Apearance Are Deceptive free essay sample

In the world today, appearances play a big part in everyone’s lives. We can’t tell what everybody is thinking because their outward appearance can cover what really goes on in their heads. Shakespeare does that in the play Macbeth especially within the first Act of the play. Act One begins with the three witches as they talk about meeting Macbeth, and they end it by saying the words â€Å"Fair is foul, and foul is fair† (1. 1. 10). This basically means that things are not what they appear to be. This sets the theme of deceptive appearances for the next couple of scenes, and also lets the audience know that deceptive appearances will happen as well. Duncan is a man who can’t see past outward appearances. The first line where we see Duncan making a false judgment is when he says â€Å"No more that thane of Cawdor shall deceive out bosom interest† (1. We will write a custom essay sample on Apearance Are Deceptive or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 2. 63-64). This is ironic because Macbeth is the one who kills him later on in the play. He goes on to say â€Å"What he hath lost, noble Macbeth hath won† (1. . 67). This is also ironic because Macbeth is nothing close to noble. From the beginning of this play, Duncan judges books by their covers. In scene three, it is where Macbeth and Banquo meet the three witches. Banquo says â€Å"You should be women, and yet your beards forbid me to interpret that you are so† (1. 3. 45-47). This is an example of an outward appearance being deceptive. Banquo believes that these witches should be women but they have male qualities which prevents Banquo from realizing the truth. In scene four, Duncan says another ironic line: â€Å"there’s no art to find a mind’s construction in the face: He was a gentleman on whom I built an absolute trust† (1. 4. 12-14). Duncan is saying how he trusts him so much but is ironic because Macbeth deceives him later on in the play. Later on in this scene, Duncan makes Macbeth thane of Cawdor, and this leads Macbeth to believe that he is going to be the next king, but names Malcolm as the next king. Shakespeare then gives us an insight as to what Macbeth is really thinking. This lets the audience realize all the misjudgments Duncan has said about Macbeth in the previous scenes. In the fifth and sixth scenes we are introduced to Lady Macbeth. She is immediately shown as a very evil person, even though women are portrayed as good and caring people. She is linked to being evil because the others can’t see past her feminine looks. Duncan misjudges her in scene 6, he says â€Å"To his home before us. Fair and noble hostess† (1. 6. 27). This is ironic because it is her idea to kill Duncan. In scene five, when Lady Macbeth tells the plot to Macbeth about killing the king, she tells him â€Å"To beguile the time, look like the time; bear welcome in your eye, your hand, your tongue: Look like th’innocent flower, but be the serpent under’t† (1. 5. 64-67). This is a biblical metaphor – comparing good and evil, the good is the innocent flower and the evil is the serpent – which she tells Macbeth in order for them to continue with the plan that they have conjured up. In scene six, Banquo and Duncan arrive at a castle. They both comment on the house being healthy and relaxing. Duncan says â€Å"This castle hath a pleasant seat; the air nimbly and sweetly recommends itself unto our gentle senses,† (1. 6. 1-3) And Banquo says â€Å"Where they most breed haunt, I have observed the air is delicate† (1. 6. 8-9). This is ironic because this is the same house that the murder of the king will happen. In scene seven, is the scene where Macbeth does his first evil deed in the play. He comes back with second thoughts about killing the king. When Lady Macbeth hears this, she gets furious and says â€Å"What beast was’t then that made you break this enterprise to me? † (1. 7. 47-48). She basically is saying how that killing the king was his idea in the first place, another example of the deceiving of Lady Macbeth. At the end of this Act Macbeth leaves with this saying â€Å"False face must hide what the false heart doth know† This basically means they have to cover up all of their wrong doings by deceiving the world, the only way to get away with what they done. On page 63 of the Macbeth book, the three witches give Macbeth three apparitions. The first is an Armed Head, which means beware of the Thane of fife. The second is a Bloody Child, which means no man can hurt you which are born of women. This is another deceptive appearance because Macbeth believes he is immortal, that no man could hurt them, but in the end realizes that a man born of natural birth couldn’t hurt him. The third is a Child Crowned, with a tree in his hand, which means that he will not vanish until the Birnam woods start to move to his castle. This is another deceptive appearance because he believes that trees walking to his castle is impossible and thus makes him believe that he is completely safe. Overall, deceptive appearances are used in many stories to make them more interesting, as Shakespeare has done very well in this play. There were many examples in this play; I’ve only discovered only some of them.

