Week 3 Chapter 7 QM Assignment Example | Topics and Well Written Essays - 500 words

Week 3 Chapter 7 QM - Assignment Example These are people with whom company interacts before processes take place are called suppliers. On the other hand, people who come in contact with the company after the process of manufacturing or rendering services are called customers. Whereas, according to the contemporary viewpoint both customers and suppliers are existed inside and outside the company. In the total quality setting, customers play a pivotal and central role as they define quality. In the total quality setting customers are given top priority as they are success determinant for company. Reliable customer (one who makes repeated purchases) ensures the long term success of the company; therefore, its satisfaction is important. Reliable customer is the one who is satisfied with the company’s offerings and keep on making repeated purchases. Reliable customer can only be achieved by the company when he/she is highly satisfied. Customer satisfaction plays a key role in transforming a customer into a reliable customer. This is because once the customer is highly satisfied with what it is getting out of the product or product is exceeding his expectation only then he/she will make repetitive purchase. Otherwise, customer will simply switch to another product. Customer satisfaction can be ensured by bringing company’s employees in close contact with customers in order to find out their problems and complains related to products. Simultaneously, company should bestow powers in employees so that they could take actions to eradicate customer’s problems and make them satisfied in the end. The organization should identify needs of its internal and external customers thoroughly. It should communication with them on the regular basis. Organization should also look into customer’s feedback in order to establish a customer focus structure. Organizations should communicate with their customers on continual basis in order to know about the changes

What Is Performance Management?

What Is Performance Management? This chapter starts with the various definitions of performance management as described by different authors. Literature review is a process that empowers readers with a lot of information and knowledge, it can however be argued that such a process can be challenging as one has to integrate viewpoints of various authors in order to come up with a new viewpoint. (Brynard, et al 1997: 54) stated that a researcher should always try to follow the last mentioned action, as this is the path to the creation of new knowledge. 2.1 Defining Performance Maila (2006) stated that performance implies the action of doing things that is using things, attending to conditions, processing, communicating and achieving results. Performance is the actual work that is done to ensure that an organisation achieves its mission. In summary, performance encompasses inputs, conditions, processes elements, outputs, consequences and feedback. According to Maila (2006), the end product of performance should be measured against four elements that are: quantity, quality, cost or risk factors and time. The idea of measuring the end product is fully supported as it can be argued that a product can be in any form that is good or bad, hence the need to have it measured. 2.2 What is performance management? Different authors have attributed different meanings to performance management as illustrated below: In 1998 Armstrong and Baron define performance management can be defined as strategic and integrated approach to delivering sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. Moreover Performance management is a system for integrating the management of organisational and employee performance (Williams, 2002 as cited by Maila, 2006:13). Also Performance management is defined as the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organisational effectiveness in the accomplishment of agency mission and goals, this was obtained through (U.S. Office Personnel Management, (Undated) Fletcher (1992) defines performance management as an approach to creating a shared of the purpose and aims of organisation, helping each individual employee to understand and recognise their part in contributing to them, and thereby managing and enhancing the performance of both individuals and the organisation. He suggests that the approach include development of the organisation objectives and mission, enhancing communication within employer and employees so that they will be well aware of the objectives and planning of the business. This approach can also clarifies individual performance, rewarding and improving the performance of the staff and career development It has been pointed by Michael Armstrong (1994) Performance management is means of getting better results from the organisation, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and attributes competences requirements. It is a process of for establishing shared understandings about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long term. The researcher has found some common words to arrive at this definition: performance management is a continuous process between staff and supervisors agreeing on the activity to be performed, how it should be measured and within what period, with an aim to accomplish a goal at employee and organisational level. Performance management may be defined as a formal and systematic process, by means of which the job-relevant strengths and weaknesses of employees are identified, observed, measured, recorded and developed. Performance management provides the opportunity for the organization to evaluate and take stock of its human resources. It also provides information so that important decisions can be taken and gives feedback for further development of staff (Doris, 1994:160). It gives management the opportunity for communication with staff, to clarify expectations and to take part in the development of each staff member. For the employer, it gives the opportunity to discuss with employees their performance and career goals for the future (Doris, 1994:161). Moreover Armstrong (1994) Performance is a process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way in which increases the probability that it will be achieved in the short and long term. It focuses on improving performance trough better result from organisation, team and individual by understanding and managing performance within agreed framework of planned objectives. According to IRS Management Review in 1996 to Performance management is a way of translating corporate goals into achievable objectives and cascade down throughout the organization to produce optimum results. Being a continuous and evolutionary process, performance improves over time. It relies on consensus and cooperation rather than control or coercion and encourages self management of individual performance. Performance management is an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding about: The essential job functions the employee is expected to do. How the employees job contributes to the goals of the organization. What doing the job well means in concrete terms. How employee and supervisor will work together to sustain, improve, or build on existing employee performance. How job performance will be measured. Identifying barriers to performance and removing them. (Doris, 1994:163). 2.3 Aims of performance management The overall aims of performance management is to establish a high performance culture in which individuals in which individual and teams take responsibility for the continuous improvement of the business process and to make significant contribution to individual and organisational effectiveness and growth. 2.3.1 Employee development Performance management is concerned with sustainable improvement of individuals, increasing their job satisfaction and achieving their finest potential for their personal advantage and that of the organisation as a whole. 2.3.2 Communication and Involvement One of the major aims of performance management is to promote commitment to the organization and its goals by putting together individual and organizational objectives. Performance management creates a climate where there is permanent dialogue between managers and their staff. Managers can clarify expectations, organisations strategies and also the mission, values, norms and objectives of the organisation. Conversely, employees also can speak out their objectives, opinion and expectation and how they should be handled and treated. 2.3.3 Assess Performance Performance management facilitates accuracy and objective measurement and assessment of performance in relation to the established aims and principles, so that employees receive feedback from managers and supervision about their work. 2.3.4 Identify Training Needs A  Training Needs Analysis  (TNA) is used to determine an organizations training needs. The basis of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently hold and the knowledge, skills and attitudes that they need to meet the organizations objectiveshttp://www.nwlink.com/~donclark/hr/performance.jpg 2.3.5 Provide a basis for reward Performance management offers a basis for rewarding people in relation to their contribution by financial and non-financial means. It consists of performance related pay (PRP) and the Employees can feel the impact of their hard work by quickly appreciating the results. 