Describe the room youre in Essay Example for Free

Symbolises innocence Essay Example

Represents honesty Essay Example Represents honesty Essay Represents honesty Essay Expound on the utilization Blake makes of childrens voices in any event two other poems. I am utilizing the guiltlessness sonnets The Lamb and Infant Joy so as to analyze the manner in which Blake utilizes childrens voices with the accomplished sonnet Infant Sorrow The Lamb is composed like a strict psalm and is described by a little youngster. The Little Lamb in the sonnet represents Jesus. The structure of The Lamb is two basic refrains every one of ten lines. The principal half of the sonnet speaks to the kid conversing with The Lamb the subsequent half shows the Lamb answering to the little kid. The main portion of the sonnet likewise goes about as a chorale, as in a strict psalm, the straightforward structure mirrors the straightforwardness of the sonnet and the kid. Newborn child Joy shows the delights of a kid being conceived and the picking of names. The sonnet is described by a multi day old child all through. The sonnet shows the festival of labor and a kid. The structure of Infant Joy is two straightforward verses, every one of six lines, the structure if basic like the child, this represents innocence. Infant Sorrow is the accomplice sonnet of Infant Joy advertisement is its direct inverse. It shows the agony and upset brought about by labor and shows the depression of the infant. The structure of Infant Sorrow is two verses, every one of four lines, which shows up very straightforward and guiltlessness like anyway the lines are any longer than in Infant Joy. The sonnet is described by another conceived infant. The three sonnets I have picked have a great deal of similitudes, they are completely described by kids or children however Blake changes his style of writing for each situation. In Infant Joy the infant is nevertheless two days old, the child seems upbeat and substance as it is a guiltlessness sonnet, all through the sonnet the infant discusses its delight of being conceived. In The Lamb the little kid is conversing with Jesus, spoke to by The Lamb. The kid poses inquiries of creation and afterward answers to itself. The Lamb is distinctive to Infant Joy as the youngster is playing the two sections, the sheep and the kid in this way posing and noting its own inquiries where as in Infant Joy there is just one character, the child, and thusly we just feel its feelings, the mother and father are not engaged with the sonnet. While in Infant Sorrow the mother and father have a fundamental impact, the child discusses the agitated and groaning of his mom and father quickly and it is concei ved and shows how it is feeling desolate and controlled. Blake here is clearly making an alternate youngster for every sonnet, and every kid clearly has its own voice and conclusions. Perhaps, the children in Infant Joy and Infant Sorrow are a similar infant however Blake has given them various circumstances to live and adapt in. Blake utilizes diverse language additionally in every one of the sonnets, in The Lamb Blake utilizes bygone language to represent the connection between the kid, God and Jesus, Dost thou realize who made thee, though in Infant Joy Blake utilizes guiltless, positive words to represent that the infant is content with its introduction to the world and energized at the way that it will before long be named. Newborn child Sorrow is in finished appear differently in relation to the two different sonnets; Blake utilizes negative, experienced expressions of debasement and disdain to depict the feelings that the infant is feeling.

3D Printing

3D Printing It’s not often that innovations in manufacturing methods capture mainstream attention. The vast majority of consumers are more concerned with the finished product â€" the features, the look, the costs, and the estimated time of arrival, than with how it was created. With the possible exception of robotics technologies, it is probably safe to say that people not involved with manufacturing are generally disinterested with new developments in manufacturing engineering.But 3D printing â€" a new production process which can be used not only by industrial manufacturers but by consumers as well, has begun to penetrate the public consciousness. This powerful new set of techniques and tools has the potential to revolutionize the production of a wide variety of consumer products. © Shutterstock.com | Iaremenko SergiiIn this article, we will look at: 1) a definition of 3D printing, 2) a history of 3D printing, 3) trends in manufacturing, 4) commercial usage of 3D printing, 5) consumer usage of 3D printing, 6) the future of 3D printing, 7) the benefits of 3D printing, and 8) the challenges of 3D printing.DEFINITION OF 3D PRINTING3D printing is the process of creating a three-dimensional object from a digital file through an additive process. An additive process is a process in which layers of material are added consecutively, one atop the other, until the final product is developed. In 3D printing, a digital model of the desired object is created using a 3D computer aided design program. The model is sliced into very thin layers, which are then printed, starting from the bottom and extending upward until the object is fully formed.Methods of 3D PrintingThis general description of 3D printing encapsulates  two of the most common methods of 3D printing: granular materials binding and extrusion deposition.Selective laser sintering (SLS) â€" a form of granular materials binding, uses a laser to meld powdered printing materials into the designed shape.Polymeric Selective Laser Sintering Process Explanation Fused deposition modeling (FDM), a form of extrusion deposition, uses a heated nozzle to supply the printing material in layers, as well as materials for a separate scaffold-like structure.Fused Deposition Modeling (FDM) Technology Other methods include:Direct Metal Laser Sintering (DMLS)Selective heat sintering (SHS)Selective Laser Melting (SLM)Electron beam melting (EBM)Plaster-based 3D printing (PP)Laminated object manufacturing (LOM)PhotopolymerizationStereolithographyDigital Light ProcessingCurrent and potential 3D printing materialsCurrently, 3D printers can create objects out of a wide range of materials, including plastics, polymers, metal alloys, ceramics, glass, concrete, paper…even food! However, most home printers are limited to ABS, a plastic as string as LEGO blocks, and a few other materials. Reason for that? Small-scale versions of the technology are still being perfected. Industrial and academic researchers are exploring ways to increase the number and quality of materials that can be used by consumers. Industrial manufacturers, using more expensive and versatile 3D printers, can develop products using a much broader base of materials. They are also exploring a number of potential materials, such as graphene and nanomaterials, which might yield exciting new products.HISTORY OF 3D PRINTING3D printing has its roots in rapid prototyping â€" the industrial process of quickly developing scale models of goods or parts to assist in the manufacturing process. Additive manufacturing was theorized as early as 1890. In the 1950s, a patent was filed for a technique that was the precursor to stereo-lithography, and in the 1970s, academics and industrial researchers experimented with techniques to fabricate 3D ma terials with techniques similar to extrusion deposition and granular materials binding. In 1982, Hideo Kodama published an account of a solid 3D printer object, but it was not until 1984, that the first 3D printer was produced. It was developed by Charles Hull of 3D Systems Corp and created 3D objects using stereolithography; however, in the 1980s, the technology was expensive, and thus relegated to industrial prototyping for years. However, in recent years, with advances in computer and manufacturing technologies, 3D printers can be purchased for as little as $1,000. Further, the proliferation of the technology has led manufacturers and even consumers to use 3D printing to create final products.TRENDS IN MANUFACTURINGWhether 3D printing is a fad or here to stay, major firms are investing heavily in it. Just how much it will disrupt traditional manufacturing techniques remains to be seen.Brief overview of current manufacturing techniquesToday’s manufacturing techniques are varied depending on the product being produced. However, most fall under the aegis of what