Who Has Control Over Your Child Essays - Dispute Resolution

Who Has Control Over Your Child Essays - Dispute Resolution Who Has Control Over Your Child Who Has Control Over Your Child? If you turn on the television at around seven-o clock at night, you will see plenty of violent shows. This violence on television affects the behavior of children, causing their play to become more aggressive. American parents do not exercise enough control over their child's television viewing habits, often using the television as a sort of electronic baby-sitter. Violence is everywhere in the world of entertainment. Most of the movies in the theaters contain at least a little bit of violence. Even the popular Star Wars series contains violent content, such as murder, torture, and dismemberment. Television cartoons also contain violence, such as Wyle E. Coyote getting run over by a truck and getting up unhurt, that affects the way children behave. When I was a child, my siblings and I watched about five to six of hours of television per week, but from the beginning, our parents explained to us the difference between reality and fantasy. We knew the real world was not the same as what we saw on television and at the movies. In contrast, my cousins now watch about an average of ten hours of television per week and their parents have not quite explained this concept to them very well. They have not quite grasped the concept of reality versus fantasy. I have four young cousins. Their ages are twelve, ten, eight, and seven years old. During the day, the two younger ones watch several hours of television. When the two older ones come home from school, they immediately park themselves in front of the television for the next two hours. Their younger brothers always join them. My cousins usually watch cartons that have fighting scenes. Sometimes they try to mimic what they see. So, they start fighting. At first, it is playful, after a while, the fighting gets a little more serious. At this point, I usually hear one of my cousins crying because someone hit him too hard. This happens almost every day. Their parents do not seem to notice what effect these television shows have on their sons. My four young cousins think that violence is the answer to all problems. For example, if they do not get what they want from another sibling, they sometimes hit or threaten to hit that sibling. They think that if they resort to violence, they will always get their way. I know of several solutions that will help parents control what and how much their child watches. First of all, they have to talk with their child about what the difference between reality and fantasy is. Understanding a childs grasp of reality versus fantasy will help parents decide what shows he or she is mature enough to watch. Secondly, there are other activities that a child should participate in besides watching television. For example, parents should encourage them to take up new hobbies to occupy their afternoons after they finish their homework. Children should also be encouraged to do more reading instead of watching television at night. Reading helps to expand a childs vocabulary and will help them do better in school. Thirdly, parents should buy a television that has a v-chip installed into it. By around the year 2000, most television will have this as a part of its standard feature. The v-chip locks out certain channels or shows that contains violence. Only parents can u nlock this function by entering a special code. Some parents might argue that they would not have time to monitor their childs viewing habits because they work all day. Another argument might be that they do not have enough money to buy a television that has a v-chip installed in it. Another parent might argue about their child going over to their friends house to watch something that they are not allowed to watch at home. How can they keep their child from doing this? If I were a parent, I would be concerned about my childs future. If a child is aggressive as a child they will mostly be very aggressive as an adult. This is one reason why so many crimes are committed. Secondly, ever adult has

Personality Theory in Organizational Behavior Assignment

Personality Theory in Organizational Behavior - Assignment Example Some people will be very good at communicating with clients, people within the company, and competitors. These people should be assigned to tasks that involve outreach to customers or other businesses. Other people might be less extroverted. Putting them onto, say, account management and debt collection might not be wise. Similarly, accountants will need to make sure their workers are conscientious, undoubtedly the most important element of accounting. But if workers have difficulties with conscientiousness, this isn't the end of the world. Training can be one solution. Another solution can be putting more time into infrastructure: Making procedures simpler and less ambiguous, providing managerial support and monitoring, etc. Perhaps the same people who have difficulties with conscientiousness are those extroverted people who will be great handling communication. The key insight of personality theory is that everyone has different skills and that this is not a problem but a boon to organizations. Like everything in business, organizations simply have to adapt to this as a fact of the market and of life. Companies that do this well thrive, companies that don't die. Accountants will need to work with a wide variety of personality types that vary along the Big Five axes. 2. Luthans et al examined hundreds of managers in different industries and found that all of their skills and job descriptions boiled down to four roles: Management, communication, human resource management, and networking (Robbins). Management is traditional managerial roles such as distributing tasks, planning, and decision-making. Communication is paperwork and exchanging information. Human resource management is motivating, hiring, firing, etc. (It is the least important task according to Luthans et al; Robbins). And networking is interacting mostly with others, but also inside the company in terms of socializing and engaging in office.

Review the arguments and evidence for and against the efficient market Essay

Review the arguments and evidence for and against the efficient market hypothesis and discuss whether the recent financial crisis has caused the hypothesis irreparable damage - Essay Example The global financial crisis has made a huge impact on modern financial theory which was based on the hypothesis that the financial markets were more or less efficient. Many economists and writers were respected the efficient market hypothesis. Economists Robert Shiller touted EMH as the most important theory in the history of economics. This report will look at the implication of efficient market hypothesis in the functioning of the financial markets. It will focus the disadvantage of EMH and why some analyst wants to reject this hypothesis permanently. Efficient Market Hypothesis (EMH) is an investment theory in finance that states it is impossible to beat the market because the efficiency in the stock market leads to the reflection of all relevant information in the prices of shares. According to this theory, the trading of stocks always takes place at their fair values on every stock exchange. Hence it is impossible for investors to purchase stocks that are undervalued and also to sell stocks at a higher price than its fair market price. In this regard, it is not possible to outperform the return of the overall market through expert opinion on stock selection and also by timing the market. The theory also mentions that investors are left with only one way to obtain higher returns and it is through purchasing investments that are riskier in nature. The financial crisis of the year 2008-09 has left the economies of Europe and US vastly devastated. The rate of unemployment has reached very high and the economies in the US, Europe a nd also other countries are performing well below their economic capacity. The crisis has shaken the theory of efficient market hypothesis which assumes the existence of efficiency in every financial market. According to EMH, public information is reflected in the asset prices without any delay. It also suggests that the availability of any information which may affect the future price of any stock is already reflected in the

