Kant Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Utilitarianism is a consequential perspective, in that, a decision in based on the effects it ----will have on society and what it will generally lead to. Also, the utility or usefulness of an action is determined by the amount of happiness that will result. Therefore, no action in itself can be deemed wrong; consequence alone are the important matter. Using this principle, one should consider the possible results of each potential action.   Ã‚  Ã‚  Ã‚  Ã‚  One clear flaw of the utilitarian perspective is there that there seems to be a lack of the concept of justice. Their moral principles would justify doing experiments on a single man with no friends or family. The justification would still exist in a case in which the experiments would cause a man to die, yet benefits occurred because substantial medical knowledge was obtained. There also seems to be no intrinsic value placed upon human life, yet the value is placed upon the happiness of the greatest of people.  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Utilitarianism follows one of two categories; act and rule. With Act Utilitarianism, all possible actions are considered and one must determine which action would yield the most happiness or benefits for the greatest number of people. However, with act utilitarianism, there really is no way of determining if the right choice of actions was carried out. Also, there is no clear way to be certain on what the results of the actions will be. For example, there is no way to be sure that a severely impaired infant will not recover enough to live a better life that what was predicted.   Ã‚  Ã‚  Ã‚  Ã‚  However, acting morally doesn’t mean acting omniscient. A reasonable effort must be made to get relevant data to predict the possible consequences of all actions involved.   Ã‚  Ã‚  Ã‚  Ã‚  Another form of utilitarianism would be rule utilitarianism. This moral standard suggest that an action is right if it follows a specific rule that has been structured and validated while keeping the principle of utility in mind. A rule utilitarian would not concern themselves with the utility of specific or individual cases, but would follow a set of particular rules. One would not have to go through the process of calculations involved in determining maximum utility, but a particular rule would... ...th Ross’ ethics.   Ã‚  Ã‚  Ã‚  Ã‚  Even in the case involving Alice Nuvo and her not wanting treatment my moral intuition came into play. Under most circumstances, my position is strictly to say that human life can never be allowed to pass if there is a reasonable means of preserving it. However, there can be no rules for me to follow because I find exceptions to this, and the case of Alice Nuvo would be such a case. I ruled that her autonomy surpasses any medical judgment. If she wants to be allowed to live out her life with her family and inevitably die, it should be her choice. Especially in a case such as this, I really have no way of reviewing my actions and seeing what rules I followed or what past cases I referred to. Once again, my moral intuition lead me to decide for her autonomy. However, moral intuition does not instantly occur when deciding on a case. There must be careful review of every aspect, action, and possible consequences before your moral intuition can decide upon anything. Af ter reviewing my decision scenarios, and taking into account the beliefs of utilitarianism, Kant’s ethics, and Ross’ ethics, I. without a doubt, that I am a follower of Ross.

motivation Essay example -- essays research papers

One’s personality can be understood from the people they mingle with.† With this said, I find myself most influenced and inspired by personalities similar to mine. Whether it is an innate biological factor or a result of my upbringing, I find myself to be an anthology of all the personalities within my immediate family. My family’s personalities and leadership qualities are all similar and have been highly instrumental in my own personality.   Ã‚  Ã‚  Ã‚  Ã‚  One would ask, â€Å"what type of personalities do your family possess?† My mother, the most influential personality and leader in my life is a complete replica of what I want to be, and with time, what I will be. According to the â€Å"Big Five Personality Dimensions,† my mother is extremely outgoing, â€Å"very goal oriented† and â€Å"responsible,† exceptionally â€Å"confident† and â€Å"stable,† and very open to new ideas. However, when analyzing my mother under the â€Å"agreeableness† dimension, my mother is by no means â€Å"aloof,† she is indeed good-natured, but not to the point where I would deem her an exceedingly â€Å"warm† and â€Å"considerate.† In my eyes, these qualities are key to becoming a successful leader both in the corporate world and in life in general.   Ã‚  Ã‚  Ã‚  Ã‚  According to the x and y theory, my mother is a strong believer in the x-theory. The x-theory states, â€Å" the average human being has an inherent dislike of work and will avoid it if possible.† It short, it goes on to explain that people must be â€Å"directed...

For What Reasons Did the Coalition Government Abolish Police?

For what reasons did the Coalition Government abolish police authorities in 2012? What problems do you think are raised by the introduction of elected Police and Crime Commissioners? This essays objective is to take into consideration the rationale of the Coalition governments’ decision to replace police authorities with elected Police and Crime Commissioners (PCC). A critique and a background of the police authorities operations will be discussed and evaluated. A brief history of policing before police authorities were established will also be explored.Furthermore, the reasons why there was a radical reform to PCC’s will be debated and the problems that may arise. Policing has always been a challenging issue and it most likely will always be challenging. Sir Robert Peel’s first principle of policing stated: â€Å"The basic mission for which the police exist is to prevent crime and disorder† (Cited in Theresa, M 2010). There has been an attempt to always c ling onto this. The only difference is how certain authorities or political groups approach it. In the nineteenth century, autonomy and power were located within boroughs, locally.After a few attempts to try to centralise the police force and a few police corruption scandals which occurred in the 1950s, it was finally the time for the government to produce a centralised, professionalised group of senior police officers. In 1964, under the Police Act, these smaller, more manageable forces were to be known as â€Å"police authorities†. Their role was to ‘‘secure the maintenance and of an adequate and efficient police force for their area’’. (Citied in Williams, C 2003). However, the police authorities are now being replaced by elected PCCs.The main purpose of this reform is to restore the drive for local policing priorities and the public by leading engagement with local policing partners. This will boost the empowerment of local communities in crimina l justice affairs. Beginning with a little history of how and why police authorities were introduced. Throughout the nineteenth century and well into the twentieth, police power was largely seen as a responsibility of local government, and police were controlled by the appropriate local institution.The policing were in the hands of the local government and the boroughs of England and Wales, by whom fiercely protected the police powers exercised by their elected watch committees. These powers were symbolic of the city's independence, and police forces were crucial exercisers of executive power locally, concerning poor relief, licensing laws, the regulation of the streets, and the imposition of morality on the community. The 1835 Municipal Corporations Act introduced democracy to the self-governing towns of England and Wales.The only compulsory statutory duty was to select a watch committee to run the police force. The self-governing towns can be described as self-confident, prosperou s and autonomous. . The committees had complete power over the activities and composition of their forces. (Citied in Brogden, M 1982). The government aimed at increasing centralisation within the police force but after a few attempts to intervene, they failed. The first attempt by the state to reduce the autonomy of the towns and cities came after the 1853 Select Committee on Police, which