Play in Early Years Example For Free - Free Essay Example

Sample details Pages: 7 Words: 2240 Downloads: 5 Date added: 2017/06/26 Category Education Essay Type Analytical essay Tags: Children Essay Did you like this example? In the 18th-19th centuries, industrialisation caused some serious changes in the lives of people (Knight, 2009). In the UK, for instance, industrialisation significantly decreased the schools provision of outdoor activities. However, such educators as Friedrich Froebel, Margaret McMillan and Maria Montessori contributed much to the revival of interest in outdoor play. Don’t waste time! Our writers will create an original "Play in Early Years Example For Free" essay for you Create order Due to their efforts, the outdoor play provision occupies a crucial place in a contemporary early years setting. This essay analyses the issue of outdoor play in an early years setting. It will start with the definition of the concept of outdoor play and will proceed with the discussion of the first early-years practitioners who accentuated the need to integrate outdoor play into the curriculum. The analysis will then discuss in more detail the significance and use of outdoor play in an early years setting, juxtaposing theoretical and empirical evidence. Finally, the essay will identify the challenges to the successful provision of outdoor play in an early years setting. In view of the fact that children perceive and interact with the world using different senses, it is essential for early years practitioners to use the methods which provide children with an opportunity to learn through these senses (Ouvry, 2000). Play is especially effective for learning because play evokes posit ive feelings in children and thus motivates them to learn (Ouvry, 2000). According to Johnston and Nahmad-Williams (2014), it is rather difficult to understand what constitutes play within an early years setting because educators and researchers cannot agree on whether to consider structured play (e.g. play activities developed by early years practitioners) as play. Johnston and Nahmad-Williams (2014, p.273) define outdoor play as a carefully planned outdoor environment that covers the six areas of learning. These six areas include: 1) physical development; 2) creative development; 3) social, personal, and emotional development; 4) understanding of the world; 5) literacy, language, and communication; 6) reasoning, problem solving, and numeracy (DCSF, 2008). In contemporary early years settings, two types of outdoor play are used: free play and structured play (Johnston and Nahmad-Williams, 2014). Free play is initiated by children: in free play, children choose the resources and mat erials to play with, although early years practitioners are responsible for preparing the materials. In free play, early years practitioners do not control play; however, they supervise children and provide necessary support. In this regard, free play reinforces childrens independence and their interactions with each other (Johnston and Nahmad-Williams, 2014). In structured play, it is an early years practitioner who chooses the resources and materials and who prepares specific tasks for children to complete (Johnston and Nahmad-Williams, 2014). Although structured play activities are created taking into account childrens interests and needs, structured play is controlled by an early years practitioner who ensures that specific learning outcomes are met. Friedrich Froebel (1782-1852) was one of the first advocates of outdoor play in an early years setting (Riddall-Leech, 2002; Knight, 2009). According to Froebel, outdoor play contributes to the development of childrens imaginatio n which is essential for successful learning and healthy growth. It was Froebel who opened a kindergarten in Germany to integrate the outdoor play provision. A significant focus in this provision was put on imaginative play and play with wooden blocks (Tassoni, 2007). In contrast to Froebel, Maria Montessori (1870-1952) did not consider imaginative play as crucial for childrens development. A doctor and educator who mainly worked with children with specific learning needs and who opened Childrens Houses for working class children, Montessori stimulated young children to actively participate in real life outdoor activities and thus acquire knowledge and develop diverse skills (Tassoni, 2007). She strongly believed that the best way for children to learn was through their interactions with the environment. Montessori put a particular emphasis on structured play, endowing children with constructive play materials and intentionally designed equipment to facilitate their learning (Tasson i, 2007). However, according to Montessori philosophy, early years practitioners are not allowed to interfere into childrens play. In this regard, children learn to develop decision-making skills, independent thinking, and confidence through outdoor play activities. Many contemporary early years settings are organised, drawing on Montessoris ideas of structured outdoor play environment (Tassoni, 2007). Margaret McMillan (1860-1931), a social reformer who worked with children from poor families, significantly highlighted the value of outdoor play (Knight, 2009; Ouvry, 2000). In the viewpoint of McMillan, outdoor play is essential for the healthy development of children. She especially emphasised such aspects of outdoor play as fresh air and movement. McMillan contributed much to the spread of a play-centred approach by opening several outdoor nurseries (Knight, 2009). Her first nursery school was opened in Deptford and was organised as a garden with children flowing freely between inside and out (Ouvry, 2000, p.5). For McMillan, a professionally structured outdoor setting satisfied all learning needs of children. One of McMillans major requirements towards a professionally structured outdoor setting was to create a provocative challenging environment (Tovey, 2010, p.79). It is in such a challenging environment that children acquire rich and diverse experience and thus uncover their true identities (Garrick, 2009). It is in such a challenging environment that children engage in adventurous and creative activities and acquire understanding of the natural world. This environment motivates children to learn. Drawing on the ideas of early years practitioners on outdoor play, contemporary researchers and authors also widely discuss the significance of outdoor play in an early years setting. For instance, Garrick (2009) acknowledges that outdoor play significantly