Traditional Media Outlets Essay Example for Free

Traditional Media Outlets Essay Introduction The presence of media as a tool of information dissemination has increased largely because of the technological innovations consistently being introduced not only in advancing the productivity rate of media organizations but also in expanding the capacity of the various media outlets to include a wider range of topics (Hudson, 1986). With this expansion, the subjects incorporated into the mass media has also been augmented (Graber, 1980) such that former topics that were once rarely untouched have now been constantly infused with unceasing publicity such as those that tackle Information and Communications Technology (ICT) . The changes made by mass media are evidently found on a series of notions due to consciousness, certain perceptions on reality and the palpable alterations of the masses’ individual lives concurrent on what had reconstituted by the mentioned technological change (Palmer Young, 2003).   Technological or digital innovation dwelled on to by human beings had been observed to have been conducting a protective bubble of fixed racial, cultural and ethnic identity resulting to a sense of detachment which lies on the physical state of the screen persona as well as with the transcends in the reality of social culture (Barker Petley, 2001). Analysis Such innovations which transcribed on media analysis in accordance with meeting customer or audience satisfaction on the lame side had been a crucial issue of competition as well as with the question of product or service advantage (Orlik, Anderson, Day, Patrick, 2007).   These media offers are considerably getting the â€Å"just† amount of credit for whatever level of service they are able to offer, thus, the viewing masses seem to be unaware of the whole gist of the surfing censure and is actually following the hoax of the concern.   What becomes evidently floating in the scene lately, are the so-called â€Å"alliance† of participating media advertisers and the respective network.    Examples of these ‘participating’ network providers which are sought to be the most persistently visited sites are Google, yahoo, and Amazon Online (Beckwith, 2003). The efficiency catered by these online information providers also power the divergence of other web pages which also serves as an upgrade in the websites’ name.   Ã‚  Consequently, the more surfers sweeping on their site, the more money they are able to generate.   Considerably, a mutual benefit from that of the web provider and the viewer are being fulfilled (Beckwith, 2003). Conclusion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The exactness of the cost and the revenue generated by the aforementioned sites are but indefinite to be defined, for the reason that the scheme and the flow of the advertising differ dependently upon the ‘season’ or under the discretion of the contemporary society. It would seem quite hard to distinguish which of the sites are assumed to be the most significant or rather the one which is offering the best service for the majority (Beckwith, 2003).   Since that, those who are apt to surf actually depend on what they wish to find.   In addition to that, given the fact that each layer of the society hold different jobs or activity with diverse enthusiasm, it is evident that it is possible to shift sites which then give the argument abstain on conviction with regards to the matter (Seelye, 2005). References: Barker, M., Petley, J. (2001). Ill Effects: The Media/violence Debate. London: Taylor and Francis. Beckwith, S. L. (2003). Complete Publicity Plans: How to Create Publicity That Will Spark Media Exposure and Excitement. New York: Adams Media Corporation. Graber, D. A. (1980). Mass Media and American Politics. Political Science Quarterly, 95(4), 701. Hudson, H. (1986). New Communications Technologies: Policy Issues for the Developing World. International Political Science Review, 7(3), 334. Orlik, y. P., Anderson, S., Day, L. A., Patrick, W. L. (2007). Exploring Electronic Media. New York: Blackwell Publishing Limited. Palmer, E., Young, B. M. (2003). The Faces of Televisual Media: Teaching, Violence, Selling to Children. Mahwah N.J.: Lawrence Erlbaum Associates, Inc. Seelye, B. K. Q. (2005). AP plans multimedia wire aimed at younger readers (Publication. Retrieved July 14, 2007, from The New York Times: http://www.iht.com/articles/2005/09/14/business/ap.php

Entering German Market :: essays research papers

During the last decade German economy is stagnating, or even decreasing. One of possible reasons is the lack of entrepreneurship in German companies. Old companies usually are too big and unwilling to change something inside, thus German government decided to support establishment of new small and medium enterprises. New agenda 2010 introduces the strategy for Germany to recover the economy and become even more competitive. In the article â€Å"Starting your business with subsidies† in Invest in Germany magazine is written that there are more than 3000 incentive programs available for investors. The program is financed by the federal government, the states and international organizations, including the European Union. The aid is available for business start-ups in a way of funding and consulting. Additional support is proposed to other investment, research and development, and training, as well as improve and protect the environment. The aid comes in the form of investment pr emiums, additional capital allowances, regional support and special credit programs. Subsidies are the main form of support. Bigger subsidies are applied for new – Eastern states and for other incentive areas. Incentive areas mean that economy there should be encouraged, industry is not as developed and investors need additional incentives to choose these areas but not more developed ones. Distribution of these subsidies is generally subject to approval by the European Union. One of the programs to finance investment is Joint Agreement program. Cash grants approved and paid to investors under this program during 1999 – 2001 were 8.6 billion euros, and the budget for 2002 – 2006 is 8.1 billion Euros (http://www.state.gov/e/eb/ifd/2005/42039.htm). All investors – local and foreign – are treated equally under the program, but financed sum depends on the region. The government has placed particular emphasis on investment promotion in the new states of the former East Germany and has offered a large number of incentives to promote economy in those areas. Business Guide in Invest in Germany (http://www.invest-in-germany.de/en/index.php?redirect=http://www.invest-in-germany.de/en/research/businessguide/index.php?topcat=20&cat=1063656685824246400&lang=en) lists those conditions as the most significant for cash grants under the Joint Agreement program: - Funds from the Joint Agreement are granted at the authorities’ discretion - Applications must be filed before the start of the investment - Investors must make a considerable contribution to the investment project from their own capital as proof of their commitment - Cash grants are subject to taxation - An investment period may take up to 36 months from the start of a project.