recommended extending compulsory police provision to all areas.The Home Office were under no doubt that, the most efficient way to run each force would be to put it ‘under the orders of Government. However, these recommendations from the Home Office had to be consulted with the opposition of the local government. In 1854 and 1856, the Home Office's attempts to pass police bills that limited the rights of boroughs to control their own police forces were defeated by the borough. The boroughs also had total autonomy and democratic control over operational decisions.The watch committees, meetin g weekly, had the power to hire and fire members of their forces and were prepared to exercise it. (Citied in Emsley, C 1996). Further action was done by the Labour representatives in the 1920s to gain centralisation. By 1939, Labour controlled 18 out of 83 county boroughs. The Home Office took increasing responsibility for producing a class of leaders for police forces, and thus intervened increasingly in matters of training, promotion and appointment. The Home Office also began to intervene more in the appointment of Chief Constables.The 1950s Whitehall introduced a policy of refusing to appoint any Chief Constable who had no experience in a different force: this was clearly designed to create a more nationally homogenous and professionalised group of senior police officers. Since the increased effort for involvement with the boroughs and watch committees, there was a growing demand of professionalism within the police. The boroughs had co-operated fully in modernising and homogen ising the police forces, through co-operative training and communication. Citied in Loveday, B 1994) Between 1919 and 1964, the state tried using ‘efficiency', ‘economy', and ‘national security' as reasons to centralise control, before successfully employing ‘corruption' to achieve this. The 1960 Royal Commission was actively steered by the Home Office along its own centralist agenda, resulting in the 1964 Police Act, subsuming city forces into counties. These were influenced by the nature of two policing scandals of the late 1950s, which gave the Home Office a convenient point of entry with which to attack the status quo. (Citied in (Ludtgarten, L 1986).Both scandals were cases of corruption within the boroughs, the Brighton Borough police force in 1957, where the chief constable and two officers were arrested and charged with a variety of corrupt practises, and in Labour- controlled Nottingham in 1958, where there was an investigation launched on Labour cou ncillors and succeeded to prove that two labour councillors and the Secretary of the District Labour Party had been bribed on a visit to East Germany. Events such as mentioned above involving corruption led to the boroughs finally losing their police powers completely.A royal commission on the police had been appointed in 1960 to review the constitutional position of the police throughout Great Britain, and in 1964, the Police Act was introduced. (Citied in Willams, C 2003). Returning to answering the question more directly now, the Police Act of 1946 mirrored the interests of greater efficiency and greater central control over policing. It allowed for the amalgamation of existing forces into more efficient units, merging them into a more manageable number of 43 forces in England and Wales.The watch committees were replaced with police authorities. This new system was characterized as â€Å"the tripartite structure† of police accountability. The tripartite system distributes responsibilities between the Home Office, the local police authority, and the chief constable of the force. (Citied in Williams, C 2003). This tripartite system provides accountability to Parliament through the Home Secretary (who has responsibility for policing policy including centrally setting key priorities that are formalised within a National Policing Plan).Police Authorities were composed of councillors (two-thirds) and magistrates (one-third) and their role was to ‘‘secure the maintenance and of an adequate and efficient police force for their area’’. (Citied in Williams, C 2003). To liberate this duty they were provided with a number of specific and statutory responsibilities which included appointing and dismissing its senior officers, making sure arrangements are in place to consult the local community about the policing of their area and heir priorities, publish an annual local policing plan and a best value performance plan, setting out the pol icing priorities, performance targets, and the allocation of resources, to publish a three-year strategy plan, which must be approved by the Home Secretary and monitor the performance of the force in delivering the policing plan. (Joyce, P 2011: 118, 127). Although there have been issues raised about police authorities and these concerns will be brought to the surface, it can also be argued that police authorities have constituently tried to provide â€Å"an efficient and effective† police force.This can be shown by all the legislation that has been introduced. The 1994 Police and Magistrates Act, Courts Act (PMCA) 1995, the Police Act 1996, and the Police Reform Act 2002, have all endorsed the tripartite arrangements and aimed to fundamentally ensure and provide an adequate, efficient and effective police force. ( Citied in Williams, C 2003). The introduction of the policing pledge in 2008 by the Labour party, although it has been scrapped by the Coalition government, aimed at restoring public faith and to ensure the services being provided locally were adequate.Promises such as providing monthly local crime rates, answering all non-emergency calls promptly, providing information to the community on their Neighbourhood Policing Team i. e. where they are based, how to contact them and how to work with them were stated on this document, to increase community engagement and involvement. (Citied in The Policing Pledge, 2008). There has been placed a great deal of importance on empowerment, localisation, decentralisation of power and community involvement. There has been many green and white papers published to support this.David Blunkett’s â€Å"Civil Renewal† Agenda (2003) and David Cameron’s â€Å"Big Society† Agenda (2010) has influenced trends towards â€Å"community engagement, confident and cooperation† within their respective policing reform programmes continues. The agendas extensively focus on the responsibility of the government and every citizen’s efforts to strengthen communities, to revitalise our democracy and to provide more power and opportunity into people’s hands and security for all. It is believed that the engagement of everyone is necessary to make that happen; the government alone cannot fix every problem.Furthermore, Sir Ronnie Flanagan conducted the report of â€Å"The Review of Policing† in 2008. Flanagan stated that involving local communities in political decision-making processes is crucial and delivering in partnerships, developing the workforce and improving performance at force levels. (Flanagan, 2008). As mentioned above, there were concerns regarding the police authorities. One of the main issues was that central control undermined local police affairs power and authority. In the early 1980’s, there were clashes between police authorities and chief constables relating to who would have the final say in particular activity.The reliance of t he Home Office by chief constables tended to increase the power of the central government over local police arrangements. In addition, the introduction of the 1994 Police and Magistrates Courts Act enabled the Home Secretary to determine and set national objectives or priorties. This task was previously done by chief constables. Furthermore, the police areas would be assessed on their attainment by comparing to a set of performance targets. Empowerment, localisation, and decentralisation are clearly not desired. ( Citied in Williams, C 2003).Additionally, the situation continued to be aggravating as further developments such as the targets imposed by central government were extended and became the key tool of performance management. Police forces had to deliver on activities, which were determined centrally. Public Service Agreements (PSAs) were introduced in 1998 to promote clarity in service delivery, again centrally. This target regime led to the bulk of police work focusing on a chieving the targets imposed on them, this made it impossible to concentrate on local concerns. This again