reinforces childrens physical development. Baldock (2001) accentuates the ability of outdoor play t o shape childrens spatial skills and decision-making skills due to the acquired independence. In her action research, Nind (2003) drew the parallels between independent outdoor play and improved language competence. The findings of Ninds (2003) study showed that children who had problems with English as a foreign language more actively engaged in communication in the outdoor play setting. Playing outdoors, they behaved in a more independent way and employed a variety of communication strategies to share their views with peers. However, Manning-Morton and Thorp (2003) and Siraj-Blatchford and Sylva (2004) point at the need to create a balance between outdoor activities planned by early years practitioners and childrens free activities. In the case of free activities, children acquire an opportunity to explore the outer world and express their selves through these activities. Planned outdoor activities are also crucial as they improve childrens cognitive skills, social skills, and cre ativity. In their study of early years settings, Siraj-Blatchford et al. (2002, p.8) have found that outdoor play activities are especially effective if they are based on the adult-child interaction because such interaction reinforces sustained shared thinking, an episode in which two or more individuals work together in an intellectual way to solve a problem, clarify a concept, evaluate activities, extend a narrative. Despite the discussed positive effects of outdoor play on children in an early years setting, there are some factors that prevent its successful provision. According to Garrick (2009, p.x), although UK statutory guidance recognises outdoor play as a crucial aspect of an early years curriculum, currently there is no requirement in England to develop outdoor areas as a condition of registration. According to UK statutory guidance, early years practitioners are recommended to use parks and similar facilities for outdoor play if early years settings lack outdoor areas (DCSF, 2008). Garrick (2009) goes further by claiming that early years settings with outdoor areas are often poorly equipped and thus do not provide many possibilities for learning. Ouvry (2000), Maynard and Waters (2007), and Johnston and Nahmad-Williams (2014) have found out that early years practitioners in English settings are often reluctant to integrate the outdoor play provision because they are too obsessed with health and safety issues. In more specific terms, they are afraid that cold and windy weather is detrimental to childrens health and thus rarely allow young children to play outdoors. The study of Ellis (2002) has brought into light the opinions of ATL (Association of Teachers and Lecturers) members on the outdoor play provision. In the viewpoints of more than 60 percent of teachers, it is difficult to integrate the outdoor play provision because of poor management and the lack of adequate support. Unlike the UK, Scandinavian countries widely integrate the outdoor play provision which draws on Froebel philosophy (Knight, 2009). In particular, a range of Forest Schools have been opened in Denmark, Sweden, and other Scandinavian countries. In these schools, the emphasis is put on free outdoor activities, the development of social skills and creativity in children, and childrens emotional well-being (Knight, 2009). In these schools, children engage in outdoor activities in different weather conditions. In the 1990s, the early years practitioners from Bridgwater College visited the Danish Forest School and greatly admired the way children acquire their skills and knowledge (Knight, 2009). Upon their return, these early years practitioners decided to open a similar school in the UK. They found outdoor areas not far from Bridgwater College and created the outdoor play provision for early years children and children with special needs. The provision has improved childrens overall well-being and has increased childrens confidence, self-esteem, and i ndependent thinking (Knight, 2009). Due to its great achievements in the development of young children, Bridgwater College has received the Queens Anniversary Prizes Award. The difference between Forest Schools in Scandinavian countries and Forest Schools in the UK is that UK early years practitioners allow children to play outdoors only in warm weather. Moreover, UK early years practitioners prefer structured play; thus, learning in these early years setting is more formal than learning in Scandinavian Forest Schools (Knight, 2009). According to Tovey (2010, p.79), children in the UK are limited by a culture of risk aversion, risk anxiety, restrictions on childrens freedoms to play outdoors and increased regulation. In Scandinavian countries, children possess more freedom in their outdoor play. Some recent research provides conclusive evidence that young children prefer playing in dangerous and challenging outdoor settings. For instance, Stephenson (2003) and Sandseter (2007), w ho studied outdoor play in early years settings of Norway and New Zealand, revealed that children specifically chose dangerous, risky, and scary places for their outdoor play. Such places motivated children to engage in the exploration of the unknown and thus overcome their fears. More importantly, Stephenson (2003) and Sandseter (2007) found that each time children played, they intentionally increased risk. Tovey (2010, p.80) specifies that the findings of Stephenson (2003) and Sandseter (2007) suggest that it is not just the feelings of joy that motivate children but the desire to experience the borderlines of fear and exhilaration. Taking into account these crucial findings, it is obvious that instead of creating a safe outdoor environment for young children, it is more effective to create a significantly challenging environment in which children are able to uncover all their potential. While acknowledging the importance of safety issues, Sandseter (2007, p.104) nevertheless prov es that early years practitioners should pay equal attention to the benefits of risky play. Drawing on the findings of Stephenson (2003) and Sandseter (2007), UK policy makers and early years practitioners should reconsider their views on the outdoor play provision and gradually shift towards the creation of the environment which benefits children rather than hinders their learning and overall development. As the essay has clearly shown, both first early years practitioners and contemporary researchers