gear (3%), software for content delivery (15%) and wireless gear (8%). Customer Focus â€Å"We’re always focused on our customers’ wants and needs,† Hanafi said. â€Å"We’re always expanding the range of products we have as our customers’ own networks expand.† The best example may be Cisco’s first acquisition in 1993. CEO John Chambers, then Cisco’s top salesman, was negotiating an order. But the client leaned toward a rival. So Cisco bought the rival, Crescendo Communications, for $ 89 million. Crescendo’s product was no â€Å"killer,† Hanafi said. But by the third generation, it brought in almost half of Cisco’s sales. â€Å"The first generation should be good enough for a customer,† Hanafi said. â€Å"The second generation is usually a great product. By the third, it should be a market leader.â⠂¬  Buy Vs. Invest But how does Cisco know this will be the case? Homework. Thirty people screen companies, probe market potential and talk to likely targets. Its engineers study products, and it queries customers. In some cases, this leads to an investment – one that helps Cisco learn about new technologies. If it’s a new market and product line, Cisco will invest. If the technology isn’t ready but looks right, Cisco will invest as well. â€Å"We’re always looking to enter new parts of the network,† Hanafi said. â€Å"Sometimes there are companies that are not as strategic, but we’d like to know what they do.† Of the 20 companies Cisco bought this year, it had stakes in eight. Overall, it has stakes in about 15% of its possible targets. Sometimes investments prompt Cisco to go with a rival. Two years ago, Cisco bought a stake in a company called Tellium that made an optical switch. Following some changes at Tellium, and after learning about that market, Cisco bought Monterey Networks instead for $ 500 million. Cisco still has a â€Å"passive† investment in Tellium but may sell its stake when it can, Hanafi says. For the most part, Cisco targets start-ups. Chambers doesn’t believe mergers of equals can work. The Kearney study agrees. It  said nearly one-third of mergers of equals destroy shareholder value. Cisco’s 1996 buy of StrataCom makes the point. At $ 4 billion, StrataCom was Cisco’s largest takeover to date. StrataCom’s sales force tou ted one data standard, Cisco’s another. Users were confused. â€Å"Integrating the two sales forces was more difficult,† Hanafi said. Geography’s Role Cisco also has a rule that targets must be physically near one another. This year, Cisco added a fourth company to its Israeli portfolio. And it added its second Canadian company, a software firm called PixStream. These areas are promising new high-tech hubs, and Cisco needs to â€Å"go where the talent is.† â€Å"People asked us why buy PixStream? It’s in Waterloo, Canada,† Hanafi said. â€Å"It’s right next to the University of Waterloo, a good school for engineers.† Though it may take up to two years to identify a potential acquisition, Cisco doesn’t waste time closing the deal. Hanafi has seen some sealed in as few as 10 days. Ultimately, Cisco buys talent. It woos people by telling them Cisco will help make their product No. 1. Integration Teams â€Å"We’re saying to them, ‘Use our sales force, our manufacturing size,’ † Hanafi said. â€Å"Come in and we’ll help make you a leader.† That’s kept 75% of acquired companies’ CEOs at Cisco. Cisco sets up a chain of command, and the CEO of the acquired company stays in charge. Integration is easier. Cisco has made integrating companies a discipline. Hanafi has a team of 10 people who run this process. They send up to 65 others from sales, human resources, manufacturing and finance to meet with every worker to discuss salaries, benefits and roles. †The first question people ask after being acquired by Cisco is, ‘What’s going to happen to my dentist?’ † Hanafi said. Cisco Shopped till It Nearly Dropped By John A. Byrne and Ben Elgin in San Jose, Calif., BusinessWeek It was an all-too-typical deal for Cisco Systems Inc. Monterey Networks Inc., an opticalrouting startup in which Cisco held a minority stake, was a quarry with no revenue, no products, and no customers  Ã¢â‚¬â€ just millions in losses it had racked up since its founding in 1997. Despite those deficits, Cisco plunked down a half-billion dollars in stock to buy the rest of the company in 1999. But within days of closing the deal, all three of Monterey’s founders, including its engineering guru and chief systems architect, walked out the door, taking with them millions of dollars in gains from the sale. †I came to the realization I wasn’t going to have any meaningful impact on the product by staying,† says H. Michael Zadikian, a Monterey founder. Eighteen months later, Cisco shut down the business altogether, sacking the rest of the management team and taking a $ 108 million write-off. That dismal tale hardly jibes with Cisco’s widespread reputation as an acquisitions whiz. Not since the conglomerate era has a company relied so heavily on its ability to identify, acquire, and integrate other companies for growth. CEO John T. Chambers believed that if Cisco lacked the internal resources to develop new products in six months, it had to buy its way into the market or miss the window of opportunity. Some put a new name on it: acquisitions and development, a way for the company to shortcut the usual research cycle. Its belief in the strategy has led Cisco to gobble up more than 70 companies in the past eight years. Analysts and academics heaped praise on Cisco’s acquisitions prowess in articles, books, and business-school case studies. In the early days, some of this praise was deserved, as Cisco morphed from a router company to a networking powerhouse. Its first acquisition, Crescendo Communications Inc., guided Cisco into the switching business, which generated $ 10 billion in sales last year. All told, acquisitions have laid the foundation for about 50% of Cisco’s business. But in early 1999, with exuberant investors enticing a growing number of unproven companies to go public, Cisco suddenly had to acquire companies at a much earlier stage. Cisco had long claimed an unprecedented success rate of 80% with its acquisitions. Chambers now says it fell to something like 50% during the Internet craze — still above the industry average. †We bet on products 12 to 18 months out,† concedes Chambers. †We took dramatically higher risks.† Chambers often maintained that his acquisition strategy was aimed at acquiring brainpower more than products. But an analysis of the 18 acquisitions Cisco made in 1999 shows that Monterey was no fluke. Many of the most valuable employees, the highly driven founders and chief executives of these acquired companies, have since  bolted, taking with them a good deal of the expertise and experience for which Cisco paid top dollar. The two founders of StratumOne Communications Inc., a maker of optical  semiconductors purchased for $ 435 million, left Cisco. The chief exec of GeoTel Communications Corp., a call-routing outfit acquired for $ 2 billion, walked out after nine months. So did the CEOs or founders of Sentient Networks, MaxComm Technologies, WebLine Communications, Tasmania Network Systems, Aironet Wireless Communications, V-Bits, and Worldwide Data System s — all high-priced acquisitions in 1999. Some simply felt Cisco had become too big and too slow. †People who crave risk don’t do so well at Cisco,† says Narad Networks CEO Dev Gupta, who sold Dagaz and MaxComm Technologies Inc. to Cisco in 1997 and 1999, respectively. †Cisco focuses much more on immediate customer needs, less on high-wire technology development that customers may want two to three years out.† Chambers maintains that Cisco’s turnover rates are the best in high technology. †In our industry, 40% to 80% of the top management team and top engineers are gone within two years,† he says. †Our voluntary attrition rate is about 12% over two years.† Difficulty holding on to top talent was not the only flaw in the Cisco acquisition machine. Cisco often paid outrageous sums for these unprofitable startups — a total of $ 15 billion in 1999 alone. Even some of the deals that Cisco considers successful look pretty dreadful using simple math. Its 1999 acquisition of Cerent Corp., a maker of opticalnetworking gear, is a good example. Cisco paid $ 6.9 billion for the company, or $ 24 million for each of Cerent’s 285 employees, even though the company had never earned a penny of profit and had an accumulated deficit of $ 60 million. Even if earnings bounce back to 2000 levels of roughly $ 335 million, it would take Cisco about 20 years to recoup the purchase price. Of course, deals such as Cerent found their rationale in Wall Street math. If investors were willing to pay 100 times earnings for Cisco’s stock in 1999, then a Cerent profit of, say, $ 300 million could effectively increase the market cap of Cisco by some $ 30 billion. Call it bubble economics. Besides, many of these deals were done for highly inflated Cisco stock instead of  cash. Even so, that wampum could have been used to buy other assets that could have delivered greater returns. Only in the months since the bubble burst has it become evident just how muddled Cisco’s mergers-and-acquisitions strategy became. In its haste to do deals, Cisco often purchased companies it didn’t need or couldn’t use. In some cases, the buying spree led to overlapping, duplicative technologies, political infighting, and just plain wasted resources, as Monterey shows. †M&A works to some extent, but at Cisco, it got out of hand,† says Iqbal Husain, a former engineering executive at Cisco. After losing many of the leaders of these businesses, product delays and other mishaps were not uncommon. When Cisco closed down Monterey, for example, the company still hadn’t put a product out for testing, which alone would take as long as a full year. †By the time the product was there to test, the market wasn’t,† says Joseph Bass, former CEO of Monterey. Chambers says he has moved to correct the flaws. Its acquisition binge has slowed —  from 41 companies from 1999 through 2000 to just two purchases in 2001. While Chambers expects to do 8 to 12 acquisitions this year, he insists that market conditions will let Cisco wait at least until a target company has a proven product, customers, and management team before cutting a deal. †We’re making the decisions to acquire a company based on a later point in time, which dramatically lowers the risk,† Chambers says. Anything more ambitious, Cisco now knows, may be foolhardy. A Costly Acquisition Strategy Often lauded for its buyout successes, Cisco has purchased more than 70 companies in the past eight years. In 1999 alone, it paid $15 billion for 18 startups, many of which never delivered on their early promise. Here are the most noteworthy: COMPANY PRICE STATUS SKINNY CERENT $6.9 Alive and Although Cerent has generated $1 billion well billion in estimated sales for Cisco, two decades could be needed to recoup the steep price. PIRELLI $2.2 Alive but A disappointing attempt to bolster OPTICAL billion struggling Cisco’s long-haul optical networking. SYSTEMS But Pirelli’s technology still trails that of rivals. MONTEREY $500 Dumped This  upstart optical company never NETWORKS million in April produced a viable product, and Cisco cut its losses with a $108 million write-off in April. AMTEVA $170 Sold at a Lackluster revenue forced Cisco to million loss in July sell this unified-messaging business. MAXCOMM $143 Part of their Founders and key technologists walked TECHNOLOGIES million DSL strategy out soon after the deal closed. Data: BusinessWeek The Toronto Star April 28, 2006 Friday SECTION: BUSINESS; Pg. F01 LENGTH: 631 words HEADLINE: Starbucks develops taste for independent films BYLINE: Sharda Prashad, Toronto Star BODY: First it was coffee, then CDs, now it’s movies. Today, the independent flick Akeelah and the Bee will make its debut in theatres, with a marketing boost from Starbucks. The java giant is advertising the Lionsgate Entertainment Corp. film about spelling bees, starring Laurence Fishburne and Angela Bassett, by using promotional coffee sleeves, coasters and displays in stores. Neither party has disclosed the amount of cash that’s changing hands in this deal, other than divulging Starbucks will be receiving a cut of the film’s profits for its marketing efforts. And when the DVD goes on sale, it will get a share of those profits – the DVD, by the way, will be available at Starbucks. Akeelah’s soundtrack will also be flogged at the coffee house. â€Å"Our customer is the demographic that Hollywood needs as it is facing a double-digit decline in the box office and slowing DVD sales,† Howard Schultz, Starbucks’ chairman, told Business Week earlier this year. â€Å"We have a unique cross-section of assets – a foundation of trust and confidence in Starbucks – that can promote a move that our customers know is relevant.