2.4 Evolution of Performance Management As far back as World War I, WD Scott was qualified with coming up with performance appraisal. Formal Performance Appraisal systems were well recognized by the mid 1950s, with personality-based systems being commonly used. McGregor (1957) illustrated the unease surrounding the use of personality-based ratings and advocated a more participative approach and performance-based approach, including an element of self-appraisal. In the 1960s, the influence of the management by objectives movement meant that performance appraisal developed a greater importance on goal-setting and the assessment of performance-related skills. In the 1970s, appraisal practices became more open to analysis and, as a consequence, a number of legal cases were brought. One effect of this was an increase in research into rating scales and their use. Through the 1980s and 1990s, the concept of performance management came into the system, and this, according to Williams (1998), provided a more holistic approach to generating motivation, getting better performance and controlling human resources.   For example, in the UK school system, performance management is central to efforts to improve standards in education (both locally and nationally). Therefore, when understanding about appraisal it must quickly become clear that our attention is not just on perfect measurement. We are also concerned in issues such as: What persuades the quality of performance appraisal data? How do employees notice the appraisal process? How might the appraisal process be employed to motivate and develop staff? While, traditionally, job related tasks may have been perceived as the key elements in appraisal, appraisal now engage in a broader matter. Briscoe and Hall (1999) propose that employee development is underpinned by a set of meta competencies including qualities such as perfect self-awareness, feedback seeking, and openness to a range of information and perceptions etc. Other factors such as communication and teamwork skills, stress and conflict reduction, handling of emotion and care are now often observed as important concept to be considered and handle through performance appraisal and management processes. New recent improvement, include the reducing hierarchical environment of many organisations, have led to the increased use of multi-source, multi-rater feedback methods, more commonly known as 360-degree feedback. The sorts of changes that have overhauled organisations have distressed the environment of work itself, and the continuing rate of change means that the definition of what a job is, and what good performance is, are less stable concepts. It is also worth recalling that the majority of research on performance appraisal is drawn from a UK / US perspective. However, as Fletcher (2008) points out, national culture is likely to have a major impact on the way appraisals are carried out. Fletcher (2008) argues that in Western (high individualism) cultures where being assertive and determination is appreciated, appraisal is generally focused on the individual and what they do; in Asian cultures (strong collectivism) the sense of hierarchy and acceptance of authority, the focus on Western performance appraisal practices on individual performance, accountability and open confrontation are unlikely to be seen as appropriate (p. 175). Therefore, it is not always possible to believe that the findings from a piece of performance appraisal study will generalise across all national and organisational cultures. 2.5 Methods of appraising performance Performance appraisals are conducted by companies in order to evaluate the strengths and weaknesses of the employees; the frequency and methods of the performance appraisals are determined by the corporation. There are several performance appraisal methods that can be used to provide feedback on employee performance. Performance appraisals are used to provide feedback on an employees performance, provide the basis for a merit increase, create a development plan and provide the foundation for future promotions. Performance appraisal is conducted through different ways in various organizations. These ways are classified in two types: Traditional and development methods. Traditional methods are methods that have been in use in the organization since long. It is normally based upon their traits and is related to the self-appraisal of employees. 2.5.1 Paired Comparison In this style, there are a number of options which will be able to make full use of it. Each option can be compared with the others. Then, the results will be calculated and the one which has the highest score will be opted. 2.5.2 Graphic Rating Scales It is one of the most popular methods of performance appraisal. In this method, each employee is rated according to their performance. . The factors that need to take into consideration are the personal characteristics and characteristics related to the job performance of the employees. Figure 3 shows an example of the graphic rating scales. 2.5.3 Weighted Checklist Method In this method, the appraisal is made where the jobs are evaluated based on the performance and characteristics of the employee. It is a type of rating performance appraisal. The checklist contains a list of allegation on the basis of which the employer describes on the job performance of the employees. 2.5.4 Free Essay method A statement is prepared by the manager which will be focused on the workers strong and weak behaviour. It may also suggest certain remedy in case of problems concerning the employee. The statement may be written and edited by the appraiser alone, or it be composed in along with the appraisee. The essay can be open-ended but in most cases there are guidelines that need to be followed. 2.5.6 Critical incidence method The rater is required to record the good and bad behaviour of the employees related to a certain incidence. The recorded statement will normally consist of a brief of what happened in the incidence. There are two factors that make the use of critical incident successful, first, the manager must be given ample time to observe the subordinate during evaluation. The manager must take time to record the incident as many of the incidents may be forgotten. 2.5.7 Ranking This form of performance appraisal, the manager will compare the employee with other employees having the same kind of job. The performance is ranked from best to worst. This method is least favoured types of evaluations, yet many large employers utilize this, method of appraisal.   Development methods are methods that have been introduced during the last decades. It is also known as result method. 2.5.8 Assessment center Under this method, several evaluators come together to judge employee performance in job related simulations by making use of a variety of criteria that are considered important in the appraissees job. 2.5.9 Behavioural Anchored Rating Scale (BARS) This style is based on rating the employees behaviors in order to determine how effective the workers are. It is normally the combination of critical incidence and graphic rating scales. 2.5.10 360 Degree Feedbacks It is a style which obtains feedback from internal and external people in order to get more accurate perspective of an employees performance. Internal customers are those who work in the organization like managers, supervisors while external customers are those who are outside the organization like clients, suppliers. 360 Degree Feedback is a system which employees obtain confidential, anonymous feedback from their colleagues. The feedback process gives people an opportunity to adjust behaviours and develop skills that will help them to excel at their jobs.   2.5.11 Management by Objectives (MBO) Management by objectives is one of the most comprehensive methods of performance appraisal. It begins with when goals are set and ends with the results. It also consists of monitoring constantly the employees to improve their performance so a regular feedback is given to them.MBO is considered more than an evaluation program and process. With this technique, a manager can control, plan, organize, practice and communicate. 