have accentuated the significance of outdoor play in the development of children. Outdoor play is thought to positively affect childrens spatial skills, social skills, decision-making skills, language competence, and physical health. On the basis of the acquired evidence, it is obvious that the juxtaposition of structured and free outdoor activities is especially effective. Unfortunately, as the analysis has revealed, there are some serious obstacles to the successful integration o f the outdoor play provision in the UK, including the lack of outdoor areas in early years settings, the educators obsession with safety and health issues, inadequate support and poor management. Scandinavian countries, however, have significant experience in the integration of the outdoor play provision. Recently, UK early years practitioners have borrowed this experience and have opened several Forest Schools in which children successfully learn through outdoor play. Bibliography Baldock, P. (2001). Regulating early years services. London: David Fulton. DCSF (2008). Practice guidance for the Early Years Foundation Stage. Nottingham: Department for Children, Schools and Families. Ellis, N. (2002). Firm foundations? A survey of ATL members working in the Foundation Stage. London: Association of Teachers and Lecturers. Garrick, R. (2009). Playing outdoors in the early years. London: Continuum International Publishing Group. Johnston, J. Nahmad-Williams, L. (2014). Early childhood studies. Abington: Routledge. Knight, S. (2009). Forest schools and outdoor learning in the early years. London: Sage. Manning-Morton, M. Thorp, M. (2003). Key times for play. Maidenhead: Open University. Maynard, T. Waters, J. (2007). Learning in the outdoor environment: A missed opportunity. Early Years, 27 (3), 255-265. Nind, M. (2003). Enhancing the communication learning environment of an early years unit through action research. Educational Action Rese arch, 11 (3), 347-363. Ouvry, M. (2000). Exercising muscles and minds: Outdoor play and the early years curriculum. London: The National Early Years Network. Riddall-Leech, S. (2002). Childminding: A coursebook for the CACHE certificate in childminding practice (CCP). Oxford: Heinemann. Sandseter, E. (2007). Childrens expressions of exhilaration and fear in risky play. Contemporary Issues in Early Childhood, 10 (2), 92-106. Siraj-Blatchford, I. Sylva, K. (2004). Researching pedagogy in English pre-schools. British Educational Research Journal, 30 (5), 713-730. Siraj-Blatchford, I., Sylva, K., Muttock, S., Gilden, R., Bell, D. (2002). Researching effective pedagogy in the early years. London: Institute of Education. Stephenson, A. (2003). Physical risk taking: Dangerous or endangered. Early Years, 23 (1), 35-43. Tassoni, P. (2007). Child care and education: Cache level 3. Oxford: Heinemann. Tovey, H. (2010). Playing on the edge: Perceptions of risk and dange r in outdoor play. In: P. Broadhead, J. Howard, E. Wood (Eds.), Play and learning in the early years: From research to practice (pp.79-94). London: Sage.

The World Of Global Warming - 1012 Words

The eighth Secretary-General of the United Nations, Ban Ki-moon once said, â€Å"The clear and present danger of climate change means we cannot burn our way to prosperity. We already rely too heavily on fossil fuels. We need to find a new, sustainable path to the future we want. We need a clean industrial revolution† (Ban Ki-moon). Collectively, we burn fossil fuels without recognition of the repercussions it has on the environment and our well-being. Air pollution causes climate change, shown through the increase in greenhouse gases, and environmental and health effects. Although global warming is a relatively newly found epidemic, it has the support of science and should no longer be a topic of debate. Svante Arrhenius warned the world of†¦show more content†¦Although Keeling’s research was conducted on carbon-dioxide levels, other greenhouse gases have seen a large increase since the industrial revolution. Water vapor is the most copious greenhouse gas. Water vapor is only termed as a greenhouse gas for its strong correlation with the average worldwide temperature. Similar to Earth’s temperature, water vapor levels have gradually been increasing, leading to an increase in precipitation. Another greenhouse gas is methane, a hydrocarbon gas. Methane levels are heavily influenced by human activities, such as rice cultivation and manure management. Methane is a deadlier gas to the atmosphere than carbon dioxide is, but carbon dioxide is more abundant in the atmosphere (â€Å"Global Climate Change†). As these greenhouse gases continue to permeate the atmosphere, they absorb heat normally radiated back toward space and release this heat to the surface of th e Earth. Air pollution creates a variety of different effects on the environment. Many of air pollution’s effects are visible: the loss of ice on ice caps and the premature flowering of plants and trees. Air pollution has a great effect on the weather forecast. 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Coke vs Pepsi Free Essays

string(25) " to buy at lower prices\." The soft drink industry is very competitive for all companies involved. Recently the competition between established firms has only increased with the market nearing its saturation point. All companies in the industry, especially those thinking about entering, have to think about: rivalry among establish firms, risk of entry by potential competitors, substitute products, suppliers, and buyers. We will write a custom essay sample on Coke vs Pepsi or any similar topic only for you Order Now When talking about market share, PepsiCo and Coca-Cola have the lions share. They have dominated the industry over the past 40 years with Coca-Cola leading in the category in 2004.With little resistance from Cadbury Schweppes, the distant third largest company in the industry, the two companies’ main focus was to increase market demand by outdoing each other in promotions, advertisements, and corporate acquisitions. Rivalry and power struggle have defined the existence of PepsiCo and Coca-Cola, looking for a competitive advantage to gain an edge on the competition. This rivalry has been to the benefit to the companies, the industry, and its consumers as a whole. Both have learned to not only stay afloat, but flourish in an industry that has constantly grown since Coca-Cola began advertising in 1891.They did this by increasing the demand in their products, and gaining brand loyalty by their consumers. In some