Analysis of Types of Operating Systems

Analysis of Types of Operating Systems Task 1 1.0 Introduction An Operating System (OS) is software that manages computer hardware and software resources, and to provide public services for computer programs. The operating system is an important part of the system software in a computer system. Although it is possible to directly interface software applications and hardware, the vast majority of applications in an operating system, which allows them to take advantage of the public library, without having to worry about the specific hardware details written. The operating system manages a computers hardware resources, including the input devices, output devices, network devices and storage devices. The operating system also provides services to facilitate the efficient execution and management, and for the memory allocation, any additional software applications installed. For the personal computer, the most popular operating system is DOS, OS / 2 and Windows, but others are available, such as Linux. The operating system of a large computer system has more work to do. Such operating systems to monitor different programs and users to ensure that everything goes smoothly, without interference, despite the fact that many devices and procedures used simultaneously. In addition, operating system also has a vital role to play in terms of security. Its mandate includes preventing unauthorized users from accessing a computer system. 1.2 Types of Operating System 1.2.1 Microsoft Windows The Microsoft Windows is an operating system for personal computers made by Microsoft that was released in November 1985. It is used a graphical user interface instead. Input from the user usually comes from using a computer mouse and the commands are run by clicking on the icon representing the virtual cursor controlled by a mouse. There was a small learning curve required to use the Windows properly, but it was more easier to interact with graphical representations than commands and text lines, and there is no special programming language needed to be learned. The strengths of Microsoft Windows is its ease of use because the user is already familiar with the look of windows and familiar graphical user interface. So, the users can more comfortable in front of a screen. In addition, it also has many office application that are compatible with windows such as Microsoft Office. Microsoft Office is the best office suite around, and Microsoft are make sure that Windows has the best support for it. This is one of the main reasons why Windows users are often reluctant to switch operating systems. The weakness of Microsoft Windows is its installation is more difficult than the Linux operating system because its need a high resource requirements of hardware such as a faster processor, more internal memory and a larger hard disk. In addition, the other weakness of windows is its price. Microsoft Windows can run between $50.00 $150.00 US dollars per each license copy. Although Windows does have software programs, utilities, and games for free, the majority of the programs will cost anywhere between $20.00 $200.00+ US dollars per copy. 1.2.2 Ms-Dos The MS-DOS is an operating system for personal computers made by Microsoft that was first released in August 1980. It is remembered as the first standard operating system to be adopted by many manufacturers of personal computing machines. It uses a completely text-based programming language to allow users to work with, or interface with, their PC. The Commands are typed into computers at a specific command prompt location on the computer screen using a standard keyboard. Commands must be very precise and correct.The user must specify which commands they want, how they want it to run, and what program or system they want to use on your computer. This requires the user to learn a specific language and syntax rules to use of their computers. The strengths of MS-Dos is its very lightweight and very stable operating system. It does not have the overhead of a multitasking operating system. It is a contraction for Disk Operating System and it is very fast and stable even on a relatively slow machine. It starts up fairly quickly on most hardware, uses little memory, and allows direct access to hardware, unlike most protected mode operating systems today. The weakness of MS-Dos was its single-user or single-test system design that couldn’t support multitasking, networking and other sophisticated application required of computer of every size. It is 16-bit and limited to 640k of RAM. In addition, it runs in real mode, so a buggy or malicious program can cause corruption. Today, it is a relic of times past, but its simple structure and user interface make it an accessible learning tool for operating system students. 1.2.3 Linux Linux is a cross-platform operating system based on Unix. It is the software on a computer that enables applications and the computer operator to access the devices on the computer to perform desired functions. It can be installed on PCs, laptops, netbooks, mobile and tablet devices, video game consoles, servers, supercomputers and more. It enjoys unparalleled popularity among programmers, who contribute enhancements and improvements to the standard code set. The operating system (OS) relays instructions from an application to, for instance, the computers processor. The processor performs the instructed task, then sends the results back to the application via the operating system. The strengths of Linux is characterized by its power, flexibility, and constant maintenance by legions of programmers worldwide while maintaining careful adherence to industry standards. The most appealing aspect of Linux distributions is their cost or available for free. You can download and use a distribution on as many computers as you want. Once installed, updates and patches are also available for free, and updated regularly. In addition, Linux computers tend to be more secure than their Windows counterparts, with less susceptibility to viruses and malware. The weakness of Linux is many windows programs will not run in Linux such as iTunes, Microsoft Office, Internet Explorer and many other Windows programs. The good news is that there are decent ways around most of these problems. For example, music libraries can be managed with an iPod using programs such asAmarok, Banshee, or Rhythmbox in Linux. In addition, Mozilla Firefox and Google Chrome are outstanding Internet browsers which can be used in the place of Internet Explorer. It is also possible to run iTunes in Linux using Wine, VirtualBox, or Parallels, though it is difficult to have good results. 1.2.4 MAC OS The Mac OS is a series of Unix-based graphical interface operating systems for Mac computers developed and marketed by Apple Inc that was introduced in January 24, 1984. The first version Mac OS X Server 1.0 are released in year 1999, and a desktop version Mac OS X v10.0 followed on March 24, 2001. Mac OS is a development platform that supports multiple development technologies including UNIX, Java, the proprietary Cocoa and Carbon runtime environments, and a host of open source, Web, scripting, database and development technologies. The strengths of Mac OS is its has a good security that protect the computer. Mac OS has a two-layered system to protect the computer. The attractive GUI sits atop a Unix core, and Unix is best-known for its security features. Its simply impossible to install a destructive trojan or virus unless the user explicity allows it root access via typing in the admin password. Mac OSs built-in firewall is set up to work unobtrusively out of the box as well as being highly configurable. The weakness of Mac OS is its price. All that flashy secure reliable power comes at a price. Macs cost more than machines that run other operating systems. Highly specialized software can be difficult to source for Mac OS, such as industry-specific applications, and businesses you work with may provide files in one of the few non-Mac OS formats left in the computer world, such as Microsoft Publisher. 