A Summary of Cubbin and Geroski

This article examines the nature of short-run dynamics in judging the profitability in the marketplace.   The authors state that the dynamics of profits in the inter-industry averages, even between companies in the same industry, can be extremely variable.That is, although it is assumed that there is some homogeneity that can permit comparison between company profits within and industry that can then be used to create an inter-industry average, this homogeneity does not, in fact, exist.It is apparent that this flawed assumption has its roots in the â€Å"shared asset theory of profit determination† posited by Porter (1979) as a method of determining performance in an industry (Cubbin & Geroski, 1987, p. 427).   The authors state that the flaw comes from assuming that the â€Å"intra-industry variations in profits are small and uncorrelated with market structure† (Cubbin & Geroski, 1987, p. 427), which, if this assumption is untrue, the industry-level analysis of the dynamics between companies is no longer of interest and is no longer of any value.In addition, Porter’s model seems to have failed to take into account the differences that exist between the industry leaders and the industry â€Å"followers† in terms of profitability and how that profit is made.The literature review for Cubbin and Geroski (1987) suggests that analysis of different industries show that market power gains are unevenly distributed between these leaders (the large firms) and followers (the small firms) in these industries and that the markets share that this power reflects is important in determining the relative profitability between companies (pp. 427-428).The authors indicate, however, that there are several assessment methods in terms of determining any individual organization’s profitability both on firm specific and industry-wide factors.   These factors include:Co-efficients on variables, such as market share and industry concentration.An analysis of variance (ANOVA) framework that deconstructs performance variables into effects created by industry, firm, and market share.A dynamic model, which the authors suggest that a co-variance might exist between â€Å"profit paths† across intra-industry firms (Cubbin & Geroski, 1987, p. 428).The authors’ state their intent at this juncture; indicating that they intend to examine the importance of industry effect on industry profitability in the United Kingdom (Cubbin & Geroski, 1987).   It is also at this point in the paper where the authors describe the form that the paper will take, explaining how the information will be organized and analyzed.The ModelThe model that the authors examined for the purpose of this paper is that of an individual firm (i) in a single industry (I).   The current profit rate for i is then compared for the equilibrium profit rate for I, over a long term.According to the authors, it is unlikely that the comparison of the profit rate s for   Ã‚  and I will be equal to one another over the period of analysis for one of two reasons: 1) that there is no equilibrium in the individual firm’s profit over the long term, or 2) that the equilibrium profit rate for the individual firm differs from that of the industry as a whole.   In addition, the ease or difficulty with which a firm can enter the market and other factors that affect doing business in that industry may have an effect over the rate of equilibrium profit.The authors maintain that the profit rate for the individual is determined by the equilibrium profit rate for the industry and â€Å"the dynamic forces that generate adjustment towards them within and between industries (Cubbin & Geroski, 1987, p. 429).Cubbin and Geroski (1987) go on to explain that one issue in this model is that tracking the factors that go into the dynamic may be impossible to measure, in part due to the difficulty in observing them.In addition, the actual entry of a firm in to an industry may or may not have an effect overall and may or may not lead to the existing firms in that industry–particularly, presumably, the leaders of that industry–to make strategic preemptive pricing moves that may effect the performance of the market before the new firm even has time to enter and disturb the equilibrium (Cubbin & Geroski, 1987).The authors propose a solution to control these variables.   They first define â€Å"entry† into an industry as being when 1) new firms enter the industry, 2) expansion of incumbent firms, and 3) as incumbent competitors attempt to block new firms by uniting their production and pricing efforts (Cubbin & Geroski, 1987).This definition was left broad to â€Å"include all systematic dynamic forces interacting with profits† (Cubbin & Geroski, 1987).   Entry might then have a strong impact if there are strong dynamic forces; however, weak dynamic forces result in the average industry profitability being af fected over a long period (Cubbin & Geroski, 1987).If a firm holds a strategic place in the industry and earns profits higher than those earned by others in the industry, then a response to this position might result in other firms in the industry might encourage â€Å"mobility† in the industry itself, with other new firms entering or incumbents restructuring to diversify (Cubbin & Geroski, 1987), which results in any of these actions having an effect on the individual firm.The basic model that the authors suggest using to analyze industry profits is arrived at after a series of equations that are eventually modified to take compare the vulnerability to the effects of entry on the part of the individual firm against the industry at large (Cubbin & Geroski, 1987), based on the movement created by firm and industry specifics.

Deontology and Bhagavad Gita

Therefore, Krishna also tells Aragua that it becomes his duty to fight a bloody war that would potentially wipe out a few hundred thousand lives on either side, but not to expect either victory or defeat in the war. In a sense, when one evaluates this scenario, one understands Arson's dilemma – a war that will wipe out his relatives and friends or withdrawal from the war that would fall in direct violation of Krishna' central concept of duty. Thus, one can clearly see that the deontological concept of duty is similar and yet distinct at the same time. Similarities between Demonology and Baghdad-GaitIn the Baghdad-Gait the highest duty is that of ‘insomnia-karma' or performing acts without expectations or desires. As instructed by Krishna, the concept does not mean action in the absence of desire or unmotivated action, but, rather, it means acting with a perceptive instruction of complete and total surrender before the God Almighty. Thus, according to the Gait, acts that a person carries out with expectations or desire for results are unacceptable. The concept implies that those people who entertain expectations or desires for the fruits of their activities are spiritually poor.In he deontological concept, Kant does not look upon the result of an act as the object of moral judgment. According to Kant, nothing in world supersedes goodwill and it is goodwill that is supreme. If the will is honorable the action, too, is honorable, whatever may be the result. Since Moral Laws are categorical, their correctness is self-evident being unaffected by the result the other point where Gait and Kant coalesce is that both emphasize service. Another important similarity benzene the two theories is with regard to the control over one's thoughts and feelings.A person's rational tendencies Anton motivate a person to perform an act. The Gait says that when a person acts under the influence of motives such as love and jealousy he or she becomes entangled in the web of karma and falls under the sway of the worldly delusion and desires. Desires (or modes) of passion such as Sex and related acts cause anger when one is denied such act. This anger manifests itself in the form of confusion which, in turn, causes the inherent destruction of reason. The same effect happens when one is guided by desires such as anger, revenge and hatred toward others.Thus, according to the Gait, the ode of passion takes one toward the direction of darkness and ignorance. Therefore, Lord Krishna tells Aragua that the solution to this problem is the complete and total abstention from the feelings of both hatred and love. Once these feelings come under control, other feelings such as anger, confusion, lust and passion also come automatically under control. The way to achieve this mode of enlightenment is to win over the senses by practice and abstinence, along with performing one's duties in the mode of ‘insomnia karma' or working without desiring results.This singul ar outlook of the Baghdad-Gait is very close in philosophical terms to the moral theories Of Kant. Even in case of Cant's theories, the ultimate duty is the restraint of contemptible desires. Lastly, Cant's notion of categorical imperative as the moral law and its applicability to all of humankind is a concept that rings quite close to the ‘Savoyards' concept of the Gait. Like Cant's categorical imperative, Krishna too, dictates that one must perform actions without any desire for the end. (Palmists, 2010, p. 21) The Gait, even states that one is not exempt from performing one's Savoyards even at the time of death. Differences between Demonology and Baghdad-Gait However, given the various similarities between the opinions of Kant and the Gait, there is also a major difference on the issue of human feelings. The Baghdad-Gait does not treat desire, emotion and feelings as completely evil. Lord Krishna through the Gait emphasizes on devotion and worship to the Supreme God so as t o enable the development Of one's feelings and for the suppression of unwanted desires.It, therefore, becomes essential for a follower of this doctrine to change or channel one's feelings positively rather Han exterminate feelings entirely. On the other hand, Kant is much more rigorous in his approach to feelings since he tends to associate the presence of feeling with immorality. Therefore, Cant's thought makes it necessary to eliminate feelings and emotions as much as possible from life. One can therefore classify his opinion as a strict and rigorous approach to feelings and emotions in life.This aspect, in itself, makes the Gait easier for the common people to implement and follow compared to the rigorous principles of Kantian ethics. The second point of difference is the point from where duties bring in each of these theories. In case of Kant, a duty arises from human reason and not due to any external factors or motivation. However, in case of the Baghdad-Gait, duty stems from one's innate nature. For instance, the Gait prescribes the Verna system as a recognition of this problem where every member of the society or a group performs duties in accordance with one's nature. Maitre, 2006, p. 64) In a way, Cant's view that one is to â€Å"act as a member of a kingdom or ends† sounds somewhat similar to the Verna system. However, for Kant the ultimate objective of performing one's duty is oral in nature, in the Gait the ultimate objective lies in attaining God and Mimosa – freedom from the cycle of life and death. Therefore, clearly the ethics of Gait are teleological in nature, as compared to the deontological nature of Cant's theories. Even Gate Pal (2001 ) agrees on the Gist's teleological foundation. P. 225) The third point of difference between the Baghdad-Gait and the deontological concepts of Kant also lies in the manner in which both the concepts know about the duties. According to Kant, an autonomous being would be able to find out about his duties and the nature f his duties merely by consulting with his reason alone and by not taking external help of any kind. (Maitre, 2006, p. 65) In case of the Gait, the answer to this question lies in the state of mind that one has when answering the same.But in most situations, the Gait says that one needs external, social, scriptural, or even environmental guidance, in addition to introspective guidance in order to understand the nature of duties that befit one's understanding capacity and capability. (Maitre, 2006, p. 66) Therefore, demonology requires introspection on the part of the person while the Gait coziness the presence of external factors in determining a person's duty. One can substantiate the difference between the two theories by providing an example through a real-life situation.The Gait prescribes people who perform menial labor to fall in the category of Sutras. The Sutras have a foremost duty to their masters or other people in the higher orders that employ them. In line with this duty, the Gait prohibits the Sutra (or a menial servant) to have feelings and emotions or self-esteem, for that matter. This line of thought makes it perfectly fine for the servant to lie to another person t the behest Of his master. On the other hand, Cant's second formulation Of the categorical imperative asks a person to treat other rational beings as ends, not only as a means. Maitre, 2006, p. 66) This line of thought brings about an opposite effect on the ethical consideration since it prohibits the master to make use of his servant in a disrespectful manner for unethical purposes such as lying or deceiving. Further, Kantian ethics also state that the servant is a rational being with a duty to himself that stands violated although he followed his master's instructions to lie. On both these counts, Cant's deontological thought stands in a complete opposition to the ideas put forth by the Baghdad-Gait.