instances, they were selling cases of Dasani (Coca-Cola) and Aquafina (PepsiCo) for less than the cost of bottling it. The risk of entry by potential competitors isn’t a strong competitive pressure in the industry. PepsiCo and Coca-Cola dominate the industry with their brand name and distribution channels, which makes it difficult for new entrants to compete with these existing firms. High fixed costs of production facilities, logistics, and economies of scale also deter entry.It’s difficult for a new firm with a small production capacity, and a high cost structure to compete when, as soon as their product is introduced to the market, the two leading firms drop prices below your cost structure. Pepsi and Coke’s economies of scale allows them to do this since it costs so much less for them to produce their products than it would a new company. Substitute products come from competitors outside of the soft drink industry. These include: coffee, sports drinks, bottled water, tea, and juices. This is an increasingly growing force since consumers are becoming more health conscious in society.Most people are thinking about what carbonated soft drinks do to their bodies and replace them with sports drinks which appear to be healthier. These drinks also allow for a larger variety of flavors the appeal to different consumers. Coffee and tea may also be substitutes for the consumer who drinks soda for the caffeine they contain. Consumers can switch to coffee to decrease the amount of sugar and carbonation. These also come in a larger variety of flavors provided companies, such as Starbucks, that have become extremely popular over the past 20 years.These substitutes are a large and powerful force in the industry, especially since the switching costs (the cost to switch from one product to the next) are essentially zero. In the beginning of 1990 Roberto Goizueta developed the following mission statement: â€Å"To create consumer products, services and communications, customer service and bottling system strategies, processes and tools in order to create competitive advantage and deliver superior value to: * Consumers as a superior beverage experience Consumers as an opportunity to grow profits through the use of finished drinks * Bottlers as an opportunity to grow profits in volumes * Bottlers as a trademark enhancement and positive economic value added * Suppliers as an opportunity to make reasonable profi ts when creating real value-added in an environment of system-wide team work, flexible business system and continuous improvement * Indian society in the form of a contribution to economic and social development. * Refresh the World†¦ In body, mind, and spirit * Inspire Moments of Optimism†¦Through our brands and our actions * Create Value and Make a Difference†¦ Everywhere we engage. † (coca-colacompany. com, 2010) â€Å"The companies values statements have guided their employees and include 7 separate ideals: (1) leadership: â€Å"The courage to shape a better future† (2) passion: â€Å"Committed in heart and mind† (3) integrity: â€Å"Be real† (4) accountability: â€Å"If it is to be, it’s up to me† (5) collaboration: â€Å"Leverage collective genius† (6) innovation: â€Å"seek, imagine, create, delight† (7) quality: â€Å"What we do, we do well† (Coca-cola. com). The company as been built upon ethically sound principles which are timeless in nature and has guided them to the top of the beverage market. †( thecoca-colacompany. com, 2010) The goals Coca-Cola in the early 1990 were: increasing our numbers of consumers who enjoy the Coca-Cola products and brands and expand the global business. To be reaching these goals the company would effectively use their financial resources: capital, brands , and customers. These resources are already in existence, one may think that we need only to draw on them to reach these goals, but this is completely wrong.Supplies to the industry don’t hold much competitive pressure. Bottling and packaging of the product don’t hold much of a bargaining position in the industry. Coca-Cola’s CEO Roberto Goizueta looked to consolidate a large number of bottlers in 1986, creating an independent bottling subsidiary called Coca-Cola Enterprises (CCE), went public and sold 51% of its shares while retaining the remaining which enables Coke to have separate financial statements from CCE. This vertical integration essentially made Coke its own bottler, which almost cut out suppliers entirely.Pepsi Co soon followed suit in the late 1980s with the Pepsi Bottling Group (PBG) and went public in 1999, retaining 35% of its shares. By 2004 Coca-Cola had CCE bottling 80% of its North American bottle and can volume, while PepsiCo had PBG bottling 57% of their beverages in the region. These consolidations took away much of suppliers’ bargaining power. (pepsico. com, 2010) The buyers of soft drinks range from Supermarkets, to mass retailers and supercenters, to gas stations. Soft drinks are sold to these stores which are, in turn, resold to consumers.The power that buyers have in the industry is very strong. Larger stores like Wal-Mart purchase soft drink in large volumes allowing them to buy at lower prices. You read "Coke vs Pepsi" in category "Papers" Gas stations have lower bargaining power since they buy smaller quantities. Although soft drink demand is beginning to plateau which could cause a shift in bargaining power to the buyer because of decreasing demands in both Pepsi and Coke. Porter’s 5-Forces model completely encompasses all factors of the soft drink industry. It has shown that industry has been very profitable in earlier years, especially to Pepsi and Coke.Demand for soft drinks is beginning to level off because of a new health conscious trend by the consumer will inevitably affect profits. The industry has also been defined by intense rivalry by the two largest firms which leave little room for new entrants. The soft drink industry has reached its peak in society and will soon begin to decline soon because of the consumers decrease in demand for the product and increased demand in other healthier products. For both companies to stay profitable, they will have to curtail their products to the new health conscious trend of the consumer. The value created by the soft drink industry is distributed and apparent across the industry in a variety of ways. Pepsi and Coke at first only produced their cola products, two companies each with one product line. The success of both companies led them to diversify their production capabilities and produce different flavors of soda; Fanta, Sprite, and