1.3 Conclusion In conclusion, some operating systems were developed in the 1950s, where computers could only execute one program at a time. The operating systems are very importance to responsible for everything from the control and allocation of memory to recognizing input from external devices and transmitting output to computer displays. Later in the decade, computers included many software programs, sometimes called libraries, which were linked together to create the beginning of todays operating systems. Today’s operating systems tend to have graphical user interfaces (GUIs) that use pointing devices for input. A mouse is an example of such a pointing device, as is a stylus. Commonly used the operating systems for IBM-compatible personal computers is include the Microsoft Windows, Linux, and Mac OS X. Task 2 2.0 Introduction An executive administrator is also known as an executive assistant, is an administrative professional who provides the clerical and personal support to an executive level manager at major companies. The responsibilities of an executive administrator can be quite extensive and are dependent on the type of industry in which a person works. For example, the responsibilities of an executive administrator in a retail environment might differ from that of one in a steel manufacturing plant. Some of the general duties an executive administrator can expect to perform in an organization include lending support to the human capital management of the organization, assisting in the development and delivery of programs aimed at the transmission of the company’s objectives, and keeping tabs on the financial targets of the company. Administrative executives are the primary gatekeepers of the executive offices. They are responsible for the daily administrative activities of the executive offices. Such responsibilities include juggling phone calls, handling mail and offering administrative advice when needed. Administrative responsibilities can sometimes go beyond business and overlap into personal assistance, as well. As highly respected members of the executive team, administrative executives can be relied upon for daily personal needs, such as arranging vacation flights or personal transportation. In addition, administrative executives are privy to highly confidential information among the executive level offices and in other departments. Another responsibility of the executive administrator is the development and implementation of programs aimed at the furthering the corporate objectives. This might involve organizing a series of meetings with other members of the company’s management, stakeholders and other employees. He or she will also ensure that the information about any new developments in the company is disseminated to the employees and customers by announcing promotions, development of new products, or other forms of news. The process of informing people about new developments may also involve posting such information on the company Web site or sending of emails to the relevant customers or stakeholders. 2.1 Choose Operating System In my opinion, i will recommend her to installed Windows 7 operating system in her new personal computer because the Windows 7 operating system is most suitable with her job role. This Windows 7 operating system will help her minimize her workload and increase her work efficiency. In addition, Windows 7 also is a â€Å"user-centric† version of Windows focused on performance improvements to make it more secure, more reliable, and faster than previous versions of the Windows operating system. Windows 7 is an operating system for personal computers made by Microsoft. It is the fastest selling operating system in history and more than 5 million licenses have been sold. Therefore, it becomes available in retail branches around the world on October 22, 2009. Windows 7 is built on the Vista kernel. The biggest change many end users between Vista and Windows 7 is faster boot time, a new user interface and increased Internet Explorer 8. The operating system of Windows 7 is widely available in three retail editions that is Windows 7 Home Premium, Windows 7 Professional and Windows 7 Ultimate. Windows 7 followed Windows Vista and featured various changes from previous operating system. One of these is the Quick Launch toolbar, which completely changed the user how to find a variety of commands and menu options. In addition, Windows 7 also includes items like support for gaming additions, virtual hard disks, and other new features. As the requirements of the machine, Windows 7 just requires a 32-bit or 64-bit processor with at least 1 GHz in order to run, as well as 1 GB of RAM for a 32-bit system, and 2 GB for a 64-bit system. 2.2 Features The first features of windows 7 is its have aero shake, snap and peek function. Aero shake will use when the user have many open windows on desktop and this feature will minimize all windows except the one you shake. Aero snap is used to resize and expand windows more quickly and easily compare the contents of two different windows. Aero peek is used when the user have several minimized files open in one program. This features will help her minimize her workload and speed up her work efficiency. The second features of windows 7 is its have an action center function. The Windows 7 action center function is an early warning system of the computer. It allows the users to see what warning or problem Windows 7 shows. It is accessed through the little flag in the lower-right corner. If the little flag in the lower-right corner is white that mean the computer no anything problem. If it has a red X over it that mean some important things need user to attention. It is a great for heading off problems before they become bigger. This is a convenient way to control those annoying User Account Control (UAC) messages while not having to disable it. The third features of windows 7 is its have a jump lists function. The jump list function allows user to view recent documents in a program that is pinned to the taskbar. The jump list provide an easy way to open files, documents, pictures and video from the taskbar. The user just need to right click on program icon from the taskbar and select the file under pinned or recent to open. So, the user can quickly use a jump list to open items from the taskbar. In addition, some program or application software also have jump list function such as Windows Explorer and Internet Explorer. 2.3 Benefits The first benefit of used windows 7 is decreased computer boot time. The average windows 7 machine will boot will boot up in under 60 seconds. With the decreased computer boot time, the users will no longer have time to run across the street for a mocha while their system starts up. In contrast, the users can get down to work as soon as possible for them. So, this benefit will help the user to minimize her work time and increase her work efficiency. The second benefit of windows 7 is its compatibility. The flexibility of Windows 7 gives users the ability to run almost any software that is Windows compatible. Windows 7 will work with more accessories and programs than its predecessors, Windows Vista and Windows XP. Microsoft has designed this OS to automatically run any program that was designed for Vista, and it will also be able to run most XP applications in an XP compatibility window. The third benefit of windows 7 is its have a libraries function. The libraries function provides a new, more intuitive way of organizing and locating documents. Instead of wasting time trying to remember where a previously created document is stored, a user can now search for their documents by type in different â€Å"libraries† such as communications, contacts, documents, downloads, music, pictures and videos. Not only will a user see a shortcut for the document they need, they will also gain immediate access to specific data that is pertinent for each type of library. For example: when the â€Å"contacts† library is opened, it will show phone numbers and e-mail addresses and when the â€Å"downloads† library is opened, it will list the URL source for each download. The libraries are customizable, allowing users to create personalized folders that will keep project documents and files accessible. 2.4 Conclusion In conclusion, an operating system is a software that manages computer hardware and software resources, and to provide public services for computer programs. The operating system is an important part of the system software in a computer system. Although it is possible to directly interface software applications and hardware, the vast majority of applications in an operating system, which allows them to take advantage of the public library, without having to worry about the specific hardware details written. Some operating systems were developed in the 1950s, where computers could only execute one program at a time. The operating systems are very importance to responsible for everything from the control and allocation of memory to recognizing input from external devices and transmitting output to computer displays. Later in the decade, computers included many software programs, sometimes called libraries, which were linked together to create the beginning of todays operating systems. Today’s operating systems tend to have graphical user interfaces (GUIs) that use pointing devices for input. A mouse is an example of such a pointing device, as is a stylus. Commonly used the operating systems for IBM-compatible personal computers is include the Microsoft Windows, Linux, and Mac OS X. In addition, there really is no such thing as a perfect operating system. However, every operating system has its advantages and disadvantages. Choose the right operating system is very important. So, the user must carefully to choose the operating system. It will help the user to minimize the workload and increase the work efficiency.