† But is the purveyor of java risking its strong brand appeal by moving away from its coffee core with this latest venture? Starbucks, named for a character in the literary classic Moby Dick, currently has 11,000 outlets in 37 countries and is planning to open 1,800 this year. Its long-term plan is to have 30,000 outlets around the world. â€Å"Starbucks doesn’t sell coffee, it sells a retail environment that’s chic, urban and  authentic,† says Jay Handelman, marketing professor at Queenà ¢â‚¬â„¢s University School of Business. â€Å"If they were just selling coffee, why would they (customers) pay $4?† Since Starbucks is in the business of selling an urban experience, the professor says, the foray into a movie such as Akeelah and the Bee is consistent with that brand since the film is an urban, intellectual tale. If the movies and coffee were selling different experiences, the brand strategy wouldn’t work since customers would be confused about what Starbucks stood for, adds Andrea Wojnicki, marketing professor at University of Toronto’s Rotman School of Management. Should the movie do poor box office sales, it won’t necessarily affect the Starbucks brand, she says. Starbucks is about connoisseurship, she argues. It introduced people to the subtleties of coffee and it’s attempting to do the same with its CDs, which it started selling in 1995. The CD venture has also involved an urban experience. In 2004, for example, it coproduced Ray Charles’ Genius Loves Company and last year it held exclusive distribution for Alanis Morissette’s Jagged Little Pill Acoustic. Should the movie become a box office flop, Starbucks isn’t necessarily in trouble, says Wojnicki. It could hold up its connoisseur flag and say its campaign is about appreciating art and not about flogging blockbusters. It could also be argued that Starbucks took a growth opportunity that has stretched its brand too far, argues Mary Crossan, business policy professor at the University of Western Ontario. â€Å"When they start to move into movies, they’re not leveraging their resources or capabilities (in coffee).† Starbucks has stated that it is not interested in producing movies, just promoting them, but Crossan warns that companies need be careful about taking focus away from the core business. And Starbucks has made some poor business choices. It has failed in previous ventures, including an attempt to get into the Internet business in the 1990s and an in-house magazine called Joe that folded after three issues. But Akeelah star Angela Bassett thinks the movie business is a good move for Starbucks. â€Å"Everybody’s got something to sell,† she told Newsweek. â€Å"You just have to be sure of what you’re trying to sell.† Copyright New York Times Company May 19, 2006 I was on my way from downtown Budapest to the airport the other day when my driver, Jozsef Bako, mentioned that if I had any friends who were planning to come to Hungary, they should just contact him through his Web site: www.fclimo.hu. He explained that he could show people online all the different cars he has to offer and they could choose what they wanted. †How much business do you get online?† I asked him. †About 20 to 25 percent,† the Communist-eraengineer-turned-limo-proprietor said. The former secretary of state James Baker III used to say that you know you’re out of office †when your limousine is yellow and your driver speaks Farsi.† I would say, †You know that the global economy is spinning off all kinds of new business models when your Hungarian driver has his own Web site in English, Magyar and German — with background music.† Jozsef’s online Hungarian limo company is one of many new business models I’ve come across lately that are clearly expanding the global economy in ways that are not visible to the naked eye. I was recently interviewing Ramalinga Raju, chairman of India’s Satyam Computer Services. Satyam is one of India’s top firms doing outsourced work from America, and Mr. Raju told me how Satyam had just started outsourcing some of its American work to Indian villages. The outsourcee has become the outsourcer. Mr. Raju said: †We told ourselves: if business process outsourcing can be done from cities in India to support cities in the developed world, why can’t it be done by villages in India to support cities in India. Things like processing employee records can be done from anywhere, so there is no reason it can’t be done from a village.† Satyam began with two villages a year ago and plans to scale up to 150. There is enough bandwidth now, even reaching big Indian villages, to parcel out this work, and the villagers are very eager. †The attrition level is low, and the commitment levels high,† Mr. Raju said. †It is a way of breathing economic life into villages.† It gives educated villagers a chance to stay on the land, he said, and not have to migrate to the cities. A short time later I was interviewing Katie Jacobs Stanton, a senior product  manager at Google, and Krishna Bharat, founder of Google’s India lab. They told me that Google had just launched Google Finance, but what was interesting was that Google Finance was entirely conceived by the Google team in India and then Google engineers from around the world fed into that team — rather than the project’s being driven by Google headquarters in Silicon Valley. It’s called †around sourcing† instead of outsourcing, because there is no more †out† anymore. Out is over. †We don’t have the idea of two kinds of engineers — ones who think of things and others who implement them,† Ms. Stanton said. †We just told the team in India to think big, and what they came back with was Google Finance.† Mr. Bharat added: †We have entered the generation of the virtual office. Product development happens across the global campus now.† Last story. I’m in gray Newark speaking to local businessmen. I meet Andy Astor, chief executive of EnterpriseDB, which provides special features for the open-source database called PostgreSQL. His primary development team, he tells me, consists of 60 Pakistani engineers in Islamabad, who interact with the New Jersey headquarters via Internet-based videoconferencing. †The New Jersey team — software architects, product managers and executives — comes to work a couple of hours early, while the Islamabad team comes in late, and we have at least five to six hours per day of overlap,† Mr. Astor said. †We therefore have multiple face-to-face meetings every day, which makes a huge difference for communication quality. We treat videoconference meetings as if we were all in the same room.† What all these stories tell me is that we are seeing the emergence of collaborative business models that were simply unimaginable a decade ago. Today, there are so many more tools, so many more ideas, so many more people able to put these ideas and tools together to discover new things, and so much better communications to disseminate these new ideas across the globe. If more countries can get just a few basic things right — enough telecom and bandwidth so their people can get connected; steadily improving education; decent, corruption-free economic governance; and the rule of law — and we can find more sources of clean energy, there is every reason for  optimism that we could see even faster global growth in this century, with many more people lifted out of poverty. GM’s Landmark in IT Outsourcing By Steve Hamm – BusinessWeek – 2/2/2006 A huge package of outsourcing contracts announced Feb. 2 by General Motors seems to signal shifting fortunes in the $600 billion-a-year information-technology services industry. EDS, GM’s longtime primary supplier, lost ground, while Hewlett-Packard’s sometimes-overlooked services unit got a big lift. The profile of India’s tech industry rose when GM named one of the country’s leading companies, Wipro, as a tier-one supplier. All told, about $7.5 billion in five-year contracts were awarded. Another $7.5 billion in contracts are expected to be parceled out as new projects come up over the next couple of years. EDS, which formerly had about two-thirds of GM’s outsourcing business, still has the biggest share. It got contracts worth $3.8 billion — or about half of the business. HP’s contracts totaled $700 million, and GM called it out as one of t he major gainers. IBM got $500 million in contracts. FINANCIAL SHADOW. The package is significant beyond its sheer size because it’s an indication of how GM Chief Information Officer Ralph Szygenda is reshaping the way the company handles tech outsourcing. He handed contracts in large chunks to companies that will handle them on a global basis rather than country by country. Also, GM and the tech suppliers worked together to create new standards for managing technology, which means all suppliers will do things in a uniform way. Szygenda says the new strategy will allow GM to improve global collaboration while assuring reliability of its computing systems and cutting costs. â€Å"It lets GM focus on innovation rather than spending a lot of time on managing its suppliers,† he said at a press conference. GM’s financial woes cast a shadow over the announcement, however. The carmaker reported a $4.8 billion quarterly loss on Jan. 26. While Szygenda said low prices were only a secondary impetus behind the way he structured the outsourcing contracts, some suppliers didn’t even participate in the bidding, most notably, Accenture. Others said they didn’t bid on all of the pieces because they were concerned they wouldn’t make enough money on them. â€Å"A BIG KICK.† Yet  those who did win contracts were jubilant. â€Å"HP selectively bid on areas where we know we can do a great job and where focus was on core areas of importance to HP and GM,† says Steve Smith, senior vice-president of HP Services. His business is often overshadowed by IBM and Accenture, but it has been gaining momentum lately. Its revenues grew 6% in HP’s fourth quarter, to $3.9 billion. Last quarter, IBM’s services revenues were in the doldrums, declining 5%, to $12 billion. Wipro had already been doing some work for GM, but the new package gives it a credibility lift. Its contracts were worth $300 million over five years. Wipro Executive Vice-President Girish Paranjpe says the company is delighted to be picked. â€Å"It’s a huge morale booster for us to be able to play with the big boys,† he says. â€Å"Also, because we’re the only tier-one player GM picked from India, it’s a big kick for us.† If GM’s new strategy for managing outsourcing works well, it could become a model for other large corporations. The package has five-year contracts instead of the more traditional 10-year pacts and splits the work up among several suppliers instead of relying predominantly on one. â€Å"This is a tipping point for IT,† says Robert McNeill, principal analyst at Forrester Research. â€Å"Organizations will have to add skills to their vendor management function and make transition management a key for success when moving to a more flexible services model.† Another lesson from the contract: Even financially troubled companies are spending big on IT. That’s great news for the tech titans that got a bigger piece of the GM pie. It should even provide solace to EDS, however diminished its share.