Tab (1960-63) from Coke, and Teem, Mountain Dew, and Diet Pepsi (1960-64) from Pepsi. These expanded product lines proved to be highly profitable and were continued and expanded on in the years to come.By the late 1980s Coke and Pepsi each offered more than 10 major brands of soda in 17 or more sizes. This product proliferation increased profitability, rivalry, and barriers to entry. Soon drinks sports drinks such as Gatorade and PowerAde, juices and juice drinks, energy drinks, tea based drinks, and bottled water will break into the industry. These new product lines all had substitute products from the other company to battle with. Pepsi and Coke had a vast understanding on game theory and demonstrated it with their sequential and simultaneous move games.This led to an enormous selection for the consumer, whose only problem was choosing a flavor. Both Pepsi and Coke both have secret recipes to their flagship cola. Coke was the first to be imitated in its early years. The company constantly fought trademark infringements in court. There were as many as 153 barred imitation of Coca-Cola in 1916 alone. When Pepsi proved to be a viable competitor to Coke, the company filed a suit against Pepsi claiming it was an infringement on the Coca-Cola Trademark. From that point on the two companies engaged in competitive marketing campaigns to gain market share.In 1950, Coke controlled 47% of the US market, while Pepsi’s was only 10%. Coke and Pepsi are two gigantic companies that have flourished throughout their existence. They can be described as the definition of rivalry and competition in the modern business world. They are exact substitutes of each other and have battled to control the carbonated soft drink industry for over a century. From the 1950s-present, the carbonated soft drink industry has steadily increased in terms of consumption by person in the US. Both companies have spent billions in marketing, research, acquisitions, and promotions to meticulously exchange percentage points in the $66 billion a year industry that they have created. Unfortunately times are changing, and the superiority that the carbonated soft drink industry once held among beverages is slowly fading. Schools are banning sodas from being sold in them, claiming they are unhealthy for children. People in today’s society are more health conscious than they were in prior years. This is why you see a health clubs left and right, and â€Å"0g Trans Fat† labeled on snack foods.A majority of the US population is very health conscious, which leaves little room for the sugary carbonated soft drinks that used to dominated beverage consumption. The stability of the Soft drink Industry as a whole is in jeopardy. Coke and Pepsi will have to find alternatives to increase market share, or break into new markets, if they want sales to keep increasing like they have in the past. Non-carbonated beverages, such as juices, sports drinks, and energy drinks, are beginning to grow more rapidly than when they first were introduced, while carbonated beverages are leveling off.This health conscious shift will lead Coca-Cola and Pepsi executives to focus in these once thought auxiliary components of their business to pick up the slack that the carbonated industry is leaving behind. Coke and Pepsi will not be able to repeat their success with carbonated beverages in the water segment. Water can’t differ like soft drinks can. There are simply too many similar substitutes for customers to turn to, and the brand loyalty diminishes. A mere 10% of consumers say they choose a brand of water because â€Å"it’s my favorite brand† when compared to the 37% of carbonated beverage consumers. To compete in this new market, Coke and Pepsi will need a new competitive dynamic to stay profitable, one that won’t end in price wars. Fortunately for the market it is much cheaper to bottle and sell water than it is carbonated soft drinks, so competitive advantage will need to inevitably be realized in other parts of the business. Environmental factors A growing trend in the world today as we move into the future is in regards to the environmental factors that businesses have on the planet.Coca-Cola is no exception in that they have developed awareness programs and have taken action in regards to reducing waste and energy. As such a large corporation Coca-Cola is aware the effect that little things such as water conservation has on the global environment. Water is vital to Coca-cola’s business and the company has donated their time and resources in streamlining operations to utilize their water waste. The company also has developed partnerships with companies such as the World Wildlife Fund, the CEO Water Mandate, and the United Nations Global Compact which helps to preserve freshwater. Goodman, 2007)   Several years ago a ban has been placed on Coca-Cola from doing animal experimentation. The People for the Ethical Treatment of Animals (PETA) had discovered that the company’s labs had used animals for taste testing and health claims. Coca-Cola also was providing scholarships and grants to colleges which were conducting tests and research on rats with their products. Because of the pressures of PETA and the negative publicity that has arisen, both Coca-Cola and Pepsi-Co have agreed to ban any future testing of their products on animals.Coca-Cola has also discontinued their grant programs (Goodman, 2007). Macroeconomic outlook The financial outlook for Coca-Cola is a promising one apart from the turmoil of the United States financial markets. The company’s stocks stand at 7 out of 10 rating because of Coca-Cola’s high ranking in the soda industry. They have a steady growth rate. Economists are expecting the beverage industry to climb to $650 billing on revenue by 2010. (Goodman, 2007) Therefore, Coca-Cola Company believes that their company will experience steady growth for five to ten years to come.In order to achieve sustained growth the company believes they must address five key opportunities where they believe will have the most growth impact. First off the company believes that they will need to sustain growth in â€Å"sparkling beverages†. Sparkling beverages are the carbonated drinks such as their Coca-Cola, Diet Coke, Coca-Cola Zero, Sprite, Fanta, etc. The sparkling beverages have been Coca-Cola’s largest selling products since the company’s inception. Recently, however the company has experienced a decline in sales and growth across the US in the sparkling beverage market.Coca-Cola Company is concerned on what the effects of the