Mass Media Creates Rather Than Reflects Social Reality Media Essay

Mass Media Creates Rather Than Reflects Social Reality Media Essay The modern society is surrounded by different types of media that present multifarious information. This is done in a gratuitous manner whether with or without the consent of the audience. It has been argued by some that the medias role has extended from the conventional reflection of societal values to the creation of new values. This is a complex and controversial matter though. However, this articles final stand is that the media is an amplifier of underlying societal values. Some of the content is distorted, even though one cannot down play the inherent significance of the medias belonging to the society (Lull, 2000, p. 37). The media has rapidly developed with the advent in information technology. It has become easier to access information in contemporary times than it was some few decades ago. This has been through smart gadgets and technologies such as phones, and the internet, and social networking sites such as Facebook, My Space, and Tweeter among others. Virtually everything is going e, from e-mails to e-newspapers. This has made it so easy to communicate; you could easily speak your mind and even show the world what youve got through YouTube (Kuerschner, 2006, p.11). When one is sitting in their living room to watch music videos from MTV, different interpretations arise, but one thing is common-MTV clearly displays the way music has developed. MTV has generally been a symbol of those who are young and jaunty. The music, the lifestyle of rap stars, rock stars, pop stars have liberally set new criterions, which are earnestly followed by the young. MTV has increased its presence in oriental countries; this has been observed as an invasion from the West and a destruction of conventional values. There has been a creation of new styles of walking, talking, clothing, and consequently thinking for the young oriental minds. For example, MTVs era in Japan is quickly associated with the birth of the rebellious Japanese adolescents. However, it is sincerely wrong to believe that the MTV itself creates reality from nowhere or to conclude that the MTV is responsible for all changes in the contemporary technologically advanced Japan. The MTV has actually been s uccessful in the western world, and then in the rest of the world simply because it has continued to support and magnify the values that are inherently held and nurtured by these societies. The contemporary society is more liberal, more spontaneous, and more rebellious; this may be as a result of industrialization, and the media serves as an amplifier of such values. If the modern media would instead assume a more conservative figure, the expected result would be its extinction. (Connell, 1995, p. 9) Information has a significant effect on people lives. For example watching the world cup can make one to experience a gamut of emotions, a sense of delight, nervousness and even resentment at the same time. Watching movies can take someones mind away from reality; this may bring inspiration to do act in a certain way. Therefore, information has created a myriad of avenues to the society but at the same time the society has become heavily dependent on these avenues (Newbold et al., 2002, p. 31). The film making industry is another noteworthy example. Several changes have occurred in this industry and the modern filming industry has witnessed radical changes in the physical appearance of actors and actresses. Main actresses have become symbols of beauty. Modern movies depict beauty as tall and slim. More evidence can be seen from the modern posters and magazine covers display of images of women. The social appetite and taste for the woman body have really changed over time. The figure of a man is displayed as tall and well built (Parenti 1990, p. 6). The media has significantly propagated a certain type of beauty. Think about it this way, what if the media starts to promote short and fat model of beauty, would it be successful? This question may receive more No than yes, this means a doubt in the ability of the media to create the beauty that is not inherently held by the society. Another example is watching a movie of the hero robbing a bank with striking ingenuity; this ins tills negative messages into the masses (McGillion, C., 2003, p. 33). Generally stealing is wrong, but the hero of the movie walks out free, and goes to have fun without any conscience. Such movies create negative values that are against the principles of honesty (Barr, 2000, para.2). However, the media plays a significant role in presenting facts and realities say from newspapers on development, finance, justice, poverty, e.t.c, which are real reflections of what is happening in the society (Newbold, 2002, pp. 219). The values and mentality of the society is displayed as a whole rather than as an individual. Renowned scholar James Curran argued that The conviction à ¢Ã¢â€š ¬Ã‚ ¦ that the media are important agencies of influence is broadly correct. However, the ways in which the media exert influence are complex and contingent (p. 158). For example the way the media has reported on terrorism has really instilled fear in the minds of people (Cozens, 2006). The loathing of terrorism has on the other hand turned others into pacifist. The media is arguably the most important form of expressing views and it is itself a medley of individuals and societys views (Fiske 1989, p. 127). With all these said, some view the media as being liberal but a closer analysis reveals otherwise, the owners of media outlets are not liberal themselves. Media outlets are businesses that are kept afloat by advertising revenues. It is true that some media outlets do a good job of being impartial. But when a TV station backs a political candidate who is sponsored by business heavy weights it must pay the price (Kalathi, S, 2004, p.40). Money of course directly buys influence as a result it affects how media covers a certain event (Price, 2002, p. 13). It is a medium for the ruling class to perpetuate their power, wealth and status (Barr, 2000, p. 17). Therefore, the media in this sense does not reflect reality (Curran, 2002, p. 45). Conclusion The thesis of this paper is that the media does play a role in creating reality from underlying societal values. Thus, the media cannot create values of its own. The article puts the relative advantage and disadvantage of the power of the media in creating reality, with an emphasis on the way the society has inherently allowed this to happen.