Elementary science unit plan Essay Example | Topics and Well Written Essays - 2000 words

Elementary science unit plan - Essay Example displaced or pushed aside by an article weigh up more as compared to the object or article itself, the water is capable of holding the object up on its surface. The object floats. 5. Explain with an example, take an aluminum foil and make a boat. Float this boat on the surface of water. It pushes greater amount of water because of its large surface area and therefore the aluminum boat floats. At the same time explain displacement of water by the aluminum boat. 6. Explain the fundamental of surface area of the foil. Now crumple the foil to reduce the surface area. When this crumpled aluminum ball is placed in water it displaces less water as compared to its weight and therefore the crumpled aluminum ball sinks. The main objective is to make the students understand that matter is made up of molecules. Generalization and representational aspects enable students to communicate scientifically with their immediate environment and relate objects which can float and which cannot float. 5. Explain the concept that when boat and other objects which float, are placed in water they push aside enough water to generate a force that keeps the objects on the surface of water and thus the objects such as boats float. 10. Explain the concept why things float? Perform a simple experiment with the help of saltwater or fresh water to explain which is more buoyant? In any way, addition of salt in water affects the buoyancy of water? This could be performed by taking two containers, one with normal water (label as Normal Water) and other with salt water (Label as Salt Water). Place one-one egg in each of the containers. 11. Ask the students to observe carefully. Explain the fundamental that by adding salt the density of water increased. Salt water is denser as compared to the normal water. As soon as eggs are placed in the jars containing normal water and salt water, the egg in the normal water sinks while egg in the saline water floats. This is because of the density of water.

Mixed- Methods Research Assignment Example | Topics and Well Written Essays - 250 words

Mixed- Methods Research - Assignment Example The researcher is in a position to cover a wide scope because of a wide range of research questions since there is no confinement in a single approach. The method has its weakness such as increased costs of carrying out the research and more time is likely to be consumed before ones completes a given study (Creswell and Clark, 2007). The researcher has no choice but to learn how to integrate the different methods for a coherent study. I will use mixed methods design strategy because it will add more insights and understanding that is not achievable when using one approach. For instance, evaluating the features of childcare services will need one research method while understanding how the parents choose the particular methods of caregiving will require another research method. The on the number of mothers working outside their homes uses mixed methods approach. The quantitative method in this study was used to evaluate how parents check on different characteristics of childcare services given to their children. The researcher used qualitative method through questionnaires to establish the experiences of the mothers from their caregiving services. The researcher used mixed methods design in order to broaden the research questions and get more insights into caregiving services to the rural parents. I would have chosen the mixed methods approach in order to provide a strong proof for a deduction through corroboration of

Analysis of Nonobjective Art Essay Example | Topics and Well Written Essays - 500 words

Analysis of Nonobjective Art - Essay Example I. Introduction It is possible to use literal, design, and expressive qualities to guide one’s analysis of works such as Wassily Kandinsky’s painting Several Circles. Afterwards, a reflection on the analysis of nonobjective works will be provided, describing how this process differs from analyzing figurative or representational artwork. II. Literal Qualities Kandinsky used the circle because he thought it represented various concepts, including peace, wholeness, and perfection. He epitomized the form of the circle in this sense, his work being like a form of visual poetry. â€Å"The use of the circle occurs†¦in [several] variations†¦in Kandinsky's work†¦Ã¢â‚¬ 1 In effect, the use of circles is effective, especially because of the pleasing aesthetic placement of circles of various colors. For example, primary colors red and yellow are used with the secondary color orange in the same general perimeter. In addition, the primary color blue is used effective ly because it is close to the secondary colors green and purple. The literal qualities of the work include strong usages of primary and secondary colors to convey various effects. III. Design Qualities The circle as design was considered to be an epic and most complete shape out of all of the shapes available one could work with, in turn.

To prepare a marketing communications plan to launch a new brand Essay

To prepare a marketing communications plan to launch a new brand (Yumee) into the UK market - Essay Example The report provides a comprehensive marketing communication plan for the new product â€Å"Yummee† a fresh fruit juice to be launched in to the UK market. A market analysis along with target market segments is discussed prior to setting marketing objectives. The marketing communication plan is linked to these overall marketing objectives to ensure a fully integrated marketing communication strategy. The Exotic Juice Company Ltd (TEJCL) is in the second position in the UK’s fresh fruit juice and fruit based drinks such as smoothies market behind the market leader, Innocence. The company has earned a reputation for product quality over the past hundred years of its existence and have a brand image, which is of â€Å"value for money† contrary to the high-end premium priced Innocence products. With their product portfolio currently carting orange, grapefruit and pineapple based products, the company wishes to expand their range with introduction of products, which targets the growing segment of health conscious consumers. After intensive investments in product development and market research, the company is ready to launch â€Å"Yummee† a product made of Yumberry, a â€Å"super fruit† from Australia, which is a rare and precious berry that provides a deep red colored juice and is purported to carry healthy benefits. For a company to be successful in business, it needs to respond to the changes in the market place by developing and implementing business strategies, that takes in to account the dynamic micro and macro business environment (Abell 1980, Thomson & Strickland 2003). The report provides a market analysis of the Fresh Fruit Juice market in UK and also assess the new product, Yummee’s strengths and weaknesses in relation to environmental conditions. . A SWOT analysis can be used in drawing conclusions on how a company can best align its resource base to take advantage of the business opportunities while safeguarding

Critically discuss this statement. Provide examples of what techniques Essay

Critically discuss this statement. Provide examples of what techniques or approaches might be part of the province of Strategic Management Accounting, citing relevant research for their inclusion - Essay Example The information about the position of the competitor is, then, used to position the business in the best way to beat its competitors in the industry. Although Managers try to use strategic management accounting to advise their businesses on the competitive issues, there have been claims that the strategic management techniques that they are using, might already be in use in management accounting. This puts no use to the strategic management elements and techniques that the Strategic Management Accountants are busy applying in as far as competitive aspect of the business is concerned since these elements can as well be applied by the management accountants. Some of the authors and researchers who have questioned the use of strategic management accounting on advising businesses on issues of gaining competitive advantage include Beverly R. Lord (1996) and John K. Shank (1989) among others. This essay will majorly be based upon the claims of these two authors: Lord (1996) and Shank (1989), to unravel the clear position of the situation. The main born of contention here is to unravel the truth in their claims and either qualify or disqualify them. To be able to handle this issue, we will evaluate some of the strategic management accounting issues that the management accountants apply in their practice. The research will encompass the background information on the development of Management Accounting from traditional to modern practice. With these, we will then evaluate, using the existing literature, whether these elements and techniques applied by strategic management accountants for competitive advantage reasons already exist in the business operation through management accounting or not, and their relevance in decision making both in the short-term and long term basis. We will then conclude by giving support to a well-established

Critical thinking art paper Essay Example | Topics and Well Written Essays - 500 words

Critical thinking art paper - Essay Example Such depiction was evident by the use of multimedia that added to the value of the entire art entertainment. Truly, it is evident that the conceptual basis for such entertainment was the modern time that allows almost everyone in all walks of life to relate with. Therefore, the artwork in the event significantly involved computer technology. By being able to use multimedia presentations synchronizing the actors’ performance on stage, the entire show elaborated a truly new form of entertainment that was remarkably aligned with the modern times. It showcased an art that the new generation today with highly advanced technology can eventually appreciate. As already stated, the use of multimedia was enticing viewers to appreciate the whole theatrical event that is truly different from the classical one. Therefore the use of technology alone was a fundamental component of the Blue Man Group Universal that allowed it to be differentiated from the other theatrical and artistic performers. This eventually created a word of mouth, and as a result, many people were encouraged to experience the live artistic performance of the Blue Man Group Universal. Although the presentation of the Blue Man Group Universal still have important elements like those in any other classical theatrical event, what differentiated it from the rest was the level of interaction it tried to create with its target audience. The artistic performance was eventually designed in such a way that people in different walks of life can relate, both young and old. The interaction was able to create appreciation of the advantage of using technology in order to enhance or refine the presentation of the artistic design. Computer arts was remarkable in the presentation, prior to appealing to human emotion by triggering laughter and awe-inspiring creativity that was made possible via the employment of multimedia presentation. In this case, the use of

Common Difficulties Encountered in Academic Writing Essay

Common Difficulties Encountered in Academic Writing - Essay Example For me, writing can be really difficult at times because the act itself is solitary. It comes from within us. We concentrate on planning and thinking on how to transform our complex thoughts into an organized written text. For instance, when I write argumentative essays, there are abstract concepts that I need to explain using my own words and this makes writing difficult for me. Sometimes, I would find myself staring at a blank paper for hours because I do not know how to start the topic I am working. I would have difficulty in coming up with solid arguments for my essay topic. Even though I have read a lot about the theme of the essay, I still have trouble translating what I have read into writing. Worse, when I get to start writing, I would it difficult to end the topic. It is as if I am going nowhere when I start my writing task. Moreover, in the middle of the work, I would get distracted because sometimes I would be confused in grammatical rules especially when I construct complex sentences. Also, the rules in punctuation and spelling would confuse me a lot, especially when I would try to write longer sentences. Indeed, I am very conscious of all the technicalities in grammar, punctuation, and vocabulary when I start to write. However, amidst all these difficulties I encountered in writing, I have remained patient in re-writing and editing my drafts to come up with a presentable essay. I have learned that there are methods that would make writing easier for beginning writer and that is to have a plan. In this class, I have learned the process of pre-writing, writing, revising, and editing in order to get my essays done. Prewriting would mean that I have to jot down all the ideas I have, regardless of my ideas are correct or not. Writing an outline would then help me in organizing my thoughts and ideas.