is known as subtractive manufacturing â€" creating a product by removing unwanted elements from a set of raw materials. Examples of subtractive manufacturing include:Cutting;Filtering;Distilling;Milling;Boring;Sawing;Mining;Drilling;Reaming, among others.With the rise of automated tools and innovations in manufacturing technologies, subtractive manufacturing can be tremendously efficient, but can still create significant waste, and attendant environmental issues. Further, such waste potentially represents lost revenue.Additive manufacturingBy contrast, additive manufacturing involves the precision layering of materials at the molecular level, creating very little waste. Additive manufacturing can reduce costs by prefabricating objects with holes and grooves already in them (thus reducing the labor cost and time of having workers do this work).Small Empires: Shapeways and the business of 3D printing C OMMERCIAL USAGE OF 3D PRINTINGWhile industrial 3D printing technology is being refined, to ensure finished parts do not corrode for example, many manufacturing firms are invested in a day when they can produce major components of large products, such as vehicles and turbines, in-house quickly and cheaply.Adoption of 3D printing by manufacturersFirms that have integrated 3D printing into their manufacturing operations to create not only prototypes, but finished parts and/or products, include General Electric, Boeing, Ford, Nike, Hershey’s, Hasbro, Ford, Mattel and more. As per a recent industry study of manufacturers in 2014 (by PricewaterhouseCoopers and The Manufacturing Institute):“25% are using 3D printing for prototyping only.10% are using it for both prototyping and the production of final parts.1% is using it for final parts production only.64% apparently arent using it at all.”This indicates slow adoption and considerable room for growth. While the total worldwide marke t for 3D printing products and services was only $3.07 billion in 2013, it is expected to grow at a compound annual growth rate of 34.9% and reach $16.2 billion by 2018.Types of manufacturers using this processDespite the slow adoption of the technology, a wide variety of types of manufacturers are using it for many common manufacturing applications, such as prototyping, manufacturing of parts or finished goods, customization, assembly, and finishing. These include manufacturers of toys, medical devices, aviation parts, electronics, auto parts, jewelry, sneakers, and edible products, among others.3D Printing National Geographic: Known Universe Print Tools CONSUMER USAGE OF 3D PRINTERSBeyond the commercial market for 3D printers and printing services is a burgeoning consumer market, which is expected to fuel much of the growth of the overall market through 2018.Consumer MarketCurrently the consumer market is estimated at approximately $75 million in 2014. It is projected to grow to $1.2 billion by 2018. Approximately 2/3rds of that market is in the U.S., with 41,000 of the 63,000 printers sold in 2013 there.CostsOne reason for the relatively small size of the consumer market today is cost. Home printers, using the FDM technology, can range from $1,000 to a couple of hundred thousand dollars. There are some efforts to bring cheaper printers to market â€" printers ranging from $100 to $499. SLS printers, which cost as much as a quarter million dollars and can print on more materials than FDM materials, were patent-protected until January of 2014. The expiration of patents on the FDM process led to the rise of the home FDM printer and drastic price drops. SLS printers may, likewise, hit the consumer market with similar price reductions.Typical usesCurrently, the average 3D printer owner is a hobbyist, and uses their 3D printer to print novelty items, like plastic figures.3D Printing: Make anything you want THE FUTURE OF 3D PRINTINGDespite the current limitations of 3D printing, as the technology develops, its future is bright.Future applications of 3D printingThe PricewaterhouseCoopers and The Manufacturing Institute survey indicated that the two top concerns among manufacturers regarding the adoption of 3D printing were the quality of the finished product, and lack of talent to harness the technology. However, most experts agree that the technology is developing by leaps and bounds, fueled by the adoption and RD efforts of current commercial early adopters, such as GE (which recently announced the creation of a $50 million 3D manufacturing plant in Alabama). We can expect the quality of industrial 3D printed products to continue to increase, and the talent pool to grow as the demand for talent does. Already, with regards to commercial printers, prices are falling, speed is increasing, and the range of materials is expanding. Continued advancements in the printing process and commercial adoption could create sleeker and lighter machine par ts that perform just as well as their traditionally manufactured counterparts; greater quality control in their manufacture; and more efficient distribution of machine products.GE Aviation, which is using high volume 3D printing to create airplane parts, may be a pioneer. But the medical industry is eyeing 3D printing enthusiastically. Medical researchers have been working to engineer replacement organs through 3D printing (known as bio-printing). The layering process of bio-printing holds the promise for replicating strata of cells. This may not be possible for several years or decades. However, bones and teeth are also possibilities currently being realized. Already the first skull, created from a 3D printer, has successfully been implanted in a human being, and this practice may expand. Using digital images of internal organs, doctors can rapidly model full human organs in order to diagnose sicknesses. Pharmaceutical companies can also test the impact of drugs on prototyped bio-p rinted living tissues. Further, the additive manufacturing process can be used to enhance the precision of common medical implements from surgical tools to prosthetics.Societal impact of 3D printingThe widespread adoption of additive manufacturing by commercial manufacturing, coupled with improvements in the technology that would increase quality and volume of its products, could potentially be extremely lucrative for firms with the intellectual property, talent, marketing and distribution networks to leverage it. By lowering production costs, it could also give rise to new entrants in the manufacturing space, a possibility U.S. President Obama recently noted may be a recipe for job growth. More disruptive to industry could be the proliferation of consumer 3D printers. If the average person can create their household goods in their homes, what happens to those businesses? How does one protect intellectual property if anyone can make a copy of any object? These questions may reshape many industries in the years to come.Further, the use of bio-printing has not been embraced by everyone ethical issues abound. For example, what are the ramifications of enhancing organs? How will life-saving bio-printing technologies be distributed equally among all members of society? And so on. Another ethical issue is the potential weaponization of this technology. Already, a fully functioning gun has been created using a 3D printer. And while there is a ban on plastic weapons in the U.S., the U.S. Army has also made clear its intentions to leverage this technology for the creation of weapons parts.The issues raised by this technology must be addressed. But fundamentally, 3D printing has a real potential to improve the quality of living for people across the globe. Rapid and inexpensive production of goods that most in developed nations take for granted, such as water filters and piping, could substantially increase the standard of living and life expectancy for billions in imp overished countries. Additionally, bringing rapid manufacturing capabilities, such as bio-printing or parts for prefabricated shelters, to the scenes of natural and/or man-made disasters could save lives.BENEFITS OF 3D PRINTINGThe benefits of 3D printing are many. Commercial usage of 3D printing could make manufacturing more efficient, more rapid, less expensive, and less wasteful. This could lead to lower prices for consumers, and fewer harmful impacts to the environment. Further, widespread commercial adoption of 3D printing could spur innovation: if it is more difficult for firms to compete based on (production and) distribution speed, their product