Is Enough Being Done To Prevent Racism in Football?

Racism; hatred or intolerance of another race or other races is unfortunately a very frequent occurrence around the world. Starting very early on, the belief that someone’s race is superior and has the right to rule others still takes place even to this day. Football, is a sport which should bring countries and races together to compete against each other. But this is not the case, the degree of Racism in football is simply unacceptable. From League 2 in England, to the FIFA World Cup it takes place on the pitch, in the stands and even on the internet.Many various organisations have attempted to prevent Racism in Football, including; Federation Internationale de Football Association (FIFA) & Union of European Football Associations (UEFA). But are they doing enough? The most recent incident was on the 24th July 2013 where AC Milan left back Kevin Constant kicked the ball into the crowd and left the pitch after racist abuse was being chanted from the stands of the Sassuolo suppo rters while he was preparing to take a throw in. Constant's actions emulate those of Boateng’s where a similar scene occurred however the whole team walked off the pitch instead of the one player.While Boateng had plenty of support, it seemed that AC were much less supportive of Constant's decision to exit the pitch. The club said in a statement: â€Å"This was not a decision he should have taken upon himself to make. † After the situation had been reviewed by the FIGC (Italian Football Federation) Sassoulo were fined 30,000 euros for their fans actions, I fully support the decision to punish the club but aren’t others to blame for Constant’s decision to leave the pitch? Is this really going to stop the Racist remarks? The answer is absolutely not.FIGC’s solution did not directly affect the fans and therefore these scenes will undoubtedly keep occurring. Situations like this should be dealt with in the equitable way to abrogate Racism in football a nd not just result in a careless fine. However this isn’t the worst part of the story. Constant was fined with 3,000 euros for is actions. This is an absolutely appalling decision, and could perhaps encourage supporters to carry on with racist remarks towards the players. Kevin Constant had every right to exit the pitch in the manor he did.On the other hand, FIFA -along with its employees and the football community- have showed that they’re currently unquestionably attempting to stop Racism in football and inside civilisation in general. FIFA has begun and presented events such as the FIFA Conference on Racism in Football, UN Anti-Racism Conference, and established its very first Anti-Discrimination Day on 7 July 2002. But this isn’t enough, FIFA have thought of many methods, but haven’t executed enough hands on tasks to cause any great effect. For example, the FIFA Disciplinary code was taken into place a few years ago.The code shows what happens if the FIFA Statues -basic laws for world football- are violated. It applies to everyone involved in the football match being played but is everyone being caught out? Not everyone can be dealt with at one time, especially when multiple people join in Racist chants. Therefore I don’t see the Disciplinary Code as being an effective method to eliminate Racism from Football. UEFA work very closely with FARE (Football Against Racism In Europe) and give them a lot of aid in promotion, finance etc.I personally feel that have a much more effective method of preventing Racism. I feel this way because annually at 40 UEFA club competition matches, players are accompanied onto the field by children wearing Unite Against Racism T-shirts, while team captains wear matching armbands. I support this form of preventing racism because fans respect their club’s players and if they see the players supporting the fight against racism then they might think twice about shouting abuse at a player wit h a different colour of skin. This method is also incredibly cheap and extremely effective.Considering the millions of pounds some of these respected organisations will have, purchasing t-shirts and armbands should not affect them financially in any way. There are multiple Racist incidents in Football and Kevin Constant’s wasn’t the worst. Standard Liege player Onyewu, stated that Anderlecht’s Jelle Van Damme called him a â€Å"dirty ape† under his breath during the first leg of a play off match. Onyewu alerted the white referee but no action was taken and he was ignored. Although this isn’t the worst of what happened on that match day.When Onyewu arrived at the stadium he was punched and shouted at by the opposition fans. These fans were unpunished and allowed to enter the stadium with nothing said. This is just one of many racist incidents in football which haven’t been dealt with correctly, the referee blatantly showed he was simply unint erested in Onyewu’s complaint. I believe that the referee should receive a long match ban and fine for his actions as he should have been one of the first to report the incident. As for the fans who physically attacked Onyewu, they deserved a permanent ban from going to any future matches.I personally feel that FIFA, FIGC, UEFA and all other major Football related organisations should work together to fight racism and not just focus on their own ways of preventing it. Every match should be promoting the act against racism, tickets, programmes and all forms of merchandise should have ‘Say No To Racism printed on them. Furthermore the punishments for violating the FIFA Disciplinary code should be stricter, fans should have a very long –or possibly life- ban from going to matches if caught and players, managers, match officials should be treated in the same manor along with a minimum fine of 40,000 pounds.

Department of Employment Essay

An increase in part time employment has been in the Retail and tertiary sectors. A survey carried out by the   suggested that 77% of workers in nightclubs, bars and public houses were part time workers, 65% of food retail workers were part time employees and 57% of restaurant workers were part time employees. The split between new full time jobs and part time jobs in the UK was 50.1% part time jobs and 49.9% full-time.  2(a) Identify the indicators normally used to distinguish between developing and developed countries and analyse their usefulness. In the world there are developed countries and developing countries and in order to distinguish the two indicators are used. Indicators such as GDP per head, life expectancy and birth rate are used to distinguish between the two types of countries.  GDP (Gross domestic product) per head shows the average income person and can be calculated quite easily. This can be used to compare the GDP per head of two countries; a developed country will have a higher GDP per head than a developing country. It used to indicate how goods and services they can consume and thus gives a gives a standard of living. GDP per head alone does not give a clear indication of the amount of goods and services an average person can consume. Therefore it can be adjusted to GDP per person in Purchasing Power Parity (PPP) and this accounts for the cost of living. The PPP method takes the same amounts of goods and services in two countries and then calculates how much it would cost to buy these goods and services, i.e. a $100 in Ethiopia can buy more goods and services than a $100 in the United States, and without adjusting to PPP using GDP per head on its own to compare two countries would be unfair. GDP per head in PPP is a useful indicator of comparing two countries and especially in comparing a developed country to a developing country because it measures the average income per person and it is adjusted to its purchasing power, so if a person in country A gets $4 per hour and a person in country B gets $1 per however it does not necessarily mean that the person in country A can buy 4 times as much goods as the person in country B (given that they both work the same amount of hours). There are also weaknesses however in the GDP per head even when it is adjusted to PPP, it does not take in account the hidden economy. The hidden economy includes illegal activity, subsistence farming, and DIY etc. this would be particularly important in LEDC’s where there is a large rural economy and a great deal of corruption. For example it is thought if the hidden economy of Nigeria is brought forward in calculating its GDP then the GDP would increase by 70%. Another weakness is that although the GDP per head may be high it may mask a very wide distribution of wealth. In Saudi Arabia for example there are a very rich few the raise the GDP per head whereas the rest of the country are is not as economically well of as the GDP would suggest. Knowledge is also an indicator used to distinguish between developed and developing countries. Along with resources knowledge is need to make good use of the resources. Therefore education is a good indicator, this would include literacy rate and percentage of people going to higher education. In developed countries it is compulsory for children under the age of 16 to attend school, in developing countries however a percentage of the children start work before the age 16, as they need to help out with the family income. Children are seen as a source of income in poorer community of the LEDC’s and therefore are sent to work at an early age rather than attending school. This is particularly true in the rural areas of an LEDC. In developed countries there is no need for the children to work at such an early age as the parents usually work and can pay for their expenses or they can claim benefits from the government. The number of people that go on to university can be measured and in developed countries there are a greater number of people going to university than in developing countries. The graph (on the following page) compares the United Sates to Uzbekistan. It is quite clear that there are a greater number of university students in the United Sates than there are in Uzbekistan. Literacy rate is commonly used to compare to countries and does give a set of good results when comparing a developed country to a developing country. The number university student is not used as indicator but it is another example of how developed countries have more people going on to further education. Life expectancy and infant mortality are two important indicators between developed and developing countries. Life expectancy and infant mortality both show the state of the country’s health care. In developed countries the health care is quite good and people with an illness are likely to get a cure for their illness quickly and survive, but in developing countries there are poor health care systems and patients do not get treated as well or as quickly and as result there are deaths that could be prevented. A low infant mortality is the result of a good health care system and good health care systems are found in developed countries. For example in Bangladesh infant mortality is 69.98 per 1000 where as in Switzerland it is 4.87 per 1000. Life expectancy and infant mortality can be used to good effect to distinguish between developed and developing countries. The two indicators show the how much a government or the people of the country are willing to pay for their health care, the wealthier the country the better the health care, and wealthy countries are the developed countries. Life expectancy can, however, be very low, in Rwanda the life expectancy is 22, and this can give the impression that the country is the lowest of the developing countries. The low age of life expectancy is because of war and young men who are soldiers are the most likely to die and thus bring down the life expectancy. If there were no wars then life expectancy would be much higher and the country may not be seen as the â€Å"worst† of the developing countries.

Economic Development of China Dissertation Example | Topics and Well Written Essays - 11750 words

Economic Development of China - Dissertation Example Nellis (1999) contends that the effectiveness of privatization in transitional economies depends on the existence of the institutional underpinnings of capitalism. In addition, empirical studies confirm the close relationship between good institutions and economic development (De Long and Shleifer, 1993), Besley, 1995; Knack and Keefer, 1995; Easterly and Levine, 1997, 2003; Acemoglu, Johnson, and Robinson, 2001). On the other hand, Stiglitz (1999) suggests that using "better management contracts" to make state-share holders act like private owners is a better choice in the absence of those institutional underpinnings, a path which has been followed by the Chinese government in the past two decades. As noted in World Bank (1997) report, "most other countries in transition have turned to systemic, widespread privatization of state owned enterprises" (SOEs). In China, the state or its agents, carry out 'shareholder' functions performed by private owners in market economic systems." Retaining a large portion of state-owned shares in listed companies1, the Chinese government delegates different types of state-share holders to control these state-owned shares. This thesis attempts to examine the governance role of different types of state-share holders in China's listed companies. China's transition from a central-planned economy to a market-oriented one is special and unique. Chinese government creates its own path of transition rather than just using a "blueprint" or "recipe" from western advisors. Chinese government has been always attempting to privatize its state-owned assets gradually rather than a "big bang" like that undertaken by Russia... The interpretation of the results of this study is subject to four limitations. First, the classification of state-share holders based on their names is not good enough to distinguish GA shareholders and corporate state-share holders perfectly. For example, most state assets operating companies use the name of "State Assets Operating Company", such as "Jiangsu State Assets Operating Company". But some operating companies, which should be classified as GA shareholders, could use other names and then are classified as corporate state-share holders in this study. Second, corporate state-share holders could have more incentives and means to manage earnings to improve performance through related-party transactions than GA shareholders because they are holding companies (Jian (2003)). In this study, the potential earnings management through non-operating activities found in Chen and Yuan (2002), such as sales of fixed assets, has been controlled but the earnings management through related-party transactions cannot be controlled. This study also suggests several avenues for future research. While the benefit of corporate state-share holders has been documented in this study, the cost of them (such as insider control problems) cannot be ignored and remains an open question. More theoretical work is needed to understand the benefit and cost of different types of state-share holders. Another potential area of research is to investigate their incentives to manage earnings for different types of state-share holders.