Statement of Purpose/ Personal Statement

The world’s economies are facing many challenges and there is an urgent need for quick, effective solutions to address these never-ending issues in order to safeguard the lives of billions of people whose lives depend on it. Therefore, choosing economics does not come as a surprise given that; for the past seven years I have ensured and built a solid career in accounting which will definitely be applicable in the course. I have grasped the way the accounting system works, how numbers play a big role in the business world and how this figures impact on an individuals or country’s economy. I have chosen to further my education at University of Wyoming undertaking a doctorate in economics because I feel confident that this course will greatly benefit me, it is more than a stepping stone in the advancement of my career and I know my personal qualities of being a hard worker, very resourceful and a great team player can be productively applied. My academic qualifications as seen in my transcripts show that I am passionate when it comes to my studies and always work towards achieving good grades. I attended King Faisal University in Saudi Arabia (2001-2005) where I successfully graduated with a Bachelors Degree in Accounting. In 2007, I enrolled at Johnson and Wales University, USA where I am currently pursuing my Masters in Business Administration specifically in Global Business Leadership with concentrations in accounting. In my studies I have gained knowledge on a number of areas that are essential in this course which include: auditing, corporate taxation, strategic and effective communication, laws of accounting, professional ethics, and strategic services in marketing and financial management. All this and some of the undergraduate courses especially the few arts disciplines and research will go a long way in helping me understand the course more. My work experience at Almutawa Press Company from 2002 to 2005 gave me an opportunity to know how businesses operate and how the skills we learn in school are very necessary in any organization. I am very reliable when it comes to completing tasks and in meeting tight and strict deadlines. Furthermore, I can multi-task and prioritize and my pride lies in a job well done. I possess a highly dependable attitude that is both strong and professional which enables me to strive and excel in a fast paced, high volume and stressful working environment. Other than education and work, I have had the privilege of learning and living in a different country from where I was born and this has enabled me to interact with people from different parts of the world. I have embraced different cultures and practices and my experiences with them have made me a better person in terms of being more knowledgeable in matters other than academics and at the same time appreciative of other people’s views on life as well as knowing how different economies operate with regards to the policies they use. I have great plans for my future since my aim is to come up with better economic policies that will be used all over the world and work with great companies and individuals. It will be a great honor joining and advancing my career at University of Wyoming and be part of a world class teaching and research institution that is focused on helping people build their careers professionally while equipping them with skills that last a life time.

Ops Presentation

BGMT 20010 Operations and Supply Chain Management Report December 2011 ————————————————- ————————————————- ————————————————- DANKERS FUNITUTE LTD ————————————————- ————————————————- THE NEW BUSINESS PLANNING CASE ————————————————- ——————————— Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- â€Å"If You Are Not Measuring, You Are Not Managing† CONTENTS 1. Executive Summary 2. Overview of the Organisation 3.Description of the main issues raised in the case 4. Problem One; Breakdown in Organisational Relationships * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively 5. Problem Two; Short-term actions regarding the new product development process * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively . Problem Three; Long-term developments regarding the new product development process * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively 7. Conclusion 8. References 1. Executive Summary The purpose of this report is to provide Rolf Danker and Danker’s Furniture Ltd with some short-term and long-term suggestions on how to successfully implement their new business venture into timber framed conservatories.This report offers advice on how to successfully incorporate this new venture into the existing processes within the company as well as recommendations on short-term establishment and long-term expansion. Some of the problems that were encountered at the onset of the venture included communication breakdowns between company departments, quality concerns in the two existing Strategic Business Units, and resource constraints. This report suggests that Danker’s adopt a swim lane process map to help with the communications failures as well as improvements in the internal and external supply chains. 2.Overview of the organisation During the 1800â⠂¬â„¢s, a Danker family from Norway moved to County Meath, Ireland. The family was associated with a tradition of high quality furniture design, and high-class customary made furniture. The Danker family discovered that there was a market for their furniture in Meath, enclosed by rich middle class estates. During the next few generations, the Danker’s family continued the family tradition of making furniture and at the end of the 20th Century, ‘Danker’ was renowned for its ability to produce customised hardwood design based on clients specific requirements and specifications.The company became known as Danker’s Furniture Ltd and was well established in the manufacturing markets. The company had been very profitable and had obtained a great reputation. But in the late 1990’s the company experienced problems and the newly appointed Managing Director Rolf Danker appointed me as operations manager, which quickly resolved the underlying difficulties in t he business at the time. Currently under the management of newly appointed Managing Director Rolf Danker, the business’ strategic focus is to grow and expand through the production of new goods and services.The massive economic growth in the 1990’s resulted in a huge development in the construction area, Rolf Danker, successfully discovered an opportunity to enter into the standard cabinetry market. The company started making kitchen cabinets and wardrobes to exploit the rapid increase in the number of houses being built which required reasonable priced furniture. Danker’s believed that their established reputation in the customised furniture making industry accompanying the standard cabinets would increase their market share.Rolf believed that this would be a quick way to increase profits instead of continuing exclusively with the previous business model. But by the 2000’s Rolf’s new initiative caused problems in the company’s business foun dations. Fortunately, Rolf appointed me as Operations Manager at Danker’s, which helped to quickly resolve the underlying difficulties in the business at the time. Now in 2002, the company has two independently operated strategic business unites (SBUs), the craft purpose-made and the standard cabinet, the business is performing well again and enjoying good profit margins. 3.Description of the main issues in the case The division was completely financed from the company’s reserves, and in 2002, the company’s balance sheet was very strong with no long-term loans or debt equity. Bankers to the company were very willing towards them and the company were constantly being encouraged by the bankers to take up the finance being offered to them and further expand their business. Following a new product concept generation process involving external consultants, a gap has been identified in the market and the Danker’s Board has agreed to enter the timber conservator y market.The Irish market for conservatories is constantly growing but there is not a huge demand in the home market for hardwood timber framed. But it has been recognised that the UK market is around 20 times the size of the Irish one with a 50% share being for timber framed conservatories. It has been explained that due to the foregoing and rising interest in ‘sustainable construction’, which has been evident in the growth of timber-framed windows, due to improvements in technology and conveniently meets revised Irish Building Regulations.There is no dedicated manufacturer for timber conservatory in the Irish market and this is where Danker’s have seen the opportunity, coupled with the attraction of the large, growing UK market. Rolf feels before focusing on the export opportunity, the company should focus on the home market first and gain experience, amend any defects in their product and then look to expand into the huge UK market. This will be Danker’ s third SBU. Rolf has asked me as Operations manager to plan this new business venture for the company.Duty as operation manager is the planning, scheduling and control of the activities that transform inputs into finished goods and services. For the new venture to succeed