differentiation efforts may yield new and create features and discoveries.The widespread adoption of consumer 3D printing potentially has even more wide-ranging benefits. Consumers may one day be able to print all of their household needs inside their house, given the right base materials. Imagine replacing a broken lampshade or pictu re frame with a few keystrokes of your tablet! This is no mere speculation; firms envision this future too. For example, Ford Motor believes one-day consumers will be able to replace their own auto parts.CHALLENGES OF 3D PRINTINGThe major challenges of commercial 3D printing are:Variety of usable materials â€" this is fairly sizable, but not as extensive as those used by traditional manufacturing processes;Quality and safety concerns â€"firms must ensure that these new products meet existing safety standards and there is some skepticism among manufacturers that they do;Concerns about intellectual property protections;Production speed many traditional manufacturing processes outpace 3D printing, especially in high-volume production runs; andExpense â€" the cost of high-speed, quality printers is dropping, but still expensive depending on the 3D printing production method used.The major challenges of consumer 3D printing are:The paucity of 3D printing materials available most afford able printers are limited to ABS and one or two other materials that make complex printed objects impossible;Price â€" like commercial printers, while the prices are dropping, they have not fallen to levels that would encourage widespread consumer adoption;Safety concerns â€" some printing materials, such as plastic filaments and powders, must be subjected to high temperatures to be molded;Ease to use â€" the interface for these printers is nowhere near the level of intuitiveness or simplicity of a Windows or Mac OS;Limited design availability some printing companies have made more complex design files available via their website, but these files are not in standard formats that can be applied across model and type of printer;Limited consumer knowledge of engineering â€" printing complex products outside of the universe of available designs on one’s own requires knowledge of engineering practices and principles; andFragmentation of the current consumer market, and lack of a compe lling consumer application.

Cost of Capital for a Business Essay Example Pdf - Free Essay Example

Sample details Pages: 6 Words: 1742 Downloads: 4 Date added: 2017/06/26 Category Business Essay Type Argumentative essay Did you like this example? The cost of capital is an expected return that the provider of capital plans to earn on their investment. Capital used for funding a business should earn returns for the capital providers who risk their capital. For an investment to be worthwhile, the expected return on capital must be greater than the cost of capital. Don’t waste time! Our writers will create an original "Cost of Capital for a Business Essay Example Pdf" essay for you Create order In other words, the risk-adjusted return on capital (that is, incorporating not just the projected returns, but the probabilities of those projections) must be higher than the cost of capital. The cost of debt is relatively simple to calculate, as it is composed of the rate of interest paid. In practice, the interest-rate paid by the company will include the risk-free rate plus a risk component, which itself incorporates a probable rate of default (and amount of recovery given default). For companies with similar risk or credit ratings, the interest rate is largely exogenous. Cost of equity is more challenging to calculate as equity does not pay a set return to its investors. Similar to the cost of debt, the cost of equity is broadly defined as the risk-weighted projected return required by investors, where the return is largely unknown. The cost of equity is therefore inferred by comparing the investment to other investments with similar risk profiles to determine the market c ost of equity. The cost of capital is often used as the discount rate, the rate at which projected cash flow will be discounted to give a present value or net present value. Cost of debt The cost of debt is computed by taking the rate on a risk free bond whose duration matches the term structure of the corporate debt, then adding a default premium. This default premium will rise as the amount of debt increases (since the risk rises as the amount of debt rises). Since in most cases debt expense is a deductible expense, the cost of debt is computed as an after tax cost to make it comparable with the cost of equity (earnings are after-tax as well). Thus, for profitable firms, debt is discounted by the tax rate. Basically this is used for large corporations only. The formula can be written as (RF + credit risk rate) (1-T), where T is the corporate tax rate and Rf is the risk free rate. Cost of equity Cost of equity = Risk free rate of return + Premium expected for risk Expected return The expected return (or required rate of return for investors) can be calculated with the dividend capitalization model, which is That equation is seen as, Expected Return = dividend yield + growth rate of dividends. Industry Cost of Capital: In layman language industry cost of capital is the average cost of the industry. It includes large firms to small firms cost in the same industry. There are advantage and disadvantage of considering the industry cost of capital. Advantage: When a new company wants to start a business or enter into particular industry they do not know the cost of capital. Because there are many hidden cost is involved in it. So it is advisable to start a business taking into consideration of industry cost of capital. Disadvantage: Many a times it happens that industry cost of capital is high as many large player are into business. So the average becomes high. For taking into consideration that if small company wants to enter into business and they take a industry cost of capital as a benchmark than decision may prove wrong. So, I have taken a example of automobile ancillary business for calculation of industry cost of capital. AUTOMOBILE ANCILLARY UNITS I have studied the capital structure of the automobile ancillary smes in NCR region . Company % of % of cost of cost of WACC Remark as name equity Debt equity Debt per industry Denso auto 11.91 88.08 45.03 0.3438 5.66 Below Motherson 76.08 23.91 12.75 1.71 10.01 Below Harigh 73.21 26.89 0 17.26 4.64 Below ANG auto 36.55 64.44 72.15 6.92 30.82 Above Roto pumps 67.61 32.38 0.33 5.78 2.09 Below Subros ltd. 32.97 67.02 41.37 30.18 33.86 Above Amtek auto 36.59 63.40 0.0647 0.6011 0.394 Below Amtek India 53.10 46.89 0.4307 0.3803 40.70 Above Bharat seets 56.17 43.28 0.0143 14.08 6.1 Below Clutch auto 7.86 92.14 3.35 39.22 62.46 Above TOTAL 452.05 548.43 175.45 116.47 196.8 AVERAGE 45.2 54.8 17.5 11.6 19.6 The cost of equity is 17.5 that means industry is paying higher interest to their equity shareholders. That indicates the industry is attractive in terms of investment. The cost of debt is 11.6 which imply that industry is getting loan on a moderate rate. Private firms There are three major differences between public and private firms in terms of analyzing optimal debt ratios. One is that unlike the case for publicly traded firms, we do not have a direct estimate of the market value of a private firm. Consequently, we have to estimate firm value before we move to subsequent stages in the analysis. The second difference relates to the cost of equity and how we arrive at that cost. Although we use betas to estimate the cost of equity for a public firm, that usage might not be well diversified. Finally whereas publicly traded firms tend to think of their cost of debt in terms of bond ratings and default spreads, private firms tend to borrow from banks. Banks assess default risk and charge the appropriate interest rates. To analyze the optimal debt ratio for a private firm, we make the following adjustments. First, we estimate the value of the private firm by looking at how publicly traded firms in the same business are priced by the market. Thus, if publicly traded firms in the businesses have market values that are roughly three times revenues, we would multiply the revenues of the private firm by this number to arrive at an estimated value. Second, we continue to estimate the costs of debt for a private firm using a bond rating, but the rating is synthetic, based on interest coverage ratios. We tend to require