MRP II: Inventory Management

While MRP I primarily address the inbound flow of inventory (materials management), MRP II adds other interfaces such as finance, marketing, and integrated logistics. Like MRP I, MRP II is a push inventory model which pushes product through manufacturing and distribution processes in order to meet forecast demand. However, it adds further dimensions to the basic model. MRP II not only considers the inbound flow of material, but also how much material can actually be handle within the plant. Furthermore, it actually handles production scheduling, labour needs, inventory budgets, and personnel needs. But the most important feature is the addition of the finance interface. This module provides the capability of transforming the operating production plans into financial terms, consequently the data can be used for financial planning and control purposes of a more general management nature. Another significant addition is the simulation module. This simulation capability enables management to perform a more comprehensive alternative planing work in developing the marketing and business plans. Operating variable could be regulated to examine the systemwide response to the proposed operating change. Besides MRP II includes the entire set of activities involved in the planning and control of production operations. It consists of a variety of functions of modules and includes production planing, resource requirement planning, master production scheduling, materials requirements planning (MRP I), shop floor control, and purchasing. Step 1 – Market Demand; the process begins with an aggregation demand from all sources. Examples of sources are firms† orders, forecasts, and safety stock requirements. Step 2- Production Plan; with inputs from manufacturing, finance, and marketing, the production plan would be derived. Step 3- Rough-cut capacity planning; it involves short-term capacity considerations that are affected by irregularities in demand. It formulates benchmarks for the proper use of personnel, machines, and shifts. Bills of capacity and bills of labour resources are the primary inputs to determine rough-cut capacity. In the event of incapability in producing the require output (due to limitation of capacity), adjustment to the production plan would be made. Step 4- Master production schedule; formulation of the master production schedules provides a realistic, detailed, statement of what the firm expects. It is more detail than the aggregate plan, it translates the aggregate plan into specific numbers of specific products to be produced in a specific period of time. Step 5- Material requirements planning (MRP); MRP is the heart of the entire process (MRP II). When MRP comes into play, material and schedule requirements would be generated. Step 6- Capacity requirements planning; at this stage, the capacity requirement planning determine whether the firm has enough capacity (e.g. worker, space, money) to meet the schedules. Again, if schedules could not be met, some adjustment in the master production schedule would be required else requirements would be scheduled. – Improved consistency in one-time customer delivery – Reduction in purchasing cost due to fewer expedited shipments – Inventory reduction of one-fourth to one-third (cost reduced) – Improve responsiveness to demand changes – Allowing more planning flexibility – Minimization of workforce overtime Problems in Implementation of MRP II Implementation an MRP II system is a monumental effort. The system requires a tremendous amount of information, which must be accurate if the system is to be successful. The MRP II systems is capable of affecting all function within Forges†s marketing, production, purchasing, accounting, finance and logistic. All personnel who have any interaction with the MRP II system require training. Further, Forges must be committed to make the MRP II system work. The problems that occur in implementing MRP are frequently organizational and behavioral rather than technical. Existing Systems and the Informal System If an MRP II system is replacing an existing production and inventory control system, Forges may see significant resistance to change, even if the existing system has been unsatisfactory. People generally resist to change, and they prefer the familiar to the unfamiliar. Also, when a system performs poorly, an informal system develops to deal with problems. For MRP II to operate effectively, the company must have a large amount of timely and accurate data. Besides, bill of material must be developed for all items. Furthermore, all the bill of material (BOM) must be reviewed, updated, and structured that provide the data needed by MRP II. This would not be a simple task. Frequency product changes and modification can make the process of developing a BOM challenging. To maintain the integrity of the BOM, the company must practice effective configuration control, that is, the company must control and coordinate changes to its products to ensure a smooth changeover to new product designs. After a system is installed, careful attention and discipline must be exercised to ensure at all data used by the system is accurate. For example, if a clerk is supposed to enter a code 3, indicating that the item is purchase in thousands, but instead enters code 1, indicating that it is purchase in dozens, serious error and material shortages are likely to occur. If a system gives erroneous data at times, people may develop other way to get the data they need and may no longer bother to update the system, since they no longer use it. The system could then become even less reliable and be a burden rather then a benefit. All MRP II data must be accurate to ensure system integrity, but the inventory data are the most difficult to maintain because they change frequency. The MRP II inventory data must be compared periodically with the actual physical inventory to maintain accuracy. Periodic counting involves more than just counting parts. Forges must maintain proper housekeeping so that parts are properly located, accessible and identified. When implementing MRP II for the first time, getting inventory under control can be a formidable task. Top-level managers and managers are in all parts of the organization that will be affected by MRP must clearly recognize all the efforts needed to achieve this new way of managing their activities. These mangers must fully support all the changes and must remain supportive of the new system. The participation of users of the system in its development will make the people more familiar with the system. Besides, they would also be more committed as they play a part in the system†s development. For the system to work, the entire user would have to be properly trained. Users must understand the system in order to used it effectively. A well-designed MRP system could help to improve a company†s operation greatly, however a poorly designed can lead a company into deep trouble. Wallace†s Proven Path for MRP Implementation According to Thomas Wallace, an MRP II expert, the implementation could be completed in 18 months. 12 months for implementing MRP, 3 months to â€Å"close the loop,† and three more months to implement MRP II. Figure above is a graphic representation of the implementation timetable. The process starts with first-cut education follows by developing a consensus that the company should implement MRP. Next, the education and training phase will begin and it is an ongoing activity even after implementation. By the second month, inventory accuracy and bill of material accuracy and structure will begin, they are the most time and labour consuming step. In the mid of the third month, production planning and MPS policies together with the system and software participation would start. By the eighth month, the first pilot program would commence. Subsequently the cutover phase would start. By the end of the twelveth month, the implementing of the basic MRP would be completed. The next three-month is for closing the MRP loop which encompass shop-floor control, capacity requirement planning and purchasing. Routings, work centers and system preparation will commence simultaneously. Once finished, another pilot program will commence follows by the cutover program. By the end of the fifteenth month, the MRP loop would be closed.