current social health trends will have on their company. Besides the current slide in the US market overall the company increase the sales of these beverages by 5% in the second quarter of 2008 due to the emerging markets such as China, Russia, Europe, and South Africa where volume sales grew at double digits rates (coca-cola. com, 2010). Coca-Cola Company believes that the company will continue to experience growth in the foreign markets despite the poorer performance in America.Secondly, a great opportunity for Coca-Cola Company is to expand into many of the emerging markets such as the sports drinks, coffees, teas, juices which many of these drinks because of their natures are high margin products. Coca-Cola Company believes the largest opportunity of growth in the company is in the area of the still b rands. These items include the coffees, teas, waters, energy, and juice products. In the recent quarterly statement the volume of sales in these areas increased 13% which is an indicator of the company’s current buying trend (coca-cola. com, 2010).Third, the company plans on renewing their strength in their flagship market, North America, through advertising and marketing their products to the ever growing middle class consumers. Fourth, the company will continue to develop streamlining of their inventory’s to be more profitable and develop machinery and innovations to speed up processing and improve processes. Recent information the company has disclosed is that Coca-Cola Company forecasts an annual savings of between $400 to $500 million dollars due to productivity initiatives the company has begun to implement relating to the streamlining of processes and redesigning key processes.Other areas included in these initiatives include aggressively managing the company’s operating expenses. This cost savings will allow the company to be able to invest in growth of the company (coca-cola. com, 2010). And lastly the company wants to focus on building deeper customer relationships with their clients, franchise owners, bottlers, and employees to ensure lasting growth. The company’s five vision reminders of people, planet, portfolio, partners, and profit are in line with the company’s five largest opportunities listed above.As the company strives to build deeper relationships with their clients and customers they relate to how Coca-Cola wants their customers to feel and to be inspired. Their relationships with their partnerships and franchisers and influenced by a strong focus on people. The company is mindful of maximizing profit and recognizing their responsibility and relationship to the shareholders. As the company continues to strive to engineer and pose new products on the market and focus on their current opportunities in foreign markets Coca-Cola Company strives to build a stronger portfolio.And the company’s environmental awareness through streamlining processes and minimizing resources help to build a better planet. Long Range Objectives Coca-Cola Company’s opportunities have opened up a path to a set of long range objectives the company should strive to achieve that can be measured. First off, the company measures sales growth in unit case volumes (coca-cola. com, 2008). With the potential growth of sparkling beverages in the international market Coca-Cola Company’s wants to achieve an increase of 3% growth in unit case volume globally in the next five years which would be a total growth of 15%.Secondly, in still products the company is growing 13% per year; however Coca-Cola Company wants to see this at 15% per year unit case volume increase in still products each year for a total growth of 75% by 2012. Next the company has forecasted a reduction in costs by $400 to $500 million per year by 2011. Coca-Cola Company is recognizing the potential impact of this savings and believes that the projection is probable. Coca-Cola Company wants to move forward with the implementation of these initiatives and take advantage of these new technologies and process improvements.And lastly, the company feels that in order to stay competitive in this market they need to be constantly bringing new technologies and products to market. Coca-Cola believes that the current trends in the marketplace are moving in the direction of the healthier line of products. Therefore, Coca-Cola Company proposes that they company will introduce a new line of drinks that are zero to low calorie, that have healthy effects on the body and are able to provide energy without the use of caffeine and other controversial ingredients and brought to market by the year 2012.Coke-Cola should strengthen the brand image for examples ; dispose of a global brand architecture, and Coca-Cola should keep the local markets to help develop their own brand strategies and adapt more quickly and efficiently to the ever changing customer demands. According to a recent surveys customers’ will buy is based on products, which are, familiar to however, keep offering different tastes like Cherry or other flavor. The key however, is the original brand and taste that the customers are familiar with. Consumers also purchase with the similar look f the product. The soft drink industries are continuing to change the look of the can and bottles. This keeps the consumers buying the product. The industry changes the look of the cans with the seasons, sporting events, ect. Middle managers will need to concentrate on the points of weakness, competitors, and what the consumers needs and want. They need to focus on the organization’s marketing strategies and the improvements to the product. Middle managers at Coke-Cola need eliminate the much of the downsizing and re-engineering in the global market. How to cite Coke vs Pepsi, Papers

Solution of Baggage Blunder for Million Passengers - myassignmenthelp