it is important that there is close co-operation between marketing, operations and engineering. * The company already has got expertise knowledge and skills in the marketing and operations areas; was short on engineering skills. * Production Engineer, John Brady was appointed by Danker’s. * He is appointed to provide the initial engineering aspects for the conservatory line and then also provide production-engineering support to all the SBU’s. The sales manager drew up a report on the market characteristics for hardwood conservatories to begin the process of conservatory design and to decide on product specifications for the new product line. * The engineering manager drew up a Technical Specificatio n Report (TSR) to develop a bill of materials (BOM) with a detailed analysis of dimensions and specifications for all the items on the BOM. * TSR contained a great deal of * Development costs * Product costs * Schedules * Materials technical specifications. * New product development planning schedule was also developed This plan was presented to the management team meeting and was approved. * The plan approved is to have the third SBU first production lot produced in 11/12 months time. * In order for the development plan to be a success, need to strictly adhere to the planning schedule, as any delay will result in extra costs. * This is when some problems began to arise. * Jack, the sales manager, did not see the need to have weekly product design meetings with John because he felt that the marketing and production teams already had enough to worry about with their existing products. In this report, we address this breakdown in communication as well as potential problems that will a rise within the short-term and long-term operations and supply chains of the company from implementing their new timber conservatory SBU. 4. The first problem identified was what could be done to clarify the organizational relationships between marketing, production, and engineering. The issue that arose with the introduction of the third SBU was the smooth functioning of the interdepartmental relationships within the company.To create a successful new product it involved more work than the primary sourcing of materials and construction of the conservatories. There needs to be a cohesive and common effort made by all departments to achieve success for this new product. We see this problem arising with Jack, sales manager who was slow to hand in the report on the market characteristics of hardwood conservatoires and declined to attend the weekly product design meetings, claiming the marketing department had too much on its plate.A problem is created in the intrinsic makeup of the pro duct, as now market research is not being contributed to the production of the new product. This could be a fatal flaw for Danker’s as they could be producing something that is not exactly what the customer wants. This increases the riskiness of this new venture. As well as this problem the breakdown in the relationships can result in delays and process breakdown as well as distracting from the two other S. B. U’s of the business.The approach management took to address the issues raised was to focus on improving the relationship between the departments. This was done with a focus being placed on department approval. This system was going to be implemented at the weekly product meetings. Here the department heads could input on resources available, capacity and ability of their department to input on the production process. Jack would be able to have an input into important feedback in relation to aiming and promoting the product to the right customers.A recommendation that could effectively deal with the issue is to implement swim lane process maps. The implementation of swim-lane process maps by the management at Danker’s will help to clarify the organisational relationships between marketing, production and engineering and combat the breakdown in their relationships. The swim lane process maps allowed each department to determine exactly what was required of them throughout the new product design process and prevented situations occurring where marketing refused to attend weekly product design meetings because they felt they were being overworked.Each department was required to attend the weekly product design meetings; this was the first stage of the swim-lane process maps, the second stage involved finalising the product design and this was successfully carried out by the three departments and the third strategic business unit is now ready for launch into the Irish market. There was no ambiguity in relation to what was required from ea ch department and if they were unsure of their role in the development process they re-analysed the swim-lane process map and took corrective action. 5.The second problem that we focused on was to look at what short-term actions could be done to improve the new product development process. For the new venture to succeed it is important that there is close cooperation between marketing, operations and engineering. * The company already has got expertise knowledge and skills in the marketing and operations areas; was short on engineering skills. * Production Engineer, John Brady was appointed by Danker’s. * He is appointed to provide the initial engineering aspects for the conservatory line and then also provide production-engineering support to all SBU’s. The sales manager drew up a report on the market characteristics for hardwood conservatories to begin the process of conservatory design and to decide on product specifications for the new product line. * The engineeri ng manager drew up a Technical Specification Report (TSR) to develop a bill of materials (BOM) with a detailed analysis of dimensions and specifications for all the items on the BOM. * TSR contained a great deal of * Development costs * Product costs New product development planning schedule was also developed New Product Development Planning Schedule – 2003| Jan| Feb| Mar| Apr| May| Jun| Jul| Aug| Sep| Oct| Nov| Dec| Jan| Establish Project Team|   |   |   |   |   |   |   |   |   |   |   |   |   | Define Marketing Need|   |   |   |   |   |   |   |   |   |   |   |   |   | Concept Cost Estimate|   |   |   |   |   |   |   |   |   |   |   |   |   | Technical Specs Complete|   |   |   |   |   |   |   |   |   |   |   |   |   | First Model Complete|   |   |   |   |   |   |   |   |   |   |   |   |   | First Model Testing|   |   |   |   |   |    |   |   |   |   |   |   |   | Design Review Meeting|   |   |   |   |   |   |   |   |   |   |   |   |   | Hazard Analysis|   |   |   |   |   |   |   |   |   |   |   |   |   | Field Test Model Tests|   |   |   |   |   |   |   |   |   |   |   |   |   | Production cost Estimate| | | | | | | | | | | | | | Tooling / Process Design| | | | | | | | | | | | | | Release to Production| | | | | | | | | | | | | | Order Parts| | | | | | | | | | | | | | Production of Lot 1| | | | | | | | | | | | | | This plan was presented to the management team meeting and was approved. The plan approved is to have the third SBU first production lot produced in 11/12 months time.This approach adopted by management could be successful, but they need to strictly adhere to the planning schedule, as any delay will result in extra costs. The hiring of an engineering production manager was very valuable as he created a TSR which would aid the BOM ensuring the correct materials would be ordered, avoiding a potential loss of earnings. Recommendations which could provide additional help to Danker’s would be for each individual sector to improve their own areas which would impact on the overall development process in the short term. For engineering department important aspects they could focus on would be concept development and design. In the marketing area, it is critical that planning improves as well as commercial preparation.By encouraging Jack attendance at the weekly meetings, he will have detailed knowledge of the other two departments, which will aid him in designing the marketing strategy for the SBU. In the production sector, it is vital that process for the supply chain is efficient. By implementing a detailed process map, this will ensure that there is an efficient process layout selected. The layout can then be measured using takt time, theoretical minimum and line balancing so that the amo unt of time idle at the workstation is minimised and the Danker’s can maximise their capacity. This process can then be evaluated at the end of the first year to identify any areas for improvement and opportunity to improve efficiency. The operations manager also needs to ensure that there is good, quality control.All products produced need to adhere to the ISO 9000 and ensure that all products are inspected before they leave the production’s premises. In order to gain a competitive share of the Irish timber conservatory market, Danker’s must develop a competitive strategy. A business strategy can be defined as the identification of the market(s) in which the business will participate and how the business will gain a competitive advantage in those markets. A strategy is a pattern that integrates an organisation’s major goals, policies and actions into a cohesive goal in order to gain a competitive advantage. There are two main types of strategy; 1) Cost L eadership FocusThis strategy involves company managing their costs better than their competitors, so that they can offer a lower cost to their consumers. 