2.6 Performance management cycle A  performance management  cycle (PMC) is a system used by managers and executives in organisation to support employee growth and  job satisfaction. As illustrated below performance management cycle linked together. Perhaps one of the most important concepts of performance management is that it is a continuous process that reflects normal good management practices of setting direction, monitoring and measuring performance and taking action accordingly. The management cycle can be categorised as shown below: The strategic objectives for organisation as a whole as well as each line of business/ corporate function and each functional area are determined each year. The organisation goals are being broken down in line if business/corporate function goals and from there flowing down to individuals. Appropriate communication skills are being used to make employees understand the measurement of their performance and the system that will be used. The determinations of team members contribution are being identified before agreement takes place. Success hint are also specifies as per business plan and establishment objectives. Key result Area (KPAs) and key performance indicators are identified and by taking into consideration relative weights before concluding performance agreements. The planning phase must be agreed by line managers and employees. The performance agreement should contain a job profile job description delegation of authority (if any), individual development plan and statement of individual vision, mission and values. Also it has Key areas result, measurable criteria, and weight. Both employees and relevant managers should keep a copy of performance in which they should agree on the key result areas and measurement criteria, discuss barriers of performance, personal development and career planning and coaching. A formal review and assessment is being conducted and employees are being made aware so that they can be prepared for performance appraisal. Feedback is honest open fair and constructive to the level promising. It should be understandable, brief and based on facts and solid examples. The manager s and employees will bring about a conclusion about the performance. The weakness on performance will be identified and corrective measures will be taken. Them the employees is being rated accordingly and then they are being rewarded are paid. 2.7 performance management process A  performance management process  sets the stage for rewarding excellence by supporting individual employee accomplishments with the organizations mission and objectives and making the employee and the organization recognize the value of a specific job in understanding outcomes. By establishing clear performance opportunity which includes outcomes, performance and behaviours, it helps the employees in reflecting in what exactly is expected out of their jobs and setting of standards help in removing those jobs which are of no use any longer. With regular feedback and coaching, it helps to know the problems at an early phase and taking corrective actions. Different models have been developed to describe the process of performance management and how it operates. According to figure 2.2 it comprises of performance planning, performance monitoring, performance development, performance review and rewarding. 2.7.1 Performance Planning Performance planning is the core business process. It involves agreement between employer and the individual on what the employee need to do for the achievement of the objectives, raise standards, improves performance and develop the required competencies. The aim is to ensure they apply these every day at work. Employee performance planning should be flexible so that they can regulate for changing program objectives and requirements. These plans contribute to the achievement of continuous development that is predicted and everyone is capable of learning and doing better jobs. It also helps in enhancing the potential of individual to acquire higher level careers. 2.7.2 Performance Monitoring Progress towards meeting the objectives agreed at the planning meeting should be monitored throughout the cycle. All arrangements relating to the monitoring programme should have been agreed at the planning meeting and where possible a timetable for action established should be made. Thus employees are able to received ongoing feedback of their progress at work. Feedback should encourage reflection and self review. Monitoring performance include the Checking of new plan that need to be followed  and at a suitable moment, return to the appraisal stage to measure the impact of the changes on the behavioural and performance processes.  Having a continuous monitoring, unacceptable performance can be identified and proper measures can be taken rather than waiting till the summary rating levels. 2.7.3 Performance development Performance  development  is held as a very important aspect in the growth and progress of individuals in their individual careers. It includes several strategic processes that are included and employed with the idea of developing individual capabilities that will benefit the employee, particularly, and the organisation as a whole. While performance development usually targets organizations as a whole, individuals can also adopt this concept as a means to improve their own personal competencies. By carrying performance management it provide opportunity for Recognition and career. Situations for improving good performance also stand out and action can be taken to accomplish the organizations overall purpose. 2.7.4 Performance Review The  performance  review  is  a  key  element  in  the  performance  management  process. It can provide accurate feedback and also the areas of strength and areas in need of improvements and development is needed. In addition, it emphasises what has been done well in order to do it in better way in the future. There is an exchange of views and both parties together come to an understanding about what should to be done to develop performance and defeat shortcomings raised during discussion. 2.7.5 Rewarding Rewarding means providing encouragement and recognition of employees, independently and as members of groups, for their performance and recognizing their contributions to the organisations mission. To motivate staff and create a climate for enhancement, organisations need to make an obligation to a plan for recognising and rewarding performance which can both financial and non-financial rewards and both positive and negative rewards. A planned, strategic path of action is necessary to ensure that employees obtain rewards adequately with their performance, be that at an individual and or a team or group level, in a reasonable manner in the organisations. Rewards can be in the form of cash, praises, time off and other non- monetary items. 2.8 Benefits of Performance Management Performance management provide an opportunity to concentrate on work activities and goals, identify and correct existing problems and motivate employees to perform better. In the same line, there is an enhancement in the performance of the company. There are several benefits when an organization performs a performance management in its organisation and they are listed below. Need for training and better understanding of job responsibilities To begin with, it helps employees understand how their job responsibilities ultimately affect the overall objectives of an organization. Through the performance management, employees use this opportunity to indicate a need for training, express a desire for additional responsibilities, ask questions about the job and in some cases provide feedback that will help them meet the goals. Besides, it can be a positive way to identify developmental opportunities and can be an essential part of a succession planning process. Increase productivity and reward the employees Additionally, with performance management, it is easier to accurately gather data regarding employee improvement and to award acknowledgement and any other rewards to those employees, ensuring everyone who makes meaningful achievements at an organization, gets their due compensation. This reward system implemented at Organization may provide an incentive to strive towards productivity and at the same time, maintaining good working habits. With this reward system, motivation and workplace morale are both improved. Improve Areas of Weakness Through performance management, we are able to search for employees weaknesses and enable them to improve for further career development. For example, if an employee inspires to become a manager, performance reports will reveal about his lack of leadership skills. Thus, we will be able to focus on his weak points where he needs coaching and other relevant skills. Employees also reveal that these appraisals assist them in deciding if they are in an organization where they feel that their values and personality are being respected. Succession and Career planning The Performance Management process provides valuable information that can be used through succession and career planning. Employee ambition can be clarified and where possible integrated into general planning of the employees goals and outputs as well as his development plan. There is also the clarification of the managers goals and direction concerning the employee and his role within the department. Compilation of formal training and development plans per employee is obtained to ensure the development of the employee based on the results of the performance evaluation phase of the process.    Opportunity for Dialogue Performance management provide an opportunity to build their relationships. Employees are given sufficient time to communicate and interact more often with work related issues. This usually allows a better flow of ideas and communication is enhanced. Besides, with adequate communication throughout the year ensure that the employees always know where they stand. 