much higher interest coverage ratio is to arrive at the same rating, to reflect the fact that banks are likely to be more conservative in assessing default risk at small, private firms. Company cost of capital: company cost of capital is the rate of return expected by the existing capital provider. It reflects the business risk of existing asset and the capital structure currently employed. If a firms wants to use its companys cost of capital, popularly called weighted average cost of capital, for evaluating a new investment. Two conditions should be satisfied. The business risk of the new investment is the same as the average business risk of existing business. In other words new investment will not change the risk complexion of the firm. The capital structure of the firm will not be affected by the new investments. Put differently, the firm will continue to follow the same financing policy. Firms specific factors Firms Tax rate The tax rate benefits from debt increase as the tax rate goes up .in relative terms, firms with higher taxes rates will have higher optimal debt ratios than will firms with lower tax rates, other things being equal. It also follows that a firms optimal debt ratio will increase as its tax rate increases. At a 0 percent tax rate, the optimal debt ratio is zero for all three firms. Without the benefits that accrue from taxes, the rationale for using debt disappears. As the tax rate increases, the optimal debt ratios increase for all three firms but significant at different rates. Pretax returns on the firm The most significant determinant of the optimal debt ratio is a firms earnings capacity. In fact, the operating income as a percentage of the market value of the firm is usually good indicator of the optimal debt ratio number is high the optimal debt ratio will also be high. A firm with higher pretax earnings can sustain much more debt as a proportion of the market value of the firm because debt payments can be met much more easily from prevailing earnings. Variance in operating income The variance in operating income analysis in two ways. First it plays a role in determining the current beta: firms with high variance in operating income tend to have high beta. Second the volatility in operating income can be one of the factors determining bond ratings at different levels of debt ratings drop off much more dramatically for higher variance firms as debt levels are increased. It follows that firms with higher variance in operating income will have lower optimal debt ratios the variance in operating income also plays a role in the constrained analysis , because higher variance firms are much more likely to register significant drops in operating income. Consequently the decision to increase debt should be made much more cautiously for these firms. Comparing to industry average Firms sometimes choose their financing mixes by looking at the average debt ratio of other firms in the industry in which they operate, the operating at a debt ratio slightly higher than those of other firms in the industry in both market and book value terms, where as a market debt ratio slightly higher than the average firm but a book debt ratio which is slightly lower. That firms is comparison are that firms within the same industry are comparable and that, on average , these firms are operating at or close to their optimal .firms within the same industry can have different product mixes , different amounts of operating risk, different tax rates and different project returns . Comparable firm A firm similar to the firm being analyzed in terms of underlying risk, growth and cash flows patterns. The conventional definition of comparable firm is one that is in the same business as the one being analyzed and of similar size. There is a data set online that summarizes market value and book value debt ratios by industry, in addition to other relevant characteristics. Conclusion: It is a advisable for the new company to calculate industry cost of capital rather than cost of capital estimated for a single firm. Industry cost of capital show true as well as overall nature of business in the industry. While firms cost of capital is the mirror of only single firm. As we have seen many variation in the every firm in the same industry. So, it is better to calculate industry cost of capital rather than firms cost of capital. Many times it happens many firms do not show their true and fair view of cost of capital. It may Access or sometimes less. We have always probability that single firm may manipulate the number. Hidden cost may not see in their calculation. So that is why the industry cost of capital is better for decision making.

Essay on The Delegation of Managers - 1153 Words

The Delegation of Managers The Oxford English Dictionary defines Delegation as â€Å"The action of delivering or assigning a thing to a person or to a purpose.† Delegation is very important in the Air Force and military in general. When managers do not delegate, they can become overwhelmed. The concept of delegation can be difficult to master. I was a Contracting Officer for 6 years. During that time, I not only saw delegation within the military structure but also to the contractors we employed. Delegation seems like an easy concept, but not everyone understands it and completes it with confidence. Some managers use delegation to ensure that they are not the only ones to blame in a failure. Some managers will delegate the difficult jobs†¦show more content†¦After market research was completed, we took over until the contract was negotiated and awarded to a company. At that point, most of the responsibility was delegated to the Quality Assurance Advisor on service type contracts. This individual was in charge of inspecting the contractors and verifying that the work was completed. Each month, the contractor would submit an invoice for payment for that month. The Quality Assurance Advisor would have to sign off on the invoice to ensure that the work was completed and payment is justified. As a Contracting Officer, you are too busy with negotiating other contracts and ensuring that the contractual part of all the contracts are being adhered to. If there are problems, i t is usually the Quality Assurance Advisor that brings it to our attention. We can amend the contract or give the contractor a notice, but we can’t be at the site every day. For contracts for supplies, the customer requesting and receiving the supplies simply let us know when the item is received and correct. Once we are notified that the contract is complete, we release the payment to the contractor. This type of delegation is necessary for our office. The Quality Assurance Advisors must be recommended by their commander and go through a lot of training before they can claim that title. Some Quality Assurance Advisors are responsible for million dollar contracts.Show MoreRelatedManager Responsibilities and Effective Delegation1463 Words   |  6 PagesMANAGER RESPONSABILITIES AND EFFECTIVE DELEGATION Management Responsibilities And the Effective Use of Delegation at My Current Organization Alex Solis University of Phoenix Abstract Delegation is the assignment of new or additional responsibilities to a subordinate. This paper will explain and examine how managers in my current organization delegate, as part of their responsibilities. As well as, how delegation is performed, and how it can better be used within one of the four functionsRead More Delegation of Tasks as a Manager Essay2433 Words   |  10 Pages Objective: Identifying what job you want done The main purpose of delegation is to get the job done by someone else so that you, the manager, have more time for other, more difficult, tasks. To effectively delegate, you must give the entire authority of the task to the staff member you have selected to get the job done. This means not only reading instructions and filling out paperwork, but also the â€Å"decision making and changes which rely upon new information†. The staff memberRead MoreDelegation Can Be A Slippery Slope For Any Manager1071 Words   |  5 PagesDelegation can be a very slippery slope for any manager, but it has become a necessary component of many organizational management structures. While it can be an extremely effective management strategy, many times it is approached incorrectly and thus falls short of expected results. This is the case we see presented in the case study for this assignment. It seems that our manager/delegator, Ms. Wilson, is looking