total war Essay -- essays research papers

â€Å"[B]oth sides had seen, in a sad scrawl of broken earth and murdered men, the answer to the question†¦.Neither race had won, nor could win, the War. The War had won, and would go on winning.†1 These are the words of Edmund Blunden, a British soldier who survived the Battle of the Somme, who came to the realization that nobody could claim victory in the twentieth-century mass warfare, because both winners and losers paid a high price. The new type of warfare launched in the twentieth-century had a great impact on the modern world that went beyond the immediate cost of casualties.2 The psychological, social, economic and technological effect these wars had on those who survived earned this type of conflict a new name: total war, which encompassed all aspects of life. Before 1914, Western society believed in progress, peace, prosperity, reason, and the rights of the individual. During that time, people believed in the Enlightenment, and industrial developments and scie ntific breakthroughs were a daily reality apparent in the rising standard of living. But World War I crushed all hopes and dreams. It plunged society in an age of anxiety and uncertainty in almost every area of human life. The social impact of total war was also profound. The role of women changed dramatically as the war greatly expanded their activities and changed attitudes towards them. This change was brought about by the total national readjustment and the mobilization of the home front. In order to wage unrestrained warfare, belligerents had to intervene in the economies, diverting production from peacetime goods to the manufacture of munitions and military equipment. Technological advances also took place, which increased the number of â€Å"mechanical contrivances†3 such as heavy artilleries, tanks, submarines, and airplanes, which made war an â€Å"untrammeled, absolute manifestation of violence†4 as Carl von Causewitz so eloquently put it.   Ã‚  Ã‚  Ã‚  Ã‚  Total war marked the beginning of a revolution in thought and ideas, where turmoil, uncertainty, and pessimism replaced the cherished values and beliefs of peace, prosperity, and progress. Men and women in the West felt â€Å"increasingly adrift in a strange, uncertain and uncontrollable world.†5 In his essay â€Å"The Crisis of the Spirit† written in 1919, Paul Valà ©ry, one of France’s most outstanding poets, wrote that Europe â€Å"doubted itsel... ... wars because of the types of weapons used. Hand grenades, machine guns, poisonous mustard gas, tanks, submarines, and airplanes were introduced for the first time. During the Second World War strategic bombing was used, as well as the form of combat called blitzkrieg. The new type of warfare launched in the twentieth century called total war had a great impact on the modern world. It plunged society into an age of uncertainty and pessimism. It also had a devastating psychological effect on the soldiers that survived the war and returned home. In addition, unlimited conflict created a social impact that was seen in the increased participation of women in the economy, and their newly gained right to vote. The â€Å"all-out† war involved as well the massive mobilization of the home front and the establishment of the first totalitarian society. The introduction of machine guns, poisonous gases, tanks, submarines, and airplanes made total war extremely deadly. Hopefully, the lessons learned from the past major wars will be applied by today’s society, and efforts will be made to avoid at all costs another total war. World War I and World War II should remain to be the Wars to End All Wars.

Supplier Relationship Management

Many customer-supplier relationships were weakened or damaged during the economic downturn. To rescue them, both sides need to acknowledge past mistakes, identify the causes of those problems, take corrective action, and monitor the results. As of this writing, all signs are pointing toward recovery, and economic indicators (take your pick) are suggesting a better ending to 2010 than we experienced in 2009. Optimistic whispers in the first few months of this year became clearly audible announcements when Quarter 1 earnings were released.Demand is on the rise, lashed capacity is beginning to fill up, and at many companies, earnings will exceed expectations. Despite the fact that business is improving in most industries, companies will continue to struggle for some time to overcome the effects of the recession on their supply chains. This is especially true for those that made drastic decisions and acted in ways that altered their supply chain capacity and supplier services. Customer-s upplier relationships have been caught up in this turmoil and have often suffered as a result.The economic upheaval of the past 18 months has left many relationships weakened, damaged, or even severed. With demand increasing, now is the time for buyers and suppliers to assess the current state of their relationships and then address or resolve any concerns. This can be accomplished through a four-step process that includes acknowledging what has happened, identifying the causes of any problems, agreeing on and implementing corrective actions, and following up and maintaining the improved relationship. These steps should be carried out within your company's supplier relationship management (SRAM) program.SRAM is a formalized process through which companies build strong, collaborative relationships with their vital suppliers to make improvements and achieve their mutual supply chain goals. If you do not already have a formal SRAM program, then following these steps can serve as the fo undation for this type of initiative. Customers and suppliers that adopt this process and commit to continuing it in the future will not only reaffirm and strengthen their partnerships but will also ensure that they create an effective, flexible supply chain.Step 1: Acknowledge past mistakes Start out by evaluating your current relationship with your most critical suppliers. This assumes that you have already segmented your supply base and identified your most important suppliers. You can follow this process for all suppliers, of course, but to maximize the value of your efforts, it's a good idea to address the most essential suppliers first. Once the top suppliers have been singled out, you can assess the current state of your relationship with each of them individually.The most important part of this first step is to identify and acknowledge the mistakes that were made on both sides. Ask the following questions and examine your answers carefully: Is this relationship in turmoil? I f so, what were the actions that created this tension, and position are you or your suppliers in now as a result? How does the supplier feel toward you, and how do you feel toward the supplier? Do you deem the relationship to be weakened, damaged, or severed? Is the relationship meaningful for your company, and will improving that relationship bring value to both parties?By answering these questions, you will define the roadman toward reconciliation and improved effectiveness?or to accepting a separation, if that proves necessary. Once you have determined that the relationship is worth repairing or saving, it is time to pursue open and honest communication with that supplier. Integrity and trust are he basis for any relationship, and addressing difficult topics in a frank and objective manner will be appreciated by everyone involved. Coming to the table in an open manner is Just the beginning, however.The magnitude of the strife in the relationship will dictate the level of effort r equired