suggests the central power undermining powers and authority locally.Also, it was suggested that centrally determined targets â€Å"tend to distort priorties, tempting officers into using their tine in unproductive ways into directly fiddling performance figures† (Loveday and Reid, 2003: 19). Similarly, they created a â€Å"counting culture† within the police service whereby â€Å"only what got measured got done† (Loveday and Reid, 2003: 22). Additional research was undertaken in 2003 investigating the role of police authorities in public engagement. Participants that were interviewed saw police authorities’ independence from the police force as very important.This was because of the risk of corruption or abuse of power. â€Å"If it was 100 per cent fully independent, then I think that would make a lot of difference to people, and I think they would feel a lot happier knowing that it was being†¦kept an eye on. † (Home Office 2003: 19). However, many participants thought that police authorities did not appear to be independent enough, and this could undermine the community’s confidence and trust in them. There was a feeling in many groups that the number of independent members should increase or even that authorities should be composed completely of independent members.There were worries that the independent members might not have a fair say, as councillors and magistrates have an overall majority on the authority. (Citied in Home Office, 2003). â€Å"â€Å"You’re paying†¦.. it’s your community, you live there, so you should have a say in how it’s policed. † (Home Office 2003: 17). The community does seem to desire to get involved in the decision making, however when asked who made decisions about spending and who was responsible for the monitoring of police performance, there was very little spontaneous mention of police authorities. (Citied in Home Office, 2003).These findings suggest that police authorities are not adequate or efficient enough, people living in the communities have very little knowledge of police authorities and the question is why? More should be done to advertise and involve the community in the decision making process of what happens in their communities. Their involvement would increase the confidence in the police and create a more coherent community. Conversely, as the Coalition government scrapped the policing pledge, they also disposed police authorities in 2o12 and replaced them with elected police and crime commissioners (PCC).The Coalition government strongly believed that it was vital to replace bureaucratic accountability from central government to democratic accountability to the public. PCCs will make forces truly accountable to the communities they serve, ensuring that resources are properly targeted to where they are n eeded and giving the public a greater say in measures to reduce crime and improve community safety. The main aim of PCC was to â€Å"put power directly in the hands of the public†. (Home Affairs Committee, 2o1o:10). The key powers of PCCs are to set the police force budget and to hire and fire chief constables. Citied in Home Affairs Committee, 2010). The Elected PCC’s have overcome issues that the police authorities did not: the community involvement, empowerment and local governance is greater. The community elects their own PCC’s locally and it represents the drive for local policing priorities and the public by leading engagement with local policing partners. This new approach to policing is boosting the empowerment of local communities in criminal justice affairs. They will hold the elected chief constable to account; making sure that policing is responsive to the communities’ needs.There is an increased democratic accountability. (Citied in Home Aff airs Committee, 2010). However, this new reform also faces a few critiques. Lord Blair referred to this proposal as â€Å"the most lamentable provision about policing I have ever encountered† (Blair, 2011). Firstly, the PCC will replace the 17 or 19 members who currently represent a police authority. It is impossible to imagine how one person can adequately represent the diverse demands of the vast range of communities found in the areas covered by police forces, whether they are heavily populated urban ones or cover geographically large rural areas. Joyce, P 2011). As the policing needs and concerns of neighbourhoods are usually vastly different and are often in direct competition for finite police resources, it is a concern that a PCC will seek to direct policing to address the localised, sectionalised or political interests of those who elected him or her into office thus serving to politicise policing and opening the door to the possibility of corruption. (Joyce, P 2011). Before the 1964 Police Act, there were claims and investigations into policing corruption scandals: the Borough police force in 1957 and in Nottingham in 1958. Citied in Willams, C 2003). Its due to these concerns about policing corruption, the police force became centralised. This is a major concern and strict safeguards and monitoring will have to be established to avoid it from happening again. Secondly, there is the question as to whether this reform was needed. It is fair to suggest that it is intensely politicized and a populist measure. Valid criticisms can be made concerning the operations of police authorities, however this did not mean they were performing a poor job and providing a poor police service.Party politics were not injected onto the agenda. In fact, there was a good working relationship between the police authorities and the chief constables in many areas and the communities and local policing benefited from this. (Joyce, P 2011). Ian Loader (2008) stated that the â€Å"government is urged to take another ride on the law and order merry-go-round, to issue a fresh batch of crowd-pleasing-measures that can appease its apparently angry and anxious consumers†. Many will harmonize with this.The government is in need of public support, confidence and trust and the best way to get the local communities or â€Å"customers† support is to respond to our demands. As was mentioned above, the community would like more opportunities to get involved in the way their communities are being policed and the new reform of elected PCC’s can be perceived as a crowd-pleasing-measure. (Citied in Loader, I 2008). Garland again has famously said that the policy-making has become profoundly politicized and populist.Policy measures are constructed in ways that value public opinion over the views of experts and the evidence of research. â€Å"The dominant voice of crime policy is no longer the expert or even the practitioner but that of the long -suffering, ill served people- especially the victim and the fearful, anxious members of the public†. (Stated in The Culture of Control, 2001). Furthermore, a range of views were put forward on the role of PCCs from the consultation feedback and it was not all positive.Concerns have been expressed that a PCC, as a single individual, may not be effective across a whole force area and find it difficult to engage with communities sufficiently. Moreover, there was concerns received about the checks and balances proposed in the consultation. Some members believed that the arrangements might prove overly bureaucratic or create confusing lines of accountability for chief constables and the public. Others felt that they were too weak, or sought more detail on how the Police and Crime Panels (PCPs) would provide a real challenge and scrutiny. Citied in Theresa, M 2010). Many also expressed concerns about the political nature of the role of the PCC and in particular the involvement of c andidates supported by the main political parties. They believe this would risk cutting across the operational decisions made by chief constables and other police officers, and this would most definitely inject party politics, whereby police authorities did not. Additionally, there needs to be appropriate and respectable safeguards to be put in place regarding to circumstances under which a PCC could dismiss or suspend a chief constable.These issues, if they were to ever occur, could create tension between PCCs and chief constables. The community will have a knock-on effect from this, as they would be the ones feeling the consequences. There would not be an adequate and efficient service provided to the community. That was the aim of PCCs and if it does not meet its own aims, it would fail dramatically. (Citied in Theresa, M 