to remove some items from her current workload in order to facilitate more timeRead MoreEffective Delegation1091 Words   |  5 Pagesnecessary for effective delegation, and how the managers of the author s organization uses delegation in his or her management responsibilities. The paper will also attempt to show how delegation could be used more effectively within the four functions of management in that same organization. Through delegation managers combine task responsibilities and the authority needed to carry out tasks in the organization. The author will also discuss some advantages of delegation as well as the issue ofRead MoreEssay on Delegation793 Words   |  4 Pages What is Delegation? Delegation is, the assignment of authority and responsibility to a subordinate at a lower level. (https://ecampus.phoenix.edu/secure/resource/resource.asp) Basically what this definition means is if you are a Manager in your company, Delegation is the process in which you assign important task to other employees. In doing this process as a manager you must 1) Identify the task that is to be accomplished, 2) Choose the right employee to complete the assignment, 3) give completeRead MoreNational Council Of The State Board Of Nurses1285 Words   |  6 PagesFor the busy manager, there never seems to be enough time in one day to do everything. You can create â€Å"To Do† lists, plan ahead, abide by a calendar, but in healthcare, an industry that is constantly changing, new tasks arise in response to external and internal environmental changes very quickly. In order to adapt to these changes, a skilled manager must know how to delegate. Merriam-Webster defines delegation as †Å"the act of giving control, authority, a job, duty, etc. to another person†. The NationalRead MoreEssay on Effective Delegation1091 Words   |  5 PagesEffective Delegation Introduction   Ã‚  Ã‚  Ã‚  Ã‚  This paper will attempt to show what skills are necessary for effective delegation, and how the managers of the authors organization uses delegation in his or her management responsibilities. The paper will also attempt to show how delegation could be used more effectively within the four functions of management in that same organization. Through delegation managers combine task responsibilities and the authority needed to carry out tasks in the organizationRead MoreThe Importance of Delegation Essay1109 Words   |  5 PagesDelegation is an important function in any organization and in today’s environment we see it becoming increasingly important in the health care setting. For management to make the best use of their time and skills effective delegation of tasks to the staff assists in their growth and development, builds confidence and trust, and increases the amount of work completed. Effective delegating provides benefits to the organization when ma nagers mobilize resources, share responsibilities, and focus onRead MoreBhs312 Module 2 Case1558 Words   |  7 PagesExpectations: After reading the background materials, conduct additional research and respond to the following: 1. Discuss the delegation function of a manager. Why is delegation an important function; particularly, in the health care setting? 2. What is the relationship between delegation and empowerment? 3. Describe and analyze the potential dangers of delegation. Hoe does delegation influence or impact empowerment? (This is the most important part of this assignment and gives you an opportunity to applyRead MoreDelegation in the Workplace1011 Words   |  5 PagesDelegation 1 DELEGATION IN THE WORKPLACE Delegation in the Workplace University of Phoenix Delegation 2 Every company has assignments that are delegated on every level within a business. Delegating is defined as giving authority and responsibility to a subordinate or an employee on a lower level. At The Plumbing Warehouse, delegating is a very important part of getting the price changes done on time. However, when leading and controlling are involved, the delegation

How close to revolution was Great Britain in the 1790 Free Essays

string(66) " could have aided the revolution, or prevented it from happening\." The 1790’s wasn’t the easiest of times for Britain. Revolution overthrowing the monarchy In France caused working-class civilians in Britain to entertain the Idea of revolutionizing. This, among other aspects such as the war with France and food supply, meant that Britain, led by Pitt, had to fight off the threat of revolution. We will write a custom essay sample on How close to revolution was Great Britain in the 1790 or any similar topic only for you Order Now It would be a fair statement to make that although Great Britain had big enough threats and factors for revolution to actually happen, the threat lacked a certain spark that could ave Ignited the revolution, spreading into a full-blown fire across the whole country, helping end the monarchy. The first key point to look at is the nature of British society at the time. The economy and living conditions can always be catalysts for a revolution- an example Is the sorry state of the French economy, one of the major causes of revolution breaking out there, Just before they went into revolution. Now, had the economy of Britain in the 1790’s been as crippled as France’s was, then it would have been likely that people in Great Brltaln would have been feeling desperate for change, and a revolutionary ould have been looking likely. However, this was not the case. Although the years 1 795 and 1797 were very difficult in terms of high bread prices and unemployment, the situation was simply not severe enough to make revolution a necessity for people In Great Britain. Hunger and famine were very sparse, In comparison to France. In fact, the standard of living of most people In the 1 79ffs had actually Improved due to the industrial revolution taking place at the time. Pitt, thanks to his numerous reforms and changes to the government, such as increasing taxes and the ntroduction of the sinking fund, meant that the threat of revolution was significantly decreased. unions were also an Issue that Pitt had to combat. There were many unions in Britain at that time, and they consisted of and represented a large chunk of the population, for example the worker’s union. Due to the sheer size of the unions they posed a big threat to Pitt, especially the worker’s unions which had many members due to every second man In Britain at the time being a working-class worker, and so most probably part of a union. unrest in the unions could have aused an uprising, which may not have ended nicely for Pitt due to the volume of workers in Britain at the time. Also, the workers would have been almost all the people In Britain Influenced by the events In France and wanting to revolutionize, and If they, with the help of trade unions, were to rebel then Pitt would have had a serious problem. And this is why in 1799 Pitt took the decision to effectively abolish all trade unions when he banned the â€Å"combination† of men, and this helped to partly eliminate the danger of (dissatisfied) working men along with their union trying to ause trouble for the government, hence why many saw this as a very good measure taken by Pitt Religion can also be an extremely key factor. The King and monarchy 1 OF5 are tra01tlonally symools 0T rellglon ana tnelsm, ana countrles tnat nave a nlgn percentage of the population of people as Christians are less likely to go into revolution. Britain was a country that was very theist at the time, which meant that the absence of atheism helped Britain to steer clear of revolution. All in all, in terms of the society of Britain at the time, despite certain strains such as the weakening of he economy and rise of trade unions, a fundamental cohesion and stability was seen in the country, partly down to Pitt, which meant that in this particular â€Å"field† (the nature of British society) Britain, although it had dangers and threats, never really came close to revolution. One could again say that a spark was lacked. Radical ideas, spreading over the channel from France to Britain, were one of the greatest threats to Britain- the more people learnt about the idea of the revolution in Britain, the more potential revolutionaries there would be, resulting in a greater ikelihood of revolution. It is important to point out however, that although the concept of radicalism was in theory a serious threat to the British monarchy, it was by no means popular with everyone in the country and contained