to address it. Weakened relationships, while still requiring direct and concerted effort, can be more easily repaired than those with damaged elements or those that have been severed. A special note on severed relationships: If you are not sincere about reconciliation, then do not waste your time or your supplier's time. The amount of time and audience required to rebuild a previously severed relationship can be substantial, and if either party lacks commitment, true reconciliation becomes doubtful.Step 2: Find the real source of the problem The most delicate part of this process involves identifying the root cause of the problems. Bringing in a neutral third party to help both sides review the current relationship and past experiences is one way to maintain objectivity during these discussions. In this type of conversation, emotions and personal involvement tend to rise to the surface, and the â€Å"effect† part of â€Å"cause and effect† often becomes the foc al mint. This is a situation you should strive to avoid.If participants fail to consider the root of a problem, only the symptom will be treated, and another one that may be even more harmful to the relationship will inevitably appear. In reviewing the events of the last 18 months, many customers and suppliers may point to the economy and decreased demand as the cause of relationship strife and discontent. There's no denying that the economy was an underlying factor. As orders plummeted, original equipment manufacturers (Moms) reduced capacities to attempt to match output and expenses to very weak demand.Many suppliers were unaware of the dramatic steps taken by Moms and were left with buildup in their inventories of up to 50 percent? with no buyers for that stock in sight. These high inventory levels caused a variety of problems for suppliers and, in the worst cases, resulted in bankruptcy. While the economy and declining demand clearly play a role here, poor customer-supplier rela tionships and the lack of strong communication channels appear to be a major cause of the devastating inventory buildup.This might have been avoided by improving forecasting tools or enhancing operational capabilities to more quickly spend to downward shifts in demand. Both are sound actions to pursue at any time, but neither will resolve the lack of customer- supplier communication that will continue to cause problems in the future. An important question to ask here is: â€Å"Were there warning signs before the problem occurred? † As both customer and supplier consider this question, they should reflect upon quantitative (on-time measurements that may have signaled trouble ahead.Discussing these measurements or signals as well as the customer's and supplier's responses to those developments will help to establish where specific problems originated. Step 3: Identify and implement corrective actions Now that the root causes of relationship strife and their leading indicators h ave been identified, the next step is to define and implement corrective actions. These actions can include procedural changes, changes in safety stocks, increased communication requirements, or even changes in personnel.Observe the impact of these corrective actions on the original symptoms (the â€Å"effect†) and ensure that the resulting improvements can be objectively measured and quantified. For example, a procedural change could reduce the amount of time required to process a orientation, therefore the number of transactions per hour will increase. Moreover, increasing safety stock and boosting communication requirements (such as sending status updates more frequently) may yield higher service levels, which can also be measured.It's wise to avoid subjective measurements, which may invite interpretations that lead to more disagreements and conflicts. Be sure to incorporate these measurements into an existing customer-supplier scorecard process, or if none exists, take th e opportunity to create one that can be reviewed periodically. The solutions you develop can and should vary based on the type of relationship you eave with your supplier: A strictly transaction-based relationship that focuses on only one or two activities is likely to be rekindled by focusing attention solely on improving those specific activities. ?Tactical relationships may benefit from solutions that span both upstream and downstream from the basic operational transactions. These relationships may have multiple touch points, and resolving each relationship conflict at each touch point may be an extensive, time-consuming process. Strategic partnerships call for the most complex activities and coordination to revive a distressed relationship. Moreover, strategic partnerships frequently span multiple organizations at all levels. So, although most efforts may start at the top of the organizational chart, it is important to address all levels when rebuilding trust and good will.Carry ing out the solutions you agree on most likely will involve increased sharing of operational and business information, such as supply inventory levels, point-of-sales data, and market trends that are beneficial for both customer and supplier. Frequently, an investment in information technology software can facilitate and enhance this kind of extensive data sharing. Step 4: Monitor and maintain the allegations After implementing corrective actions, you'll need to conduct management reviews in which progress is discussed, milestones are recognized, and changes to planned milestones are decided upon when necessary.It almost goes without saying that these reviews should be carried out in a timely fashion. The definition of â€Å"timeliness,† however, depends upon what activities are being measured and on their inherent cycle times. The review should occur within a time frame that allows sufficient data points identifying change to be generated. A premature review will show lack o f progress and can lower confidence levels. At the same time, a late review or prolonged periods between reviews can Jeopardize momentum or even introduce been introduced since the previous review.Matching management reviews to meaningful data generation will help avoid these pitfalls and keep the momentum toward positive relationship change. The successful repair of a customer-supplier relationship will heavily depend on the involvement of the leadership teams and the commitment of both sides to the process. If continuing the relationship will bring value to both parties, then their commitment to achieving success (and to maintaining the relationship) should be explicit.In other words, leadership's involvement in supplier relationship management demonstrates the importance of this activity to the organization. Nevertheless, sustaining the relationship can be difficult even when there is great support from the leadership of both customer and supplier. It makes sense, therefore, to c onsider turning the relationship management activities that have been developed to address specific problems into a formalized program supporting continued improvement. Leverage the scheduled reviews, progress metrics, and milestones to shape the content of a formal customer- supplier management process.Expand team and individual involvement to other levels of the organization as appropriate. Remember that a customer-supplier relationship is a two-way street? throughout the â€Å"monitor and maintain† phase, both sides should be openhanded and go out of their way to learn from each other. For example, the customer can teach the supplier that it needs to provide more than Just the right product at the right price, and the supplier can teach the customer