2) Differentiation focus The product produced is unique. Customers are willing to pay premium price for it. Having seen already by the work done by the operations manager, Danker’s imposes two different strategies for its two SBU’s; 1) Cost leadership focus implemented for the standard cabinet 2) Differentiate focus for the custom made furniture. Now that Danker’s are producing their third SBU, it is important they distinguish what strategy they are going to implement with it. As operations manager, we recommend that we implement a cost leadership strategy with the production of timber conservatory market.If we succeed in managing our costs better than other competitors in the fragmented home industry, this will enable us to offer a lower price to our consumers and enable us to gain a competitive advantage in t he market and contribute towards the goal of becoming the market leader in the Irish Market. As operations Manager, my job is to make sure that * The business strategy gets translated into operational terms. * Assure the co-ordination with marketing and engineering. * Provide direction and guidance for operation decisions. The operations strategy is a pattern of structural and infrastructural operations decisions that configure the shape and design of the operations function and constitutes the operations strategy.Currently Danker’s had two production lines, one for craft purpose-made and one for the standard cabinetry. We propose as operations manager that Danker’s changes its operations to three production lines, which would incorporate its new business products production process. In the short-term, we would advise Danker’s to use its retained earnings to fund the creation of the third product, as unknown whether its going to be a success, so should start out small to minimise costs. If Danker’s were having difficulties with three production processes or were struggling to fulfil capacity requirement, we recommend that Danker’s could subcontract out the work.There would be no production costs involved. They would have to pay the company but if successful they could expand and develop the company. We propose that Danker’s outsource their distribution costs which are not close to their production premises and engage in distribution contracts with company’s in the North, South, West and deliver to companies in the East of Ireland. 6. The third point recognised was the long-term developments of the new product development at Danker’s. Apart from this new product development opportunity on the home market, Rolf and the Danker’s Board were also attracted towards the larger, growing market for timber framed conservatories in the UK.However Rolf felt that before focusing on this export opportunity, the company should first gain experience in the market / industry sector on the home market first, modify any shortcomings in the product-offer, and then look at how he might make in-roads in the UK. Rolf reckoned that the introduction phase of timber conservatories in the Irish market would need to have 2/3 years experience in Ireland to confirm its viability, before entering the UK market. The UK market is 20 times the size of the home market and up until now it has been described as a fragmented joinery industry. There is great potential to break into the UK market and establish as a leader in the market. This would generate huge profits for Danker’s. It is important to note that Danker’s Balance Sheet has been very strong, with no debt equity, long-term loans, or overdraft.Bankers to the company were very favourably disposed towards them. Rolf Danker and his accountant brother Erik were constantly being encouraged by their bankers to take up the finance being offered t o them and expand their business further. This approach taken by management to gain experience in the Irish market first, evaluate the product, and adjust any shortcomings they may experience before attempting to break into the UK market is crucial. 2-3 year’s experience in the home market would be essential before expanding. Before expansion of the product it is vital that our strategy in the short term is achieved and we successfully become a market leader in the home market first.This will enable us to establish a reputation while creating a loyal customer base giving us a competitive advantage against competitors in the market. Furthermore, this would provide Danker’s with experience of the market before attempting to make in-roads in the UK. Provided we are successful in the home market, there are a number of tasks that would need to be in place for expanding our product. We would need to expand the business by purchasing a larger warehouse to produce the goods in order to facilitate production in the wider UK market as well as maintaining production in the home market and our other SBU’s. To aid expansion, we recommend on taking up on the Bank’s offer providing us with a loan.By increasing capacity this will enable Danker’s to avail of a number of capacity considerations. There include economies of scale, technology/labour mix, and learning curves. With economies of scale the average unit cost decreases as output increases. It is essential that Danker’s are able to obtain lower costs by expanding their business. The technology/labour mix means that Danker’s can improve capacity by introducing new technologies, which will increase fixed costs but reduce their variable labour costs. The phenomenon of learning curves results in increasing output overtime, without an increase in resources. The external supply chain would also need to be developed to penetrate the UK market.The existing supply chain used in the home market would be a template and then extend and adopt it to make it suitable for the UK market. An effective recommendation could be to design a detailed process map. This would allow all staff to ascertain what was required at each stage and the time constraints that would need to be adhered to. As operation manager, it is in imperative to ensure that the process is efficient. However, if Danker’s are finding it difficult to break into the UK market, they could create Strategic Alliance with suppliers from the UK. Distribution costs and warehouse costs will be a major contribution to costs as the firm breaks into the UK market. There needs to be smart decisions made by the operations manager in regards to logistics management.This involves the planning, implementation, and control of the effective flow and storage of goods from the point of origin to the point of consumption. An effective recommendation for Danker’s would be to outsource their transport requireme nts, this will provide more control, improve customer service, and would be less expensive for the business. With the money from the loan, Danker’s could look to develop a production center in the UK to cut costs. They should then set up distribution centers close to the market in the UK, which would reduce transportation costs. Danker’s then should evaluate their performance on their third SBU to ensure that they are achieving their goals. A method of performance, which could be used is benchmarking.This involves comparing the business to others in the industry to gauge where they stand and steps they may need to identify in order to become more successful. 7. Conclusion Once Danker’s have their third SBU up and running, they will be able to develop sales and operations plans and forecast for the business by looking at previous sales, which will help them to determine the levels of capacity required, both strategically and tactically. They will also be able to plan for future materials required and gauge what inventory levels are required for their business. This will facilitate them to be able to develop a master production schedule. This will drive the supply chain and set precise production levels.We believe that once Danker’s follows the short-term objectives and implements our recommendations, they will generate profits from their new product development and facilitate them in becoming a market leader in the home market. As a result, this will enable them to penetrate the wider UK market in the long run and alongside our advice compete with their product on a large scale. By expanding their business and creating a third SBU we believe that they can generate massive profits and become a leader in the timber conservatory market. 