A Brief Note On Uk And Eu Small Business Policy - 2654 Words

Richmond The American International University in London School of Business and Economics Master in Business Administration ENT7100 Economics for Business Assignment 1 Compare and Contrast UK and EU Small Business Policy David Longbottom 000055846 November 2014 Table of Contents Executive Summary 3 1.0 Background 4 1.1 Definition 4 1.2 Objectives 5 1.3 Challenges 6 2.0 Analysis 7 2.1 Overview 7 2.2 Similarities 8 2.3 Differences 9 3.0 Conclusions 11 4.0 Bibliography 12 3.1 Text Books 12 3.2 eBooks 12 3.3 Websites 12 Executive Summary The assignment outlines arguments to compare and contrast UK and EU Small Business Policy. The assignment includes: †¢Ã¢â‚¬ ¦show more content†¦In 2014 SMEs account for 99.3% of firms (4.8 million companies), 47.8% of employment (15.2 million people) and 33.2% of annual turnover ( £1.6 Billion)6. The European Commission SME Performance Review provides estimates for the EU private sector. In 2014 SMEs account for 99.8% of firms (21.6 million companies), 67.5% of employment (88.8 million people) and 58.4% of annual turnover (â‚ ¬3.6 Trillion)9. 1Sloman, J, Hinde, K, Garratt, D. Economics for Business. Prentice Hall Financial Times, 2006. 2Muller, P, Gagliardi, D, Caliandro C, Bohn, NU, Klitou, D. Annual Report on European SMES 2013/104: A Partial and Fragile Recovery. European Commission. 2014. 5Wikipedia. â€Å"Small and medium-sized enterprises.†, http://en.wikipedia.org/wiki/Small_and_medium-sized_enterprises, accessed 4th December 2014. 6Federation of Small Businesses. â€Å"Small Business Statistics.†, http://www.fsb.org.uk/stats, accessed 30th December 2014. 9European Commission. â€Å"SME Performance Review.†, http://ec.europa.eu/enterprise/policies/sme/facts-figures-analysis/performance-review/index_en.htm, accessed 30th December 2014. 1.2 Objectives The SME sector is a significant component of the EU economy responsible for driving growth through entrepreneurship3. The primary economic benefits of entrepreneurship are: †¢ Job Creation †¢ Innovation †¢ Productivity †¢ Growth In the UK, 62% (3.3 million) ofShow MoreRelatedUK - Analysis Report31935 Words   |  128 Pagesbut the threat from terrorism continues to be high The UK adheres to a democratic, parliamentary system of governance known as the Westminster system. 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