serious flaws, which stopped the revolution from growing, Just like sunlight stops a plant from growing, or a robin stopping the invincibility of the blues from growing. Corresponding societies were a big threat to the monarchy. Numbers of people Joining corresponding societies all over the country were rising sharply due to an increasingly literate working class. This meant that they read pro-reform, anti-monarchy books such as â€Å"The Rights of Man† by Thomas Paine, which only â€Å"enhanced† and made their views on the monarchy and reform more extreme. One could say that the knowledge obtained by the working class by reading these books could have been a potential catalyst for the beginning of a revolution, and so Pitt had to act fast to stop the â€Å"rebels† from reading about these revolutionary ideas. Although he did not close down the corresponding societies, and this could be seen as one of the things he failed to do, he managed to pass new laws that enabled the government to suppress nd regulate newspapers, which meant that workers were not as exposed to pro- reform stories as they were before which helped reduce the â€Å"brainwashing† of workers to try and overthrow the monarchy. So to sum up, things like corresponding societies and pro-radical newspapers were a serious threat to Britain, however although they were helpful to the revolution, they alone were not enough to put the revolution into full force. It is vital to explore other factors that too could have aided the revolution, or prevented it from happening. You read "How close to revolution was Great Britain in the 1790" in category "Papers" One factor which simply meant that Britain was never really going to come that close to revolution is desire. The genuine public desire to overthrow the monarchy was simply not large enough- the majority of the population were content of the way the country was run, only a small population wanted change. For a country to revolutionize, most of the countrys people need to have the desire to overthrow the King, in order to have enough power and force to do so. Take France as an example once again, the Third Estate made up around 90% of the country, and virtually all of the third estate wanted to see change, hence why France was swept up in revolution. This was not the case in Britain. Perhaps it was because the class-system was on the whole fairer-the clergy did not aomlnate as mucn In Brltaln as It 010 In France, ana tne working class 0T Brltaln, though most likely discontent, were on the whole miles happier than the French working class in comparison. This one factor alone was one of, if not the, greatest reasons why Britain steered clear of revolution and did not come as close as it may well have. Having said that, Pitt made sure radical ideas, actions and organisations were subdued. To supress the threat of revolution, Pitt brought upon changes to ertain acts and even created new ones. One example is how Pitt suspended the Habeas Corpus Amendment act from 1974-1795, then again from 1798-1801. This act meant that people could only be arrested after solid evidence, however after the temporary removal of this act, anyone could be arrested and held indefinitely, even if there was no evidence and they were merely being held on suspicion. This act was very effective, as it deterred potential revolutionaries from committing crimes. The â€Å"Two Acts† were also introduced, which kept an eye on illegal gatherings, reducing hem to a minimum, which helped Britain halt the threat of revolution from growing. Another point is that for a revolution to happen, the radical movement must be strong and united. Although the radical movement had been a big threat, its potential was massively limited because it did not have the support it needed. The movement was split along a North South divide and was also split over aims- some radicals argued that parliamentary reform went far enough whereas others argued that a republic was the only solution to their problems. In addition the radicals were seriously under-powered in terms of weaponry and such, and all these problems ere one of the reasons why, although the threats were present, the spark, or cutting edge, was not, hence why Britain did not have revolution. The government was doing its best to extinguish the radical ideas that were sweeping through the country during the 1790’s, however it needed some help from loyalists. Loyalists were people, predominantly working class, who were in support of the monarchy. This reinforces the view stated earlier that not all the working class were in favour of revolution. The 1790’s witnessed the creation of many loyalist, pro- monarchy associations, an example of one being founded by John Reeves in 1792, hich fought against Republicans and Levellers by gate-crashing and attacking their meetings. Many ordinary men were also turned into â€Å"militas† to protect the country from internal threat. However, the main reason for all this internal support was William Pitt and the British government. Pitt was winning a propaganda war, and very successfully. He made Jacobites (anti monarchy, pro-reform believers) seem like horrible, scandalous people which helped turn the British public against them and made the monarchy seem as something good, something that should be desired. This worked- the institution of monarchy became much more respected by the eople and support for the King also increased as a result of the French execution of their King Louis XVI in 1793 and the patriotic feeling created by the declaration of war between France and England a year later. This factor, although was helpful to the government as many people, whose background fitted in to the revolutionary type of person, gave support to the King, was not crucial to the government and did not repel the threat of revolution as much as other factors did, an example which links in with tnls one Delng tne lack 0T wlaespreaa aeslre to revolt. one could say na t tne sole reason for the creation of so many loyalist associations was due to the propaganda war being won by Pitt, which helped reduce the chances of revolution. All in all the â€Å"battle of ideas†, although won by the monarchy, never threatened the British government to a large enough extent due to the low population of the radicals, and so taking into account that fact that not even all working class people were willing revolutionaries, and that the revolutionary opposition was under-populated, this highlights how Britain managed to contain the threat of ideas spreading across the ountry in a way which was not overly-hard, and only pushed the chances of revolution further away. Finally, as has been mentioned a number of times already, the British State was exposed to the threat of revolution, and it did extremely well to contain the radical threat, helping to limit the effectiveness of it. William Pitt, who was in power at the time, was instrumental in making brave changes to the way the country was run in order to supress the growing threat of revolution. Taking into account that Britain at the time had no national police force, Pitt had to be extra careful to make sure revolution did not spread. He did this by introducing a variety of acts: The suspension of Habeas Corpus, the â€Å"Two Acts†, repelling mutiny following an incident at Spithead the Nore, the abolition of trade unions, the DORA, and sustaining an acceptable economy were all things Pitt did to help quash revolution. And indeed they worked-, and although many found them harsh and very tyranny-like, Pitt was in no position to take chances and in most cases the threat of the use of the measures introduced by Pitt was enough to deter the radical movement, which helped to steer Britain away from revolution even further, and ensured that Great Britain was never hat close to revolution despite numerous threats being posed. To conclude, although the threats of radicalism that were posed to the government were certainly dangerous, there were many aspects of the threat of revolution which were very flawed and resulted in the failure of the radicals. Britain faced many threats, such as radical ideas spreading across Britain, the faltering economy, the war with France, the lack of a police force and so on; however Britain reacted very well and did everything it could to the best of its ability to suppress the idea of revolution rom getting out of hand-harsh measures introduced helped dispel revolutionaries, and the stabilisation of the economy and standard of life was crucial in helping to satisfy the majority of the population. Fundamental flaws were present in the opposition, and it was these flaws which never allowed them to have a real chance in overthrowing the King. A distinct minority of people in Great Britain wanted change, and so trying to disrupt the regime, as well as having very little access to arms and weaponry and themselves being spilt about their aims, was always going to be a aunting task. It was a task that was attempted to be carried out by the revolutionaries, and despite posing a variety of threats to the country, the radicals lacked a certain spark and the government dealt with them well. A fundamental cohesion and stability was seen throughout Britain in 1790’s, as, despite the fact the revolutlonarles prooea ana questlonea tne governments staDlllty, tne government and Britain answered, responded well, and managed to quash the threat of revolution in Great Britain, ensuring that Britain, although sternly tested, sailed clear of revolution How to cite How close to revolution was Great Britain in the 1790, Papers