Bosch company part-A project report Essay Example for Free

Bosch company part-A project report Essay 1.1 Autumobile industry The automotive industry designs, develops, manufactures, markets and sells the world motor vehicles. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles were produced worldwide. In 2007, a total of 71.9 million new automobile were sold worldwide. Around the word, there were about 806 million cars and light trucks on the road in 2007: the burn over 260 billion gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly especially in India and china. 1.2 INDIA An embryonic automotive industry started in India in the 1940s. However for the next 50 years the growth of the industry was hobbled by the socialist policies and the bureaucratic hurdles of the license. Following, the economic liberalization in India from 1991 and the gradual easing of restrictions on industry, India has seen dynamic 17% annual growth in automobile production and 30% annual growth in export of automotive components and automobiles. India produces around 2 million automobiles currently. Total turnover of the Indian automobile industry is expected to grow from USF 34 billion in 2006 to 122 billion in 2016. Tata Motors has launched Tata Nano, the cheapest car in d world at USD 2200. Indian automotive industry is contributing a significant portion to overall Indians GDP. This sector is growing and promising a lucrative future. Automotive sector also provides wide business and employment opportunities. With the liberalization of economy, the decades old monopolistic environment of the Indian automotive industry where only a handful of vehicle models were available with a long waiting list, gradually gave way to a highly competitive, complex and rapidly changing market which was not limited to domestic market alone. Today the number of vehicle models available are more than hundred and not a month goes without offerings of newer and more advanced mode. Ironically for the Indian automotive industry, the cost of technology  development has increased manifold and increasing product cost has put a squeeze on profit margin affecting their ability to outsource expensive technologies. Moreover, the technologies are not so easily available from outside .Instead of giving a license or setting up joint ventures with an industry, many intentionally renowned automobile manufacturers have started production in India to take advantage of grate commercial opportunities Indian market offer. Even in the existing joint venture, the control has slowing moved into hands of MNCs. Indian automotive industry urgently needs technologies to produce fuel efficient, environmental friendly, lighter, safer and cost competitive engines, and vehicles. Advanced material and manufacturing techniques, technologies for using alternative fuels, emission abatement, fuel economy improvement, safety enhancement, engine management systems, and embedded vehicle control system are some of the areas where we must focus our efforts. 1.3 AT PRESENT, INDIA IS THE WORLD’S †¢Largest tractor and three wheel vehicle producer †¢Second largest two wheel vehicle producer †¢Fourth largest commercial vehicle producer †¢Eleventh largest passenger car producer. CHAPTER- 2 COMPANY PROFILE 2.1 BACKGROUND AND INCEPTION OF THE COMPANY BOSCH Group founded in 1886 in Germany as a workshop for precision Mechanics and Electrical engineering by Robert BOSCH Group. The BOSCH Group today is the largest automotive technology supplier in the world with a global group turnover of 47.3 billion Euros in the automotive technology, industrial technology, consumer goods and buildings technology in the fiscal 2010. Robert BOSCH Group GmbH is a widely known company the world over, with presence across six continents. It has more than 300 subsidiaries and regional companies in over 60 countries. If its  sale and service partners are included, then Bosch is represented in roughly 150 countries. Bosch operates 260 manufacturing locations worldwide of these 200 are located outside Germany in Europe, North and South America, Asia, and Australia. The company employs more than 283,500 associates worldwide. The name Bosch is synonymous with innovation in automotive technology, industrial technology and consumer goods and building technology. The company is not just famous for automotive technology products like Gasoline, Chassis systems and Car electronics, it is also a pioneer in the areas of automation technology, metal technology, packaging technology, power tools, heating technology, house hold appliances, car multimedia systems and security systems. In 2010, BOSCH Group filed 3800 patent applications across the globe. The special ownership structure of the BOSCH Group guarantees financial independence and entrepreneurial freedom of the Bosch group, making it possible for the company to plan over the long–term and to undertake significant up front investments in the safeguarding of its future. 92% of the shares capital of Robert Bosch GmbH is held by Robert Bosch sifting GmbH, the charitable foundation. The slogan â€Å"Invented for Life† is part of its long tradition, through which it communicates the Group’s core competencies and vision, that includes technological leadership, modernity, dynamics, and quality and customer orientation. 2.2 ABOUT BOSCH LIMITED Bosch has been present in India for more than 80 years –first via representative office in Calcutta since 1992, and then from 1951 via its subsidiary Bosch Limited (formerly Motor Industries Company Limited) Bosch Limited (then MICO) began operations with a two man team in Chennai; its activities were importing and marketing BOSCH Group automotive products. Soon after the company set up a manufacturing plant for sparkplugs and fuel injection equipment for diesel engines in Bangalore. Bosch Limited today is the country’s largest auto component manufacturer and also one of the largest Indo-German companies in India. The BOSCH Group holds close to 71.18% stake in Bosch Limited. The company is headquartered in Bangalore with manufacturing facilities in Bangalore, Nasik, Naganathapura, Jaipur and recently-opened facility in Goa. The plants are TS 16949 and ISO 14004 Certified. Bosch Limited has its presence across automotive technology, industrial technology and consumer goods and building technology, with strength of over 11,700 associates. The company recorded a turnover of Rs. 6630 crores in 2010. The company has excellent RD and manufacturing capabilities and a strong customer base. Its market leadership is testimony to the high quality and technology of its products. It also has a strong presence in the Indian automotive services sector. Bosch’s service network spans across 1,000 towns and cities with 5000 sales outlets and over 4,000 authorized representatives who ensure widespread availability of both products and services. Bosch Ltd: Bosch is also represented by five other group companies in India. 1.Robert Bosch Engineering and Business Solutions Ltd: Robert Bosch Engineering and Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India since 1998, has emerged as one of the largest Bosch development centres outside Germany. It provides end to end engineering and technology solutions for all the business sectors of automotive technology, industrial technology, consumer goods and building technology. 2.Bosch Rexroth India Ltd: Bosch Rexroth India Ltd., established in 1974 in India, serves customers through its manufacturing facilities and service centres in Ahmadabad and Bangalore. 3.Bosch Chassis Systems India Ltd: Bosch Chassis Systems India Ltd., established in 1982 as Kalyani Brakes Limited in India, is amongst the leading manufactur ¬ers of brakes in the country. It currently manufactures a range of Hydraulic Brake Systems meeting the stringent quality norms of many leading Indian and international vehicle manufacturers. 4.Bosch Automotive Electronics India Private Ltd: Bosch Automotive Electronics India Private Ltd. is a 100%  subsidiary of Bosch Group and is engaged in the manufacture and sale of electronic devices and electronic control units. The Company is based at Naganathapura in Bangalore. 5.Bosch Electrical Drives India Private Ltd: Bosch Electrical Drives India Private Ltd. is a joint venture company. It drives for various automotive applications such as window lift drive, wiper system, engine cooling fans etc. Robert Bosch Worldwide The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered in Stuttgart, Germany, the Bosch Group has some 280,000 Executives worldwide, and generated annual sales revenue of 38.2 billion Euros in 2009. There are about 300 subsidiary and regional companies around the world. History of Bosch †¢1886 Opening of Workshop for Precision Mechanics and Electrical Engineering in Stuttgart on 15 November †¢1887 First low-voltage magneto from Bosch for stationary petrol engines †¢1897 First low-voltage magneto ignition for motor vehicle internal combustion engines †¢1901 First plant in Stuttgart †¢1902 First commercially viable high-voltage spark plug †¢1906 Production of 100,000th magneto ignition †¢1906 Introduction of eight-hour working day †¢1910 Opening of plant in Stuttgart-Feuerbach †¢1913 Start of production of headlights †¢1918 American assets seized; later become American Bosch Magneto †¢1926 Start of production of windscreen wipers †¢1927 First diesel fuel injection pump †¢1929 First TV Set from Fernseh AG division †¢1932 Formation of Junkers Co. †¢1932 First power drill from Bosch †¢1932 First Blaupunkt car audio †¢1936 First diesel fuel injection pump for passenger cars, such as the Mercedes-Benz 260D †¢1942 Death of the company founder Robert Bosch on 12 March †¢1962 Worcester Bosch Group opens in England †¢1964 Robert Bosch Foundation †¢1970 Company headquarter moves to Gerlingen †¢1976 First oxygen sensors †¢1978 Worldwide first Anti-lock Braking System (ABS) †¢1979 First electronic engine management system (Motronic) †¢1982 Company acquires photographic equipment division from Braun AG †¢1986 Traction control system (TCS) on the market †¢1995 Acquisition of Atco-Qualcast Ltd †¢1995 First Electronic Stability Control Electronic Stability Program (ESP ®) †¢1997 Common rail diesel fuel injection †¢2000 DI-Motronic gasoline direct injection system †¢2003 Acquisition of Buderus AG †¢2003 Digital car radio with MP3 drive and digital recorder (Blaupunkt) †¢2003 The formation of the Robert Bosch Tool Corporation and acquisition of S-B Power Tool Corporation and Vermont American Corporation including the brand names for Bosch Power Tools, Skill Power Tools, Dremel, Vermont-American, Primark brands, and Gilmours †¢2004 Third-generation common rail diesel injection for cars, with piezo injectors †¢2004 Bosch opens new Technology Center in Abstatt †¢2006 Bosch acquires Telex Communications, a maker of hearing aids, headsets and audio equipment, and partners with Daewoo to build Bosch refrigerators in Mexico †¢2007 The Bosch Communications Systems business unit is created to manage the brands and products of former Telex Communications †¢2008 Tata Nano, the $2,500 Peoples Car powered by Bosch-designed engine is unveiled at Auto Expo in New Delhi. Bosch plans to acquire majority stake in Ersol photovoltaic’s. †¢2009 Bosch acquires LR Nelson, a maker of lawn and garden products, including ponds, and merges the Gilmour’s and Nelson brands into Bosch Garden and Watering. †¢2009 Manufacture of Electronic Control Unit and Anti lock Brake System. †¢2010 Bosch started production of predictive emergency braking system, which alert of emergencies automatically applies brakes if needed †¢2010 Launch of A4000 pump meeting BS3 norms of commercial vehicles in India 2.3 NATURE OF BUSINESS CARRIED Automotive Technology Business divisions: Diesel and Gasoline Fuel Injection Systems, Car Multimedia Systems, Auto Electricals and Accessories, Starters and Generators, Energy and Body Systems. Industrial Technology Business divisions: Packaging Machines, Special Purpose Machines, Solar Energy Consumer Goods and Building Technology Business divisions: Power Tools, Security Systems 2.4 BOSCH VISION Creating Value – Sharing Values As a leading technology and services company, we take advantage of Bosch global opportunities for a strong and meaningful development. Bosch ambition is to enhance the quality of life with solutions that are both innovative and beneficial. We focus on Bosch core competencies in automotive and industrial technologies as well as in products and services for professional and private use. We strive for sustained economic success and a leading market position in all that we do. Entrepreneurial freedom and financial independence allow Bosch actions to be guided by a long-term perspective. In the spirit of Bosch founder, we particularly demonstrate social and environmental responsibility – wherever we do business. Bosch customers choose us for Bosch innovative strength and efficiency, for Bosch reliability and quality of work. Bosch organizational structures, processes, and leadership tools are clear and effective, and support the requirements of Bosch various businesses. We act according to common principles. We are strongly determined to jointly achieve the goals we have agreed upon. As associates worldwide, we feel a special bond in the values we live by – day for day. The diversity of Bosch cultures is a source of additional strength. We experience Bosch task as challenging, we are dedicated to our work, and we are proud to be part of Bosch. 2.4.1 BOSCH MISSION BeQIK – Be Better, Be Bosch – Profit secures our growth †¢Quality †¢Innovation †¢Customer Orientation BeQIK gives us the bearing for our actions. Our objective is to continuously improve all our internal processes – so that growth and economic success can be secured in the long term. BeQIK †¢Quality is our most valued asset †¢Innovation today ensures businesses tomorrow †¢Customer orientation inspires customers and associates BeBetter †¢We want continuous improvement †¢We want to be better than our competitors BeBosch †¢We offer outstanding products and services worldwide †¢We keep our promises 2.4.2 QUALITY POLICY †¢We strive to exceed the expectations of our customers by offering products and services of high quality standards. †¢Quality encompasses our assets throughout their life cycle, and our initiatives towards environmental protection and safety. †¢We effectively deploy methods and told to provide cost effective solutions to meet our quality objectives. †¢We involve our business partners in our endeavor towards improvements across the supply chain. Quality Principles †¢Our goal is to fully satisfy our customer’s expectations through our quality of our products and services. †¢Quality and quality improvements is every associate’s responsibility and ultimate goal from our board of directors to their apprentices. †¢Our directives, processes, systems and goals are based on requirements from international standards, consumer’s expectation, our knowledge and experience. Knowledge of and compliance with  these directives and processes in the foundation of our quality. †¢Quality means doing right in the beginning thus preventing failures in the end. Continues improvements for quality of processes lowers costs and improves productivity. †¢Avoiding failure is more important that eliminating defects. We systematically apply methods and tools, preventive quality assurance systematically, learn from mistakes and prevent their root causes without delays. †¢Our suppliers contribute systematically to the quality of our products and services. Therefore our suppliers have to live up to standards we have adopted. 2.5 PRODUCT/SERVICE PROFILE Product Range A. Automotive Technology – Robert Bosch Diesel Systems †¢Common Rail System for passenger cars, commercial vehicles off-highway vehicles †¢Axial Distribution injection pumps †¢Multi Cylinder Inline Injection Pumps (PE) †¢Single-Cylinder Injection Pumps (PF) †¢Elements †¢Delivery Values (DV) †¢Governors †¢Injection Timers for PE pumps †¢Fuel Filter Water Separators †¢Glow Equipment †¢Electronic Control Unit Gasoline system †¢Electronic Control Unit †¢Fuel Injectors †¢Lambda Sensors †¢Engine Speed Sensors †¢Knock Sensors †¢Hot Film Air Mass Meter †¢Pressure Regulators †¢CVT Belts †¢Connectors other plastic parts Starters Generators (Auto Electrical) †¢Starter Motors †¢Generators Spark Plugs †¢Spark plugs for 2, 3 and 4 wheelers and industrial applications †¢Long Life Plugs :Nickel Yttrium Twin Electrode Test Equipment Diagnostics †¢Fuel Injection Pump Calibration Test Benches †¢Nozzle Tester †¢Auto Electrical Test Bench †¢Diagnostic Tool : KTS series †¢Engine Analyzer : FSA series †¢Engine Analyzer : BEA series †¢Chassis System Check †¢Battery Service Equipment †¢Wide range of service tools for unit vehicle repairs †¢Software / Teach ware : ESI ( tronic ), MSI, K-CD B. Industrial Technology Industrial Equipment †¢Special Purpose Metal Cutting / Grinding / Honing / Lapping/ Super Finishing machines. †¢Semi / Fully Automatic Assembly Machines †¢Semi / Fully Automatic Inspection Measuring Equipment †¢Cleaning Machines †¢Electro-Chemical Machines †¢Tools, Gauges Fixtures †¢Exhaust Gas Re-circulating Unit (EGR) †¢Test Equipment Bosch Packaging Machines †¢Vertical Form Fill Seal Machines †¢Dosing System – Cup Filler, Auger Filler, Weighed Pump †¢Pharmaceutical Packaging Machines †¢Confectionary Processing Packaging Machines C. Consumer Goods Building Technology Bosch Power Tools †¢Construction Tools †¢Wood Working Tools †¢Metal Working Tools †¢Cordless Tools †¢Do- It Yourself Tools †¢Lawn Garden Tools †¢High Pressure Water Jets †¢Specialty Tools †¢Pneumatic Tools †¢High Frequency Tools †¢Automation Technology †¢Accessories for all Tools †¢Fischer Fixing System Bosch Security Systems †¢Fire Detection †¢Intrusion Detection System †¢CCTV Surveillance †¢Access Control †¢Integrated Security Management BIS †¢Public Address Emergency Sound System 2.6 AREA OF OPERATION The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered at Stuttgart, Germany. There are about 300 subsidiary and regional companies around the world. In India, Bosch is a leading supplier of technology and services, and has a strong presence in the country at numerous locations in diverse industry segments. Bosch Limited is India’s largest auto component manufacturer and also one of the largest Indo – German company in India. Bosch Limited has a strong nationwide service network which spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread availability of both products and services. The company is headquartered in Bangalore with manufacturing facilities at Bangalore, Naganathapura (near Bangalore), Nasik, Jaipur and Goa. Number of Branches in India Bosch manufacturing facilities are located in Bangalore with state of the art plants in Bangalore, Naganathapura, Nasik, Jaipur and Goa. All the 5 plants are TS 16949 and ISO certified. Bangalore Plant Manufactures multi cylinder, PE pumps, mechanical governors, elements, delivery valves, special purpose machines, packaging machines, power tools and will foray into the production of common rail pumps from 2006 onwards. Built areas 109.948m2 Land area 311.140m2 Employees more than 5500 Nagnathapura Plant RBIN (Bosch Ltd. India) Naganathapura Plant, inaugurated in the year 1990, is the 3rd plant among the 4 plant of RBIN. The plant houses productions hangars for Spark Plugs, Glow Equipment, Starter Motors, Alternators, Regulators and PF Pumps. Portions of the plant are leased out to RBAI and Bosch Training Center. Built area 47.494m2 Land area 266.100m2 Employees more than 1279 Nasik Plant Set up in 1969 is specialized in manufacture of clinical and Euro series of nozzles and injectors to automobile industries recently the Nasik Plant has ventured into the production of CRI ports catapulted by Bosch Endeavour in common rail technology. Built area 67617m Land area 405.060m2 Employees more than 2500 Jaipur Plant Set up in 1999 the Jaipur plant manufactures BE (Mechanical) pumps for domestic market and export purpose. The VE pump (Distributor fuel injection pump) is designed to meet Bharat state 11 Euro 11 emission norms. These pumps are used in 3-6 cylinder vehicles. Built area 16345m2 Land area 202350m2 Employees more than 1200 COUNTRIES COVERED Middle-East and Africa (UAE, EGYPT, KENYA), Neighboring countries (Sri Lanka, Bangladesh,) South East Asia (Philippines, Thailand, Indonesia). 2.7 OWNERSHIP PATTERN Since 1964, Bosch’s majority shareholder has been Robert Bosch Stiftung GmbH, a charitable foundation. The Stiftung carries on the charitable and social endeavors of the company’s founder in contemporary form. It sees itself as a foundation that pursues its objectives both with programs and institutions of its own, and by supporting suitable projects and initiatives proposed by others for tackling the tasks faced by society. Today, the Robert Bosch Stiftung, a charitable foundation, holds a 92 percent stake in the share capital of Robert Bosch GmbH. The share dividend received by the foundation is used exclusively for charitable purposes, i.e. to support general medical care, international understanding, social work, training and education. 