8. References We got our information for our report from the following; * Introduction to Operations & Supply Chain Management; Bozarth & Handfield, 2nd Edition (2008); Pearson International Edition. * B GMT 20010 Operational and Supply Chain Management 2011 Lecture Material, University College Dublin. Ops Presentation BGMT 20010 Operations and Supply Chain Management Report December 2011 ————————————————- ————————————————- ————————————————- DANKERS FUNITUTE LTD ————————————————- ————————————————- THE NEW BUSINESS PLANNING CASE ————————————————- ——————————— Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- â€Å"If You Are Not Measuring, You Are Not Managing† CONTENTS 1. Executive Summary 2. Overview of the Organisation 3.Description of the main issues raised in the case 4. Problem One; Breakdown in Organisational Relationships * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively 5. Problem Two; Short-term actions regarding the new product development process * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively . Problem Three; Long-term developments regarding the new product development process * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively 7. Conclusion 8. References 1. Executive Summary The purpose of this report is to provide Rolf Danker and Danker’s Furniture Ltd with some short-term and long-term suggestions on how to successfully implement their new business venture into timber framed conservatories.This report offers advice on how to successfully incorporate this new venture into the existing processes within the company as well as recommendations on short-term establishment and long-term expansion. Some of the problems that were encountered at the onset of the venture included communication breakdowns between company departments, quality concerns in the two existing Strategic Business Units, and resource constraints. This report suggests that Danker’s adopt a swim lane process map to help with the communications failures as well as improvements in the internal and external supply chains. 2.Overview of the organisation During the 1800â⠂¬â„¢s, a Danker family from Norway moved to County Meath, Ireland. The family was associated with a tradition of high quality furniture design, and high-class customary made furniture. The Danker family discovered that there was a market for their furniture in Meath, enclosed by rich middle class estates. During the next few generations, the Danker’s family continued the family tradition of making furniture and at the end of the 20th Century, ‘Danker’ was renowned for its ability to produce customised hardwood design based on clients specific requirements and specifications.The company became known as Danker’s Furniture Ltd and was well established in the manufacturing markets. The company had been very profitable and had obtained a great reputation. But in the late 1990’s the company experienced problems and the newly appointed Managing Director Rolf Danker appointed me as operations manager, which quickly resolved the underlying difficulties in t he business at the time. Currently under the management of newly appointed Managing Director Rolf Danker, the business’ strategic focus is to grow and expand through the production of new goods and services.The massive economic growth in the 1990’s resulted in a huge development in the construction area, Rolf Danker, successfully discovered an opportunity to enter into the standard cabinetry market. The company started making kitchen cabinets and wardrobes to exploit the rapid increase in the number of houses being built which required reasonable priced furniture. Danker’s believed that their established reputation in the customised furniture making industry accompanying the standard cabinets would increase their market share.Rolf believed that this would be a quick way to increase profits instead of continuing exclusively with the previous business model. But by the 2000’s Rolf’s new initiative caused problems in the company’s business foun dations. Fortunately, Rolf appointed me as Operations Manager at Danker’s, which helped to quickly resolve the underlying difficulties in the business at the time. Now in 2002, the company has two independently operated strategic business unites (SBUs), the craft purpose-made and the standard cabinet, the business is performing well again and enjoying good profit margins. 3.Description of the main issues in the case The division was completely financed from the company’s reserves, and in 2002, the company’s balance sheet was very strong with no long-term loans or debt equity. Bankers to the company were very willing towards them and the company were constantly being encouraged by the bankers to take up the finance being offered to them and further expand their business. Following a new product concept generation process involving external consultants, a gap has been identified in the market and the Danker’s Board has agreed to enter the timber conservator y market.The Irish market for conservatories is constantly growing but there is not a huge demand in the home market for hardwood timber framed. But it has been recognised that the UK market is around 20 times the size of the Irish one with a 50% share being for timber framed conservatories. It has been explained that due to the foregoing and rising interest in ‘sustainable construction’, which has been evident in the growth of timber-framed windows, due to improvements in technology and conveniently meets revised Irish Building Regulations.There is no dedicated manufacturer for timber conservatory in the Irish market and this is where Danker’s have seen the opportunity, coupled with the attraction of the large, growing UK market. Rolf feels before focusing on the export opportunity, the company should focus on the home market first and gain experience, amend any defects in their product and then look to expand into the huge UK market. This will be Danker’ s third SBU. Rolf has asked me as Operations manager to plan this new business venture for the company.Duty as operation manager is the planning, scheduling and control of the activities that transform inputs into finished goods and services. For the new venture to succeed it is important that there is close co-operation between marketing, operations and engineering. * The company already has got expertise knowledge and skills in the marketing and operations areas; was short on engineering skills. * Production Engineer, John Brady was appointed by Danker’s. * He is appointed to provide the initial engineering aspects for the conservatory line and then also provide production-engineering support to all the SBU’s. The sales manager drew up a report on the market characteristics for hardwood conservatories to begin the process of conservatory design and to decide on product specifications for the new product line. * The engineering manager drew up a Technical Specificatio n Report (TSR) to develop a bill of materials (BOM) with a detailed analysis of dimensions and specifications for all the items on the BOM. * TSR contained a great deal of * Development costs * Product costs * Schedules * Materials technical specifications. * New product development planning schedule was also developed This plan was presented to the management team meeting and was approved. * The plan approved is to have the third SBU first production lot produced in 11/12 months time. * In order for the development plan to be a success, need to strictly adhere to the planning schedule, as any delay will result in extra costs. * This is when some problems began to arise. * Jack, the sales manager, did not see the need to have weekly product design meetings with John because he felt that the marketing and production teams already had enough to worry about with their existing products. In this report, we address this breakdown in communication as well as potential problems that will a rise within the short-term and long-term operations and supply chains of the company from implementing their new timber conservatory SBU. 4. The first problem identified was what could be done to clarify the organizational relationships between marketing, production, and engineering. The issue that arose with the introduction of the third SBU was the smooth functioning of the interdepartmental relationships within the company.To create a successful new product it involved more work than the primary sourcing of materials and construction of the conservatories. There needs to be a cohesive and common effort made by all departments to achieve success for this new product. We see this problem arising with Jack, sales manager who was slow to hand in the report on the market characteristics of hardwood conservatoires and declined to attend the weekly product design meetings, claiming the marketing department had too much on its plate.A problem is created in the intrinsic makeup of the pro duct, as now market research is not being contributed to the production of the new product. This could be a fatal flaw for Danker’s as they could be producing something that is not exactly what the customer wants. This increases the riskiness of this new venture. As well as this problem the breakdown in the relationships can result in delays and process breakdown as well as distracting from the two other S. B. U’s of the business.The approach management took to address the issues raised was to focus on improving the relationship between the departments. This was done with a focus being placed on department approval. This system was going to be implemented at the weekly product meetings. Here the department heads could input on resources available, capacity and ability of their department to input on the production process. Jack would be able to have an input into important feedback in relation to aiming and promoting the product to the right customers.A recommendation that could effectively deal with the issue is to implement swim lane process maps. The implementation of swim-lane process maps by the management at Danker’s will help to clarify the organisational relationships between marketing, production and engineering and combat the breakdown in their relationships. The swim lane process maps allowed each department to determine exactly what was required of them throughout the new product design process and prevented situations occurring where marketing refused to attend weekly product design meetings because they felt they were being overworked.Each department was required to attend the weekly product design meetings; this was the first stage of the swim-lane process maps, the second stage involved finalising the product design and this was successfully carried out by the three departments and the third strategic business unit is now ready for launch into the Irish market. There was no ambiguity in relation to what was required from ea ch department and if they were unsure of their role in the development process they re-analysed the swim-lane process map and took corrective action. 