2010). It is fair to say police authorities and PCCs have issues to be concerned about but also have positive points.Police authorities and the 1964 Police Act did structure the police force and it did aim at providing â€Å"an efficient and effective† police force. This is consistently shown by the constant need to improve and advance the services being provided to the public . The 1994 Police and Magistrates Act, Courts Act (PMCA) 1995, the Police Act 1996, and the Police Reform Act 2002, the Policing Pledge 2008, have all endorsed the tripartite arrangements and aimed to fundamentally ensure and provide an adequate, efficient and effective police force.However, the demand for empowerment, localisation, decentralisation of power and community involvement perpetually grew stronger too and the police authorities did set priorities and standards nationally, and not locally. Research was undertaken in 2003 investigating the role of police authorities in public engagement. participants that were interviewed saw police authorities’ independence from the police force as very important. This was because of the risk of corruption or abuse of power. You’re paying†¦.. it’s your community, you live there, so you should have a say in how it’s policed. (Home Office 2003: 17). The community does desire to get involved in the decision making, however the lack of knowledge of police authorities and how you can get involved or the lack of liberation of empowerment and localisation should be questioned. (Citied in Home Office, 2003). The Coalition government 2012 decided to introduce PCCs. The ain of this reform was to to democratic accountability to the public and to â€Å"put power directly in the hands of the public†. (Home Affairs Committee, 2o1o:10). In this case, the input from the public is greater and have greater local empowerment.However, PCC faces its problems too. It does face greater likelihood of policing corruption, a PCC, as a single individual, may not be effective across a whole force area and find it difficult to engage with communities sufficiently. 17 to 19 members a re being replaced by one PCC. It is impossible imagine how one person can adequately represent the diverse demands of the vast range of communities and activities. In conclusion, the question still remains as to whether this reform was needed, the police authorities were not proving a poor service or doing a poor job.Garland (2001) would suggest that the policy-making has become profoundly politicized and populist. The introduction of PCC was just a populist measure. However, the local communities may benefit from the empowerment and local prioritisation and if they do, PCCs have succeeded their aims. References †¢Blair, L. (2011), ‘‘Speech in the House of Lords 27 April’’, HL Debs Session 2010-11, Vol 727, Col 137 †¢Blunkett, David (2003) ‘Civil Renewal: A New Agenda’ , London: Home Office †¢Brogden, M (1982), â€Å"The Police: Autonomy and Consent†, London: Academic Press. Emsley, C (1996), â€Å"The English Police: a P olitical and Social History†, Harlow: Longman. †¢Flanagan, Sir Ronnie (Feb 2008) The Review of Policing: Final Report. London: Home Office †¢Garland, D (2001), â€Å"The Culture of Control. † Oxford: Oxford University Press. †¢Home Affairs Committee, (2008). ‘‘Policing in the twenty-first century’’, Seventh Report, Session 2007/08, House of Commons Paper 364, TSO, London. †¢Joyce, P. (2011). Police reform: from police authorities to police and crime commissioners. Sage, London. †¢Loveday, B. (1994), â€Å"The Police and Magistrates Courts Act†.Policing 10(4), pp 221-233 †¢Lustgarten, L. (1986), â€Å"The Governance of the Police†, London: Sweet & Maxwell. †¢The Coalition Manifesto: â€Å"Our Programme for Government† (May 2010) †¢Theresa, M (2010). â€Å"Policing in the 21st Century: Reconnecting police and the people†. Home Office †¢Home Affairs Committee (2010), ‘à ¢â‚¬ËœPolicing: police and crime commissioners’’, Second Report, Sessions 2010/11, House of Commons Paper 511, TSO, London. Bibliography †¢David Cameron speech (19 July 2010) â€Å"Our Big Society Agenda†. London: Home Office Date accessed: 25 November 2012 http://www. conservatives. om/News/Speeches/2010/07/David_Cameron_Our_Big_Society_Agenda. aspx †¢Home Office (2003), â€Å"The role of police authorities in public engagement† Date Accessed: 3 December 2012 http://library. npia. police. uk/docs/hordsolr/rdsolr3703. pdf †¢Loader, I (2008). â€Å"The great victim of this get-tough hyperactivity is Labour†. The Guardian Date accessed: 28 November 2012 http://www. guardian. co. uk/commentisfree/2008/jun/19/justice. ukcrime †¢The Policing Pledge (2008). London: Home Office Date Accessed: 1 December 2012 http://www. met. police. uk/pledge/our_pledge_leaflet. pdf

Business Strategic Management on McDonald’s in India Essay

1.1 McDonald Corporation worldwide McDonald‟s Corporation, headquartered in Oak, Brook, US, is a fast food chain established by Maurice and Richard McDonalds. Since its establishment in 1940 when the company operates as a barbecue with customers queuing up for a limited service, the company has grown to become the world‟s largest hamburger food chain serving 68 million customers daily in over 119 countries. The company attains its international recognition following the purchase of a franchise right by Ray Kroc in 1955 who establish the presence of the company in other regions (Gilbert, 2009; Business Education, 2011). 1.2 McDonald’s India McDonalds entered India in 1996 through a joint venture with local firms such as Hardcastle Restaurants Private Limited and Connaught Plaza Restaurants Private Limited. However, contrary to the company‟s expectation, McDonalds faced some tough time been accepted by the consumers due to perhaps cultural mismatch between the locals culture and what McDonalds represent – the American culture (Habib, et al., 2011). Through its localization strategy (Times Magazines, 2011; The Start Newspaper 2011), McDonalds changed its product menu from beef burger to lamb and vegetable burger given the large vegetable consuming population, altered its store design, reduce the product price by 10-15% so as to suit the customer‟s taste and preference. This localization strategy has paid off because McDonalds has over 300 restaurants in various parts of India serving over 500,000 customers on daily basis. 2. Macro environment analysis in India After years of economic dwindling, the Indian economy is fast growing in recent years, thus impacting positively on the fast food industry. For example, Subramanian, (2013) notes that Indian economy grows at 6.4% annual rate from 2002 to 2011 with an average rate of 7.7%. This has enhanced the rise of the middle class group after years of wide gap between the rich and poor. This rising middle social class opens more investment potential for companies especially fast food companies because the more income people  earn, the more likely they would spend such on food. Also, another prevalent concept in India is the tendency to eat outside which has increased from 2-4 times a week to 4-8 times. Goyal and Singh, (2007) assert that food diversity in India is characterized by India‟s diversified culture comprising diverse states. Although Indians like to have homecooked meals – a concept supported religiously as well as individually, recent years has witnessed a slight shift i n food consumption patterns among urban Indian families toward eating outside owing to increasing awareness and influence of western culture. The rising middle class group and consumer‟s tendency to eat outside has affected the fast food industry positively in that Nayak, (2013) notes that the India fast-food industry grows at 40% rate and the market value is expected to reach 70 billion rupees ($1.1 billion) by 2016. 3. Micro business environment in India using PESTLE The political, economic, sociocultural, technological, legal and the environment factors influencing the India fast food market is discussed here. 3.1 Political factor McDonald‟s and other fast food chain are expected to obey labeling and packaging regulations and health and safety guidelines as stipulated by the Indian government and its food regulatory bodies. This is because of the growing concerns of the health effect of consuming fast food (Ali, et al. 2011). For example, the fast food consumption has been shown to increase calorie intake, weight gain which exposes consumers to the risk of facing diabetes. Given this, fast food is been criticized by health practitioners and consumers activists for high calorie content and Trans fat. 3.2 Economic factor India‟s increasing income level per month which was Rs5130 in 2011 and Rs5,729 in 2012-2013 (The Economic Times, 2013) gives McDonalds and other fast food chains a good economic prospect for profitability and better market performance. However, the low setup cost of fast food outlets and franchising create rapid expansion in that operators keep prices low so as to attract customers (Gilbert, 2009). For example, McDonalds offers  financing and training assistance for new franchisees so as to help better manage their cash flow and keep business profitable. 