2.8 COMPETITORS INFORMATION †¢Modi Champion †¢Delphi †¢Denso †¢Doowon †¢Electrex †¢Nippon †¢NGK †¢Siemens VDO †¢Zexel †¢Cav England †¢Lucas †¢TVS 2.9 INFRASTRUCTURAL FACILITIES Bosch infrastructure is one of the best in the country. The individual work place is designed as per the international standards which make the employees feel comfortable, proud, happy and safe. Medical Facilities †¢Medical centre works round the clock and also provides a 24 hours ambulance service †¢The company has also associated with important hospitals, labs and senior medical consultants in the city for the treatment of the employees †¢They are provided with annual master health check-up †¢Special schemes like hospitalization scheme, Manipal hospital scheme and Medical reimbursement scheme are provided to the employees Canteen Facilities †¢Food is provided to all the employees and 24hrs a day providing breakfast, lunch, dinner, tea/coffee and snacks for 8500 employees in 4 shifts. †¢It is well equipped and accommodation for more than 1500 persons at a time †¢The food provided in the organization is 100% hygiene. Workings of the canteen is guided by an advisory committee Transportation Facilities †¢The company provides transport facilities for employees Library Facilities †¢The company has the facility of both general and technical library The general library is used by the project trainees also Other Facilities †¢Sports club †¢Fine Arts Society looks into the cultural events and various programmes conducted during the course of the year. †¢Uniform, shoes, socks and soap is given to employees on the job by Bosch. †¢Accident benefit scheme †¢Holiday homes and time share holidays †¢Vehicle expenses and reimbursement †¢Death relief scheme. 2.10 ACHIEVEMENTS/AWARD February 1, 2012: Bosch Limited wins Car Bike Award 2012 The accolades and awards keep rolling in for Bosch Limited. Once again, Bosch Limited was the proud winner of the Subros Car Bike Award 2012 in the â€Å"Best Automotive Component Manufacturer† category. Bosch Wins â€Å"Car Bike† Award 2011 Receiving yet another glory in its 125th Anniversary Year, Bosch Limited was conferred with the Car Bike India Award in Best Auto Component Manufacturer category. The Car Bike Award function was held at Mumbai on January 13, 2011. Bosch was adjudged the best among two other nominees, namely Delphi and Endurance. Jan. 07, 2010: NDTV Car Bike Award ‘Automotive technology of the year’ This accolade recognizes the contributions made by Bosch in India, for localizing ABS (Antilock Braking System) production. Bosch is the only automotive supplier to manufacture ABS in India for passenger cars and light commercial vehicles. ABS is crucial to safety while driving, as it makes braking safer, by preventing the wheels from locking. April 15, 2009: DHL CNBC TV18 International Trade Award Bosch won this honor in the category of auto component industry, for doing  extremely well in exports through its low-cost solutions. The award recognizes the company’s commitment and innovations that address the needs of the Indian market, and keep Brand India alive. Feb. 20, 2009: NDTV Car Bike Award – ‘Auto component manufacturer of the year 2009’ Bosch was chosen as the best in the auto component industry of India for the year 2009. These awards are considered as benchmarks for auto excellence in India and widely trusted by consumers, manufacturers and auto experts alike. The award recognizes the best in the automobile industry of India. Jan. 7, 2009: UTVi Autocar Award Bosch and Mahindra Mahindra won the ‘Best Innovation of the Year’ UTVi Autocar Award. The award recognizes Bosch innovation start/stop system which contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro Hybrid is the first vehicle in India to integrate this technology in their new car. June 21, 2008: Business Standard Award ‘Star MNC of the year’ Bosch was noted for its cutting edge technologies, especially for designing and delivering low cost high quality fuel injection system and for pioneering the common rail system in India. Jan. 10, 2008: NDTV Car Bike Award Car Technology of the year Bosch not only setup the common rail injector and pump manufacturing projects in record time, but also pioneered the new application of Common Rail in low cost car segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer of Common Rail technology in the rest of the world as well. Jan, 12, 2007: NDTV Profit Car Bike Award 2007 – ‘Automotive Technology of the year’ Audited by PricewaterhouseCoopers, these awards honored the best in the Indian automotive industry for their handiwork in calendar year 2006. Bosch was presented with the award for its application of ABS / ESP technology. Jan. 4, 2007: CNBC-TV18 Autocar Auto Award – ‘Auto Component manufacturer of the year’ Bosch Limited was chosen for the mark that it has made both in the domestic and international markets with its superior technology and products. These awards seek to reward exemplary performance in the industry in 2006 based on a comprehensive set of attributes including design, technology, value, product experience and so on. The selection process truly reflects the choices and sentiments of all stakeholders and justifies their stature as benchmarks in auto excellence. Aug. 17, 2006: Dun Bradstreet American Express Corporate Award -–‘Top Indian company in the Auto Components sector’ The award recognizes the twin virtues of size and growth in the organizations of corporate India, from a derived list of top 500 companies in the country. Bosch Limited was selected as the best amongst the top 10 auto component manufacturers in India. Aug. 10, 2006: EEPC Award – ‘Star Performer for outstanding export performance’ The Engineering Export Promotion Council (EEPC) conferred the ‘tar Performer’for outstanding export performance in the large enterprises category on Bosch Ltd, which garnered a total export figure of Rs 423 crores in 2005, almost twice as high as Rs 193 crores in 2001. Jan. 12, 2006: NDTV Profit Car India Award – ‘Safety Technology Award’ Bosch was presented with this award for its pioneering work on the new age direct injection diesel fueling systems, with notable emphasis in the range of common rail diesels. Also taken into account was the persistent focus on unit injector systems which are entering the scene in the high profile high aspiration D-segment cars. The jury considered not just the technology but its bearing on safety, and the benefits it brought to automotive users as well as the potential it has for India. Jan. 8, 2005: Overdrive–Auto Monitor Award – ‘Auto component manufacturer of the year’ Recognized for innovations in technology and the scale and size of manufacturing capabilities, the award also commemorated the customer satisfaction earned by Bosch over the years, performance, quality and diverse range of products. This Annual Award is the â€Å"Oscar† for the automobile industry in India and recognizes the â€Å"best† in the industry in association with reputed industry bodies like CII, SIAM ACMA. 2.11 WORK FLOW MODEL The work flow model of Bosch can be interpreted in two phases †¢Information flow †¢Material flow Bosch believes in the concept of â€Å"customer is king† this is depicted in the workflow model which starts with customer signifying the pull system of production (i.e. production against customer order). Sales and marketing department receives purchase order from the customer. RD division takes decision with respect to product design and specification. Engineering wing analyses the order and decides upon in house manufacturing or outsourcing. The next step is to procure the component and assembling the final product, or acquire raw materials and convert it into finished product. Finally dispatch the end product to logistics department, which is entrusted with the responsibility of transit of consignment to the ultimate consumer. 2.12 FUTURE GROWTH AND PROSPECTS The auto component industry appears to have a bright future with the existing manufacturing planning and capacity and in addition moreover new plants are being setup with foreign collaboration. The Indian auto component industry is highly fragmented with over 3000 players in organized sector and estimated 500 units in the small sector. Vocationally the industry has developed major vehicle manufacturing centers. Small and medium enterprise sector is keen on taking a number of technology investment initiatives in order to become self reliant and globally competitiveness according to a confederation of Indian Industry survey report on auto component. The survey reveals that Indian small scale enterprises manufacturing auto components are well equipped to produce components as per international standards. These SMEs have now started talking strategic positions in the international markets at both the original equipment manufacturers and the replacement supply. The last few months have seen a virtual boom in the Indian automobile industry with not only domestic component manufacturing shares but also the formidable biggies also entering India in such a manner that it is increasingly turning out to be a lucrative destination for many companies. The other growth plans are †¢Focus on strengthening or engineering competencies and infrastructure in new product lines. †¢Focus on securing liquidity position. †¢Cost reduction without hurting the long term interest of the business. †¢Import substitution projects. †¢Continuous improvement activities and implementing lean practices through Bosch Production System (BPS), continue with redesign of HR policies and practices to attract, retain and motivate employee. CHAPTER 3 MCKINSEYS’S 7S FRAMEWORK 3.1 STRATEGY Strategy is the systematic action allocation of resources to achieve company goals. A strategy is defined as â€Å"a coherent set of action aimed at gaining a sustainable advantage over competitors by improving the market position and effective allocation of resources vice versa. Hr Strategy It pays special attention to competence management and filling up of executive positions in growth regions, special entry programs to attract qualified university graduates and applicants with professional experience. Train and develop the younger generation of apprentices/ engineers who are the future skilled technicians and managers. Corporate Strategy Bosch economic strategy corresponds to a common aim of the group for innovation, independence and integrity. The aim is to be among the world market leaders and to be a major player in all of the company business sectors. The strategy to achieve this goal is by strong marketing of new products and ongoing investment in Research and Development to innovate continuously. The emphasis on innovation is underlined by huge number of associates, working in Research and Development departments, 21250 world wide. Efficient sales and customer service also play a key role in Bosch’s corporate strategy. Innovation Bosch shall focus their innovative strength on technology that is â€Å"INVENTED FOR LIFE.† Bosch has invested heavily in RD much above the industry average. This has resulted in Bosch pioneering many technological advances †¢Anti-locking braking systems †¢Electronic stability control †¢High pressure diesel injection †¢Parking assist systems 3.2 STRUCTURE The design of organization structure is a critical task to the top management of an organization. It is the selection of the whole organization edifice. Organization structure refers to the relatively more durable organizational arrangements and relationships. It prescribes the formal relationship, how an organizational member’s procedure exists. To guide the various activities performed by the member of all part of the organization. 3.3 SYSTEM System refers to formal process and procedures use to manage the organization including the management control system performance management measurement and reward system, information system and distribution. Human Resource The HR organization uses its human resources strategy to support the divisions in the pursuit of their objectives. This involves the consistent application of the balanced scorecard. This method is used by executives. The HR organization’s missions are based on the House of Orientation and contribute to closer alignment with the strategic objectives of the company. The â€Å"House of Orientation† provides a frame of reference for Bosch long term road map and for the way Bosch works together. It is based on Bosch values and core competencies. Environment Management Bosch has been expanding the environment management systems at Bosch sites since 1996. Now, the 300 sites have been certified to ISO 14001. Bosch implemented a maturity model for all manufacturing and developing sites, which will serve as the basis for further improvements in environmental protection, occupational safety and fire safety. Occupational Safety Management Bosch implemented a new occupational safety management system based on the globally recognized OHSAS 18001 standard. One of the systems main functions is to detest potential accident and health risks for associates in order to take appropriate preventive measures in good time. The new system is to be implemented at all manufacturing sites in no more than two years. This makes Bosch one of the forerunners in global implementation of the OHSAS 18001 standard. Bosch Production System (Bps) It was installed in 2002. It is a systematic production system in Bosch. In general it is called as Lean manufacturing. Just in Time (JIT) is one of the systems in Bosch production. In this the right parts produced at the right quantity should reach the assembly time at the right time. Approaches in Bosch Production System †¢The right part †¢In the right quantity †¢In the right quality †¢At the right cost †¢At the right time †¢At the right place Quick Response System (Qrs) System designed to respond quickly to any problem/issues in the production. Example – Every system has three machine indicators: Red (machine breakdown), Yellow (shortage of materials), and Green (process completed for that machine) 3.4 STYLE Style is the leadership approach in the top management and the company’s  overall operating approach. Style impacts the norms that the people follow and how they work and interact with each other and the customers. The leadership style depends upon the organization culture that is in practice. Bosch Ltd has participative kind of leadership style where in the leader consult with the subordinate, a proposed action, decision and encourages, ensures equal participation among them. The style adopted by the management is to maintain a friendly and collaborative environment for smooth running of the organization. Bosch Guidelines for Leadership 1. Aim for success: Profit, growth, quality, customer and process orientation. These are the key metrics with which our corporate objectives are aligned. Regularly communicate these objectives to your associates. Make it clear what each individual can contribute to achieve it. 2. Demonstrate initiative: Together with your associates, generate new ideas and strategies that make our company stronger. Encourage them to embrace change and take initiative on their own and support them in the implementation. 3. Demonstrate courage: Stand by your associates. Make clear decisions and demonstrate determination in implementing them. Be a role model and exemplify the Bosch values. 4. Keep your associates informed: Of course you give your associates factual information. They should also know the business context and background – they are an important prerequisite for identification with the company. 5. Lead by goals: Delegate tasks and give your associates the authority to perform them. Agree on clear goals and allow sufficient space so that creativity, self-confidence, and accountability can be developed. This enables you to lead your associates to success. 6. Give feedback to your associates: Recognize the strengths of your associates and help them to utilize and further develop them. Take a close look: praise your people where praise is due, but also give fair and constructive criticism. Mistakes happen on both sides. Be quick and open in addressing them with the associate. 7. Trust your associates: They are capable and willing to perform. Have the courage to manage with limited control. Your trust will create the entrepreneurial momentum that all of us want. 8. Shift your perspective: Put yourself in your associates position and also look at things from their point of view. How would you react to the decisions you have taken as their supervisor, and what rationale would you  expect to hear. 9. Shape the future together: Your associates can and do contribute to our company. Integrate them into the preparation of decisions and capitalize on the ideas and the potential that the cultural diversity of our company offers. Work together with your associates to transform mere interfaces into connection points, and barriers into opportunities. 10. Develop your associates: Advise and systematically support your associates in their professional development. Support them if there are suitable opportunities for, or if they desire, further development somewhere else in the company. 3.5 STAFF The staff at Bosch Ltd is considered as a pool of resources to be nurtured, developed, guarded and allocated. There are about 3650 employees in the organization. Permanent employees are 2550, temporary employees are 500, on job trainees are 600. Levels at Bosch Ltd MANAGEMENT AND SUPERINTENDENT STAFF †¢GM – General Manager †¢DGM – Deputy General Manager †¢Gr.1 – Senior Manager †¢Gr.2 – Manager †¢Gr.3 – Deputy Manager †¢Gr.4 – Assistant Manager †¢Gr.5 – Senior Engineer †¢Gr.6 – Officer †¢Gr.7 – Assistant Officer Managerial And Supervisory Staff (MSs) Managerial and Supervisory Staff refers to a salaried professional or an educated worker who performs semi-professional office, administrative and sales co-ordination task. They are board occupational grouping of workers engaged in non-manual labor. Blue Coloured Associates (Bca) A blue collared associate is a member of the working class who typically performs manual labor and earns an hourly wage. Blue collared associates  work may be skilled or unskilled and may involve manufacturing, mechanical work, maintenance repair and operations maintenance of technical installations. 3.6 SKILLS There are 6 different skill groups within the skills framework. Community leadership skills, leadership skills, management skills, occupational/technical/ professional skills, core skills, skills for life. The other skills groups are †¢GENERIC SKILLS are those which should be possessed by each and every employee in order to carry out the task successfully. Skills like problem solving, decision making and communication form the basic important generic skills. †¢SPECIFIC SKILLS are those which should be possessed by the employee to carry out his/her assigned specific task. Example: Time management, shop floor management, building teams, leadership and motivation, creativity, industrial safety and environment. BOSCH SKILLS The employees according to the nature of the jobs posses following skills †¢Functional †¢Quality †¢Information Technologies †¢Behavioural/ Human Relations Managerial 3.7 SHARED VALUES – BOSCH VALUES Bosch Values are those values which are applied and followed by all Executives faithfully. †¢Future and result focus: In order to ensure dynamic development of our country and to guarantee long term corporate success, we participate in shaping the changes in markets and technologies. †¢Responsibility We accept that our actions must accord with interests of society. †¢Initiative and determination We act on our own initiative, with an entrepreneurial but accountable spirit, and demonstrate determination in pursuing our goals. †¢Openness and Trust We inform our associates, business partners and investors in a timely and open fashion of important development within our company. †¢Fairness We view mutual fairness as a condition of our corporate success when dealing with each other and with or  business partners. †¢Reliability, credibility, and legality We promise only what we can deliver accept agreements as binding and respect and observe the law in all our business transactions. †¢Cultural diversity We are aware of our company’s regional and cultural origins and at the same time regard diversity as an asset as well as a precondition of or global success. CHAPTER 4 SWOT ANALYSIS 4.1 STRENGTHS †¢High customer satisfaction. †¢Established brand image around the world over the centuries. †¢Continuous improvement of products and quality. †¢Employee development given at most important. †¢Cost reduction strategy is good. †¢Good infrastructure facility. †¢Leadership through innovation. †¢High employee morale. †¢Effective decision making, information sharing and authority distribution. †¢Less employee turnover. †¢High quality and eco-friendly products. 4.2 WEAKNESS †¢Experience and skilled employees are not in right position because of ineffective allocation. †¢Decision making will be delayed because of long procedure. †¢In certain situations centralized management is followed. †¢Marketing of products is given less importance. †¢Adaptability towards change is low. †¢No diversification of business. 4.3 OPPORTUNITIES †¢Continuous innovation of products. †¢Bosch can foray into other line of business as it has a good brand image. †¢It can produce new machineries using high technology. †¢Potential to grow in power tools, packaging and security systems. †¢It can produce more economical and eco-friendly products. †¢It helps to compete with other companies †¢Quick cost effective adaptation of product to market requirement of Indian market. 4.4 THREATS †¢Increase in competition. †¢Too many substitute products available in the market. †¢Brand image being diluted due to entering into many products. †¢Growing bargaining power of companies. †¢Continuous cost pressure. 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A Soldier Always At War English Literature Essay