5.The second problem that we focused on was to look at what short-term actions could be done to improve the new product development process. For the new venture to succeed it is important that there is close cooperation between marketing, operations and engineering. * The company already has got expertise knowledge and skills in the marketing and operations areas; was short on engineering skills. * Production Engineer, John Brady was appointed by Danker’s. * He is appointed to provide the initial engineering aspects for the conservatory line and then also provide production-engineering support to all SBU’s. The sales manager drew up a report on the market characteristics for hardwood conservatories to begin the process of conservatory design and to decide on product specifications for the new product line. * The engineeri ng manager drew up a Technical Specification Report (TSR) to develop a bill of materials (BOM) with a detailed analysis of dimensions and specifications for all the items on the BOM. * TSR contained a great deal of * Development costs * Product costs New product development planning schedule was also developed New Product Development Planning Schedule – 2003| Jan| Feb| Mar| Apr| May| Jun| Jul| Aug| Sep| Oct| Nov| Dec| Jan| Establish Project Team|   |   |   |   |   |   |   |   |   |   |   |   |   | Define Marketing Need|   |   |   |   |   |   |   |   |   |   |   |   |   | Concept Cost Estimate|   |   |   |   |   |   |   |   |   |   |   |   |   | Technical Specs Complete|   |   |   |   |   |   |   |   |   |   |   |   |   | First Model Complete|   |   |   |   |   |   |   |   |   |   |   |   |   | First Model Testing|   |   |   |   |   |    |   |   |   |   |   |   |   | Design Review Meeting|   |   |   |   |   |   |   |   |   |   |   |   |   | Hazard Analysis|   |   |   |   |   |   |   |   |   |   |   |   |   | Field Test Model Tests|   |   |   |   |   |   |   |   |   |   |   |   |   | Production cost Estimate| | | | | | | | | | | | | | Tooling / Process Design| | | | | | | | | | | | | | Release to Production| | | | | | | | | | | | | | Order Parts| | | | | | | | | | | | | | Production of Lot 1| | | | | | | | | | | | | | This plan was presented to the management team meeting and was approved. The plan approved is to have the third SBU first production lot produced in 11/12 months time.This approach adopted by management could be successful, but they need to strictly adhere to the planning schedule, as any delay will result in extra costs. The hiring of an engineering production manager was very valuable as he created a TSR which would aid the BOM ensuring the correct materials would be ordered, avoiding a potential loss of earnings. Recommendations which could provide additional help to Danker’s would be for each individual sector to improve their own areas which would impact on the overall development process in the short term. For engineering department important aspects they could focus on would be concept development and design. In the marketing area, it is critical that planning improves as well as commercial preparation.By encouraging Jack attendance at the weekly meetings, he will have detailed knowledge of the other two departments, which will aid him in designing the marketing strategy for the SBU. In the production sector, it is vital that process for the supply chain is efficient. By implementing a detailed process map, this will ensure that there is an efficient process layout selected. The layout can then be measured using takt time, theoretical minimum and line balancing so that the amo unt of time idle at the workstation is minimised and the Danker’s can maximise their capacity. This process can then be evaluated at the end of the first year to identify any areas for improvement and opportunity to improve efficiency. The operations manager also needs to ensure that there is good, quality control.All products produced need to adhere to the ISO 9000 and ensure that all products are inspected before they leave the production’s premises. In order to gain a competitive share of the Irish timber conservatory market, Danker’s must develop a competitive strategy. A business strategy can be defined as the identification of the market(s) in which the business will participate and how the business will gain a competitive advantage in those markets. A strategy is a pattern that integrates an organisation’s major goals, policies and actions into a cohesive goal in order to gain a competitive advantage. There are two main types of strategy; 1) Cost L eadership FocusThis strategy involves company managing their costs better than their competitors, so that they can offer a lower cost to their consumers. 2) Differentiation focus The product produced is unique. Customers are willing to pay premium price for it. Having seen already by the work done by the operations manager, Danker’s imposes two different strategies for its two SBU’s; 1) Cost leadership focus implemented for the standard cabinet 2) Differentiate focus for the custom made furniture. Now that Danker’s are producing their third SBU, it is important they distinguish what strategy they are going to implement with it. As operations manager, we recommend that we implement a cost leadership strategy with the production of timber conservatory market.If we succeed in managing our costs better than other competitors in the fragmented home industry, this will enable us to offer a lower price to our consumers and enable us to gain a competitive advantage in t he market and contribute towards the goal of becoming the market leader in the Irish Market. As operations Manager, my job is to make sure that * The business strategy gets translated into operational terms. * Assure the co-ordination with marketing and engineering. * Provide direction and guidance for operation decisions. The operations strategy is a pattern of structural and infrastructural operations decisions that configure the shape and design of the operations function and constitutes the operations strategy.Currently Danker’s had two production lines, one for craft purpose-made and one for the standard cabinetry. We propose as operations manager that Danker’s changes its operations to three production lines, which would incorporate its new business products production process. In the short-term, we would advise Danker’s to use its retained earnings to fund the creation of the third product, as unknown whether its going to be a success, so should start out small to minimise costs. If Danker’s were having difficulties with three production processes or were struggling to fulfil capacity requirement, we recommend that Danker’s could subcontract out the work.There would be no production costs involved. They would have to pay the company but if successful they could expand and develop the company. We propose that Danker’s outsource their distribution costs which are not close to their production premises and engage in distribution contracts with company’s in the North, South, West and deliver to companies in the East of Ireland. 6. The third point recognised was the long-term developments of the new product development at Danker’s. Apart from this new product development opportunity on the home market, Rolf and the Danker’s Board were also attracted towards the larger, growing market for timber framed conservatories in the UK.However Rolf felt that before focusing on this export opportunity, the company should first gain experience in the market / industry sector on the home market first, modify any shortcomings in the product-offer, and then look at how he might make in-roads in the UK. Rolf reckoned that the introduction phase of timber conservatories in the Irish market would need to have 2/3 years experience in Ireland to confirm its viability, before entering the UK market. The UK market is 20 times the size of the home market and up until now it has been described as a fragmented joinery industry. There is great potential to break into the UK market and establish as a leader in the market. This would generate huge profits for Danker’s. It is important to note that Danker’s Balance Sheet has been very strong, with no debt equity, long-term loans, or overdraft.Bankers to the company were very favourably disposed towards them. Rolf Danker and his accountant brother Erik were constantly being encouraged by their bankers to take up the finance being offered t o them and expand their business further. This approach taken by management to gain experience in the Irish market first, evaluate the product, and adjust any shortcomings they may experience before attempting to break into the UK market is crucial. 