Sports development and the medias Assignment Example | Topics and Well Written Essays - 2000 words

Sports development and the medias - Assignment Example ce that teachers, facility managers, youth workers, policy developers, coaches, society outreach personnel, health specialists and several others are all said to be involved with sports development. On the other hand, in this professional matrix there is an assorted economy present which entails paid professionals, academics, volunteers, policy developers and practitioners. In the good times, the policy of sports and financial support have been endorsed and encouraged vigorously and in the awful days these aspects have jointly been protected against economising. In-spite of all these, substantial concern prevails among various actors as well as institutions in relation to sports development. The rise of the disagreement and discord crops-up from the challenging discourses, applications and policies. A record in regard to the political nervousness was found from considerable academic investigation among the supporters of privileged progress of sports and the broader group participatio n. Such tensions are evident in the sports history of UK and also in other countries as well (Hylton & Bramham, 2007). Sports development has been stated to be a process with the help of which attention and want to be a part of sport might be instilled in such individuals who are still presently unresponsive to the idea. Media has been known to contribute greatly towards the development of sports. It has been also said that with the help of this process, chances could be provided to those individuals who are presently not a part. It has been defined as the process with the help of which the individuals who are presently a part of the activity or the process might be facilitated to continue doing it with consequential frequency and increased contentment. This would allow the participants at every stage to attain their entire potential. Sports development is the idea of making sure that the ways and arrangements are in their respective positions so as to facilitate individuals to gain

Ls week7 Essay Example | Topics and Well Written Essays - 1500 words

Ls week7 - Essay Example This contains extensive involvement on the part of American professionals, who, as contributors far exceed those from elsewhere. This has been has been credited to the fact that it is closely associated with Cornell Business School, as well as other American business schools. Organisational theory is a major focus of Clegg’s argument. Considering the writing of Hinings and Greenwood (2002) questions are asked about such things as organisation theory. Such things as the effect and impact of large organisations upon wider society, and the role they should play are discussed, and how these place controls upon the organisations concerned. There is also discussion of the place power plays within organisations, as well as the importance played by schools of business, a topic I have myself discussed earlier. This brought me to an understanding of how research must aim to produce findings that are both capable of being utilized by companies and which can be comprehended by industry le aders. This provides links between the schools and the businesses they seek to serve. . As stated by Bennis and O’Toole (2005) business schools need to benefit from knowledge which is already available as well as new data. However within the work place environments this can become especially complex. to arrive at a better comprehension of ways in which knowledge can be used in order to increase the competitive edge, (Syvertsen, 2008) It was thus recommended by Bennis and O’Toole in 2005 that the schools of business need to place more emphasis on research. Also important, state the authors, is the use of undergraduate programmes, because in the search for new knowledge it is such programmes which produce questions and to overturn or discard knowledge already in place. The creation of fresh knowledge needs theories to be arrived at, requires theory building as well as the ability to form and analyse

Center for Medicare & Medicaid Services Term Paper

Center for Medicare & Medicaid Services - Term Paper Example Center for Medicare & Medicaid Services The people that need these services are directly affected when the health sector is not up to their task (Thorpe and Cascio, 2013). Therefore, it is in the best interests of the health care sector to guarantee it has contained all its challenges and setbacks in ensuring the public is getting the much needed services without delay. The stagnating problem in the health care sector is provision of high quality services that are affordable by all the people in the region. According to the recent statistics, many people find it hard to afford the health care services and in most cases, they have to struggle in acquiring such services (Elliott, 2012). They have constrained budgets and have to minimize these budgets to continue living. As such, some people find it a prudent idea to forego healthcare services as they find these resources useful in other needy situations. This is a repulsive problem in many populations that find health care services expensive (Shortell, Casalino and Fisher, 2010). Similarly, there is a stagnating problem when governing bodies try to improve the quality of health care and delivery of these services. The health care is marred with costs that are increasing with every move they take to improve the delivery of health care services (Rogers, 2006). As such, the healthcare sector is in a biza rre situation where it is trying to reduce costs in delivering affordable health care, but on the other hand, the costs keep bulging due to the need to improve the service delivery. (CMS Innovation Center, 2012). How Addressed by ACA The ACA created the centre for Medicare and Medicaid innovation to deal with the issue. The institution is crafted for the ostensible reason of perfecting health care delivery and focusing on the payment systems (The Center for Medicare and Medicaid, 2012). Similarly, the institution is mandated to support care coordination in the health care sector and enhancing professional practice in healthcare. This institution was instated to deal with the menace of high spending in the health care sector while dealing with provision of high quality services. There are various approaches that are used by the CMS (Sharamotaro, 2011). First, it was to test the delivery and payment models in the institutions which would be used to measure the improvement in service d elivery. Secondly, the institutions considered relaxing some laws that were governing relationships in the financial sector especially directed towards the providers (Cosgrove, 2012). Thirdly, there was waiving of some acts in order to enhance testing. Some of the acts that were affected include the social security act. Pros and Cons There is both positivity and negativity in the approach taken by the institution. To begin with, there is positivity in that many people will have access to affordable medical care. The people that need these services will only spend part of their income in acquiring high quality healthcare services (Centers for Medicare & Medicaid Services, 2012). Secondly, there is positivity in that people will have access to high quality services that are provided in the institution (Baron, 2012). Many institutions will step up

Conflict Scenario Assignment Example | Topics and Well Written Essays - 500 words

Conflict Scenario - Assignment Example If one analyses these Myers-Briggs type differences in tandem with the differences in the age, experience and the qualification of these two people, it gets really easy to understand the dynamics of this conflict (Eilerman 1). Jane being more experienced and extrovert seems to be really interested in the technical expertise of Brandon. Brandon on the contrary being introvert and perceiving, seems to be misinterpreting Jane's overtures as being nosy and prying. Both the people do not harbor any serious malice towards each other. The conflict has originated simply because of the differences in their personality types. 3. While Brandon and Jane are resorting to a combination of the controlling and avoiding mode of conflict handling, they can make the things much better by resorting to a compromising mode that is expected to gradually evolve to a collaborating mode, considering the fact that both of them are talented and skilled people. 4. My plan of action is that first I would arrange separate meetings with Jane and Brandon. Listening is the most important skill that could be used in such a scenario. I will seriously listen to the views of Jane and Brandon and will try to identify their underlying concerns and issues.

Network Technology and Network Administration Essay

Network Technology and Network Administration - Essay Example It can be proved by unusual requests and complaints network pros have gotten from end users. So, now basic need is to generate awareness among all users so as to lessen the load on IT professionals. 3. Todd Fink, senior telecommunications administrator at Premier Bankcard in Sioux Falls, S.D., once got a request from a user looking for another coffee holder for his computer. After asking he came to know that customer understood CD ROM drive as coffee holder. Looking at above complaints and stories it can be understood that how important basic knowledge of computer and internet is for every user. Users don't need an encyclopedic knowledge of how their computers work or how network is configured--but they may need a little technical enlightenment here and there. Organization may provide new users with any substantial training or indoctrination to help them understand IT policies and best computing practices, and that often translates into problems for support techs. One way to head off at least some of the problems is to educate users about certain key computing basics. This will save time and money of users and organization as well. Here are some important things that are most critical for users to know, such as how to: Computer software is a compilation of structured, written instructions that are executed by the physical components of personal system. Physical components of your PC do not understand human language, so those instructions are written by highly trained computer programmers, using languages (set of commands) that your personal computer does understand. Examples of software are windows, Linux etc Physical Parts of PC (Hardware) You use computer programs Computer programs take your commands through Keyboard or a Mouse Computer programs use the special language to communicate with CPU CPU executes what

Annotated Bibliography of The Company Vision and Superordinate Goals Essay

Annotated Bibliography of The Company Vision and Superordinate Goals - Essay Example Some organizations combine both perspectives, yet others focus on congruence between various aspects of an organization (Mindtools.com, 2011). According to mindtools.com, nevertheless, the factor comes down to which issues to focus on that work best for an organization. Whereas a number of models of organizational success go in and out of fashion, one model that has persisted is the renowned McKinsey 7-S framework (Mindtools.com, 2011). The framework was developed in the 80’s by Robert Waterman and Tom Peters. The basic principle of the model, by these two consultants, is that there are seven internal aspects of a company that should be aligned for the organization to be successful. The 7-S framework can be utilized in a wide variety of organizations and, in this case, the U.S. Army Training and Doctrine Command, where an alignment perspective is useful to an organization’s success. The 7-S framework will help an organization to improve on its performance. It will exami ne the effects of future modifications within a company. The 7-S framework will help companies align departments and processes during an acquisition or merger. Finally, the 7-S framework will help organizations determine how best to impose a proposed strategy (Mindtools.com, 2011). According to mindtools.com, the McKinsey 7-S framework can be applied to elements of a project or team, as well. The alignment issues apply in a project or team, in spite of how an organization decides to define the scope of the area it studies. Some of the key elements of the McKinsey 7-S framework that could help organizations to be successful in their visions and superordinate goals include shared values, structure, skills, strategy, staff, style and systems. Shared values, according to mindtools.com should be the priority of any organization since the other six factors mainly are why the organization was created. Finally, the process of analyzing where a company is in terms of these elements is pricel ess (Mindtools.com, 2011). Hence, by determining the ultimate state for each factor will easily help move a team or organization forward. Lacpa.org (2011). Analyzing and improving organizational effectiveness-the 7-S model framework of McKinsey. Retrieved 28th August, 2012, from, http://www.lacpa.org.lb/Includes/Images/Docs/TC/newsletters28/18%20Iluminations.pdf According to lacpa.org, most individuals grew up only knowing the 4Ps framework of marketing which included elements such as place, price, product and promotion. Even though, the 4Ps model still works today, most developed economies have moved on to the improved 7-S framework (Lacpa.org, 2011). Lapca.org praises the 7-S framework since it focuses more on service businesses when compared to the 4Ps model. Therefore, the 7-S framework is more of service marketing when compared to 4Ps model. Lapca.org also discusses the seven elements of the 7-S framework, but it separates them into two sections, soft elements and hard elements . The hard elements incorporate structure, strategy and systems, but the soft include skills, staff, style and shared values. Nevertheless, in combination, both hard and soft elements offer a successful framework for analyzing the team or organizat