3.3 Social factor Consumers changing lifestyle offers both opportunities and challenges to the fast food operators. While outlets who provide healthier and more natural food menu would benefit from consumers‟ changing eating habit to organic food, operators who do not provide healthier food options would loss customers. For example, when McDonalds entered India, it did not realize the desired results because while over 70% Indians are vegetarians, the company‟s burgers were made with beef as other markets. Thus, the company localized its products and outlets so as to suit the consumer‟s tastes and preferences by offering vegetarian burger and revamping the outlets‟ design (Srikant, 2013). 3.4. Technological factor Technological advancement helps fast food companies to streamline value creation process so as to enhance efficiency (Srikant, 2013). For example, through advanced food processing technology, Help Desk Service, network and application consolidation, the operations of McDonalds in India is greatly improved. Also, just-in-time order and delivery is done over the internet and TV, social media and radio are used to advertise the products and maintain customer relationship management. 3.5 Environmental factor There is a growing concern about environmental issues associated with fast food consumption in India (Times Magazines, 2011). For example, fast food is said to be one of the largest consumers of paper products leading to millions of pounds of food packaging waste littering roadways, clogging landfills and spoiling quality of human life. 3.6 Legal factor Given the increasing environmental concerns of fast food consumption, the  operators are required by law to use environmentally friendly materials such as recyclable materials in packaging products so as to avoid wastes littering roadways and landfills (Times Magazines, 2011). Also, McDonald‟s in India and other firms are required to maintain fair advertisement programs so as not to make false advertising promises. 4. Industry analysis India‟s fast food industry is a fast growing market characterized with many players and challenges. Michael Porter‟s five forces model is used to analyze the competition level and profitability (see Figure 1). 4.1 Entry barrier India‟s fast food industry is a fast growing market due to increasing middle class population, changing lifestyle towards eating outside and low setup costs although major existing players such as McDonalds enjoys economics of scale and strong brand recognition. This increasing market potential encourages many potential firms to enter the market. Business Wire, (2011) reports that the India fast food market grows at an annual rate of 30-35% because of increasing social class grow and consumers‟ changing lifestyle. 4.2 Existing rivalry Since the entry rate of India fast food market is high, there are quite a number of current fast food firms competing for the same customers. Given this, McDonalds, Kentucky Fried Chicken (KFC) and other competitors compete over customers through price reduction, product localization to suit tastes and preferences and revamping the outlets to be more convenient and smart. While the price war attracts more customers, it tends to reduce the profitability rate of the companies since the reduced product prices would increase production costs. Rapoza, (2012) reports that McDonald‟s India cuts 6-15% products prices in order to increase its customer base. 4.3 Substitutes products Although the threat of substitute products in the fast food market is moderate, food available in foodservice, retail outlets and homemade serve as substitute products (Haberberg and Rieple, 2008). However, the convenience and family dining experience associated with eating outside on fast food outlets reduce the threat of substitute. For example, while consumers can cook at home cheaply, the lack of convenience element in homemade food increases consumers‟ chances of eating on fast food outlets. 4.4 Suppliers power The suppliers‟ bargaining power is moderate in the India fast food market. This is because with the growing competitive supply chain alliances, supplier bargaining power appear to be limited (Srikant, 2013). However, the firm to enjoy higher bargaining power depends on who has a more technology control and strategy. 4.5 Buyers power The buyer‟s bargaining power seems moderate to high in the India fast food market. For example, the industry‟s competitiveness enhances consumer‟s bargaining power and consumers are highly price-sensitive (Muhlbacker et al., 1999) with little/no switching cost among fast food chains. But, major companies like McDonald reduce buyer‟s power through providing product range that cater for the whole demographic, rather than focusing on a single segment. For instance, McDonalds targets children with its „Happy Meals‟ products offerings while professionals with breakfast options and take – away coffee. 5. Success factors McDonald‟s in India targets children, youth and the young urban family who are either vegetarians or non-vegetarians. To survive and succeed in the India market, McDonalds understand consumer‟s needs and satisfy such needs profitability. Table 1 shows consumers‟ needs and the determinants of the industry survival and success. Table 1 indicates that consumer‟s needs are changing from benefits such as tastes and quantity to a more healthy food menu deliver in a clean and conducive environment at an affordable precise. The survival spectrum of the table is the survival factors. According to the table, fast food firms can survival the intense market competition through price cutting since  consumers are price sensitive and efficiency. However, the other end of the spectrum is the determinants of the industry‟s success story. According to the table, firms can succeed if they differentiate base on product uniqueness and costs and designing products to satisfy local tastes and preference. 6. McDonalds India and value chain McDonald‟s India internal environment is characterized by purchasing raw materials from suppliers, preparing food and serving customers. Table 2 shows the value creation process of McDonalds in India. It shows the various stages and activities involved in the value creation processes. For example, McDonalds purchases raw materials from its fixed, pre-defined suppliers which are subsequently prepared and served to customers in a clean and comfortable environment. Although India‟s supply chain network was underdeveloped during the early stage when McDonalds penetrated the country, McDonald‟s has taken steps to improve the situation. The company works with local suppliers and farmers to source all its requirements. This indicates that McDonalds has over the years streamlined its business through its strategic and threshold resources to become a key player in the India market. 7. Business-level strategy In the company‟s level strategy, the issues considered are resources and capabilities, positioning approach, differentiation and costs strategies. 7.1 Resources and capabilities While McDonald‟s resources are the useful assets which help the company create a cost or differentiation advantage which rivals cannot acquire easily, capabilities entail McDonald‟s ability to use its resources effectively and efficiently (Gilbert, 2009; Business Education, 2011). Examples of McDonald‟s resources include: corporate brand identity such as brand image, brand reputation and brand equity. Other resources include strong technical know-how, installed customer base and patents and trademarks. An example of McDonald‟s capability is its skill in bringing a product to the Indian market faster than rivals who help the firm enjoys first-mover benefit. McDonald‟s resources and capabilities form distinctive competencies which facilitates innovation, efficiency, quality and customer responsiveness. A resource-based view is used to explain McDonald‟s resources and capabilities (see Figure 2). According to the resource-based view theory, McDonald‟s uses its resources and capabilities to produce a competitive advantage which subsequently yields an excellent value creation. The model indicates that McDonald‟s must develop a competitive advantage through resources and capabilities which are superior to competing products. 