2-3 year’s experience in the home market would be essential before expanding. Before expansion of the product it is vital that our strategy in the short term is achieved and we successfully become a market leader in the home market first.This will enable us to establish a reputation while creating a loyal customer base giving us a competitive advantage against competitors in the market. Furthermore, this would provide Danker’s with experience of the market before attempting to make in-roads in the UK. Provided we are successful in the home market, there are a number of tasks that would need to be in place for expanding our product. We would need to expand the business by purchasing a larger warehouse to produce the goods in order to facilitate production in the wider UK market as well as maintaining production in the home market and our other SBU’s. To aid expansion, we recommend on taking up on the Bank’s offer providing us with a loan.By increasing capacity this will enable Danker’s to avail of a number of capacity considerations. There include economies of scale, technology/labour mix, and learning curves. With economies of scale the average unit cost decreases as output increases. It is essential that Danker’s are able to obtain lower costs by expanding their business. The technology/labour mix means that Danker’s can improve capacity by introducing new technologies, which will increase fixed costs but reduce their variable labour costs. The phenomenon of learning curves results in increasing output overtime, without an increase in resources. The external supply chain would also need to be developed to penetrate the UK market.The existing supply chain used in the home market would be a template and then extend and adopt it to make it suitable for the UK market. An effective recommendation could be to design a detailed process map. This would allow all staff to ascertain what was required at each stage and the time constraints that would need to be adhered to. As operation manager, it is in imperative to ensure that the process is efficient. However, if Danker’s are finding it difficult to break into the UK market, they could create Strategic Alliance with suppliers from the UK. Distribution costs and warehouse costs will be a major contribution to costs as the firm breaks into the UK market. There needs to be smart decisions made by the operations manager in regards to logistics management.This involves the planning, implementation, and control of the effective flow and storage of goods from the point of origin to the point of consumption. An effective recommendation for Danker’s would be to outsource their transport requireme nts, this will provide more control, improve customer service, and would be less expensive for the business. With the money from the loan, Danker’s could look to develop a production center in the UK to cut costs. They should then set up distribution centers close to the market in the UK, which would reduce transportation costs. Danker’s then should evaluate their performance on their third SBU to ensure that they are achieving their goals. A method of performance, which could be used is benchmarking.This involves comparing the business to others in the industry to gauge where they stand and steps they may need to identify in order to become more successful. 7. Conclusion Once Danker’s have their third SBU up and running, they will be able to develop sales and operations plans and forecast for the business by looking at previous sales, which will help them to determine the levels of capacity required, both strategically and tactically. They will also be able to plan for future materials required and gauge what inventory levels are required for their business. This will facilitate them to be able to develop a master production schedule. This will drive the supply chain and set precise production levels.We believe that once Danker’s follows the short-term objectives and implements our recommendations, they will generate profits from their new product development and facilitate them in becoming a market leader in the home market. As a result, this will enable them to penetrate the wider UK market in the long run and alongside our advice compete with their product on a large scale. By expanding their business and creating a third SBU we believe that they can generate massive profits and become a leader in the timber conservatory market. 8. References We got our information for our report from the following; * Introduction to Operations & Supply Chain Management; Bozarth & Handfield, 2nd Edition (2008); Pearson International Edition. * B GMT 20010 Operational and Supply Chain Management 2011 Lecture Material, University College Dublin.

Differential Association Essay - 3062 Words

Sutherland’s Differential Association nbsp;nbsp;nbsp;nbsp;nbsp;Born August 13, 1883 in Gibbon, Nebraska, Edwin H. Sutherland grew up and studied in Ottawa, Kansas, and Grand Island, Nebraska. After receiving his B.A degree from Grand Island College in 1904, he taught Latin, Greek, History, and shorthand for two years at Sioux Falls College in South Dakota. In 1906 he left Sioux Falls College and entered graduate school at the University of Chicago from which he received his doctorate. (Gaylord, 1988:7-12) While attending the University of Chicago he changed his major from history to sociology. Much of his study was influenced by the Chicago approach to the study of crime that emphasized human behavior as determined by social and†¦show more content†¦(Sutherland, 1947) nbsp;nbsp;nbsp;nbsp;nbsp;Sutherland argued that the concept of differential association and differential social organization could be applied to the individual level and to the group level respectively. While differential association theory explains why any individual gravitates toward criminal behavior, differential social organization explains why crime rates of different social entities differ from each others. In his fourth edition of Principles of Criminology he presented his final theory of differential association. His theory has 9 basic postulates: 1. Criminal behavior is learned as opposed to inherited through genetics. 2. Criminal behavior is learned in interaction with other persons in a process of communication. This communication is verbal in many cases but includes gestures. 3. The principal part of the learning of criminal behavior occurs within intimate personal groups. This suggests that television or newspapers are not important in committing criminal. 4. When criminal behavior is learned, the learning includes (a) techniques of committing the crime, which are sometimes very simple; (b) the specific direction of motives, drives, rationalizations, and attitudes. 5. 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This is done through examining various facts that are related to the individual s criminalRead MoreThe Association Betw een Differential Association Theory and Burglary1358 Words   |  6 PagesThis paper will provide an explanation into how differential association theory explains burglary. The Federal Bureau of Investigations (FBI) considers burglary a Type 1 Index Crime because of its potentially violent nature. The FBI breaks burglary down into three sub-classifications. This paper discusses the elements of the crime of burglary and what constitutes a structure or dwelling. It will discuss a brief history of the deviance, trends, rates, and how it correlates to the specific theory thatRead MoreThe Theory Of The Differential Association Theory2539 Words   |  11 PagesVarious criminological theories have been constructed attempting to determine factors that contribute to how individuals begin to engage in deviant behavior. The Differential Association Theory established in 1947 by Edwin Sutherland, an American Criminologist, evaluates how delinquent behavior is learned through social interactio n as well as learning from the legal definitions of laws and crimes. For example, an individual learning definitions that are favorable to breaking the law from peers orRead MoreDifferential Association Theory Essay1739 Words   |  7 Pagesbehavior of those individuals who participate in bullying. Differential Association Theory was introduced in 1939 by Edwin H. Sutherland and aimed at explaining how and why certain individuals commit deviant (criminal) acts. Additionally, Differential Association theory, believes that the behaviors of an individual are influenced and shaped by others they associate with. To support this assertion, I will provide a description of Differential Association Theory (DAT), why, and how it pertains to bullyingRead MoreDifferential Association Theory Essay1292 Words   |  6 PagesThe Differential Association Theory, established by Edwin Sutherland in 1947, explicit the deviance of an individuals behavior and how it is learned through interaction with others or associations. There are several components that play a role in this theory that determines the main causes of delinquency. One of the components of this theory is, a person do not inherently become a criminal, it is a learned behavior. A person cannot decide one day he wants to commit a crime if he is not influence