A Soldier Always At War English Literature Essay Many war veterans have a hard time adjusting to life after war. What happened in the war is always on their mind. What they went through was so tragic that they cannot forget about what happened. Krebs in Earnest Hemingways Soldiers Home is struggling to adapt to normal life after coming home from World War I. He is not the same person he was before the war, I dont love anybody (169). His view on the world is different. He even sees women in a different way than he did before, Besides he did not really need a girl. The army had taught him that (166). Krebs came home from the war later than most of the other soldiers. People in his hometown do not have the patients to listen to his war stories. He may feel that people do not understand what he went through His town had heard too many atrocity stories to be thrilled by actualities (165). It also may make him feel like he is different than everyone else. Since no one wants to hear about his stores, and he does not want to take any conse quences of living in a civilized manner, he can never move on in his life from the war. The saying you cant go home again relates to Krebs because the war is always on his mind and he cannot escape it. Hemmingway makes a clear distinction in the story between the two names that Krebs goes by. His family still calls him Harold; the text refers to him by Krebs. Before the war, Krebs is known as Harold. Harold was an innocent boy. His life was simple. He did not have much experience of the world. He had enlisted to the war from a Methodist college. He enlisted to the Marines most likely because many of his friends enlisted. Like many whom enlisted during the time, he had not had any experience in the battlefield. The death of his friends, and fellow people that he knew was tragic. The death he saw from the war scarred him. His family always knows him as Harold I had a talk with your father last night, Harold (167). After the war though, Krebs left behind a part of himself back in Europe. He never talks about how bad the battles were. He was in some of the bloodiest battles in the war. He never talks about them because he does not want to relive them. The battles changed him because he saw so much death. He is no longer Harold. The war had such an impact on him that he turned into a completely different person. No one recognizes this new person. Other than the change of names the war changed Krebss view on women. In Europe it was all about the sex. He does not want a relationship with a woman in his own town because relationships are complicated, and he does not want to take any risks and lose anything else. Krebs did not have to communicated much with the French or German girls, But he would not go through all the talking (167). Having a relationship is too much work for Krebs. All he cares about it the sex, You couldnt talk much and you did not need to talk (167). Doing all the work to get a girl is too much work. Krebs just returned home and is not used to the women. At Germany he did not have to do much to get attention from them There is a picture which shows him on the Rhine with two German girls and another corporal. Krebs and the corporal look too big for their uniforms. The German girls are not beautiful (165). The only way that he could have a relationship is to more on from what happened from the war, but he is ha ving too much of a hard time. Krebss family knows that he needs to move on from the war. They try to encourage him to drive the family car. They likely do this so that Krebs can have more freedom. They may think that letting him have the ability to drive the family car will make him want to do other things like getting a job or going back to school He thinks you have lost your ambitions, that you havent got a definite aim in life (169). Krebs says he loves no one, because he does not want to take any consequences. They wanted him to get a job but, Krebs does not want to do it. His mother is probably the most desperate person to want him to move on. She prayed for him to try to give him some hope, but Krebs does not think much of it. He does not want to do what his mother and father ask him to do, because he wants to live a simple life. He no long has any ambition like his father predicts. He lost that during the war. He sees his sister play baseball because she is much like he wants to be. Young, innocent, and si mple. That is what Krebs wants to be after the war. Krebs may never go back to who he once was. He has to move on from the war to be able to achieve anything in his life. He is always remembering what happened in the war. He wishes he was back in Germany sometimes. He also needs to tell people about his stories without lying about it. Before he left the war, he fit in well with his hometown. Now he is an outcast to everyone. He will not take any chances in life anymore. He saw too many people die in the war from taking chances. The saying you cant go home again may live with Krebs his entire life. His views may never change. He may never move on. His family still knows his as Harold, but he will remain to be Krebs as long as he decides.