that it requires more information than a basic forecast if it is to support the customer's supply chain success.Relationships: The foundation of success Now is the time to assess your customer-supplier relationships, as your co mpany recovers from the Great Recession and prepares for an upturn in business. If those relationships are weakened, damaged, or severed, consider taking the following steps: Objectively acknowledge the past and open a clear communication channel with the sincere intent of building a mutually beneficial relationship. Discuss and discover the sources (the â€Å"cause†) of the problems and develop corrective actions.Be careful not to fall into the trap of addressing symptoms (the â€Å"effects†). Follow through tit corrective actions and continue to monitor and maintain the relationship. To improve the likelihood of success, ensure that there is leadership support from both customer and supplier. Remember, solid, healthy customer-supplier relationships form the foundation of an enterprise's success. Companies that continue to suffer because of weakened, damaged, or severed relationships will surely lose to their competition. Justine Brown is principal at the consulting f irm Tompkins Associates.An organization spends substantial portion of every dollar on the purchase of raw materials, components, and services. In fact, 60% of cost goods sold are consisted of purchased goods. Therefore, supplier quality can substantially affect the overall cost of a product or service. One of the keys to obtaining high-quality products and services is for the customer to work with suppliers in a partnering atmosphere to achieve the same quality level as attained within the organization. Customers and suppliers have the same goal?to satisfy end user.The better the supplier quality, the better the supplier's long-term position, because the customer will have better work together as partners to maximize their return on investment. There have been number of forces that have changed supplier relations. Prior to the sass, procurement decisions were typically based on price, thereby awarding contracts to lowest bidder. As a result, quality and timely delivery were sacrific ed. One force, Deeming fourth point, addressed this problem. He stated that customers must stop awarding business based on the low bidder because price has no basis without quality.In addition, he advocated single suppliers for each items to help develop a long-term relationship of loyalty and trust. These actions will lead to improved products and services. Another force changing supplier relations was the introduction of the Just-in-time TIT) concept. It calls for raw materials and components to reach the production operations in small quantities when they are needed and not before. The benefits of SIT is that inventory-related costs are kept to minimum. Procurement lots are small and delivery is frequent.As a result, the supplier have many more process setups, thus becoming a SIT organization itself. The supplier must drastically reduce setup time or its cost will increase. Before there is little or no inventory, the quality incoming material must be very good or the reduction li ne will be shut down. To be successful, SIT requires exceptional quality and reduced setup time. The practice of continuous process improvement has also caused many suppliers develop partnership with their customers. A final force is ISO 9000, which is mandated by the major automotive assembly firms.Specifically, first tier and tiers subsequent to the Moms must maintain supply chain development through three key factors: zero defects, 100% on-time delivery, and a process for continuous improvement. These forces have changed adversarial customer-supplier relationship into mutually beneficial partnerships. Joint efforts improve quality, reduce costs, and increase market share for both parties. Dry. Koru Chickasaws has suggested 10 principles to ensure quality products and services and eliminate unsatisfactory conditions between the customer and the supplier: 1 .Both customers and the suppliers are fully responsible for the control of quality. 2. Both the customer and supplier should b e independent of each other and respect each other's independence. 3. The customer is responsible for providing the supplier with clear sufficient requirements so that supplier can know precisely what to produce. 4. Both the customer and the supplier should enter into a non adversarial contract with respect to quality, quantity, price, delivery method, and terms payments. 5.The supplier is responsible for providing the quality that will satisfy the customer and submitting necessary data upon customer's request. 6. Both the customer and the supplier should decide the method to evaluate the quality of the product or service to the satisfaction of both parties. 7. Both the customer and the supplier should establish in the contract the method by which they can reach an amicable settlement of any disputes that may arise. 8. Both the customer and the applier should continually exchange information, sometimes using multifunctional teams, in order to improve the product or service quality. . Both the customer and the supplier should perform business activities such as procurement, production, and inventory planning, clerical work, and systems so that an amicable and satisfactory relationship is maintained. 10. When dealing with business the end user in mind. Although most of the principles are common sense, a close scrutiny shows that a true partnering relationship exists with long-term relationship, where each party preserves their identity and independence. Supplier Relationship Management Many customer-supplier relationships were weakened or damaged during the economic downturn. To rescue them, both sides need to acknowledge past mistakes, identify the causes of those problems, take corrective action, and monitor the results. As of this writing, all signs are pointing toward recovery, and economic indicators (take your pick) are suggesting a better ending to 2010 than we experienced in 2009. Optimistic whispers in the first few months of this year became clearly audible announcements when Quarter 1 earnings were released.Demand is on the rise, lashed capacity is beginning to fill up, and at many companies, earnings will exceed expectations. Despite the fact that business is improving in most industries, companies will continue to struggle for some time to overcome the effects of the recession on their supply chains. This is especially true for those that made drastic decisions and acted in ways that altered their supply chain capacity and supplier services. Customer-s upplier relationships have been caught up in this turmoil and have often suffered as a result.The economic upheaval of the past 18 months has left many relationships weakened, damaged, or even severed. With demand increasing, now is the time for buyers and suppliers to assess the current state of their relationships and then address or resolve any concerns. This can be accomplished through a four-step process that includes acknowledging what has happened, identifying the causes of any problems, agreeing on and implementing corrective actions, and following up and maintaining the improved relationship. These steps should be carried out within your company's supplier relationship management (SRAM) program.SRAM is a formalized process through which companies build strong, collaborative relationships with their vital suppliers to make improvements and achieve their mutual supply chain goals. If you do not already have a formal SRAM program, then following these steps can