2.9 Drawbacks of performance management system Although performance management can be very beneficial to the employee, no empirical studies can show how performance management systems actually enhanced performance at an organization. In fact, when it comes to performance, these classical approaches are difficult to be adopted, as the method does not produce systematic and verifiable information. Some common drawbacks are discussed below. Time consuming and focus on paper work Performance management are also not often appreciated due to the fact that, they are considered to be time consuming and toilsome. Hence, it can be tiring for both supervisors and employees as they lose interest rapidly and haphazardly fill out the paperwork. Misdirection Performance reports may cause employees to accomplish certain duties for their individual purpose in order to receive a better evaluation rather than to contribute to the general mission of the business. Sequentially to have job security, workers may become overly concerned with improving in areas where they have achieved inadequately, even to the detriment of the areas in which they formally surpassed. Demotivation Performance appraisal ratings can lead to demotivation and low staff morale. Negative feedback like criticism where managers document only on issues that need to be corrected and not on positive things that employee does thus this fails to motivate employee concerned but also causes him/her to perform worse. This can raise mistrust, fear and insecurity in the organisation. One size fits all fantasy Organisations tend to use a standard system across the organisation. Very a single tool which means a single rating form is used for everyone. This does really make sense; as people at different levels in hierarchy cannot be assessed in the same way as the level of responsibility and authority vary. Leniency Error Leniency error is the tendency of a supervisor to rate an employee higher than what his performance deserve. Reasons that a supervisor might do this could include evading conflicts, or thinking that by giving the employee a high rating, he will work harder to live up to the rating. Halo Error The halo effect is when a supervisor forms a positive thought of an employees skill in one part and then gives her high ratings across all rating criteria. When a supervisor rates employees with the qualities that he believed more essential greater in all rating areas than employees who do not have those qualities the supervisor is making the halo effect error. Playing God Some managers are reluctant to conduct an appraisal program as they do not want to judge others. Even if a manager actually feels that a particular employee has not made well and he/she should be rated poor, not many truly rate him/her poor. To them, the clear process of judgement can be dehumanisazing and demoralising and a cause of anxiety and depression to employees. 2.10 Empirical Evidence of the Impact of Performance Management on Organisation Success Recent studies have been identified trend in the effective performance management systems on organisational success. According to the results of the World at Work/Sibson 2010 Study on The State of Performance Management 47 % of respondents specified that a performance management system has helped out the organization in realizing its strategic goals. Performance opposed to competitors is also a key result of performance management. 60% of study participants designated company performance as better than average against competitors, and 40% signified that performance was typical. Employee trust is another essential outcome on excellent performance management system. Nevertheless, only 30 % of the respondents reported their employees belief the performance management system. The study of the World at Work/Sibson in 2010 on The State of Performance Management pointed out that improvement in performance management is necessary in many businesses and that performance management is usually very essential in higher-performing companies. In most cases, this has not altered since the study was accomplished in 2007. While some organizations are successful in using performance management to distinguish high performers from low performers, many still are making great effort to progress performance management from an HR practice to something that is business significant to the organization. Predominantly in a time of economic complexity, when improving business results is essential, motivating performance management by having leadership aid and effective implementation is essential. http://www.worldatwork.org/waw/adimLink?id=44473 Impact of organizational culture on performance management An additional study on the impact of organizational culture on performance management practices in Pakistan in January 2010 where 60 emplo

Essay --

The role of World Bank in the international political economy and its impact on the poverty. Zartashia Jahangir (15192) Muneeba Tariq (15389) Summyia Tanveer (15647) Khadija Bibi (15213) Vision (World Bank Mission Statement): "The World Bank Group, passion and professionalism for lasting results with is to fight poverty - from the production of resources to help themselves and to their environment, the ability to share knowledge construction, and private sector partners to build publican.† Introduction: IMF, World Bank and WTO in the global economy has been the central pillar, and called them "the architect of the global economy." In fact the IMF and the World Bank Bretton Woods conference established in 1944. The World Bank's official goal is the reduction of poverty. ï  ¶ IBRD- Industrial Bank for Reconstruction & Development. ï  ¶ IDA-International Development Association. ï  ¶ IFC- International Finance Corporation. ï  ¶ MIGA-Multilateral Investment Guarantee Agency. ï  ¶ ICSID-International Centre for Settlement of Disputes. The World Bank roads, power plants , schools, dams , bridges , ports and other " infrastructure " projects as governments to finance long -term loans makes . Countries â€Å"structural adjustment programs â€Å"(SAPs) have agreed to accept the World Bank will extend loans only. SAPs democratic debtor countries by people who are not decided upon. The former colonial world is forced down the throats of people. To pay off the debt, the World Bank demand government’s public assets and companies (privatization), and health care, education, childcare, and cutting spending on social services like pensions by selling off state funds. U.S. and other developed capitalist countries, policies workers both directly and indire... ...ased on poverty reduction, the country's financial and economic situation, with detailed analysis of a cross section of local groups by combining a World Bank strategy unique to the country in question. If the government’s priorities and identify targets for poverty reduction and the World Bank’s aid efforts correspondingly Aligns this. Forty- five countries " aid for the world's poorest countries ", in which the distribution of loans to poor countries, the World Bank's International Development Association ( IDA ) is a U.S. $ 25.1 billion in promised aid . Rich countries, occasional illnesses, including their support for their projects , funds and IDA recipient of criticism , although Robert B. Zoà « lick , World Bank president , was announced on 15 December 2007 loans when they said though that IDA money " poorest developing countries that rely on the basic grant ."

Quality Check Point

After talking to some neighbors and friends, my husband decided to purchase a Tort 235 MPH blower. The customer service representative talked him into purchase the extended warranty service as well. After analyzing, the product decided to give it a rating from one to ten on the following specs: ; Quiet and powerful – 8 – The Tort blower is more powerful than most handheld gas-powered blowers are. The Tort is quieter and clean- running, it does not pollute the environment. Variable speed motor – 9 – The variable speeds are a great feature because you can blow around lanes without damaging them ; Low cost – 9 – With a cost of gas the electric Tort has seemed to be the right choice at the time. ; Lightweight – 7 -we have a good size yard so the weight seems to be an advantage but after using the unit the straps were quiet uncomfortable. ; Cord limited to 150 feet -2 – this product is design for small yards, one of the features no o ne option to let us know before we purchase this blower.The cords also get tangle very easily around bushes and rocks having to frequently stop to free it. ; Vacuum bag awkward. – 3 -the vacuum tube attachment is quite long and with the bag over your shoulder is very uncomfortable. The vacuum gets clog up very easy with wet leaves and it gets to be a burden because we have to take it apart to unclog it. ; Extended Warranty Service- 1 – The motor burned out on this unit Just two months after we purchase it.Trying to get a hold of a live person seems to be a challenge; we either get an automated service saying that we are calling after hours, to leave a message or to call during business hours. If we called during business hours, we either were put on hold for a long erred and after that, we got someone on the line that could hardly speak English, a total disappointment. After reviewing all the pros and cons of the Tort blower, I would rate this product at a five because even If works great on dry leaves It Jams very easily with wet leaves.It Is very uncomfortable to use for a long period due to the cord- getting tangle up easily around bushes and the vacuum attachment are too long making It Is very uncomfortable. References: Consumerists. Org retrieved from Google on December 7, 2010. Management: Challenges for Tomorrows Leaders (5th deed. ) P. S. Lewis, S. H. Goodman. M. Faint, and J. F. Michelson Thomson South-Western, 2007 Mason, OH seemed to be the right choice at the time. Lightweight – 7 – we have a good size motor burned out on this unit Just two months after we purchase it. Trying to get total disappointment. After reviewing all the pros and cons of the Tort blower, I would rate this product at a five because even if works great on dry leaves it Jams very easily with wet leaves. It is very uncomfortable to use for a long period due to the cord- making it is very uncomfortable. J. F. Masochistic Thomson South-Western, 2007 Mas on, OH