A Gangster Turns Writer :: Free Essay Writer

A GANGSTETR TURNES WRITER There was a kid named Tony Davidson who lived in Italy, Tony’s dad had a very powerful gang in Italy and everybody knew who they were. â€Å"If you’re having any problems I’ll fix them.† Said Tony’s dad. Tony however didn’t like violence he thought that all things could be handled peacefully.   Ã‚  Ã‚  Ã‚  Ã‚  However everyone at school was afraid of him. They always bought him presents, gave him money because they knew if they didn’t they would the price. Tony never asked for any of it though. All he wanted was real friends, not friends that just use him to be on his dad’s good side. Everyone was too scared to tell the Italian police because if they did they and their families would be in trouble. Until one day one brave man told an officer at the train station. A person who was at the station at the time quickly told Tony’s dad.  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"We must move to America.† Tony’s dad told Tony. â⠂¬Å"Fine let’s go!† said Tony. So they got on their private which they stole from a rich Italian family, just for the fun of it and moved to America.  Ã‚  Ã‚  Ã‚  Ã‚  It was still summer in America so school had not yet started. Tony, Tony’s dad, and the gang all knew English from when they took lessons in Italy.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  In the high school in which Tony was to be attending there was a-lot of mean people who were jealous and beat you up just for fun. In Italy Tony heard that American schools were bad and didn’t teach you anything except for stupid stuff. However when Tony arrived at his school he realized this was not true.  Ã‚  Ã‚  Ã‚  Ã‚  However what was true was that people kept making fun of him for no good reason. They were all jealous of his first day outfit; he had on a Gucci suit, with Prada shoes, and a Louis Vuitton backpack. Everybody messed up all his clothes and when he told his principal, the principal said neither â€Å"Sorry I don’t like nor help Italians†.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Tony almost started crying; when his dad came to pick him up in a Ferrari a kid threw an egg at the car. Tony’s dad got out of the car and beat the kid up. The kid was injured so badly he was put in a wheelchair. â€Å"Dad why did you do that?† Violence is wrong said Tony. â€Å"No it isn’t violence is good!† said his dad.

Mike Harris And The Ontario Conservative Party: Ceos Of The Year? Essay

Private universities, private jails, private health-care and private water testing. What do all of these things have in common? They are all services the Tory government in Ontario has been trying to privatize with some disastrous results and possibly more to come. The Ontario government, lead by Progressive Conservative leader Mike Harris, has been slowly trying to do away with services that are currently administered by the province. The ideology in question, privatization, has been a hallmark of the Common Sense revolution. But so far the Tories have been slow to make a success of it. Attempts to privatize the Liquor Control Board and TV Ontario were put on the back burner because of low public support. As well, privatizing hydro utilities has already led to charges of price gouging. But by far the biggest headache is coming from the public outcry over the deaths from the E-coli outbreak in Walkerton, Ontario. Regardless of who the Tories look to blame, the issue continually keep s coming back to the privatization of water labs by the province. Yet now, with these other efforts stalled or creating political turmoil, the government is pushing ahead with its prison agenda. The first of the new â€Å"superjails† will be opened in Penetanguishine, a small rural community north of Toronto. This jail is slated to be home to the province's first privatized superjail and the issue has created a storm of controversy. In November of 1999, the Ministry of Corrections announced that the new 1200 bed facility would be turned over to the private sector, contrary to what the municipality had been previously told. Wayne Redditt is a member of a local citizen's committee opposed to the privatization venture. â€Å"The municipality entered into this deal because they thought they were going be getting a lot of good paying OPSEU (Ontario Public Sector Employees Union) jobs. People were told it was going to be a publicly run facility. Then after the election we are told that it will be private. People here didn't expect to be treated like guinea pig.† The Ministry of Corrections has defended themselves by stating there will be a strict code of standards im posed before private corporations are allowed to take control of the prisons. They have gone on to say that there will also be constant monitoring of the prison by ministry officials. This had done very little to quell public fear ... ...t money and then taking your house if you don’t pay it back? Will there be two lines in the emergency room; One for the wealthy who can swipe their credit cards and one for the â€Å"others† who will use their health cards? Since these services have felt the pressure, you can be sure that it won’t be long before other important and crucial services in this province feel the pinch. In essence, if private corporations are going to be running all the services that the province of Ontario used to run, why bother having a provincial government? Maybe some day soon we’ll all be electing a CEO and not a premier. Bibliography 1. Redditt, Wayne. Interview. HighGrader Magazine Summer 2000 2. Scanlon, Barry. Press Release. OPSEU Website Sept. 7, 2000 3. Dawe, Brian. Interview. HighGrader Magazine Summer 2000 4. Daniels, Mary Lou. Press Release. OPSEU Website Dec. 03, 1999. 5. Casselman, Leah. Press Release. OPSEU Website May 26, 2000. 6. MacDougall, Doug. Press Release. OPSEU Website Aug. 08, 2000 7. Cunningham, Diane. Interview. Ministry Website (Hansard) October 2000. 8. Casselman, Leah. Press Release. OPSEU Website June 23, 2000. 9. Taylor, Darryl. Press Release. OPSEU Website Sept. 21, 2000.