7.2 Positioning approach McDonald‟s India positions the brand through utilizing its resources and capabilities which ultimately develops into costs and differentiation strategies. This is aimed at delivering product benefits exceeding competing brands at lower costs. This indicates that McDonald‟s India positions itself in the fast food industry through its low-cost and differentiation strategies. 7.3 Differentiation and costs strategies While differentiation strategy entails delivering superior product benefits that exceed competing products, costs strategy entails delivering product that benefits at lower costs. This is directed at achieving a competitive advantage that would help McDonald‟s deliver superior value for customers and superior return for the firm. 8. McDonald’s India analysis The company‟s strengths and weaknesses as well as opportunities and threats are discussed here. Table 3 balances the internal and external environment of McDonald‟s in India Table 3: McDonald‟s in India‟s SWOT analysis STRENGTHS While there seems to be a fair balance of the strengths and weaknesses, the former outweighs the latter. This indicates that the firm stands a chance of utilizing its market position to become a strong force to recognize if it will convert its weaknesses into strengths. For example, McDonald‟s could invest in public relations to change the negative perception consumers have towards fast food so as to increase consumers brand association and preference. On the external environment, while the growing middle class population indicates more disposable income on fast food, the intense competition may not allow McDonald‟s to capture on the trend but through aggressive campaign. 9. Corporate-level strategy McDonalds India‟s mission is to become consumer‟s most favorite place to eat. The mission is designed to be achieved through its global strategy of „plan to win‟ approach by offering superior consumer experience. The company is guided by its operational strategic goals of lower costs, quality products delivered at quick speed in a flexible environment (Business Wire, 2011; Rapoza, 2012). For example, it serves as the costs leader in the fast food market through its economies of scale and cost control mechanisms. On the quality, it provides tasty and healthy options without compromising the standard. McDonalds entered India through a joint venture with Hardcastle Restaurants Pvt. Ltd and Connaught Plaza Restaurants Private Limited who spearhead the promotion of McDonald’s operations in West, South and North regions (Srikant, 2013). The relationship between foreign partner and the locals is a mutual one in that human capability, marketing expertise and operational know-how are shared among the associating firms so as to achieve a mutual benefit. For example, while McDonalds uses its strong global market expertise and presence in promoting the brand in India, the two partners use their knowledge on the local complete latter efforts. McDonalds involves both in forward and background so as to have a better control over the supply chain and logistic function of the fast. For example, McDonalds India 12 diversifies into related products on the area of healthier product offering, franchising, upstream and local product sourcing. This indicates that the firm expands tap into growth potentials in the market by introducing more products-line and increase market share. This fulfills consumers‟ unmet needs because it becomes more attractive and better competitor. Diversification gives the firm more control over market by capturing profitable opportunities and gaining access to crucial resources. However, diversification has the risk of not selling the new products or generating enough revenue to cover the investment costs. 10. McDonald’s India structure and control pattern McDonald‟s India adopts decentralized management structure in its task allocation, coordination and supervision towards goal achievement. This indicates that each of McDonald‟s outlets in India has a restaurant manager who allocates, coordinates and supervises the operations so as to ensure that the sales quotas and performance is achieved (Business Education, 2011). However, middle-line managers and training managers assist the restaurant manager to achieve the organizational goals. While the manager and assistant managers oversea the daily running of the outlet, the delivery crew members perform basic operations such as procuring materials and preparing and packaging food menu and ensuring customers satisfaction. While the decentralized structure helps each restaurant to implement policies and strategies according to their peculiar needs and tastes, it could cause inconsistent service quality and standards among the restaurants in different regions. 11. Recommendation McDonalds in India should take note of the needs and expectations of the local consumers. Thus, the following points must be considered in order to attract and increase the customer base in India. McDonald‟s India should offer superior value through unique product benefits at affordable price and ensure consistent service quality. The company should offer food menus comprising many options so as to suit consumers‟ varying tastes and preference McDonalds India should offer healthier menu options and enhance its brand image through investing in public relations The company should provide convenient and quick services to meet consumers changing lifestyles 12. Conclusion McDonalds penetrated the India market in the 1996 due to growing middle class population, changing lifestyles, and the tendency for dual partners to hold full time job. However, the company did perform well at the initial years due to cultural mismatch between McDonalds who represents the American culture and the locals who epitomizes the India culture. To achieve greater results, McDonalds revamped its store outlets, reduced price by 6-15% and product location. If the company wishes to maintain its market position in the emerging market, it must streamline its product benefits to include health concerns of the consumers. References Ali, I. et al. (2011). â€Å"An exploratory study on the web-based customer relationship management in the fast-food industry in Malaysia†. 2011 2nd International Conference on  Economics,  Business  and  Management  [online]  Vol.  22(14).  Available:  Fast foodwww.ipedr.com [Accessed: 13 October, 2013] Business Education, (2011) McDonald’s Company Facts Home Page [online]. Available: http://www.bized.co.uk. [Accessed: 13 October, 2013] Business Wire, (2011) Research and Markets: The fast food market in India: Indian fast food market is growing at the rate of 30-35% Per Annum, 04 August [online]. Available: http://www.businesswire.com [Accessed: 7 October, 2013] Gilbert, S. (2009) The Story of McDonald 1st ed. Minnesota: Creative Education Grant, R.M. and Jordan, J. (2012) Foundations of strategy, 1st edn. West Sussex: John Wiley & Sons Ltd Goyal, A. and Singh, N.P. (2007) â€Å"Consumer perception about fast food in India: an exploratory study†, British Food Journal [online], Vol. 109(2), pp. 182-195. Available: www.emeraldinsight.com [Accessed: 22 October 2013] Haberberg, A. and Rieple, A. (2008) Strategic Management: Theory and Application, Oxford University Press Habib, F.Q. et al., (2011) â€Å"Consumers‟ preference and consumption towards fast food: evidences from Malaysia†. Business Management Quarterly Review [online], Vol.2 (1), pp. 2180-2777. Available: www. eprints.uitm.edu.my [Accessed: 13 September, 2013] Porter, M.E. (2008) Competitive strategy: techniques for analyzing industries and competitors US: Simon and Schuster 15 Rapoza, K. (2012) Some McDonald‟s struggling in India†, Forbes Magazine, 22 July [online]. Available: www.forbes.com [Accessed: 13 October, 2013] Srikant, P. (2013) McDonald‟s goes vegetarian in India†, Amity Research Centers [online]. Available: www.ecch.com [Accessed: 13 October, 2013] Subramanian, A. (2013) â€Å"Why India‟s economy is stumbling†, The New York Times, August 30 [online]. Available: http://www.nytimes.com [Accessed: 20 October, 2013] The Start Newspaper (2011) McDonald’s: â€Å"Think Global, Act Local the Marketing Mix [Online] Available from: http://biz.thestar.com.my [Accessed: 13 October, 2013] Times Magazines, (2011) McDonald’s: â€Å"Think Global, Act Local, and the Marketing Mix [Online] Available: http://www.time.com/time [Retrieved: 13 October, 2013] The Economic Times, (2013) India’s per capita income rises to Rs 5,729 per month, 7 February, [online]. Available: http://www.articles.economictimes.indiatimes.com [Accessed: 13 October, 2013] 16