Question: Write about theSolution of Baggage Blunder for Million Passengers. Answer: Introduction: One of the most common problems now-a-days in the airports is blunders in baggage. Enormous and busy airports like Heathrow can handle several million passengers in a year. To handle this huge number of passengers airport authorities build more than one terminals of the airport. With this many passengers, a huge amount luggage come into consideration. Often it has been seen that airports are short-staffed for passenger and baggage handling. For that various problems arise. Passengers have to wait for long time to receive their luggage. This causes many problems for passengers who are arriving as well as departing (Cook et al., 2012). Other issues like in-experienced workers, faulty systems escalate the problems of the passengers further. Terminal 5 had been built by British Airways due to excessive congestion at Heathrow Airport, but the new state-of-the-art facility has faced several issues like baggage problems and others. The purpose of the following report is to find out proper s olution to the problems according to the case study. Discussion: To understand various type of control the first thing that needs to be cleared conceptually is control. Management of various function linked with the procedure of monitoring over different activities to keep a check that whether all the activities are progressing according to the plan and to check for any digression of the activities from the projected path. The effectiveness of a control system can be measured from various viewpoints (Davies, Dodgson and Gann 2016). Goals of any organisation are achieved by maintain all the activities in a controlled way. A control system can only be said efficient if it is appropriate enough to complete the objectives of the organisation. More efficiently an organisation fulfils its targets, more efficient its control system is (Skorupski and Uchro?ski 2014). In this discussion three different types of control system have been discussed. A specific type of control is feed-forward control which acts as a network for processing of signals between the source and the external environment (Graham 2013). In feed-forward control system the variables of control adjustments depend in the procedure information as a quantitative model structure along with the measurements of procedural disturbances (Grundy and Moxon 2013). This control system performs instantly with any disturbance in any process without waiting for any digression that can be occurred within the process. This control acts faster than the feedback control (Rawson, Duncan and Jones 2013). Following the case study, the implementation of feed-forward control can be suggested primarily. This control acts rapidly before the actual disturbance is occurred. Terminal 5 has been built in order to release the congestion in the airport and diminish the fundamental baggage problems due to short-staffed workers (Britishairways.com, 2017). Terminal 5 of the airport is facing baggage problems even in the ninth day which will affect the reputation as well as profitability of the organisation (De Neufville 2016). Therefore, the problem needs to be sorted out at the earliest and feed-forward system can eliminate those problems faster than the others and diminish passenger frustration due baggage blunders. Concurrent control is a specific control technique that generates within the procedures of activities. The technique employs the tools of monitoring and direct supervision on the work procedure to prevent the errors those are occurred during the procedure. This control can be identified as quality assurance (strm and Wittenmark 2013). This control system evaluates the current activities, incorporates rules and regulations for employee behavioural guidance. The system depends on the standards of performance. This control system can mainly be applied during the activity (Zhang and Wang 2014). Another important control is feedback control or post-action control. This control evaluates the activities after the completion of the procedure. This control evaluates the end-services or end-products of any organisation as the major focus of this control system is the output of any organisation (Zhang and Wang 2014). The two types of advantages of this control mechanism are firstly, information about the effectiveness of planning and strategies of the manager and the benefits of those is provide through this control and secondly, feedback control supplies the report on the performance of the employees according to the objective of any organisation (El-deen et al., 2016). Both concurrent and feedback control are not suitable in this case as Heathrow Airport is one of the most renowned airports in the world and the work pressure is huge. Therefore to maintain the reputation and productivity of the airport the problems need to be solved at the earliest. Toronto Pearson Airport has faced similar kind of problems and neutralizes the problems applying various control measurements. These controls can be identified as concurrent of feedback controls as they are applied after the activity. Corrective actions are the employment of several activities including the concepts of improvement and productivity enhancement that remove the basic reasons for undesirable or un-comforting situations in an organisation. Different sectors of an organisation need to be associated with this set of plans so that the issues of non-performance within the organisation eliminate quickly (Gil, Miozzo and Massini 2012). These non-performance issues are evaluated by systematic assessment of non-conformance generated due to the complaints from the consumers or clients. The procedures of an organisation are improved by the implementation of these actions (Skorupski and Uchro?ski 2014). Corrective actions are designed by organisation authorities including the members of quality assurance department. Corrective actions can be classified into two categories, which are basic corrective action and immediate corrective action (Lavin 2013). Basic corrective actions investigate the roots of the problems and fixe those from the basic level of correction (Airways and Williams, 2017). On the other hand immediate corrective actions provide methods for quick fix of the problems that have arrived during any procedure. In this case study, the implementation way of immediate corrective action is to hire additional staffs in baggage handling at terminal 5. Improved check-in services, updated computer system that can sort out the baggage are the immediate corrective actions. Errors in the computer system must be removed (Grundy and Moxon 2013). The basic corrective plans that can be applied in this case are to change the way of management of passengers for the flights arriving and departing (Lavin 2013). The procedure of baggage handling needs to be remodelled (El-deen et al., 2016). The staffs need to be properly trained in their departments of work, especially luggage handling. The whole computer system of the terminal should be updated and scanned as no malfunctions can happen. Baggage problems have occurred at Gatwick Airport due to failure of technical department as well as human errors. The problems have been solved after a certain period of