Essay --

During 26 December, the Fiji Meteorological Service's Tropical Cyclone Warning Center in Nadi, Fiji (TCWC Nadi), started to monitor a tropical depression that had developed within the Intertropical Convergence Zone about 575 km (355 mi) to the south-east of Nauru.[1][2] Over the next few days the depression gradually developed and organised further, as it moved towards the west-southwest under the influence of a north-easterly steering flow.[1][3] During 28 December, the JTWC classified the depression as Tropical Cyclone 05P, before TCWC Nadi reported that the system had developed into a category 1 tropical cyclone on the Australian tropical cyclone intensity scale and named it Rewa.[4][5][6] Over the next few days, the system gradually intensified under the influence of favourable upper-level winds while it moved towards the south-southwest, passing through the Solomon Islands on 29 December and affecting the southeastern islands of Papua New Guinea.[3][7] As it moved through the So lomon Islands, Rewa moved out of the South Pacific basin and into the Australian region, where the Bureau of Meteorology's Brisbane tropical cyclone warning centre (TCWC Brisbane) took the primary warning responsibility for the system.[4][8] On 30 December, the JTWC reported that Rewa had become equivalent to a category 1 hurricane on the Saffir-Simpson hurricane scale (SSHS); early the next day TCWC Brisbane reported that the system had developed into a category 3 severe tropical cyclone, and an eye became visible on satellite imagery.[1][2][5] The system then abruptly turned and started to move towards the south parallel to the Queensland coast because of an interaction with an upper-level trough of low pressure.[3][4] On 2 January both the JTWC and... ... a tropical storm while throughout that day TCWC Brisbane assessed Rewa as a category 3 severe tropical cyclone.[2][7] During the next day, TCWC Brisbane reported that Rewa had weakened into a category 2 tropical cyclone as it recurved and started to move towards the south-east about 265 km (165 mi) to the east of Mackay, Queensland.[7][5] Over the next couple of days the system moved towards the south-southeast along the Queensland coast while maintaining its intensity.[5] During 21 January, TCWC Brisbane and the JTWC reported that Rewa had weakened below cyclone strength, as the system moved back into the South Pacific basin for the third and final time.[4][6] Rewa's remnants were last noted late on 23 January, by TCWC Wellington, bringing heavy rain to New Zealand, while dissipating over water about 400 km (250 mi) to the east of Wellington, New Zealand.[4][5][11]

The contribution of infrastructure to Nigeria’s economic development and future prospects