Strategy and Operations Revision

Introduction to Strategy and Operations Management| Operations Strategy| Product Design| Process Design| Supply Networks| Layout and Flow| Scientific Management and Job Design| Introduction to Quality – A Choice Paradigm| Operationalizing Strategy| Review and Examination Preparation| Operations Strategy Strategic decisions Widespread in their effect, define the position of the organisation relative to its environment and move the organisation closer to its long term goals * A strategy has content and process Operations is not the same as operational * Operations – resources that create products and services * Operational – opposite of strategic. Day-to-day and detailed Content and Process * Content – specific decisions and actions * Process – method that is used to make the specific ‘content’ decisions 4 Perspectives Top Down – the influence of the corporate or business strategy on operations decisions * Bottom-up – the in fluence of operational experience on operations decisions * Market requirements – the performance objectives that reflect the market position of an operations products or service, also a perspective on operations strategy * Operations resource capabilities – the inherent ability of operations processes and resources; also a perspective on operations strategy. Products * Tangible Are used after purchase Services * Intangible * Used at the time of delivery TOP DOWN PERSPECTIVE Views strategic decisions at a number of levels Corporate strategy – the strategic positioning of a corporation and the businesses with it Business strategy – the strategic positioning of a business in relation to its customers, markets and competitors, a subset of corporate strategy Functional strategy – the overall direction and role of a function within the business; a subset of business strategy BOTTOM UP PRESPECTIVE Sees overall strategy as emerging from day-to-day operational experience Emergent strategy – a strategy that is gradually shaped over time and based on experience rather than theoretical positioning MARKET REQUIREMENTS PERSPECTIVE -Satisfy the requirements of the market Competitive factors – the factors such as delivery time, product or service specification, price etc. hat define customers’ requirements Order-winning factors – the arrangement of resources that are devoted to the production and delivery of products and services Qualifying factors – aspects of competitiveness where the operation’s performance has to be above a particular level to be considered by the customer Less important factors – competitive factors that are neither order winning nor qualifying, performance in them does not significantly affect the competitive position of an operation Product/service life cycle – a generalized model of t he behaviour of both customers and competitors during the life of a product or service; it is generally held to have four stages, introduction, growth, maturity and decline. OPERATIONS RESOURCES PERSPECTIVE Resource-based view (RBS) – the perspective on strategy that stresses the importance of capabilities (sometimes known as core competences) in determining sustainable competitive advantage. Intangible resources – the resources within an operation that are not immediately evident or tangible, such as relationships with suppliers and customers, process knowledge, new product and service development. PROCESS OF OPERATIONS STRATEGY Process – procedures which are, or can be, used to formulate those operations strategies which the org. should adopt. IMPLEMENTATION 5 P’s of operations strategy formulation * Purpose * Point of entry * Process * Project management * Participation TRADE-OFFS The extent to which improvements in one performance objective can be achieved by sacrificing performance in others. PROCESS OF OPERATIONS STRATEGY GUIDES THE TRADE OFFS B/W PERFORMANCE OBJECTIVES Operations strategy – Should address the relative priority of the operation’s performance objectives * Influences the trade-offs b/w an operation’s performance EFFICIENT FRONTIER Like in economics – convex line. Useful approach to articulating trade-of fs and distinguishes b/w repositioning performance on the efficient frontier and improving performance by overcoming trade-offs. FOCUS AND TRADE-OFFS Operations focus – dedicating each operation to a limited, concise, manageable set of objectives, products, technologies or markets, then structuring policies and support services so they focus on one explicit task rather than on a variety of inconsistent or conflicting tasks. Operation-within-an-operation – allows an org. to accrue the benefits of focus without the considerable expensive of setting up independent operations. Design DESIGN ACTIVITY To conceive looks, arrangement and workings of something before it is constructed. Happens before construction. PROCESS DESIGN AND PRODUCT/SERVICE DESIGN ARE INTERREALTED Treated separately but are interrelated. Process design and product/service design should be considered together PROCESS DESIGN OBJECTIVES Point of process design is to make sure that the performance of the process is appropriate for whatever it is trying to achieve. Process design should reflect process objectives Micro’ performance flow objectives are used to describe flow performance: * Throughput rate – rate which units emerge from the process * Throughput time – the time for a unit to move through a process * Work in process – number of units in the process is an average over a period of time * Utilizatio n- the ratio of the actual output from a process or facility to its design capacity ENVIRONMENTALLY SENSITIVE DESIGN Life cycle analysis – a technique that analyses all the production inputs, life cycle use of a product and its final disposal in terms of total energy used and wastes emitted. PROCESS TYPES – THE VOLUME VARIETY EFFECT ON PROCESS DESIGN High volume = food canning factory Low volume = major project consulting engineers Low variety = electricity utility High variety = architects practice Low volume – high variety and vice versa Volume variety positions PROCESS TYPES Process types – terms that are used to describe a particular general approach to managing processes In manufacturing these are generally held to be project, jobbing, batch, mass and continuous processes, In services they are held to be professional services, service shops and mass services PROJECT PROCESSES – processes that deal with discrete, usually highly customized, products. JOBBING PROCESSES – processes that deal with high variety and low volumes, although there may be some repetition of flow and activities. BATCH PROCESSES – processes that treat batches of products together, and where each batch has its own process route. MASS PROCESSES – processes that produce goods in high volume and relatively low variety CONTINUOUS PROCESSES – processes that are high volume and low variety; usually products made on continuous process are produced in an endless flow, such as petrochemicals or electricity. PROFESSIONAL SERVICES – service processes that are devoted to producing knowledge-based or advice-based services, usually involving high customer contact and high customisation, examples include management consultants, lawyers, architects etc. SERVICE SHOPS – service processes that are positioned between professional services and mass services, usually with medium levels of volume and customization. MASS SERVICES – service processes that have a high number of transactions, often involving limited customization, for example mass transportation services, call centres etc. PRODUCT-PROCESS MATRIX A model derived by Hayes and Wheelwright that demonstrates that natural fit between volume and variety of products and services produced by an operation on one hand, and the process type used to produce products and services on the other. Natural diagonal – most operations stick to this. PROCESS MAPPING Describing the processes in terms of how the activities within the process relate to each other (aka process blueprinting or process analysis) PROCESS MAPPING SYMBOLS PMS – The symbols that are used to classify different types of activity; they usually derive either from scientific management or information systems flow charting High-level process mapping – an aggregated process map that shows broad activities rather than detailed activities THROUGHOUT, CYCLE TIME AND WORK IN PROCESS Work content – the total amount of work required to produce a unit of output, usually measured in standard times Throughput time – the time for a unit to move through a process Cycle time – average time b/w units of output emerging from a process Work-in-process – number of units within a process waiting to be process further LITTLES LAW Throughput time = work-in process x cycle time THROUGHPUT EFFICIENCY % Throughput efficiency = (work content/throughput time) x 100 PRODUCT AND SERVICE DESIGN WHY IS DESIGN IMPORTANT? -Enhances profitability WHAT IS DESIGNED? * Concept – outline specification including nature, use and value of p/s * Package – Core p/s – fundamental to the purchase and could not be removed without destroying nature of the package * Supporting p/s – Enhance the core * Process – designing a way in which the ‘ingredients’ will be created and delivered to customer DESIGN ACTIVITY IS ITSELF A PROCE SS -The design activity is one of the most important operations processes -Producing designs for products is itself a process STAGES OF DESIGN 1. Concept generation – a stage in the product and service design process that formalizes the underlying idea behind a product or service 2. Screening – to see if they will be a sensible addition to its p/s portfolio 3. Evaluation and improvement – can it be served better, more cheaply, more easily? 