Policy Brief #2 Poverty Alleviation and Microcredit Institutions Essay

Policy Brief #2 Poverty Alleviation and Microcredit Institutions - Essay Example As an example district kohistan of Pakistan had per capita annual income was hardly US $ 150.00 .The Micro finance bank of Pakistan (MFBP) came into this district in mid 1990s. The first thing the bank did was to get the consolidated reports of the ownership rights of the people over mountainous property of the people from the revenue department in order to determine the title of people. Then the MFBP issued passbooks to the people on the landed titles. The institution made small cooperative societies in every village of around 100- 200 households. MFBP advanced loans for the rehabilitation of scrub forest, indigenous poultry, sheep and goats and wherever possible dairy farming (MFBP 2006). The recoveries were affected through local headmen. Loans for tractors as carriage vehicle and bigger mechanical shops and gas stations were also sanctioned. By and large the response was positive. In early 2000 it was observed that the same district had shrub forest, developed shops, big poultry farm, and organized sheep and goat farms. The shops are looming on the roadside. There are hundreds of girls in the local private English medium schools by now. The banks recovery rates are 85-90 %. Potential i

Competency Statement Essay Example for Free

Competency Statement Essay There are many significant attributes of children’s lives including, physical and intellectual competence. Although children learn at a different pace than one another, once they start to age their physical and intellectual skills increase. No child is considered â€Å"smarter† because he or she might be more advance in one area than another child. Every learning skill that children are grasping on a daily basis has room for improvement. IIaI chose ice skating as creativity for one of the nine learning experiences. Not only is ice skating a fun activity but it also helps with physical development of the child. Ice skating increases lower body strength by working the muscles in the legs. When learning how to ice skate you are actually teaching how to balance yourself. In this day age, children aren’t as physically active as before in previous generations and by doing an ice skating activity it could lead a child to a lifelong sport. IIbAnother one of my nine learning experiences I chose for my resource collection is language and literacy. The goal is to pronounce 3 letter â€Å"at† words such as cat, bat, hat using flash cards, letter pronunciation CD Rom, and bingo board and chips. This activity helps with cognitive development by knowing the sound awareness of the letters and reasoning on what letter you would pronounce first, second, and third. IIcMaking beaded bracelets with colored beads and string is a fine motor skill which teaches hand and eye coordination. I decided to make colorful bracelets with elbow macaroni noodles because not only is it a fine motor skill but it is creative as well. Using noodles instead of beads teaches my students that there are alternatives when you don’t have the original material. My students get creative by painting the noodles different colors and decorating them with glitter and rhinestones. You could also use other noodles to give your bracelets a different shape or size. Ziti, penne, rotelle, and rigatoni are other styles of noodles that could be used to make your own personal pasta jewelry. I give my children options because it helps to express their creative side and how they view their imagination. IIdProper communication is important when it comes to language development. You have to use more than one communication strategy to promote language development. Some of the ways I teach to help language development children from baby to adolescent can learn from. I always talk clearly and not too fast, I think that is the one thing you should always do when trying to develop better language skills. If you talk to your students with scrambled words then they won’t be able to comprehend on what’s being said. I also read books and point to the pictures with my children asking â€Å"what do they see† or â€Å"what is happening† in the book so I can not only see if their paying attention, but to see if how they are pronouncing pictures shown on the page. Music CD’s also helps with language development. I sing songs with my students, getting them to use as many words as possible mastering one word at a time. There is one bilingual child in my classroom and English is his second language. Since English is his second language make sure that I talk to him clearly and use flash cards with pictures. I also spark up conversations with him about his interests and home life so there is a sufficient amount of the English language being used to help the growth of his language development.