serve as the fo undation for this type of initiative. Customers and suppliers that adopt this process and commit to continuing it in the future will not only reaffirm and strengthen their partnerships but will also ensure that they create an effective, flexible supply chain.Step 1: Acknowledge past mistakes Start out by evaluating your current relationship with your most critical suppliers. This assumes that you have already segmented your supply base and identified your most important suppliers. You can follow this process for all suppliers, of course, but to maximize the value of your efforts, it's a good idea to address the most essential suppliers first. Once the top suppliers have been singled out, you can assess the current state of your relationship with each of them individually.The most important part of this first step is to identify and acknowledge the mistakes that were made on both sides. Ask the following questions and examine your answers carefully: Is this relationship in turmoil? I f so, what were the actions that created this tension, and position are you or your suppliers in now as a result? How does the supplier feel toward you, and how do you feel toward the supplier? Do you deem the relationship to be weakened, damaged, or severed? Is the relationship meaningful for your company, and will improving that relationship bring value to both parties?By answering these questions, you will define the roadman toward reconciliation and improved effectiveness?or to accepting a separation, if that proves necessary. Once you have determined that the relationship is worth repairing or saving, it is time to pursue open and honest communication with that supplier. Integrity and trust are he basis for any relationship, and addressing difficult topics in a frank and objective manner will be appreciated by everyone involved. Coming to the table in an open manner is Just the beginning, however.The magnitude of the strife in the relationship will dictate the level of effort r equired to address it. Weakened relationships, while still requiring direct and concerted effort, can be more easily repaired than those with damaged elements or those that have been severed. A special note on severed relationships: If you are not sincere about reconciliation, then do not waste your time or your supplier's time. The amount of time and audience required to rebuild a previously severed relationship can be substantial, and if either party lacks commitment, true reconciliation becomes doubtful.Step 2: Find the real source of the problem The most delicate part of this process involves identifying the root cause of the problems. Bringing in a neutral third party to help both sides review the current relationship and past experiences is one way to maintain objectivity during these discussions. In this type of conversation, emotions and personal involvement tend to rise to the surface, and the â€Å"effect† part of â€Å"cause and effect† often becomes the foc al mint. This is a situation you should strive to avoid.If participants fail to consider the root of a problem, only the symptom will be treated, and another one that may be even more harmful to the relationship will inevitably appear. In reviewing the events of the last 18 months, many customers and suppliers may point to the economy and decreased demand as the cause of relationship strife and discontent. There's no denying that the economy was an underlying factor. As orders plummeted, original equipment manufacturers (Moms) reduced capacities to attempt to match output and expenses to very weak demand.Many suppliers were unaware of the dramatic steps taken by Moms and were left with buildup in their inventories of up to 50 percent? with no buyers for that stock in sight. These high inventory levels caused a variety of problems for suppliers and, in the worst cases, resulted in bankruptcy. While the economy and declining demand clearly play a role here, poor customer-supplier rela tionships and the lack of strong communication channels appear to be a major cause of the devastating inventory buildup.This might have been avoided by improving forecasting tools or enhancing operational capabilities to more quickly spend to downward shifts in demand. Both are sound actions to pursue at any time, but neither will resolve the lack of customer- supplier communication that will continue to cause problems in the future. An important question to ask here is: â€Å"Were there warning signs before the problem occurred? † As both customer and supplier consider this question, they should reflect upon quantitative (on-time measurements that may have signaled trouble ahead.Discussing these measurements or signals as well as the customer's and supplier's responses to those developments will help to establish where specific problems originated. Step 3: Identify and implement corrective actions Now that the root causes of relationship strife and their leading indicators h ave been identified, the next step is to define and implement corrective actions. These actions can include procedural changes, changes in safety stocks, increased communication requirements, or even changes in personnel.Observe the impact of these corrective actions on the original symptoms (the â€Å"effect†) and ensure that the resulting improvements can be objectively measured and quantified. For example, a procedural change could reduce the amount of time required to process a orientation, therefore the number of transactions per hour will increase. Moreover, increasing safety stock and boosting communication requirements (such as sending status updates more frequently) may yield higher service levels, which can also be measured.It's wise to avoid subjective measurements, which may invite interpretations that lead to more disagreements and conflicts. Be sure to incorporate these measurements into an existing customer-supplier scorecard process, or if none exists, take th e opportunity to create one that can be reviewed periodically. The solutions you develop can and should vary based on the type of relationship you eave with your supplier: A strictly transaction-based relationship that focuses on only one or two activities is likely to be rekindled by focusing attention solely on improving those specific activities. ?Tactical relationships may benefit from solutions that span both upstream and downstream from the basic operational transactions. These relationships may have multiple touch points, and resolving each relationship conflict at each touch point may be an extensive, time-consuming process. Strategic partnerships call for the most complex activities and coordination to revive a distressed relationship. Moreover, strategic partnerships frequently span multiple organizations at all levels. So, although most efforts may start at the top of the organizational chart, it is important to address all levels when rebuilding trust and good will.Carry ing out the solutions you agree on most likely will involve increased sharing of operational and business information, such as supply inventory levels, point-of-sales data, and market trends that are beneficial for both customer and supplier. Frequently, an investment in information technology software can facilitate and enhance this kind of extensive data sharing. Step 4: Monitor and maintain the allegations After implementing corrective actions, you'll need to conduct management reviews in which progress is discussed, milestones are recognized, and changes to planned milestones are decided upon when necessary.It almost goes without saying that these reviews should be carried out in a timely fashion. The definition of