4. Prototyping and final design CONCEPT GENERATION IDEAS FOR CUSTOMERS -Marketing – focus groups etc. LISTENING TO CUSTOMERS -Complaints –suggestions IDEAS FROM COMPETITORS Reverse engineering – the deconstruction of a p/s in order to understand how it has been produced IDEAS FROM STAFF Know what customers like etc. IDEAS FROM RESEARCH & DEVELOPMENT R&D – the function in the org. that develops new knowledge and ideas and operationalizes the ideas to form the underlying knowledge on which p/s and process design are based. CONCEPT SCREENING Assessing the worth or value of each design option, so a choice can be made. * Design criteria – 3 broad categories of design criteria† 1. Feasibility – the ability of an operation to produce a process, product or service 2. Acceptability – the attractiveness to the operation of a p/s 3. Vulnerability – the risks taken by the operation in adopting a process, p or s THE DESIGN ‘FUNNEL’ A model that depicts the design process as the progressive reduction of design options from many alternatives down to the final design. PRELIMINARY DESIGN SPECIFYING THE COMPONENTS OF THE PACKAGE Component structure – diagram that shows the constituent component parts of a product or service package and the order in which the component parts are brought together (aka components structure) REDUCING DESIGN COMPLEXITY Simplicity is a virtue STANDARDIZATION The degree to which processes, products or services are prevented from varying over time COMMONALITY The degree to which a range of p/s incorporate identical components (aka parts commonality) If multiple p/s are based on common components, the less complex it is to produce them MODULARIZATION The use of standardized sub-components of a p/s that can be put together in different ways to create a high degree of variety. I. e. Art attack. Many languages, 60% scenes the same DEFINING THE PROCESS TO CREATE THE PACKAGE Examine how a process could put together the various components to create the final p/s. DESIGN EVALUATION AND IMPROVEMENT See if preliminary design can be improved before the p/s is tested in the market. Many techniques (3 main ones): 1. QUALITY FUNCTION DEPLOYMENT A technique used to ensure that the eventual design of a p/s actually meets the needs of its customers. QFD matrix – how company sees relationship b/w requirements of customer and the design characteristics of p/s 2. VALUE ENGINEERING An approach to cost reduction in product design that examines the purpose of a p/s, its basic functions and its secondary functions. 3. TAGUCHI METHODS A design technique that uses design combinations to test the robustness of a design I. e. Telephone – should still work when has been knocked over. Pizza shop – cope with rush of customers PROTOTYPING AND FINAL DESIGN Prototype can be clay model, simulations etc. Virtual prototype –a computer based model of a p/p/s that can be tested for its characteristics before the actual p/p/s is produced Computer-aided design (CAD) – a system that provides the computer ability to create and modify p/p/s drawings BENEFITS OF INTERACTIVE DESIGN Interactive design – the idea that the design of p/s on one hand, and the processes that create them on the other, should be integrated Can shorten time to market SIMULTANEOUS DEVELOPMENT Sequential approach to design – one stage completed before another is started * Easy to manage and control * Time consuming and costly Simultaneous/concurrent approach to design – overlapping these stages in the design process so that one stage in the design activity can start before the preceding stage is finished, the intention being to shorten time to market and save design cost PROJECT-BASED ORGANIZATION STRUCTURES Functional design organization Product design organization Range of org. structures = Pure functional to pure project forms. Task force Matrix organization LAYOUT AND FLOW WHAT IS LAYOUT? -How its transforming resources are positioned relative to each other and how its various tasks are allocated to these transforming resources. – Layout decision is relatively infrequent but important What makes a good layout? – Inherent safety – Length of flow – Clarity of flow – Staff conditions – Management coordination – Accessibility – Use of space – Long-term flexibility – Layout is influenced by process types BASIC LAYOUT TYPES 4 basic layout types: FIXED-POSITION LAYOUT -Locating the position of a product or service such that it remains largely stationary, while transforming resources are moved to and from it I. e. Motorway construction, open-heart surgery (patients too delicate to be moved). FUNCTIONAL LAYOUT * Conforms to the needs and convenience of the functions performed by the transforming resources which constitute the processes. Similar resources or processes are located together * I. e. Hospitals, supermarket CELL LAYOUT * Transformed resources entering the operation are pre-selected to move to one part of the operation in which all the transforming resources, to meet their immediate processing needs, are located. * I. e. Maternity unit in a hospital, lunch products in a supermarket * Shop-within-a-shop – display area selling specific thing. I. e. sports shop – sports books, sports shoes, etc. PRODUCT LAYOUT Line layout – a more descriptive term for what is technically product layou t Involves locating the transforming resources entirely for the convenience of the transformed resources. I. e. Automobile assembly Self-service cafeteria – sequence of customer requirements (starter, main, dessert, drink) is common to all customers, but layout also helps control flow of customers. MIXED LAYOUTS Combination of layouts I. e. 1 kitchen serving 3 restaurants (cafeteria, buffet and sit down) VOLUME-VARIETY AND LAYOUT TYPE -The volume and variety characteristics of an operation will influence its layout – When volume is low and variety high, flow is not a problem SELECTING A LAYOUT TYPE -Volume-variety characteristics narrow down choice -Influenced by understanding advantages and disadvantages (see p198) – Cost implications DETAILED DESIGN OF THE LAYOUT DETAILED DESIGN IN FIXED POSITION LAYOUT Location of resources based on the convenience of transforming resources themselves. DETAILED DESIGN IN FUNCTIONAL LAYOUT Combinatorial complexity – the idea that many different ways of processing products and services at many different locations or points in time combine to result in an exceptionally large number of feasible options; the term is often used in facilities layout and scheduling to justify non-optimal solutions Flow record chart – a diagram used in layout to record the flow of products or services between facilities Relationship chart – a diagram used in layout to summarize the relative desirability of facilities to be close to each other.

The Rule Of The Many essays

The Rule Of The Many essays Democracy, literally, means the rule of the many. Here in Canada, we are lucky enough to live in a liberal democracy. We all have the right to vote and elect officials to represent us in government, a priviledge that citizens of only 69.2% of coutries currently have1. But how much of a say does the average person really have in how the country is run? We do not have a say in the day to day activities of the government, nor do we get to vote in major decisions facing our society that will affect us directly. Every four years, we walk down the street, check off a box on a ballot, and leave feeling proud that we just made our contribution to society. While this process is democratic, there are several flaws in it as well, and many would argue that there is a better alternative. In this paper, I will compare our current liberal representative democracy to direct democracy, which would in theory put more power into the hands of ordinary citizens. The liberal democracy that we live in now is a representative democracy. In this system, we elect people to represent us in the government and to make choices on our behalf. We vote for people that share the same values and ideals as us, so that we can remain confident that our voices are being heard in parliament. It is by this method that our society remains ruled by the many, and that every adult, regardless of sex, race, or age has a say in how our country is run. In a true direct democracy, every person would have an equal say in government. We may elect officials to represent us in government, but they would not vote or speak on our behalf, we would do it ourselves. Each decision would ultimately be left in the hands of the citizens. Every person would have an equal say in what went on, and each persons vote would count equally. This would definitely ensure a more truly democratic process than a representative democracy would, but it would be virtually imposs...