time which places the control activities of the airport in feedback control group. The controls applied bi British Airport Authority could have been more effective utilizing proper strategies. Terminal 5 is built to reduce the congestion at Heathrow Airport and to give the passengers comfort by improved services (Britishairways.com, 2017). However, the functional design did not align with the objectives. The controlling parameters failed quickly during the first few hours and continued proving the in-effectiveness of the actions and strategies of British Airways. The fundamental thing that should be done before opening the terminal is to check whether each department is properly staffed and whether the staffs are well trained or not. The computer system should be checked accurately before opening. For this, British Airways should have involved the top IT experts around the country (Davies, Dodgson and Gann 2016). The field testing of software as well as human performance should be done in the other airports so that the authority can understand the impacts and weaknesses and prepare back-up plans (strm and Wittenmark 2013). A few other problems that have been noticed are malfunctioned escalators and doors, non-working hand driers and some workers who did not have sufficient knowledge about their work. These issues point out the drawbacks in facilities and in planning British Airways Authority. A test run should have been implied to the terminal to check the pressure handling capacity of the terminal (Gil, Miozzo and Massini 2012). Employees sh ould be distributed into different departments according to the requirement. There are certain factors that other organisations can learn from this situation like information controlling, benchmarking, control of customer communication and some other. Information controlling is a factor that provides appropriate information, both qualitative and quantitative, to the managers of the organisation about various procedural problems faced by passengers (De Neufville 2016). Managers can have a clear idea about the events those are occurring at the terminal and can understand the deviation in the activities those are following the objectives. Customer interaction is another major factor. From this case study, a brief overview of the effects of passenger dissatisfaction on the reputation and profitability of British Airports Authority has been obtained (Airways and Williams, 2017). Baggage handling issue is not only the problem, inexperienced staffs, issues in maintenance and technical systems are also key problem factors. Due to various performance issues passengers have faced time delays and several other problems, which affected the overall reputation of the organisation (Rawson, Duncan and Jones 2013). Quality assurance of any organisation depends on this communication with the customers. This interaction should accurately follow the objectives of the organisation (Cook et al., 2012). This communication helps any organisation to find out the drawbacks in its strategy or performance and the organisation can enhance its performance by preparing plans to eliminate the drawbacks. Benchmarking is another factor that can be determined from this case study. It provides the result of comparison of the business and performance of any organisation with its competitors in order to evaluate the planning process and productivity of the organisation (Graham 2013). This is a performance measurement tool using various indicators and other organisations for comparison. This tool helps the managers to select better techniques to prevent problems in the organisation. Conclusion: Therefore, from the discussion, baggage blunder issue at terminal 5 of Heathrow Airport is understood. Due to short-staffing, lot of activities in an organisation are subjected to troubles. From the case study, it can be said that the experience among staffs helps an organisation to perform its activities properly and to generate customer satisfaction, which increases the reputation as well as profit of the organisation. It is also seen that for proper working of any sector of an organisation, that sector is needed to be field tested, so that the estimations can be backed up with appropriate data and the organisation can make comparative action plans to eliminate any problems before, during and after an activity. References: Airways, B. and Williams, R. (2017).The questions that will haunt British Airways. [online] iNews. Available at: https://inews.co.uk/essentials/news/technology/british-airways-delays-questions-need-answering/ [Accessed 12 Sep. 2017]. strm, K.J. and Wittenmark, B., 2013.Adaptive control. Courier Corporation. Britishairways.com. (2017).Book Flights, Holidays Check In Online | British Airways. [online] Available at: https://www.britishairways.com/travel/home/public/en_in [Accessed 12 Sep. 2017]. Cook, A., Tanner, G., Cristbal, S. and Zanin, M., 2012. Passenger-oriented enhanced metrics.Second SESAR Innovation Days. Davies, A., Dodgson, M. and Gann, D., 2016. Dynamic capabilities in complex projects: the case of London Heathrow Terminal 5.Project management journal,47(2), pp.26-46. De Neufville, R., 2016. Airport systems planning and design.Air Transport Management: An International Perspective, p.61. El-deen, R.M.B., Hasan, S.B. and Fawzy, N.M., 2016. The effect of airport and in-flight service quality on customer satisfaction.International Journal of Heritage, Tourism, and Hospitality,10(1/2). Gil, N., Miozzo, M. and Massini, S., 2012. The innovation potential of new infrastructure development: An empirical study of Heathrow airport's T5 project.Research Policy,41(2), pp.452-466. Graham, A., 2013.Managing Airports 4th edition: An international perspective. Routledge. Grundy, M. and Moxon, R., 2013. The effectiveness of airline crisis management on brand protection: A case study of British Airways.Journal of Air Transport Management,28, pp.55-61. Lavin, D., 2013. Must there be basic action?.Nos,47(2), pp.273-301. Rawson, A., Duncan, E. and Jones, C., 2013. The truth about customer experience.Harvard Business Review,91(9), pp.90-98. Skorupski, J. and Uchro?ski, P., 2014. A fuzzy system for evaluation of baggage screening devices at an airport. InSafety and Reliability: Methodology and ApplicationsProceedings of the European Safety and Reliability Conference ESREL(pp. 797-804). Zhang, H. and Wang, J., 2014. Combined feedbackfeedforward tracking control for networked control systems with probabilistic delays.Journal of the Franklin Institute,351(6), pp.3477-3489.