Commercial Entrepreneurship And Social Entrepreneurship

Commercial Entrepreneurship And Social Entrepreneurship In this session, I will discuss about the difference of commercial entrepreneurship and social entrepreneurship. Commonly, social entrepreneurs and commercial entrepreneurs are having similarity as well as differences. There will also certain issues regarding social entrepreneurship to be discussed in this session. This chapter will focus on the motivation factor of social entrepreneurship. There will also brief discussion about motivation of commercial entrepreneurship in order to shows the different motivation factor between two types of entrepreneurship. The first definition of entrepreneurship was defined at 250 years ago. The first crucial role of the entrepreneurship was first recognized by eighteenth century businessman Richard Cantillon (1931). He described entrepreneur as undertakers engaged in market exchange at their own risk for the purpose of making a profit. Dave Roberts and Christine Woods (2005) has defined entrepreneurship base on two perspective which included academic and practitioner. James Howard Jane (2006) stated entrepreneurship aims at creating profitable operations resulting in private gain. This contrast is, of course, overstated. Commercial entrepreneurship does benefit society in the form of new and valuable goods, services, and jobs, and can have transformative social impacts. Such transformations can even be a driving motivation for some commercial entrepreneurs. Kao (1993) has defined that Entrepreneurship is the process of adding something new [creativity] and something different [innovation] for the purpose of creating wealth for the individual and adding value to society. An entrepreneur has to be creative and innovative in order to have a sustainable growing business. In fact, entrepreneurs are considered as one of the main contributors to country economy growth. Entrepreneurial activity benefit community and society as it creates job opportunity, income, products and services with his creativity and innovation to us. 2.2.2 Role of Social Entrepreneurship Nowadays, Social entrepreneurship is likely to become more important than commercial entrepreneurship as there are many social problems occurred. Seelos and Mair (2005) defined social entrepreneur create models in order to fulfill basics human needs that existing marketing have failed to satisfy. Social entrepreneurs are having the mission to change society. James Howard Jane (2006), stated that social entrepreneurship as innovative, social value creating activity that can occur within or across the non-profit, business, or government sectors. They have further elaborated the concept for deeper understanding for the concept by developing four variables which are market failure, mission, resource mobilization, and performance measurement. To certain extend, social enterprises correct market failure whereby a problem for the commercial entrepreneur is an opportunity for the social entrepreneur. The authors have showed that proposition that market failure will create differing entrepr eneurial opportunities for social and commercial entrepreneurships. The Mission for the social entrepreneurship is aims to create social value for the public good by helping and benefits the public. Human capital for the social entrepreneurship will be a vital factor determining the success of social entrepreneurship. Usually, the economics of a social entrepreneurial venture often make it difficult to compensate staff as competitively as in commercial markets. Thus, employees who work for social enterprises often hope to receive non-financial compensation for their work. Human and financial resource mobilization will be a prevailing difference and will lead to fundamentally different approaches in managing financial and human resources. It would be difficult to measure the performance of a social enterprise just like commercial enterprise as we can measure it in terms of profitability and market share. Thus, performance measurement of social impact will remain a fundamental differe ntiator, complicating accountability and stakeholder relations. My Justice, Resource mobilization, it is not about the compensation, it is about self- willingness to work for the social enterprise. Dave and Christine (2005) have defined social entrepreneurships base on two perspective which are academic perspective and practitioner perspective. From the academic perspective, they stated that Construction, evaluation and pursuit of opportunities for social change, while walking anecdotes, with new ideas to address major problems, who are relentless in the pursuit of their vision, people who simply will not take no for an answer and who will not give up until they spread their ideas as far as they possibly can, is derived from practitioner perspective. There is no single way of characterizing socially entrepreneurial ventures (Juliet and George, 2005). Heidi Candida Elaine (2009) explained the landscape of social entrepreneurship which includes social purpose ventures and enterprising nonprofits. Regardless of profit orientation, social entrepreneurs identify opportunities to solve social problems, both people and society problems. Yohanan (N.D) has differentiated two major approaches in the explanation on social entrepreneurship. Both major approaches stress on the social desirability of the initiatives studied, but there are some different aspects. The first approach by Brown and Letts (2004) is focused on intentions and outcomes. Social entrepreneurs put innovative efforts to solve persistent social problems of poverty and marginalization that, to some extent, have been successful in increasing their impact and catalyzing social transformation. Another approach which is done by Alvy and Lees (2000) is based on opportunities and needs. People who realize where there is an opportunity to satisfy some unmet need that the state welfare system will not or cannot meet and who gather together the necessary resources. 2.2.3 Social Entrepreneurship as Profit or Non-profit Organization? In the findings done by Pomerantz (2003), he stated that social entrepreneurship as the development of innovative, mission- supporting, earned income, job creating or licensing, ventures undertaken by individual social entrepreneurs, nonprofit organizations, or nonprofits in association with for profits. From his point of view, a social enterprise can either be non profit or profit generating organization. For example, Margaret Cossette used a grant of $ 400 to turn a small public-sector into not-for profit enterprise which provides home care for rural seniors in America. When needs or demand is increased, Cossette didnt have enough capital to cope with the situation. A NFP organization is not qualify for bank loans. Thus, Cossette turn her venture, Missouri Home Care, into the for-profit arena in order to apply for loans to expend her services. In fact, there are many more cases that clearly lie on the for-profit side of the divide but are readily serve as social entrepreneurship by reputable commentators. Fundamentally, social enterprise is nonprofit organization which benefits society without gaining any profit. However, Gregory (1998) states that there is increasing number of nonprofits have been seeking additional revenues by behaving more like for-profit organizations. For example, Save the Children, an international development agency, sells a line of mens neckwear. Such ventures are for generating the cash in creative way. The profitability is linked with social entrepreneurship for certain cases, but the social ends still remain the dominant goal of these ventures. In conclusion, a social enterprise can be either profit making or non-profit making organization. However, profit gained for social enterprise is mainly contributed for social purpose such as helping poverty and solving social problems. 2.3 Motivation for Entrepreneurship Motivation is one of the elements in influencing the process of entrepreneurship. Shane, Locke and Collins (2003) have differentiated the motivation factors into two groups which are general factors and task-specific factors. The general motivation factors, including need for achievement, locus of control, vision, desire for independence, passion, and drive. 2.3.1 Need for Achievement McClelland (1961) stated that individuals who have higher level in need for achievement (nAch) are will have higher desire to involve in activities or tasks that have a high degree of individual responsibility for outcomes. Entrepreneurial activity involves high responsibility and high risk. In order to have great achievement, entrepreneurs will like to take the challenge to start up and grow their business successfully. Hence, McClelland also argues that entrepreneurial roles are characterized as having greater degree of risk, skill and effort, as well as feedback on performance. From the Maslows hierarchy, entrepreneurs are individuals who are in the level of self-esteem or self-actualization. They desire for self-fulfillment as to be successful entrepreneurs. 2.3.2 Locus of Control Locus of control is the belief in the degree which individuals believe their actions or personal characteristics decide the consequences. Individuals who have an external locus of control believe that the outcome of an extent is out of their control, while individual with an internal locus of control believe that their personal actions directly affect the outcome of an event (Rotter 1966). Individuals with internal locus of control will like to play entrepreneurial roles because they desire positions in which their actions have a direct impact on results. 2.3.3 Vision An individual with the vision of creating a profitable firm can be motivated to be an entrepreneur. Vision is influenced and affected by cognitive factors such as knowledge, skills, and abilities (KSAs). The combination or integration of motivation and cognition will further create visionary action (Locke, 2000). Firstly, the entrepreneurs will need to have the knowledge regarding the sector or industry they want to invent into. Next, they will need to have the skills such as leaderships, bargaining and purchasing, market analysis, decision making, team building, planning as well as problem solving. Furthermore, the entrepreneurs need to have the abilities such as financial abilities and intelligence, too. Aligned with the KSAs, the entrepreneurs will have a realistic and achievable vision, including the strategy for the organization and manage it well. 2.3.4 Desire for Independence Individuals choose to start up their own business because they dont like to work for other people. They desire independence whereby they make decision by themselves, they choose their own path and life rather than living off the efforts of others. Many researchers have observed that the entrepreneurial role necessitates independence. First the entrepreneur takes responsibility for pursuing an opportunity did not exist before. Second, entrepreneurs are, in the end, responsible for results, whether achieved or not achieved. Further, individuals may pursue entrepreneurial careers because they desire independence. For example, in interviews with U.S. female firm founders, Hisrich (1985) found that one of the prime motivations for starting a business was a desire for independence. 2.3.5 Passion Passion is a feeling of an individual which will be converted later into action in order to show they are enthusiastic people. Shane, Locke, and Collins (2003) argued that passion is a central motive rather than motive to serve their employees and society. An entrepreneur will be passion for their work, love their work and the process of establishing an organization by their efforts and make it profitable yet successful. The reason of putting so much effort by entrepreneurs on the organization is actually come from their own interest. Passion is hardly to be measured in quantitative but can be observed and come out with qualitative analysis. Baum (2001) has develop five domains for passion which are personality, situational motivation, skills, strategy and environment. Passion has a direct impact in firm growth. 2.3.6 Drive Shane, Locke, and Collins (2003) stated that there is some relation between drive and Need for Achievement. However, the term drive is referring to broader aspect than Need for Achievement. The authors have further explained the variables for drive which includes ambition, goals, energy and stamina, and persistence. Ambition affects the level of desire for entrepreneurs to create something great, eventful and meaningful. An entrepreneur is the one with great ambition such as to be successful in life, to be the one who have great influence on others, to create something new and others. Ambition will drive entrepreneurs to set high goals for one and others. Better performance will be driven by high goals comparing to the result of low goals. When a goal is being persuading consistently, we can say it is the persistence of the entrepreneur to realize their dream. Motivation factor for individual to start up a business can be categorized into two aspects which are internal factor and external factor. Internal factor is related to individual factor such as need for achievement, locus of control, desire for independence, cognitive development and drive. External factor will be including environment factor such as market demand, economic status and peer influence. External factor will indirectly become the driver of individual to develop own passion to become an entrepreneurs. 2.4 Motivation for Social Entrepreneurship 2.4.1 Altruism An entrepreneur who is altruistic will likely to start up social enterprise. This phenomenon is due to the willingness of the entrepreneurs to contribute and sacrifice one-self in order to benefit other. According to Williams, Wee Liang, and Teck Meng(2005), there are two type of social entrepreneurs in terms of the objective. The first type of social entrepreneur is having the objective to profit only society while the second type will be profit society and himself. The first type of social entrepreneur is obviously more altruistic than second. The first type of social entrepreneur will have even more altruistic if he is willing to accept personal loss. Below are the social entrepreneurs with six descending level of altruism: (1) The person who attempts to innovatively profit society alone, in a way that involves that society, at risk of personal loss. (2) The person who attempts to innovatively profit society alone, in a way that involves that society, at risk of foregoing personal profit. (3) The person who attempts to innovatively profit society by profiting himself, in a way that involves that society, at risk of incurring personal loss. (4) The person who attempts to innovatively profit society by profiting himself, in a way that involves that society, at risk of forgoing personal profit. (5) The person who attempts to innovatively profit himself by profiting society, in a way that involves that society, at risk of personal loss. (6) The person who attempts to innovatively profit himself by profiting society, in a way that involves that society, at risk of foregoing personal profit. By Williams, Wee Liang, Teck Meng (pg, 359, 2005) The decreasing degree of altruistic in social entrepreneurship is differing in terms of risk and innovation. 2.4.2 Traits and Skills Thompson, Alvy (2000) suggest that vision and fortitude are necessary traits to implement a social venture. Boschee (1998) consider candor, passion, clarity of purpose, courage, commitment, values, customer focus, willingness to plan, ability to think like a business, strategy, and flexibility, required in social entrepreneurs as critical success factor to successfully embark on social entrepreneurial activities. Social entrepreneurs who share the same traits may differ in the social impact of their initiatives. Drayton (2002) stated that entrepreneurial quality (pg.124) is the key to distinguish the impact. Entrepreneurial quality is a very special and scarce trait. It is much more than altruistic motivation and other previously mentioned traits. It is the vital motivation to change the whole society shared by only a very small percentage of the population. 2.4.3 Behavior There are few behavioral attributes which have been associated with social entrepreneurship : courage to accept social criticism, less failure-anxiety, receptivity to others feelings, perseverance, communication skills, ability to appear trustworthy, creativity, ability to satisfy customers needs, foal oriented, and working capacity (McLeod, 1997; Prabhu, 1999). After all, these behavior can be applied to commercial entrepreneurial behavior as well. However, there is one exception which is the difference between commercial entrepreneurial behavior and social entrepreneurial behavior which is receptivity to others feeling, or in a simple word, empathy. Referring to the Websters dictionary, empathy is defined as the ability to share in anothers emotions or feelings. A social entrepreneur is caring and helpful. Mair and Noboa(2003) found that empathy can be considered as a trait (dispositional empathy) or a behavior(situational empathy). The authors then consider empathy as a cognitive and emotional antecedent. 2.4.4 Context and background In addition to traits and behaviors, context and background are also important aspects to understand entrepreneurs and their initiatives (Bird, 1988). The background and living of social entrepreneurs is having great impact on enabling the desirability for them to start up social enterprise (Prabhu, 1999). My parents raise me with the spirit of charity and giving, I felt uneasy about the problems of the poor and I am sensitive to other peoples feeling are common response of social entrepreneurs. Mair and Noboa (2003) argued that background and context explain a large part of social entrepreneurs enhanced level of loyalty to their values and philosophy, which is typically associated with an elevated level of moral judgment. A model of social entrepreneurial intentionsmodel of SE intentions.png Mair and Noboa (2003) have developed a model of social entrepreneurial intentions. They defined their independent variables as emotional: empathy (behavior), cognitive: moral judgment (Background and Context effect). These variables will then enable individual to have perceived desirability to develop behavioral intention such as receptivity for others feeling. When they have the behavior, they will have the social entrepreneurial behavior and they decide to start up social enterprise. There is another enabling factor such as self-efficacy and social support which will further develop perceived feasibility. After that, individual with perceived feasibility will enter the same routine as perceived desirability. Empathy and moral judgment are positively linked with perceived social venture desirability, while self efficacy beliefs and social support are positively linked with perceived social venture feasibility. 2.4.5 Opportunity Perception and Recognition Krueger, Kickul, Gundry, Verma, and Wilson, (2007) stated that mental models is the element that provide a set of attributes or characteristics that define what is considered as an opportunity. Perception of opportunity is categorized with two critical antecedents: (1) is the action expected to yield a net positive consequences or effects and (2) is the action actually within or beyond our control. Prevalence of needs in human society if often indentified as a major reason for the existence of social opportunity. According to Human Development report (2007,2005), there are nearly 3 billion people live below the poverty line, earning less than $2 per day. This phenomenon will bring a lot of negative effects such as starvation, increased criminal rate, and violence. For example, there are 50,000 deaths per day which are linked to poverty-related causes. (World Health Organization, 1999). The problem of poverty are observable and it creates many opportunity for social entrepreneurs. Beh avioural Theory stated that entrepreneurs aspiring to improve the quality of life are likely to identify and tackle the most prevalent problems because these problems are most sensitive to them. 2.4.6 Personal values Hemingway (2005) found that values operate at different levels and personal values act as one of the drivers of behavior. He also stated that qualitative research would be suitable in getting deeper level of understanding that how personal values may be driving social responsibility. To say that a person has a value is to say that he has an enduring prescriptive or proscriptive belief that a specific mode of behavior or end-stat of existence is preferred to an opposite mode of behavior or end-state. This belief transcends attitudes toward objective and toward situations; it is a standard that guides and determines action, attitudes toward objectives and situations, ideology, presentations of self to other, evaluations, judgments, justifications, comparisons of self with others, and attempts to influence other. Values serve as adjective, ego-defensive, knowledge and self-actualizing functions. (Rockeach, 1973, pg.25). Moreover, values is linked with ideology, which Wright stated that values will be ones guidance on differentiating what is right or wrong and finally lead to positive goals in life. (Wright, 1971). Personal Values are indentified in different levels such as individual, organizational, institutional, societal and global values (Agle and Caldwell, 1999 ). But in my studies, I will focus on individual or personal level of values.