Gaius Julius Caesar Octavianus Essay Example

Gaius Julius Caesar Octavianus Essay Example Gaius Julius Caesar Octavianus Essay Gaius Julius Caesar Octavianus Essay Essay Topic: Julius Caesar Introduction Gaius Julius Caesar Octavianus[1], also known as Caesar Augustus, was a prominent leader in ancient history who contributed immensely towards many transformations during his period in office. Augustus was well liked in the eyes of his citizens, partly due to the positive reforms that he made. He also helped to conduct the search for the parties involved in the murder of his uncle, Julius Caesar, so that the people could have their justice.[2] However, he was also despised by many, including those involved in Caesar’s assassination, and anyone else who tried to stand against him, such as Mark Antony.[3] While most of his actions were questionable and controversial, the political, economic and social reforms that he made helped to move the Roman Empire towards a peace that would last for several hundred years. : Political Influence Augustus, born in 63 BC[4], did not live a life of nobility at a young age. However, it was thrust upon his after Julius Caesar won civil peace in 40 BC[5] and proceeded to take over power in Rome. Augustus was a simple, orphaned boy living in the republic at the time, but Caesar need and heir to entrench his position as ruler of Rome. Having had no direct heir, and having been a close friend of Augustus’ family, he decided to adopt the young boy who upon Caesar’s death in 44 BC[6] took up leadership of the Roman Empire at the tender age of 19. In Rome, Augustus was considered a conqueror and highly celebrated. By the age of 32, he had made history as the first Emperor in Rome who pledged to reinstate tranquility and safety.[7] Augustus was careful to appease the Roman citizens and even went as far as redistributing the wealth according to his stepfather’s will.[8] In the conflict between him and Mark Antony, Augustus made the popular choice to fight Mark and won the battle. This choice and others made by Augustus to further increased his popularity with the local people. His popularity was so intense that they declared him â€Å"Dictator for life†.[9] Despite several obstacles, the people adored Augustus as he was constantly in touch with people through public meetings.[10] From between 49 and 43 BC[11], the Roman ruler headed the implementation of the popular â€Å"Constitutional Reforms of Julius Caesar†[12]. At the start of his career, Augustus had witnessed the disorganized nature of the Roman Republic[13]. The government machinery had stopped working under the burden of imperialism. The central government had become incapable; the provinces had been changed into autonomous principalities that were fully controlled by their manipulative governors.[14] Augustus instituted a new constitution that had the main purpose of achieving three distinct goals. Firstly, Augustus desired to restrain all armed resistance that was controlling the provinces. Secondly, he wanted to restore order to the Roman Republic. Finally, Augustus desired to unite them into one interconnected unit.[15] The first objective was attained when Augustus managed to conquer Pompey and his allies[16]. To complete the last two objectives, he had to ascertain that his control over the government was unquestionable. To do this, Augustus increased his power by maximizing his own authority, and by lowering that of the republics’ institutions.[17] Augustus went as far to amend the constitution to assume the significant magistracies, and soften the other political institutions.[18] He also established several supplementary reforms. Augustus manipulated the process for nominating candidates for magisterial positions by appointing his own people to the senate, and simultaneously, disrupted any efforts to rectify the situation by the assemblies.[19] Initially, Augustus was a plebian, and after taking up power, he reconnected with his roots.[20] While his popularity in battle was high, Augustus had a tumultuous relationship with different political circles. Augustus took up veto power and resorted to handling people’s issues directly. He also made a concession between historical norms and a modern social, political and economic reality[21]. In other words, he effectively combined the old and the contemporary method of governance for Roman republic. His fashion of implementing reforms salvaged the Roman republic, but in the long term, dictated the collapse of representative organizations, for Augustus centered power on himself. He made himself the local tribune, the public censor, the consul and the chief priest.[22] Additionally, Augustus was responsible for introducing formal legislation that reinstated most of the earlier customs and norms that were used in early Rome. Among the customs that were reinstated included regulations that restricted the open display of wastefulness[23]. This not only assisted in securing his place by restraining the political reputation of probable demagogues, but also restored a semblance of advanced decorum into the Senatorial order.[24] Slave laws were also formulated with the intention of controlling the number of freed slaves.[25] This and the extravagance policy significantly helped to preserve a communal status quo. Augustus also instituted marriage laws that improved the social order.[26] The legislations were crucial elements of the foundation that created massive changes in Rome and enabled it become an advanced state in its era. His efforts were largely promoted by his personal drive, but his legacy guided the operation of the Roman state for many years l ater.[27] His conflict with Mark Antony also influenced Rome’s social environment. The relationship between Augustus and Antony was both cordial and conflict in nature. In the beginning, Antony and Augustus were close allies who teamed up to create a formidable team together with Lepidus.[28] However, their relationship grew sour in 33 BC when the disagreement resulted in a civil war between Antony and Augustus.[29] In the battle, Augustus defeated Antony, and this started the struggles for power between these two key individuals. The bond between these two people to assume power of the Roman Empire pitted the bulk of the Roman population against each other and almost brought the country to a standstill.[30] The conflict and battle that ensued between Augustus and Antony held serious consequences for Rome as the victory of either faction would result in deep-seated changes in the political and social environment[31]. In addition, the strong bond that Augustus and Lepidus enabled the two to have a meaningful alliance. However, this alliance also broke down, and Lepidus was forced into exile leaving Antony and Augustus to struggle for domestic supremacy.[32] After this, the relationship between the two was marred with backhanded clashes, secret deals with public officials and other silent wars between the two individuals.[33] Mark Antony and Cleopatra were also entangled in a relationship that was partly romantic and partly political at the same time. It is supposed that Cleopatra’s choice of Antony as an ally may have been prompted by her desire to regain control over Egypt.[34] This would have been impossible had she worked with Augustus. Regardless of her intention, Cleopatra’s inclusion in the conflict served to worsen the situation as both men increasingly fought each other. These clashes divided the Romans into two factions and served to destabilize the political status.[35] Social Influence Augustus was a highly influential and ambitious individual who sought to rectify the problems in the Roman society. He was decisive in his administrative decisions that served to influence Romans in several ways. This trait is revealed when he succeeded in restraining all armed resistance that has taken control of the provinces.[36] He also restored order in the Roman Republic that was in turmoil prior to his takeover. Augustus made several decisions that brought him into conflict and cooperation with the upper class in Rome[37]. However, he was extremely tactful in how he handled the upper class grievances concerning the distribution of wealth in Rome and emerged from these deliberations with a lot of self-respect. He did this by granting the upper class plebeians access to magistracies.[38] Previously, this class was barred from magistracies thus preventing them from receiving their deserved share of resources or wealth.[39] Augustus made numerous extensive and tiresome meetings with the senate and other aspects of the government concerning wealth distribution.[40] His tactful appeasement methods allowed Augustus to settle most of the demands of the upper class such as the popular Parthian controversy[41]. Augustus successfully handled the situation and brought peace into Rome. Augustus was remarkably successful in maintaining long-term peace and tranquility between and among societies and state in the larger Europe through a combination of tact and sheer might.