Henry Dvid Thoreau Biography (in First Person)

I was born in Concord, Massachusetts on July 12, 1817. My family consisted of my Ma and Pa and three siblings; Helen, John Jr. and Sofia. We lived a very humble life; my father worked in a pencil company while my mother tended to the house and took care of me and my siblings. (Otfinoski pg. 60) My family was really pushing for me to start school at Harvard College but the cost was too expensive for my family. My father owned a small pencil factory and my mother took in boarders to help make ends meet.But, through great sacrifice my family was able to pitch in the money to send me to college, and so I entered the class of 1833 at the age of 16 and graduated in the year 1837. (Otfinoski pg. 60) After graduating Harvard College I went back to Concord to start my own academy with my brother John Jr. and teach the way I felt was right. Together with my brother we taught about 20 students. I believe that the academy would have lasted longer if my brother hadn’t taken ill, the work w as just too much for me to manage on my own. Otfinoski pg. 61-62) Shortly after closing the academy my brother died I was devastated. I walked 40 miles to attend one of Ralph Waldo Emerson’s lectures, soon after I was able to meet the great man. Emerson offered me a job; it was as a caretaker and a handyman in his home I would live there and work while he was away doing his lectures. In our free time we would discuss Transcendentalism, a philosophy for which he was well known. I was inspired by his radical view and ideas, and looked up to him as a mentor and hero. (Otfinoski pg. 2) Feeling it was time to see more of the world I left Emerson’s and headed back to Concord. In March 1845 I headed towards Walden Pond where I built a cabin for myself and stood there for two years. My reasons for going there were to experience life and discover the true account of it. During my time at the Walden Pond I worked tirelessly on the manuscripts that will later become my first two books. (Otfinoski pg. 62-64) In May of 1849 a Boston publisher published my first book, A Week on the Concord and Merrimack Rivers.Although it sold poorly I never gave up. I later wrote about my experience living at the Walden Pond this book was entitled Walden which also wasn’t as popular as I would have hoped but that still didn’t bring me down. (Otfinoski pg. 64-66) Soon, nature being the very thing that I loved became my enemy as I contracted tuberculosis from living in the outdoors with the bad weather and the constant exposure to the graphite dust working in the pencil factory all caught up to me and on May 6, 1862 I died at the age of 45 years old. (Otfinoski pg. 67-69)

Nonsense poem Essay

Jabberwocky is a nonsense poem authored by Lewis Carroll which is contained in his famous work Through the Looking Glass, and What Alice Found There in 1871. As many literary scholars and critics argue, Jabberwocky is normally regarded to be one of the utmost â€Å"nonsense poems† worked out in the English language. But though it is termed as nonsense poem, it is employed in various schools to educate learners on the application of portmanteaux. The poem is comprised of various terminologies and expressions that do not really have equivalent meanings in the English language. The words used by Carroll’s throughout the poem are mainly combinations of different words which are fused into one expression or term. As Jabberwocky revolves on a legend of a fictional monster and how it is slain in the tale, it suggests a very imaginary and unreal story and events which complements the structure of the poem with nonsensical terms. According to literary scholars, the original purpose of the Jabberwocky and its structure is directed towards Carroll’s criticisms against pompous and â€Å"ignorant literary critics. † Nevertheless, after the publication of it, it became a subject for different literary interpretations and even used in schools for some literary discussions and appreciations. The Jabberwocky conveys every possible fictional characters and events which are harmonized by the inclusion of superfluous nonsense expressions and terminologies. But no matter how unconventional it may appear, the effect of Jabberwocky impacts the society form culture to education which makes it a very popular culture since its publication. The unintentional and unexpected outcome which the poem produces strengthens and proves the uncertainty and unpredictable character of a potential great literary work. Reference Carroll, L. & Stewart, J. (2003). Jabberwocky. Candlewick.

Case Study Of Airbus for Supply Chain Management Free Solution

The aerospace industry has recorded a consecutive increase in the sales continuously from last three years. Supply chain management is becoming the key element for the development of the aviation industry (Gopalakrishnan et al. 2012). The complexities and risk factors mainly lie in the section of supply and management of the company. This report is made to focus on the importance of supply chain management in an organization for its smooth and reliable operation. In consideration of the globally established value chain analysis among the aerospace industry involves the completion of the customer requirements. There is no violation of this aspect in case of the Airbus. The production network is combing several factors: functions of the suppliers, transporters, retailers, manufacturers, etc. Airbus is focusing on the wide process of outsourcing. This aspect is totally related to the supply chain management of the organization (Khajavi, Partanen and Holmstrom 2014). The example of value chain analysis can be explained by: Airbus and Boeing together has introduced B787 and A350XWB, which involves more complex work packages in comparison with the previous programs, though it is used to reduce the time and cost involved. The supply chain management is totally dependent on the working culture of the stakeholders of any organization. Airbus also provides importance to their employees for managing the value chain within the industry (Martinez-Jurado and Moyano-Fuentes 2014). The strategically involved suppliers and other stakeholders of the Airbus first examine the subsystems and crucial parts of the organization, this aspect builds good relationship with the suppliers, customers and the employees of the organization. Airbus launched packages according to the risk shared with the suppliers. The losses considered for the suppliers or external people involved in the organization are added with the cost involved in manufacturing the product or services. This aspect makes the suppliers more responsible with their work that involves the setting up of packages, and improvement of the scope of the work, etc. (Mena, Humphries and Choi 2013). The improvement of the working culture in Airbus, the management adds new programs for involving the experienced suppliers for getting better production. Airbus organization has taken up new initiatives to increase their supply chain resilience. In this organization, the supply chain process is quite complex, and disruption occurs due to resource constrains, quality and communication issues, environmental events and supplier's insolvency. From the following statistical graph, these illustrations can be better understood. (Source: Liu, Kasturiratne and Moser 2012, pp-585) The strategy management process of Airbus organization is as follows Figure 2: Supply Chain Management of Airbus (Source: Golicic and Davis 2012, pp-730) The major actors of Airbus' management process are suppliers, manufacturers, transporters, retailers, and customers. In the research and development center, the manufacturers use raw materials to produce the best quality of aircraft products to the customers (Aung and Chang 2014). The first tier suppliers assemble the major parts of the system such as engines, interior, gear, and