â€Å"timeliness,† however, depends upon what activities are being measured and on their inherent cycle times. The review should occur within a time frame that allows sufficient data points identifying change to be generated. A premature review will show lack o f progress and can lower confidence levels. At the same time, a late review or prolonged periods between reviews can Jeopardize momentum or even introduce been introduced since the previous review.Matching management reviews to meaningful data generation will help avoid these pitfalls and keep the momentum toward positive relationship change. The successful repair of a customer-supplier relationship will heavily depend on the involvement of the leadership teams and the commitment of both sides to the process. If continuing the relationship will bring value to both parties, then their commitment to achieving success (and to maintaining the relationship) should be explicit.In other words, leadership's involvement in supplier relationship management demonstrates the importance of this activity to the organization. Nevertheless, sustaining the relationship can be difficult even when there is great support from the leadership of both customer and supplier. It makes sense, therefore, to c onsider turning the relationship management activities that have been developed to address specific problems into a formalized program supporting continued improvement. Leverage the scheduled reviews, progress metrics, and milestones to shape the content of a formal customer- supplier management process.Expand team and individual involvement to other levels of the organization as appropriate. Remember that a customer-supplier relationship is a two-way street? throughout the â€Å"monitor and maintain† phase, both sides should be openhanded and go out of their way to learn from each other. For example, the customer can teach the supplier that it needs to provide more than Just the right product at the right price, and the supplier can teach the customer that it requires more information than a basic forecast if it is to support the customer's supply chain success.Relationships: The foundation of success Now is the time to assess your customer-supplier relationships, as your co mpany recovers from the Great Recession and prepares for an upturn in business. If those relationships are weakened, damaged, or severed, consider taking the following steps: Objectively acknowledge the past and open a clear communication channel with the sincere intent of building a mutually beneficial relationship. Discuss and discover the sources (the â€Å"cause†) of the problems and develop corrective actions.Be careful not to fall into the trap of addressing symptoms (the â€Å"effects†). Follow through tit corrective actions and continue to monitor and maintain the relationship. To improve the likelihood of success, ensure that there is leadership support from both customer and supplier. Remember, solid, healthy customer-supplier relationships form the foundation of an enterprise's success. Companies that continue to suffer because of weakened, damaged, or severed relationships will surely lose to their competition. Justine Brown is principal at the consulting f irm Tompkins Associates.An organization spends substantial portion of every dollar on the purchase of raw materials, components, and services. In fact, 60% of cost goods sold are consisted of purchased goods. Therefore, supplier quality can substantially affect the overall cost of a product or service. One of the keys to obtaining high-quality products and services is for the customer to work with suppliers in a partnering atmosphere to achieve the same quality level as attained within the organization. Customers and suppliers have the same goal?to satisfy end user.The better the supplier quality, the better the supplier's long-term position, because the customer will have better work together as partners to maximize their return on investment. There have been number of forces that have changed supplier relations. Prior to the sass, procurement decisions were typically based on price, thereby awarding contracts to lowest bidder. As a result, quality and timely delivery were sacrific ed. One force, Deeming fourth point, addressed this problem. He stated that customers must stop awarding business based on the low bidder because price has no basis without quality.In addition, he advocated single suppliers for each items to help develop a long-term relationship of loyalty and trust. These actions will lead to improved products and services. Another force changing supplier relations was the introduction of the Just-in-time TIT) concept. It calls for raw materials and components to reach the production operations in small quantities when they are needed and not before. The benefits of SIT is that inventory-related costs are kept to minimum. Procurement lots are small and delivery is frequent.As a result, the supplier have many more process setups, thus becoming a SIT organization itself. The supplier must drastically reduce setup time or its cost will increase. Before there is little or no inventory, the quality incoming material must be very good or the reduction li ne will be shut down. To be successful, SIT requires exceptional quality and reduced setup time. The practice of continuous process improvement has also caused many suppliers develop partnership with their customers. A final force is ISO 9000, which is mandated by the major automotive assembly firms.Specifically, first tier and tiers subsequent to the Moms must maintain supply chain development through three key factors: zero defects, 100% on-time delivery, and a process for continuous improvement. These forces have changed adversarial customer-supplier relationship into mutually beneficial partnerships. Joint efforts improve quality, reduce costs, and increase market share for both parties. Dry. Koru Chickasaws has suggested 10 principles to ensure quality products and services and eliminate unsatisfactory conditions between the customer and the supplier: 1 .Both customers and the suppliers are fully responsible for the control of quality. 2. Both the customer and supplier should b e independent of each other and respect each other's independence. 3. The customer is responsible for providing the supplier with clear sufficient requirements so that supplier can know precisely what to produce. 4. Both the customer and the supplier should enter into a non adversarial contract with respect to quality, quantity, price, delivery method, and terms payments. 5.The supplier is responsible for providing the quality that will satisfy the customer and submitting necessary data upon customer's request. 6. Both the customer and the supplier should decide the method to evaluate the quality of the product or service to the satisfaction of both parties. 7. Both the customer and the supplier should establish in the contract the method by which they can reach an amicable settlement of any disputes that may arise. 8. Both the customer and the applier should continually exchange information, sometimes using multifunctional teams, in order to improve the product or service quality. . Both the customer and the supplier should perform business activities such as procurement, production, and inventory planning, clerical work, and systems so that an amicable and satisfactory relationship is maintained. 10. When dealing with business the end user in mind. Although most of the principles are common sense, a close scrutiny shows that a true partnering relationship exists with long-term relationship, where each party preserves their identity and independence.