[42] Using force, Augustus was able to control most of the domestic problems that triggered instability and war. The control over provinces within Rome was a substantial cause of conflicts during his reign and Augustus developed a method of dealing with this issue[43]. He increased governments’ efforts in controlling these provinces and wrestled them away from the hands of the army and soldier who were dictatorial and aggressive in their administration. Coupled with several laws, he managed to put an end to the constant wars that revolved around territories.[44] Augustus also managed to gain the support and approval of the middle and lower classes and used these two to change the face of Rome greatly[45]. From deciding the selection of the new emperors to sorting out overpopulation and agriculture needs, Augustus reformed the society for the better.[46] All aspects of the Roman republic experienced Augustus’ strong and wise leadership in some way. Compared to previous rulers such as Julius Caesar, Augustus was by far the most fair, wise, strategic and tactful leader in Rome. His impact and influence by far assisted in shaping Rome into a modern and complex society way before its time. Even so, Augustus had dictatorial tendencies that made him slightly unpopular with the masses. He started by dismissing any representative bodies such as the Assembly, the secretaries and other bodies that distributed power and accountability in the state.[47] In this way, Augustus systematically stripped the bodies of any authority and consequently awarded them to himself[48]. Slowly, he transformed Rome into a dictatorial state and himself as the leader of the state. This did not go well with the citizens, as Rome was initially one of the centers of democracy in Europe.[49] Augustus was also a detrimental influence as he disrespected the institution of marriage. Moreover, he portrayed a false image as the leader of the Roman Empire by constantly getting into problems that concerned promiscuity and divorce. Augustus had three wives, Clodia Pulchra who later divorced him because of social issues.[50] The next wife was Scribonia who was popular as she bore Julia Caesar the Elder.[51] Lastly, there was Livia Drusilla who was the mother to Tiberius.[52] From these many social conflicts and divorces, Augustus was a terrible influence to the Romans. Even though Augustus used coercive methods in some areas, he also used liberal and open policies to rule other areas[53]. It is this complexity and flexibility in running the state that allowed him to maintain peace for many years. In some parts of the Roman Empire, Augustus allowed the Jews to keep and practice their religion and culture.[54] Therefore, while he was still the emperor in the Roman Empire, he allowed societies to have their own acknowledged forms of leadership and administration. In this way, conflicts within the empire seldom escalated to critical points. Augustus also promoted the spread of Christianity that was influential in helping him endorse peace in Europe[55]. The vast road networks and other infrastructure were vital in distributing Christianity to far-flung areas. These missionaries were allowed to operate within Rome without any restrictions, as Augustus was truly liberal when it came to culture and religion.[56] However, apart from these two significant w ays, Augustus was also extremely tactful in making political and economic alliances with potential enemies and in the process eliminate the need for wars.[57] This was the case with Mark Antony and Cleopatra before they fell out.[58] Economic Influence Augustus was highly influential and contributed significantly to the development of Rome as a state. Using a highly realistic approach, Augustus managed to introduce economic reforms steadily and ensured that Rome was fully transformed into a different state altogether.[59] The involvement of Augustus towards the merging and stabilization of the Roman Empire through influencing the government and the armed forces was vast, but the legacy of the ruler was best demonstrated in his efforts to transforming public utilities and infrastructure.[60] While Augustus was an influential element in the success of the new government, his efforts were largely rooted in his personal efforts and without them, his legacy soon crashed[61]. His re-establishment of conventional policy and a broad range of public changes assisted to salvage Rome out of the ruins of many years of civil war, but strengthened Augustus’ position as the indisputable and uncontested leader of the Roman Empire for many years[62]. Additionally, under Augustus’ rule, Rome’s economy underwent a considerable improvement. In this case, the rates of interest fell, and most debts were relieved.[63] Ultimately, this led to the influx of money leading to the rapid expansion of business in the region. The influx of physical currency and the expansion of business created employment opportunities.[64] Additionally, the employment opportunities were facilitated by the updated and newly built infrastructure facilities.[65] The economic achievements of Augustus were facilitated by his inquisitive studies on Julius Caesar’s colonization plans for the entire region[66]. Through this means, he was able to support industry and business. He oversaw the undertaking of general censuses and made tax more equitable. Additionally, Augustus was well aware that the roads were the main avenues of the empire’s development. Hence, he worked to construct major roads that facilitated easy movement of chariots and people.[67] He made the streets more attractive and improved housing conditions. He also established fire protection strategies and unleashed a police force to maintain law and order in the empire.[68] Furthermore, Augustus’ influence on the Roman Empire was due to some of the reforms he put in place[69]. For instance, he used a larger chunk of Rome’s expanded land for direct and consistent taxation. In comparison, his predecessors, on the other hand, exacted intermittent and arbitrary on the empire’s conquered regions.[70] This reform had a significant improvement on Rome’s revenue derived from conquered territories. It also regularized and stabilized the financial relations between Rome and her provinces.[71] These reforms were in this case because they would have otherwise provoked further resentment from the acquired territories.[72] The rate of tax in Augustus’ reign was determined by the results of the census on the Roman population[73]. In this case, Italy and Rome were required to pay indirect taxes. The other provinces were required to pay taxes directly. Indirect tax was collected on the following basis: four percent was charged for slave sales, one percent for auctioned goods, and five percent on inherited estates.[74] Another reform that improved the economy was the abolishment of private tax farming. This was overtaken by tax collectors who were paid by the government.[75] Private contractors were favored by this reform and to some extent gained sufficient influence on political matters in Rome.[76] Lastly, the reign of Augustus saw most of the empire’s revenue come from successful bids and tax on farmers’ profits.[77] However, ineffective supervision together with the farmer’s revolt against the tax strategies created a system characterized by arbitrary extractions.[78] In pa rticular, this was unfair to taxpayers and harmed investments as well as the economy. Conclusion Augustus was a courageous leader who knew the proper way to influence the subjects. His period in office was marred by unwanted innovation even though he maintained enough norms to keep the public contented. Augustus was generous and granted much of his property to the army soldiers. These and other actions fully express his benevolent nature. Even though he was benevolent, Augustus also had several pessimistic and unfitting behavior and choices that influenced negatively with his subject. His atheist nature was always pointed out by the public as a negative element for the emperor especially in Catholic Rome. On various occasions, Augustus had been cited as worshipping pagan Roman idols.[79] At one point, Augustus elevated himself to a god and allowed the people of Rome to worship him as a god. Augustus was remarkably successful in maintaining long-term peace and tranquility between and among societies and state in the larger Europe through a combination of tact and sheer might. Eve n though most of his actions were unorthodox or controversial, his reign implemented political, economic, and social reforms that played a vital role in moving the Roman Empire towards peace that would last for several hundred years. Everitt, Anthony. 2006. The first emperor: Caesar Augustus and the triumph of Rome. London: John Murray. Ferrero, Guglielmo. 1909. Greatness and decline of Rome. Vol.5, Vol.5. Heinemann. Firth, John B. 1909. Augustus C?sar and the organization of the empire of Rome. New York [etc.]: G.P. Putnam’s Sons. Mierow, Charles Christopher. 1948. Caesar Augustus – Empire builder. Harlow, England: The Classical Bulletin 24. Nicolaus, and Jane Bellemore. 1984. Nicolaus of Damascus Life of Augustus. Bristol: Bristol Classical Press. Richardson, John. 2012. Augustan Rome 44 BC to AD 14: the restoration of the Republic and the establishment of the Empire. Edinburgh: Edinburgh University Press. Suetonius, and Donna W. Hurley. 2011. The Divine Augustus: Hackett Pub. Co. Wardle D. 2012. â€Å"Suetonius on Augustus as God and man†. Classical Quarterly. 62 (1): 307-326. [1] Caesar Augustus, Firth p.14