avionics. The second level suppliers deliver the manufactured products. Whereas, the third level suppliers perform specific operations of the aircraft system. After analyzing the supply chain management of the Airbus organization, it can be stated that outsourcing of aircraft parts is not at all a cost effective way. In addition, outside manufacturers are not concerned to enforce security standards which can reduce the competitive strength of this organization in the global market. Therefore, a new supply chain management is proposed in the following section which can help for reliable and smooth operations. Figure 3: New Supply Chain Management for Airbus (Source: Fayezi, O'Loughlin and Zutshi 2012, pp-568) The above supply chain management model is the best-fitted option for Airbus Company, which not only manufactures the best quality of products but also streamline the entire system to reduce operational cost, to enhance the quality and to speed up the aerospace operations. Customer Relationship Management: This helps to manage to establish a healthy relationship with the customers by maintaining it with loyalty. Through this, the management authorities will be able to target and prioritize the best customers and their needs (Liu et al. 2014). This contributes to making perfect performance report to measure the profitability of the customers and financial impacts of the organization. Customer Service Management: Through this, real and single time of information can be provided to the customers such as order status, product availability and shipping dates. Demand Management: It is very crucial to maintain a fair balance between customers’ needs and organization’s capabilities (Huang et al. 2014). This process is related to the forecasting process including procurement, production, and distribution. Order Fulfillment: It is the key factor to make any supply chain management successful. Customers are the biggest asset if any organization and their needs should be prioritized at first. This process deals with manufacturing, marketing requirements and logistic operations (Mokasdar et al. 2014). These can help to meet the customer requirements by reducing the delivering cost to the consumers. Manufacturing Management: This is concerned with the product markings and its distribution over the network. It begins with team reviewing where marketing and corporate strategies are reviewed (Zhou et al. 2014). This will help to incorporate new technologies which are necessary for better operational flow.   Supplier Relationship Management: Suppliers are the ones who can give best quality aircraft products to the organization. Through this, the organization will be able to strategize the sourcing and manufacturing plans and can identify the service components which are crucial to making best aircraft system.   Product Development: Reviewing the sources and strategies is a major part to offer a new quality of products and services to the customers. This is very crucial to maintain customers’ loyalty. Return Investment: It is the last but most important part of the supply chain management process (Hou et al. 2014). This is very helpful to gain competitive advantages for the organization by reviewing the legal and environmental compliance guidelines. After reviewing the supply chain strategies of the Airbus Company, some of the challenges are identified which are described as follows In the manufactured products of Airbus organization proper security standards are missing (Cousins et al. 2015). This creates a negative impact on the customer confidence as well as brand reputation. Day to day increase in the fuel price creates negative impacts on the economic performance of the organization. More dependency on the external suppliers can reduce the competitive strengths of the organization in the global market. The absence of proper R&D standard products and lack of environmental standards in the aircraft system can increase the environmental pollution (Lawson et al. 2015). New entries in the market can challenge the organization from technical as well as quality front ends. (Source: Petersen et al. 2015, pp-15) Supply chain management is concerned with the flow of information and products among the members of the supply chain. Information technology also plays the vital role in relation to the supply chain management. There is no exception with Airbus in this case (Handfield et al. 2015). Airbus examined that, information, which is the main element in the case of the supply chain management is most of the time overlooked by the members of the supply chain. The infrastructure and capabilities of the IT provide aggressive positioning of the business initiatives: cycle implementation, cycle time reduction, etc. Airbus follows three core ideologies for implementation of the IT infrastructure in the value chain: making the customer satisfied, management of the information among the value chain, setting up new IT infrastructure for handling the information in the better way (Turner et al. 2014). Airbus introduces the elements of the IT infrastructure for the developing the supply chain within the organization: input-output devices, media for storage, software and hardware support for the maintenance system, etc. An unmanaged supply chain is not intrinsically stable. The variation in demands of the customers increases, when one rise in the supply chain. Small changes in the customer demands will make the variation on the orders placed. Ultimately the network of the industry will oscillate in a large range (Woodward et al. 2014). This happens because the problems within the organization get reduced by the from the perspective of the supply chain management. This phenomenon is known as the Bullwhip Effect. Aerospace industry also faces this issue like other industries. The main reasons for the Bullwhip effects are: overreaction to the backlogs, inventory reduction for the neglecting the orders, lack of communication for making the supply chain down, coordination problem, delay time introduces by material flow, matching of the orders, inaccuracies of the demand forecasting (Madenas et al. 2014). The above mentioned factors are also maintained by the Airbus. The Airbus is aware of managing the ef fect of Bullwhip within the organization, which improvise their competitiveness. Table 2: Forecasting Of Airbus Organization (Source: Aung and Chang 2014, pp-180) According to the statistics presented in the above table, it can be said that in the next 20 years, this organization will provide its aviation services will be served to many customers all over the world. People from all over the world can have access to the flying services both physically and economically. From 2015 to 2034, all total 32,600 aircraft products will be delivered to the customers with larger aircraft including A350, A330, and A380. (Source: Subramanian and Gunasekaran 2015, pp-220) Managers of Airbus organization should adopt the supply chain metric process to measure the complexity lies in the sourcing ad management platforms of the company. Supply Chain Metrics is very useful to capture the performance lack across the supply chain. In order to determine the relationship between chain performance and corporate performance, supply chain metrics is very crucial, as it can align the organizational logistic operations with new model implementations (Huang et al. 2014). As a result, company's growth can be increased regarding larger revenue growth. The upstream and downstream process of Airbus organization is as follows Figure 5: Upstream and Downstream Process of Airbus (Source: Golicic and Davis 2012, pp-180) In the upstream process, the aircraft product manufacturers take the raw materials from the suppliers before delivering it to the customer. In the downstream process, products are properly manufactured to be provided to the customers. After evaluating the current supply chain operation of Airbus organization, implementation of SCRM inside the organization is very necessary to mitigate the challenges from the grass root level (Musa et al. 2012). Figure 5: Supply Chain Risk Management (Source: Abubakar et al. 2012, pp-200) The SCRM model is very helpful to analyze the internal and external constraints in order to improve the undeveloped areas of the organization. At first, the risk is identified, then it is evaluated and at last, some best solutions are found out to mitigate these problems. 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