Healthcare Architecture Origin and Development

Healthcare Architecture Origin and Development Chapter 1: Healthcare Architecture History that Time Forgot To trace back the history of healthcare and hospitals were unknown as there were many evidences of origination for earliest hospitals across different continent, and all historical healthcare serve under as religious influenced. Physicians back than consists of religious figure from gods and witch doctor to monks and priest. Around 430BC, temples in Athens were dedicated to healing gods, Asclepius for treating the sick spread throughout Greece. These holy temples were known as the very first hospitals in the history of western civilization. Dream interpretations was the process of healing where priests would interpret the dreams visited by the god, is also known as incubation. Priest would take a holistic approach to treatment which include, mud, herbal remedies, psychotherapy massage, bathing treatments, set dislocated bones and opium to calm agony of patient which were prescribed according to the dreams they experience. One of the oldest architecture evidence of a healthcare centre which dated back to the 9th century AD at Mihintale, Sri Lanka were Buddhist monasteries. There is evidence of patient ward which measured 4m x 4m. These evidence Medicinal trough roughly 7 feet long and 30 inches wide have been found by archaeologist. It was suggested that it was used with mineral water and medicinal oil for hydrotherapy. Healthcare influenced by social environment Roman Warfare Era Many of mankinds greatest discoveries have been made within the frame of warfare. The Roman Empire was built upon the success of its legions, and the foundation of that success lies in the innovations and discoveries of Roman medicine in the battlefield. In the first century AD, the Roman Empire was in constant warfare with neighbouring country but the Roman legions did not have any organized medical units. It was only when the Roman Empire expanded to Greece that many Greek physicians came to Italy and Rome, because it was only during warfare that physician are able to practice and flourish their medical skill by performing surgeries and treating wounded soldiers. He who desires to practice surgery must go to war. Hippocrates (c. 460-377 B.C.) a famous Greek physician During the first and second century AD, Emperor Trajan established the Roman Military Hospitals, or valetudinarium after recognizing the importance of medical treatment to reduce wounded and sick soldiers during long military campaigns. Trained Roman medical officer would travel together soldiers To the battlefield and set up temporary groups of small tents and fortresses. Over time, the Roman ethic of military improvement reform temporary Military Hospital into permanent facilities. Roman military hospitals were originally built near river for the access of clean water and adequate sewerage for sanitation purposes. Later in order to have an effective army, the military hospital was incorporated into part of Roman fort architecture and were put near the other wall, so that soldiers could get treated and be back into the battlefield. The architecture of a standard Roman Military Hospitals is similar to most healthcare centre today, rectangular in shape and consist of four corridors connected by an entrance hall. Each corridors consists of number of small ward with ante room and large ward that holds three bed off the end. Other spaces in the valetudinarium include a reception ward, staff quarters, kitchen, dispensary, large hall and medicine facilities. Religion Influence Era But unlike modern hospitals, these military hospitals were only reserve for sick and wounded Roman soldiers as Roman soldiers were usually treated with respect and honour in daily life. Unfortunately, the poor receive no sort of medical care which raises the issue social stigma. Even slaves and gladiator receive medical care. After 310 AD, the concept of healthcare available to only soldiers and the rich changes when the Romans adopted Christianity as religion, which promoted a caring and social community, revolutionizing morality and social behaviour. Christianity contributed an immense role in expanding healthcare provisions for the public. Many churches and monastery were built not only as place for spiritual worship, but to cater for travellers, the poor and the sick. St. Basil of Caesarea founded the first large-scale hospital in 369 AD. The hospital consists of 300 bed to care for victims of the plague. It was during the late 8th centuries in the Dark Ages, which Emperor Charlemagne that a hospital must be built attached each cathedral and monastery. Benedictine Abbey of Cluny was founded in 910 became a dominant factor in hospital work. To help them as would Christ was the principle founded by the monastic hospitals. Patients ward would be placed near the altar The Cluny order had an enormous influence on the culture and Romanesque architecture during the time. The monastery was form by cloister of buildings to form an open central space. The cross shaped plan in the abbey was where patient ward were place, where light and fresh is easily penetrate into the whole plan. Patients is able to gain spiritual healing in assisting with their recovery in front of the altar. Danger of bad design Healthcare Architecture Hotel-Dieu was the oldest hospital in Paris founded in the 7th century situated next to the Seine river and serve originally as a refuge for the homeless and sick. It was during the 17th century, Hotel-Dieu became hospices where the poor and sick is treated. With 1,200 beds in total and over 100 beds in some ward, Hotel-Dieu was the largest hospital ever built at the time. Although being the largest hospital, the hospital was designed poorly. Most of the wards in Hotel-Dieu does not have adequate ventilation, it was also maintained poorly and unsanitary. During plague epidemics, it was the only place that provided healthcare facilities for the sick. The hospital was faced with problem of overcrowding when it requires to house 3500 patients at the same time during the period, which the hospital was inadequately able to provide. Up to six patients were force to share a single hospital bed and infectious airborne diseases were able to spread easily across the hospital. Poor architecture design combined with uncontrollable spread of disease resulted in a high mortality rate of one death in four patients. In 1785 numerous discussion, design modifications and reformation to the Paris hospital system were made when a large part of the Hotel-Dieu was burned down by fire in 1772. Dr Jacques Tenon was appointed with drawing up proposals for improving the hospitals of Paris. He visited forty hospitals during his time in England to detailed spatial, sanitary and administrative elements of it. During his visit in Greenwich, it was when Jacques Tenon paid unusual attention on the functions and service arrangement. Documenting every architectural element detail from dining rooms, cabins bed, woollen mattress, feather pillow, the distance between the corridors, fire precautions, iron doors, alarm bells and many more. Jacques Tenons published the book Memoirs on the hospitals of Paris based on his records. Jacques Tenon and Bernard Poyet (architect) came up for the design for the new Hotel-Dieu in 1785 next to Notre Dame Cathedral after the approval of scheme by the Academy of Sciences. The hospital introduces a circular design with wards radiating from the centre point. The design was prioritized on improving the ventilation and hygiene of the building. Although the radial design for the new Hotel-Dieu receive complimentary for its effort. The death rate remained unchanged in the hospital due to most of the citys serious accidents were admitted to the new Hotel-Dieu. There are still several issues regarding to the design of it. Radial design provides insufficient space to cater for all patient; ventilation and sun light is unable to penetrate efficiently into most of the wards room. The Turning Point of Hospital The modernization of hospital design began to flourish during the age of enlightenments. In the mid-18th century, hospitals were introduced to the pavilion design. With the improvement of medical facilities and knowledge, isolation and containing airborne infections has been the main focus in reducing mortality rate. taking the quest for the separation of pathologies and the desire to prevent contagion effects to the extreme The first Pavilion type hospital in England was the Royal Herbert Hospital designed by Sir Douglas Galton which was recommended by Florence Nightingale in 1865. Sidney Herbert which was the leader of War Office wishes to reduce military mortality rate of British veterans of the Crimean War. The main intention of the pavilion design was to improved sanitation, cleanliness and fire prevention. Semi- detached building separates the hospital into isolated complex. Each complex contains ward connected by a central corridor to all other parts of the hospital. All wards are raised from the ground to maximise cross ventilation (fresh air) and natural lighting (daylight penetration). The central complex is where the administration and services located. The pavilion plan spatial layout is an excellence respond to the lack natural ventilation and separation of contagious diseases. During an epidemic outbreak in the hospital, it is able to quickly shut down the infected block, isolating it from the rest of the building. The rectangular form of the Royal Herbert Hospital provides better efficiency in plate ratio maximizing number of wards in the hospital. The sharp decline in hospital mortality rates and rise in public health make the pavilion principle a trend for modern hospital design. Political Influence Healthcare Buildings In 1938 the Finsbury Health centre designed by Berthold Lubetkin was opened with his allegation that nothing was too good for ordinary people. The development of the NHS was an essential crossroads in British Social History, and the Finsbury Health Centre was that monument of a socialist idealism. Finsbury was once a thickly stuffed ghetto relieved by green space and filled with epidemic disease. Given the circumstances, local politicians were determined to redeveloped Finsbury into a model of social progress. Things had to be improved, housing, education, hygiene and health. The principle of Finsbury Health Centre was to make healthcare available for free at a single point of delivery and the spatial arrangement of the healthcare building was designed to accommodating many different kinds of medical treatment, as opposed to being scattered all through the borough. After six decades of National Health Service, many of Finsbury principle has been adopted which led to the belief of Ber thold Lubetkin that the building serves as an instrument of social improvement. The form of the Healthcare centre is design in a letter H with public spaces located in the ground floor plan. Core public spaces such as the reception, lecture theatre and services are located in the centre section of the building with ramped services provided from the garden entrance. Both wings on the side of the building are flexibly planned clinical accommodation with different healthcare spaces. The floor plates of the building is extended from ground floor to first floor. Emergency patients can access independently to the basement floor from the rear service courtyard. The building is built from reinforced concrete frame with glass block and curtain wall infill, tiled wall surrounds and asphalt roof. Built Environment Human Health The built environment influences health. As a species, humans need structures for physical shelter, as manifestation of social and cultural values, and as embodiments of spiritual and emotional needs. As population growth accelerates, the production of the built environment becomes more resource intensive, stressing indigenous building materials and methodologies beyond their sustainable capacities. Resource depletion, in turn, negatively impacts human health. Clinical medicine and public health do not always define health as the mere absence of disease. As stated by the World Health Organization (WHO) that a person health is define in the state of physical, mental, and social well-being. Architecture and planning can promote this broader conception of human health and well-being. In the nineteenth century, infectious diseases such as smallpox, tuberculosis, typhoid, pneumonia, and rubella were responsible for the majority of deaths. To a large degree, these could be, and eventually were, controlled through environmental and clinical public health interventions. Many of these health improvements were achieve through urban planning and zoning mechanisms, reflecting a close partnership among urban planning, public health, and allopathic medicine. Moving into the twenty-first century, a