Vodafones Organizational Capabilities Analysis free essay sample

Rethinking international strategy Consulting Mandate Table of Contents 1 Introduction Vodafone PLC is a publicly traded British telecommunication multinational. The era of Vodafone started in 1984 and has since then undergone dramatic internal and external development stages. Stages of Vodafone’s development can be divided into multiple laps, each lap under a different cabinet of its various CEOs. After having been brought public in 1988, Vodafone kicked off its international expansion by acquiring minority stakes in other wireless telecom companies, following with multiple joint ventures within countries that were about to launch their cellular networks. Under the cabinet of Chris Gent as Vodafone’s CEO, the company drastically expanded the portfolio of its overseas acquisitions. Arun Sarin, who initiated the One Vodafone project, maximizing economies of scale, then succeeded him. The One Vodafone was to unify and simplify the company’s structure. This mainly included reshaping organizational charts and integrating Vodafone as a global brand. We will write a custom essay sample on Vodafones Organizational Capabilities Analysis or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page When Vodafone’s current CEO, Vittorio Colao, took over in 2008 he established a set of clear goals for the company to pursue. These mainly focused on â€Å"improvement of operational performance, [ ] pursuit of growth opportunities, [and] increase in shareholder returns†. (Colao, 2008, cited in Grant Jordan, 2011, p. 1 2) First results of Coleo’s newly adopted strategies came up positive yet the concerns arose around Vodafone’s long-term strategies in terms of its international presence. So as to help Vodafone pursue the aforementioned goals, we were assigned a consulting mandate to evaluate the following queries: 1- Are Vodafone’s organizational capabilities correctly aligned with their current strategy? If not, how could they improve them in order to grow within the competitive market they are facing? 2- Does Vodafone’s organizational structure enable them to undertake efficient decision-making processes? If not, what kind of organizational structure should Vodafone adopt? In order to develop a set of recommendations, the current strategy is first taken apart into its four components and for each the organizational capabilities needed are identified. In a second step, we define Vodafone’s current capabilities and determine the gaps to be closed. After having done so, we provide recommendations on how to close the organizational gaps by referring to the three leverage points, organizational structure, management preferences and leadership behavior. 2 Vodafone’s current strategy and required capabilities To make sure Vodafone’s international strategy is consistent with its organization, the required organizational capabilities have to be determined. In order to do so, the strategy is broken into its four components, goals, product-market focus, core activities and value proposition. In a subsequent manner, the organizational capabilities necessary to fulfill each one have to be established. (Crossan et al. , 2013, p. 160) Goals Every strategy follows a certain set of goals. For Vodafone said set consists of three parts. Firstly, top operational performance is achieved through cost cutting and superior customer service. Secondly, growth in emerging markets, mobile data services and comprehensive telecom solutions for business customers leads to the leading or the second position in every market. Lastly, Vodafone increases its shareholder returns by balancing selective investment and disinvestment. (Grant Jordan, 2011, p. 1 2) To accomplish those goals, Vodafone as to continuously improve its ability to cut costs, grow in emerging markets and generate a surplus form investments and divestments in the long-term. Product-Market Focus Operating in over 52 countries, Vodafone aims to provide high-class wireless communications and mobile services, integrated business solutions and mobile advertising (Vodafone, 2014). With its international scope and business but also private customers as clients, the definition of a â€Å"market† can vary. Markets for telecommunications can in this case either be determined by their geographical location or by their users. While corporate clients benefit from a â€Å"seamless† roaming, especially when operating globally, smaller clients get won’t acknowledge the service offered by a single, international provider. In order to develop the right product-market focus, the right target markets have to be identified and innovation has to be fostered consecutively. Value Proposition As stated before, Vodafone aims to provide high-class services. Therefore instead of challenging its competitors on price, customer value is created through premium services and differentiation. The global scope allows the customer to benefit from high quality reception worldwide, always offered by Vodafone and without value decreasing interceptions in the network.   A strong value proposition requires the ability to offer superior data services and superior customer services, always moving one-step ahead of competition. Core Activities When operating globally, the core activities have to be established in a structure that allows the company to benefit from synergies and international integration. For Vodafone core activities focus on procurement, global development of products and services, marketing and brand development and service functions. If core activities are to be performed efficiently and effectively, it is not only necessary to balance the need for coordination and synergies with local initiatives and to adapt to industry changes, but also to have a well functioning corporation. This means, back-room systems have to run smoothly, economies in equipment purchase have to be realized and know-how has to be transferrable from one unit to another. Moreover the international scope has to be transferred into customer value and thus a competitive advantage. 3 Identifying Vodafone’s Organizational Capabilities As the strategy has been broken down into components, it is now necessary to identify Vodafones existing capabilities with respect to each component. The summary of these capabilities has been annexed to the present document. Currently, there are two main capabilities that facilitate the accomplishment of Vodafones goals. Firstly, there is the ability to grow in emerging markets. Between the years 2005 and 2008, Vodafone had demonstrated that it was able to enter emerging markets and to grow within these markets through acquisitions in Eastern Europe, Asia and Africa. Secondly, Vodafone possesses the ability to generate long-term profits from investments and divestments. In fact, this capability is a indispensable in order to create shareholder returns. As shown in table 1 of Grant and Jordan’s case study (2011, p. 2), Vodafone realized continuous, positive free cash flows between four and seven billion pounds during the years 2005 to 2011. As for the product-market focus, there is one main capability that can be identified with the company, the ability to identify potential target markets. Vodafone has shown that it is constantly and actively seeking for new target markets to exploit and its ability to expand their international scope. With innovative projects