Introduction There is general consensus that there is a positive relationship between development in the financial sector and economic growth providing the means to mobilize and to allocate funds in the economy (Masha et al., 2004; Shaw, 1973). However, financial development is also shown to be inadequate to cause economic development often being considered to be a passive handmaiden serving to enhance the output and contribution of the real sector (production) (Firzli and Bazi, 2011; Olaseni and Alade, 2012). There is therefore need for enhanced focus on the growth of the real sector, which in most cases is private sector driven and includes economic activities of a country’s citizenry. Herein lay the import of infrastructure development and the need for its aligned pursuit with financial sector development for enhanced national economic development. This research assesses the potential for utilizing infrastructure investment to enhance economic development in Nigeria, seeking to show nee d for enhanced focus on infrastructure investments to achieve the country’s desired economic growth and a positive future prospects. Aim of research This research proposes that there is significant potential for utilization of infrastructure investment to achieve enhance economic development of Nigeria. Through the assessment of this potential and analysis of government efforts towards managing infrastructure inadequacies, this research endeavours to answer the question: What is the potential for utilizing infrastructure investment to enhance economic development in NigeriaIt seeks to show that infrastructure investments are justifiable in the quest for economic growth and robust future economic development prospects for Nigeria. Research Objectives With regard to its overarching theme, this research aims to achieve the following objectives: To assess the correlation between infrastructure development and economic growth To assess infrastructure inadequacies in Nigeria impeding the country’s economic growth and what measures are being taken to address them. To evaluate impact of infrastructure development past and present on Nigeria’s future prospects and economic outlook. Structure of proposal Following is a review of literature which lays the foundation for the subject under study. It is followed by the research Methodology outlining techniques and approaches employed in the conduct of study. Literature review There is general consensus that there is a positive relationship between development in the financial sector and economic growth. While acknowledging that financial institutions provide the means to mobilize and allocate funds in the economy hence enhancing development, Schumpeter, in his 1934 work, did not perceive financial sector development as being the cause of economic development. Later in 1954, Robinson supports this view arguing that the financial sector is a handmaiden of economic development, which is passive and responds to needs in the real sector (which encompasses economic production including manufacturing) and therefore growth in the real economy (Masha et al, 2004). However, McKinnon (1973) and Shaw (1973) argue that the financial sector can be more than a passive handmaiden and a major driver of economic growth if it is relieved of its restraints. With repression, they argue that the financial sector responds passively to the needs in the real-sector and can only d rive economic development if liberalized. It is settled for most research work that there is a definite link, between growth in the financial sector and in the real sector (economic production). In an article in 2005, Asagowa identified close to ten indices of growth and deepening of the financial sector. These include rate of growth of all-encompassing money relative to GDP (diversification of the economy), interest rates spread, and ratio of financial assets to GDP, among others (Babatunde, et al, 2012). Infrastructure is a significant contributor to growth in sectors of the economy such as manufacturing and other forms of production easing and facilitating essential constituent processes. Financial sector reforms and economic development Up until the fourth quarter of 1986, Nigeria pursued a government-led economic development paradigm guided by National Development Plans. The government dominated all sectors of the economy including agriculture, commerce, services (especially transportation), and industry, among others, with the private sector playing a passive role. Since its independence in 1960 and subsequent discovery and exploitation of oil through the 1970s, the government had sufficient resources to finance these development plans to a reasonable proportion (World Bank, 2010). However, poor fiscal discipline consequent to the revenue windfalls deriving from oil saddled the nation with a significant external debt burden. The disregard of other sectors of the economy led to a fall in international trade, and as well resulted in high unemployment rates and slow growth of output. These led the government to rethink its underlying philosophy of development resulting in a shift in paradigm to a private sector-led p aradigm. With this shift came relief of stringent regulations governing every sector which were put up to enhance government control but which impeded the enhancement of performance and growth (Akinyosoye, 2010). In 1984, therefore, a programme was fashioned called the Structural Adjustment Programme (SAP) which attempted to move the country away from direct government control of economic activities to indirect control such as through market forces. This involved widespread deregulation of trade, exchange, finance, among others. However, in spite of the increase in the number of financial institutions and greater variety of financial instruments and freedoms, the real economy showed no marked improvement with all macroeconomic indicators declining three years into the new millennium (World Bank, 2013). The country suffered debilitating external debt, high inflation (highest at 72.8% in 1995) (FMW, 2012: NNBS, 2013), high level of fiscal debt, underemployment and low capacity utiliza tion in industry and agriculture. There was general distress also in the financial sector with high levels of insolvency and non-performing loans (Firzli and Bazi, 2011). Financial reforms have not been entirely successful translating into economic growth to desired levels. In this regard, there is need for aligned pursuit of growth in the financial sector with that in the real sector, which is facilitated by infrastructure development. Herein lay the import of infrastructure development. Infrastructure and economic development Infrastructure is herein defined to include the sectors of transport, water and sanitation, telecommunications, power, among others. In all countries across the globe, this aspect represents a large portfolio of expenditure, ranging from a third to a half of public investment (Akinyosoye, 2010). Given the intense capital requirement and the length of time it takes for benefits to manifest, there has been concern and debate among economic policy makers, politicians and the general public regarding the performance of infrastructure and its impact on economic development (Patunola-Ajayi, 2013). However, AEO (2013) and WEF (2010) among others present a widespread agreement that the inadequacy of physical infrastructure in a country is among major constraints impeding sustained and broad-based economic development. There are various correlations between infrastructure and economic activity. In the short term, the construction phase is associated with attendant decision in the public secto r that could have an influence on macroeconomic variables such as GDP, employment, public deficit, inflation, among others. The public investment thus expands aggregate demand, yielding a boost to employment, production and income (Patunola-Ajayi, 2013). In the medium and long term (the utilization phase), there are macroeconomic effects such as increases in productivity over the territory and in the private sector, as well as its effect on the degree of competitiveness of an economy (ADB, 2012; Foster and Briceno-Garmendia, 2010). Additionally, various benefits derive from infrastructure development. The availability of infrastructure influences the marginal productivity of private capital with investment of public capital in infrastructure in a particular location often attracting additional flow of resources (Akinyosoye, 2010; ADB, 2012). Infrastructure services such as transportation, electricity, and water are also intermediate inputs to production. Public capital invested in i nfrastructure therefore complements private capital and serves to enhance economic development (ADB, 2012; World Bank, 2010). Services thereby generated as a result of sufficiency of infrastructure translate into increased aggregate output. At the microeconomic level, the effect of infrastructure is specifically seen through the reduction in the cost of production derived from its impact on profitability, output levels, employment and incomes (Myers, 2007). This is particularly the case for small and medium scale enterprises. Extensive and efficient infrastructure is critical in ensuring effective functioning of the economy and is an important factor in the determination of the location of economic activity and the kind of sectors and/or economic activities that can develop in a particular economy (Patunola-Ajayi, 2013). There is also the intermediate input for economic development which encompasses higher productivity obtained from improved human capacity development. This can be a ttained through improvements in healthcare, nutrition, education, better roads and transportation, and access to electricity to households as well as telecommunication services which enable the creative engagement of citizens and access to core economic activities (Wilhelm, 2010; Akinyosoye, 2010). On a global scale, and regarding international trade (trade logistics), there is also an impact on the cost and quality of service which determine competitiveness in export and import markets. Infrastructure reduces the effect of distance between regions, enables the integration of national markets, and creates connections at lower cost to markets in other regions or countries (WEF, 2010; ADB, 2012; KPMG, 2012). A remarkable positive effect of infrastructure development has been adduced by models such as the Cobb-Douglas which yield a median value of 0.30. This means that public investment equivalent to 100% of the public capital stock would lead to a 300% growth of private production (Ba batunde, et al, 2012). Investment in infrastructure is therefore among the important mechanisms through which to increase income, employment, productivity, and consequently, the competitiveness of the economy. Infrastructure development in Nigeria Nigeria’s economic growth is largely driven by the capital-intensive oil sector which continues to drive the economy. The average growth of this sector was about 8% comparable to -0.35% for the non-oil sectors (NNBS, 2013). Given its limited job creation capacity, focus on this sector has not translated into sufficient jobs resulting in poverty and disenfranchisement of the greater population and, therefore, the country’s low rank in the Human Development Index (HDI) (NNBS, 2013; The Guardian, 2012). In this regard, King, 2003; FMW, 2012 and AEO, 2013; show that economic growth has not translated into sufficient job creation and/or poverty alleviation with unemployment increasing from 21% in 2010 to 24% in 2011 (King, 2003; NNBS, 2013). The country’s outlook for growth remains positive, though, with an annual economic growth rate of about 8% (KPMG, 2011; NNBS, 2013), and an anticipated GDP growth rate of about 12% in the next five years (NNBS, 2013; AEO, 2013). T his outlook pegs its vision 20:2020’s aspiration to achieve a GDP of $900 billion (FMW, 2012; NNBS, 2013) predicated on improved sectoral performance, the propulsion of a better business environment, and supportive government policies focused on stability in the macroeconomic environment and increased investment. This is however challenged by short and medium term downside risks which include security challenges due to religious conflict in some of its states, slowed global economic growth in major economies of the world and the crisis of the Eurozone (Olaseni and Alade, 2012). There is therefore a great need to diversify the Nigerian economy making it broad-based (both socially and geographically) and to expand the sources of growth. The development of agriculture, manufacturing and services could enable the broadening of growth, creation of employment and reduction of poverty (AEO, 2013). The country is therefore addressing the infrastructure deficit in the country to creat e linkages and to enable such diversification which would enable inclusive growth (FMW, 2012). Infrastructure made a one percentage point net contribution to the country’s improved per capita growth performance in recent years (NNBS, 2013), notably held back by unreliable power supply (Olaseni and Alade, 2012). In spite of the obvious importance of infrastructure to the nation, governments both at the national and local levels have continued to pay lip service to the provision of infrastructure (Financial News, 2014). As a consequence, the country’s growth prospect is undermined. The following section offers a glimpse at some of the country’s major infrastructure inadequacies. Inadequacies in infrastructure developmentUrban housingLack of proper planning and management of rapid urbanization has led to uncontrolled growth in major cities and towns to accommodate an informal economy which stands at 60-70%. This has had a negative impact on the landscapes of urban centres, leading to decay of inner cities, growth of shanty towns especially in peri-urban areas, consequently limiting their contribution to the national economy being inimical to security and good governance (UN Habitat, 2010).TransportThroughout the country, roads are neglected, particularly those connecting major cities, the sea port and commercial centres to the hinterland which are bad and deteriorating. Efforts at repair are often in vain due to the use of substandard materials. Though having the potential to provide a cheaper means of transport, the existing rail network is old and dilapidated, having served half a century after being built by the British colonial government (ADB, 2012). Att empts to procure new coaches or to create new routes have not succeeded. This has fostered the development of a disorganized and unregulated private sector freight and passenger road transport system, which has resulted in traffic congestion in cities, increase in motor accidents, and environmental pollution (UN Habitat, 2010). Given Nigeria’s endowment of waterways and long stretches of coast with potential for transportation, this option, which could ease congestion on roads and aid easier movements, is neglected and the water ways are left undeveloped. There are only a few canoe and ferry routes which are ill-equipped having no good jetties, harbours, safer boats or ferries. The recently refurbished mini-port at Ikorodu, Lagos State provides relief to commuters going through the Ikorodu-Lagos-Lekki road where they now only cross by ferry to Ajah (Akinyosoye, 2010). This is evidence of potential and should be replicated across the country. Transportation of heavy cargo thro ugh waterways can save pressure on roads. There have been recent attempts to improve/ renovate airports which have for a long time remained in deplorable condition, and to address the challenge of adequate capacity. Travelling by air is still expensive in Nigeria compared to international standards with charter options such as helicopter, cargo and passenger planes largely untapped. Air transport has the exceptional advantage in terms of speed, time of travel and distance considerations. It is also of high value in relation to weight and is preferred when accessibility is a challenge (Akinyosoye, 2010).Electricity supplyThough it forms a significant avenue for economic empowerment of the people and country as a whole, the power crisis in Nigeria persists. Irregular supply impedes production and manufacturing and consequently some entities have had to relocate leading to loss of employment opportunities (UN Habitat, 2010). The country currently generates 4000MW which is inadequate co mpared to South Africa’s 34000MW (Olaseni and Alade, 2012). There are however efforts and resources being planned in the medium term towards enhancement of power supply but quite a lot needs to be done given the importance of power in economic development and well-being of citizens who make use of generators for their power requirements (Olaseni and Alade, 2012).Water supply infrastructurePopulation pressure has strained water supply capacity with damaged supply pipes, deteriorating water treatment infrastructure and erratic power supply challenging the supply of safe water to the population. To many, the main sources of water are boreholes, wells, springs, flowing rivers, and brooks whose safety for human consumption is not guaranteed. Poor sanitation and consequent diseases impacts overall health and well-being of citizens and their productivity (UN Habitat, 2010).CommunicationThe emergence of cellular phones has revolutionized the public and private business environment, b ridging communication gaps that hitherto existed. There has subsequently been a reduction in unproductive business trips and an enhancement of transactions. High prices of service and poor reception, inadequate capacity and coverage however need to be addressed for this aspect to facilitate expected economic growth (Financial News, 2014). There is obviously greater need for the Nigerian government and constituent states to develop adequate and effective infrastructure. This requires a more strategic approach to tackle its dearth which has been deemed to constrain the required economic development. There needs to be robust strategic planning, strong political will, as well as the right procurement approach to achieve long term success (Akinyosoye, 2010; AEO, 2013). According to World Bank (2013) estimates, Nigeria’s vision and aspiration to attain middle income status by 2020 requires sustained investment in infrastructure of about $14.2 billion over the next decade which is a bout 12% of its GDP. The current investment is $5.9 billion (5% of GDP) (NNBS, 2013) falls short. Expenditure on food imports is a significant at $90 billion a year (NNBS, 2013; World Bank, 2013) and is unnecessary given Nigeria’s potential in agriculture, taking up resources that could finance infrastructure development (World Bank, 2013). Reducing this bill requires investment in enabling infrastructure such as rural energy, transport systems, telecommunication and irrigation systems. However, much of Nigeria’s impetus for rural development will derive from investments at the level of the State though such infrastructure run by the State and government is prone to low maintenance and support, hindering efficiency and effectiveness (Olaseni and Alade, 2012). Current development of public infrastructure is occurring in tandem with a huge expansion of private sector developments, particularly in the property market (ADB, 2012). Continued urbanization and an emerging mid dle class, as well as a shortfall in quality office space for investor companies are key drivers for this wave of real estate development (KPMG, 2011; FMW, 2012). The success of ambitious infrastructure developments is likely to increase investors’ appetite to expand their operations and capture the anticipated growth, portends significant potential for economic growth (AEO, 2013). MethodologyResearch PhilosophyThis study employs a pragmatic philosophy which embraces both positivism in its opening up and confirming valid causal relationships which can therefore be used for prediction; and subjectivism which appreciates the difference between humans as social actors, with varied views of reality, values and knowledge (Creswell, 2002). Focus in this regard is on observable phenomena and their subjective meanings driving applied research integrating different perspectives to help in the interpretation of data.Study Technique and StrategyGiven the contextual nature of the study and its focus being an attempt to gauge the impact of infrastructure development on Nigeria’s economy, a qualitative inductive approach is deemed to be a suitable approach enabling a detailed exploration of the subject (Quirke, B., 2008). The inductive approach is useful in condensing varied and extensive data into a brief and summarized format while establishing links between researc h objectives and findings obtained (Saunders et al., 2000). This technique involves the exploration of published literature on the subject including government reports, working papers, as well as journals and other relevant literature. This research also employs a quantitative technique in the conduct of interviews in a social survey to targeted experts in Nigeria’s development ministry as well as government leaders in sample states. This would enable the acquisition of information on actual infrastructure investment and development, cross-checked to the particular region by local officials towards the realization of study objectives. This would also enable the acquisition of opinions and information on the actual contribution of infrastructure to increased economic activity in the various regions, and/or the enhancement of life which is a precursor to increased productivity.Practical ImplementationThe targeted experts chosen for the survey include random sample of 20 officia ls in the national Federal Government in charge of oversight of infrastructure development in the country’s 36 Federal States and the administrative areas of the Federal Capital territory and urban councils. This will enable the attainment of a comprehensive view of projects and prospects given that they comprise the control centre for the entire nation, and arebetter placed to notice and to identify increases in economic activity reflected in increase in revenues to Local government areas and urban councils, and tax revenues to the nation state. This survey will take the form of a structured interview administered by the researcher, a method which ensures consistency of results obtained and answers that can reliably be aggregated. Its format is as appears in Appendix: A comprising both closed- and open-ended questions which afford the research the capability to compare and/or contrast interviewee responses in order to answer the research question (Creswell, 2002).Analysis ap proachData obtained from interviews will be analysed using SPSS which enables the production of graphs which would enable the study to show correlations between infrastructure development and increase in economic activity (growth in the real sector) which enables evaluation of its actual or potential impact. A wide and extensive exploration of literature, as well as congruence on the ground as assessed by target experts enhances reliability and validity of data obtained (Creswell, 2002). The choice of a representative sample from across the entire country enhances the study’s generalizability and thereofore its capacity to make comprehensive deductions on the subject (Creswell, 2002; Saunders et al., 2000). Findings showing an increase in economic activities in areas recently served by new or improved infrastructure; entry of medium and large scale investors to locations supported by actual or prospective infrastructure investments; as well as increases in local and federal g overnment revenues signify the contribution of infrastructure investments in increased economic activity engaging the population in the regions and overall expansion in the real sector. These are expected to translate to economic growth and positive future prospects for economic development.Limitations of studyAssessment of the impact and actual correlation of infrastructure development on economic growth might be a challenge given the length of time with which the utilization of infrastructure translates into tangible economic activity and causes observable effect on the country’s economy. Economic growth of a country depends on the interplay of several factors including financial deepening, investor confidence, the encouragement of various economic activities, among other socio-cultural and policy factors. The isolation of the contribution of infrastructure development is therefore a challenge and might affect the outcome of this research.Ethical ConsiderationsIt is imperat ive in research to ensure that the survey approach and activities do not portend psychological or social harm to interviewees. An initial important and significant step is in ensuring that the researcher seeks informed consent from the particular interviewees and as well from their superiors in departments or other actors whose areas of duty and responsibility may be touched by the inquiry. This would ensure that there are no breaches in confidentiality, and also ensures that interviewees are not put in tight spots and forced to discuss sensitive areas and information which may be of psychological harm. The researcher should also be keen to note potential language barriers and cultural practices such as cultural gender power disparities that may impede the smooth progress of the interview and which may also negatively impact the interviewees making them feel incompetent or hindered in their participation. In such cases, the researcher should seek support of interpreters and agreeabl e individuals to help out in the conduct of the interview enhancing comfort and therefore output. Alongside the above considerations, it is also worthwhile to ensure that time set aside for interviews and other activities such as prior meetings is properly consented to both by management or superiors in the relevant departments in which the interviewers are, as well as by the interviewees themselves. This would ensure that the interviews and related activities do not infringe on official or personal schedules, as well as personal, cultural or religious preferences or obligations. The interviewee should also be informed of their right to answer a particular question or to terminate the interview altogether. The researcher in this study therefore in the foregoing will endeavour to obtain proper consent for study survey; respect privacy and goodwill of participants by not asking hypersensitive or confidential information; respect cultural norms and individual preferences of interviewee s; ensure the confidentiality of data collected protecting it from access by third parties, and, to honestly and accurately report information obtained from the survey, avoiding the identification of interviewees if they wish that their identity be waived. Conclusion Reform in Nigeria’s financial sector is inadequate for economic development if the economy is not diversified and if citizens are not engaged in worthwhile economic activity. For the government to achieve this shift there needs to be a focus on infrastructure development, which would encourage private investments, enhance well-being of citizens, reduce existing constraints, and overall increase in economic activity which contribute to economic growth. Further research is required to clearly show correlations between investment in infrastructure and economic growth and future economic prospects. This would enable its effects to be isolated from among other factors such as financial deepening which are also essential for economic growth and development. References African Development Bank, 2012. An Infrastructure Action Plan for Nigeria: Closing the Infrastructure Gap and Accelerating Economic Transformation. ADB Group report Africa Economic Outlook, 2013. Nigeria Economic Outlook. AEO Report Akinyosoye, M., 2010. Infrastructure Development in Nigeria: Roadmap to Sustainable Development. 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