long-term chronic illness such as cancer, heart disease, and strokes began claiming the most lives. In the last twenty years, chronic respiratory afflictions such as asthma and sick building syndrome have emerged as widespread threats to public health. While we have created a large allopathic medical structure to deal with these issues, growing evidence indicates that a renewed partnership among urban planning, architecture, public health, and medicine will be necessary to prevent these illnesses before they occur. Case Study Gaviotas Hospital If humanity is to survive, we must move out of the cities, and learn to live sustainably in areas where people have not tried to survive before. Paolo Lugari Introduction Colombia as a country surrounded by strife and harsh condition like violence, drug trafficking, sickness, gun wars and poverty exists a functioning utopia of sustainability and peace. Gaviotas, a village founded in 1971 in the remote savannas of eastern Colombia, Llanos region by Professor Paolo Lugari, is a self-sufficient community of about two hundred. The sixteen-bed, 7,266- square foot solar powered hospital was designed and built by community members between 1982 and 1986. Gaviotas Hospital, elegant in its pragmatic functionality manifests a humanistic core value that identify as an oasis of imagination and sustainability Utopia to Reality Gaviotas Hospital started out as an experiment by a group of local engineer, scholars and scientist in attempt to transform an empty and remote plot of land with no arable soil into a rich and self-sustaining productive community. One of the most remarkable process of developing Gaviotas was regenerate the soil (which had a high acidity in the soil, pH4) into growable condition for trees. Scientist found a solution by using Caribbean pine trees, which have a symbiotic relationship with mycorrhizal fungus that helps to keep them alive in acidic conditions. The pine tree help provide shade, reducing the ultraviolet rays penetrating the earth and with the increment of rain fall. All these combinations help created a fertile soil with a pH value of around 6.8. The community is now able to grow different rages of agricultural food. Key Disease Treatment Eighty percent of diseases in Colombia are water-related disease which include Hepatitis A, Hepatitis E, Typhoid Fever. All these disease causes the victims to exhibit signs of fever, jaundice, diarrhea, abdominal pain and sometimes death if left untreated. Considering all these diseases, the main causes of suffering for the local population is gastrointestinal disorders disease, which affect seventy- five percent of the population attributable to unclean drinking water. Lugari shifted his attention from curative to preventative medicine by supplying clean water straight from Gaviotas. The hospitals provision of purified water by using simple solar energy distillation technology to immediately reduced sickness and deaths previously plaguing the villages. Sustainable and Built Environment When a new building is found to show signs of water leakage into the new building, it is immediately seen as a design and construction fault by the architect or contractor and they are force to absorb the cost of repair. On the contrary, if there is excess heat in the building causing thermal discomfort to the user, the user will automatically assume its the weather and complain about it without further investigating on the design. Resulting in installing air conditioning systems for their house. Bioclimatic error is neglected in the end. The Gaviotas Hospital feed solely on clean energy by taking advantage of nature. Functioning as an off-the-grid structure, the hospital relies on solar, wind power, mini-hydraulics and biomass for the buildings modest energy demands, the hospital is able operate without consuming drops of oil or fossil fuel. All this was made possible by integrating passive design strategies for cooling. A series of underground ducts enabled the buildings interior to maintain cool temperatures by creating a convective loop: cooled underground air entered the building, and warmer air escaped through honeycombed shaped air channels in the double layered corrugated roof. Despite frequent 100 percent humidity, a passive dehumidification system inspired by the workings of a termite mound contributed to comfortable indoor conditions. The surgical room maintained 17 percent humidity year-round the lush landscape was replete with organic produce and medicinal herbs. People were kept connected to the outdoors through operable skylights, daylit spaces, and a retractable galvanized metal roof over patient areas which provide view at the night. Looking into Bioclimatic Technologies Underground Ventilation Duct- During the day of dry season, temperature is range between 17ÂÂ °C to 35ÂÂ °C. Ventilated air is circulated through 5 large underground thermal stabilizing ducts by wind and wind extractors at a constant temperature of 25ÂÂ °C. Heat is distributed through the duct within the garden, maintaining the temperature of the soil several degrees below average thermal weight of the region. Double Coolant Cover- The ceiling of the hospital consists of a double coolant layer which allows circulation of air. The upper layer absorbs heat and induces the circulation; the lower layer stays cool, avoiding infrared radiation from the upper layer. Sliding Roofs- The rooms in the hospitalization area have manual operating sliding roofs. These sliding roofs is operated by bicycle mechanism which allows to withdraw 60% of its cover during both the day and night. Utilizing the sliding roofs helps sterilize the room using radiation and also control exposure of sun to the patient. Wind Turbine References http://reps.chelseagreen.com/files/pdf/gaviotas_pr_LowRes.pdf Gaviotas: A Village to Reinvent the World, 2nd Edition http://www.nationalpost.com/sense+sustainability+utopia+made+real+colombia/1302554/story.html Nature and Healing Emotional, physiological, social and cognitive benefits are generated in contact with nature as demonstrated by researches in an assortment of fields over the course of recent years. All the benefits which include improvement of emotional functioning, attention capacity and feelings of self-worth, reduces mental and physical stress that effects people on the individual level. Social benefits are also evident from studies of recreational activities and gardening. Being in a natural setting strengthens group ties and promotes prosocial behaviours. However, the understanding of nature healing is not all equally beneficial. Tall large trees, water features and a variety of shrubs and flowers serves better healing purposes than spaces with only grass. Humans evolved in the a natural rather than artificial or human-constructed world. Biophilia developed as a genetic tendency because of our species long dependence on functionally adapting to the natural environment. Given the evidence of the health and well-being benefits that accrue from contact with nature, it is somewhat surprising that healthcare institutions have slowly incorporating nature into building and site design. Gardens, sunlight, and landscape views have positive effects on both patient and financial outcomes. To enhance connection to nature, healthcare buildings have incorporate more views of nature and sunlight in healthcare setting. Sunlight in patient rooms is also associated with a reduction in pain, stress, and depression and gives out positive moods. Case study Paimio Sanatorium The sanatorium is an establishment for the medical treatment of people who are convalescing or have a chronic illness. The Paimio sanatorium is a former tuberculosis sanatorium in Paimio, Southwest Finland, designed by a Finnish architect Alvar Aalto. Prior completion in 1932, the building served exclusively as a tuberculosis sanatorium till 1960s, and then converted into a general hospital. The building was soon nominated to become a UNESCO World Heritage Site due to its importance. Alvar Aaltos starting point for the design of the sanatorium was to make the building itself a benefactor to the healing process, which he referred the building as a medical instrument. Alvar Aalto utilized what was naturally available which was sunlight due to lack of medical advancement. Sunlight balconies was design on each floor of the building to improve lives of the tuberculosis patients in Paimio Sanatorium. Weak patients were able to pulled out of their bed to rest in an environment to be exposed to sunshine and clean air. Furthermore, the sun balconies are also a platform for patient to take pleasure in the generous views to the woodlands surrounding the place. Effectively incorporating these biophilic design elements in constructed buildings and landscapes to varying degrees and in various combinations can enhance human health and well-being. Biophilic design elements can guide healthcare designers and hospital developers in addressing the inherent human affinity for nature. Purified Air, Clean Air? Good Air, good Health There have been many developments in the science and practical application of improved indoor air quality. Most recently, these developments have been in the area of source control for which the industry has developed effective guidelines and best practices. Efforts began in the 1980s with the indoor air quality guidelines of the World Health Organisation (WHO). Using these guidelines appropriately, we can inform building owners and operators about the quality of the air in their facilities. Indoor air samples taken in a building pre- and post occupancy and during its functional life as part of an ongoing commissioning program, can be analysed for chemical concentrations. The goal is to design, construct, and operate healthcare facilities so that the indoor concentrations of chemicals of concern (carcinogens, reproductive toxicants, and chemicals with chronic or long-term health effects) are low enough to minimize their harmful effects and not impact the occupant health negatively. Four Design Principles for Healthy Indoor Air Quality Source control: minimize the indoor chemical concentrations by reducing or eliminating pollutant sources. For healthcare facilities, this involves two separate strategies: The building: Select and install building materials and finishes that minimize or eliminate indoor pollutant sources The buildings contents: substitute low-emitting furnishings, medical products, materials, and cleaning agents for the previously used, more toxic materials. Examples of this are the use of PVC-free furniture and window shades and the use of nonlatex gloves. Ventilation control: Provide adequate ventilation to dissipate and purge indoor air pollutants. Building and IAQ commissioning: This is a process used during design and construction to verify that a building is constructed as designed and operates as intended. Recommissioning should occur regularly to ensure that the building continues to perform as intended. Operations and maintenance: Perform regular inspection, maintenance, and cleaning of the building and its contents. Case Study University of California-San Francisco Osher Center for Integrative Medicine Numerous building products, including floor materials, wall panels and ceiling tiles in the Osher Centre for Intergrative Medicine have been reformulated chemically of building material to reduce chemical emissions based on these specifications. Many institution trade groups have begun developing or have already developed the same level of compliance certification. Breathing Easier Over the last twenty-five years, much attention has been paid to improving indoor air quality as a result of the practical application of scientific research with a new consciousness about occupant health, architects and engineers are producing new building designs, system, and specifications. The manufacturing industry is responding with both reformulated and brand new green products. Giving material specifiers more confidence in selecting healthy materials, and construction industry is responding by incorporating green construction methods. Scientific test proves and qualitative feedback from occupants of these enhanced IAQ buildings confirms that improved indoor air quality improves every breath staff, visitors, and especially patients take and how they feel. A larger healthcare infrastructure will mean more energy, more materials, more development. Without the transformation of the building sector in healthcare, continued system expansion will increase the ecological resource burdens within communities. The transformation of the materials marketplace in the service of indoor air quality will be challenging. Without the limitation from organisation limiting on the budget and purchasing power of healthcare industry, greener cleaning products, and improved indoor air quality can have a major impact on moving toward cleaner building.