in Kenya, Asia and Eastern Europe, Vodafone further established a global presence. (Grant Jordan, 2011) Vodafone possesses four main capabilities with respect to its core activities. Firstly, as a result of its international expansion, Vodafone can transfer seamless connections into costumer value. The company is thus able to provide integrated solutions to businesses with international functions. Smaller firms and private customers however don’t benefit as much from a global partner as most domestic providers offer good roaming services through partner agreements. Thanks to the large distribution of fix costs, Vodafone is able to offer promotional deals to small clients and therefore allow them to benefit from a unified provider. Secondly, by rationalizing its back-room systems Vodafone eliminates expenses that do not generate value for the costumers and strengthens the organizational structure. Thirdly, due to the international scope, economies in purchasing equipment can be realized. Lastly, the ability to exploit learning and knowledge transfer is directly linked to the required ability to innovate new generations of voice and data services. In order to enhance these capabilities Vodafone restructured the organization in 2011 (Grant Jordan, 2011, p. 9 16) Finally, with respect to Vodafones value proposition, the companys main capability is being able  to offer superior customer service. This capability is demonstrated by the fulfillment of three criteria: effective delivery to costumers, short response time and responsiveness  to customers needs. In order to fulfill these criteria, Vodafone nurtures an entrepreneurial mindset and provides each of its company with challenging missions to accomplish (Grant Jordan, 2011, p. 8). In conclusion, Vodafone disposes of several crucial capabilities but still can improve its abilities to adapt to industry changes and to innovate new generations of voice and data services. In addition the ability to balance the need for coordination and synergies with local initiatives has not been flawless. However those capabilities are determined inside-out. At the end it is the customer that determines how innovative Vodafone is or whether its customer service is superior (Crossan et al. , 2013, p. 161). 4 Developing New Organizational Capabilities Now that we’ve identified the organizational gaps, we develop new organizational capabilities or improve existing ones to ensure consistency in the strategy-organization linkage. To do so, we refer to the three leverage points, organizational structure, management preferences and leadership behavior. As the available information does not provide sufficient detail on the latter, we therefore focus on the organizational structure and management processes. Organizational Structure Although the organizational structure had been redesigned in 2011, remaining weaknesses were identified. Creating geographical and functional units on the same level of hierarchy prevents efficient transfer of information and knowledge as competencies become unclear. Moreover a global strategy and business development department are contra-productive in two ways. Firstly  it opposes the necessity to adapt to cultural peculiarities and secondly it doesn’t fit the autonomous position of local subsidiaries. General strategic decisions have to be taken by a superior unit, mostly the executive board or the board of directors. The lack of clear hierarchical structures and well-defined competencies thus prevent a rapid reaction to industry changes. In order to enable efficient decision-making, opportunity recognition and a fast and free flow of information the organizational structure is to be redesign as follows. Figure New Organizational Structure The company is to be divided into the four geographic units of Europe, Africa, Asia Pacific and Middle East. Each geographic unit consists of functional units managing the tasks for their respective area. The only functional unit operating globally remains the technology unit. This allows Vodafone to test a technology in one market and deploy it into another later on, without relying on several independent units. To facilitate the communication between the different units, the internal communications and cultural mediation unit (ICCM) is created. It is composed of one manager from every geographic unit. The ICCM also acts as a channel for internal communications and monitors synergies and manages the coordination between different units where necessary. The new structure allows maximizing efficiency in procurement, global developing of technology and new products or services, marketing and brand development as well as common service functions. The reduced complexity further keeps administrative costs low and permits additional growth. Management Processes Changes in management processes have the potential to act as a leverage point to develop new capabilities. These processes are separated in three components: decision-making processes, operational processes and performance assessments and reward processes. Each of these components contributes to the development of new capacities. (Crossan et al. , 2013, p. 172) In order to increase the ability to innovate new generations of voice and data services, the company has to give the authority and latitude necessary to the Research Development department to take decisions on their own. Being able to take decisions and find innovative solutions increases employee satisfaction as well. Empowered employees feel as if their contributions matter and productivity increases. The company thus has to accelerate the approval of innovative ideas and enable projects to get fast tracked. Furthermore, the creative and innovative actions of employees are to be recognized and rewarded. For most employees financial rewards are insufficient and sometimes even contra-productive. When design a incentives, opportunities for self-development, recognition of achievement etc.  have to be equally considered. (Crossan et al. , 2013, p. 176) In order to properly react to industry changes, Vodafone has to consider the dynamics in the changes of the environment. Along with a dynamic environment, it is crucial to monitor its competition regularly and identify possible threats and new entrants early on. 5 Feasibility Assessment The suggested changes in organizational structure and management processes allow Vodafone to develop the organizational capabilities necessary to transform its international scope into a distinct competitive advantage. In order ensure the effective realization of the proposed measures, the implementation of each step has to be according to the required time frame. Changes within the decision-making process can be conducted over a short period of time. Modifications in operational processes and performance assessments take a little more time to be established. In order to ensure a successful outcome, all actions have to be constantly monitored and communicated within the whole corporation. 6 Conclusion Over the years, Vodafone has shown it was capable to outrank competition and to generate large revenues. Nevertheless by ensuring consistency in the strategy-organization linkage, untapped potential can be realized. Improving and developing capacities, redesigning the organizational structure and modify management processes allow Vodafone to close existing inconsistencies. A detailed analysis of Vodafone’s organizational capabilities has yielded the following results. It is able to effectively cut costs and innovate new generations of voice and data services but needs to constantly improve those qualities, while capabilities such as balancing  the need for coordination and synergies with local initiatives, adapting to industry changes and offering superior data services are required and need to be developed. In order to achieve the envisioned capabilities, we suggest a redesign of the organizational structure and several adjustments within the management processes. The company is to be divided into geographical units on the first and into functional units on the second hierarchical level. Simultaneously a new department for internal communications and cultural mediation is to be created and the technology unit is kept on a global scope.  Moreover, research development requires more decisional autonomy and a fast track for innovative and important projects has to be established. Finally, all measures have to be constantly monitored and evaluated to ensure their effectiveness.