E-commerce Essay Example | Topics and Well Written Essays - 500 words - 3

E-commerce - Essay Example Users of internet-enabled mobile phones have higher chances of picking up more sales conveniently and ensure continuous contact with customers. First, participants have to check their current e-commerce sites on mobile devices. Checking site means going through all possible paths by conducting product purchase, testing a coupon code, verifying the zoom and pop out of a product (Oestges, 2011). Finally repeat checking to all mobile browsers such as goggle chrome and opera. A sensitive design is a web layout that is flexible for different devices such as laptops, smartphones and tablets. A web developer tweaks a web code and start up the process of designing. It is advisable to constantly monitor buttons, forms and all possible interactive elements to maximize interactions with mobile phone users. Usually, a constant checkout process gives more sales. Post the company’s profile and the product on the website. A welcoming phrase is highly appropriate. For example, one would say; ‘welcome to a new luxury fashion shop with amazing products that meet all customers’ taste and preferences’. You can make posts like; do you ever buy online with your phone? Why or why not? Wake up any store using your own mobile phone, ‘your fashion-your pride’. Some interesting adverts would carry the day across the world major communication platforms. Some adverts such as â€Å"The world faces a parading shift in business; today the world is marveling to enjoy the first ever easiest trading in the luxurious fashion† design over Mobile phone devices would enhance the establishment of the business in e-commerce. Some would read like, â€Å"enjoy luxurious fashion wear at your comfort; you only need to click on your mobile phone buttons to enjoy marvelous services.† You can make a subdomain and redirect anyone on a mobile device to your websites. For example, a site like hi-luxuryfashion.com can build a mobile website that resides in

The field of nuclear physics

The field of nuclear physics Nuclear physics is the field of physics that studies the building blocks and interactions of atomic nuclei. The most commonly known applications of nuclear physics are nuclear power and nuclear weapons, but the research has provided wider applications, including those in medicine (nuclear medicine, magnetic resonance imaging), materials engineering (ion implantation) and archaeology (radiocarbon dating). The field of particle physics evolved out of nuclear physics and, for this reason, has been included under the same term in earlier times. The discovery of the electron by J. J. Thomson was the first indication that the atom had internal structure. At the turn of the 20th century the accepted model of the atom was J. J. Thomsons plum pudding model in which the atom was a large positively charged ball with small negatively charged electrons embedded inside of it. By the turn of the century physicists had also discovered three types of radiation coming from atoms, which they named alpha, beta, and gamma radiation. Experiments in 1911 by Lise Meitner and Otto Hahn, and by James Chadwick in 1914 discovered that the beta decay spectrum was continuous rather than discrete. That is, electrons were ejected from the atom with a range of energies, rather than the discrete amounts of energies that were observed in gamma and alpha decays. This was a problem for nuclear physics at the time, because it indicated that energy was not conserved in these decays. In 1905, Albert Einstein formulated the idea of mass?energy equivalence. While the work on radioactivity by Becquerel, Pierre and Marie Curie predates this, an explanation of the source of the energy of radioactivity would have to wait for the discovery that the nucleus itself was composed of smaller constituents, the nucleons. Rutherfords team discovers the nucleus In 1907 Ernest Rutherford published Radiation of the a Particle from Radium in passing through Matter[1]. Geiger expanded on this work in a communication to the Royal Society[2] with experiments he and Rutherford had done passing a particles through air, aluminum foil and gold leaf. More work was published in 1909 by Geiger and Marsden[3] and further greatly expanded work was published in 1910 by Geiger,[4] In 1911-2 Rutherford went before the Royal Society to explain the experiments and propound the new theory of the atomic nucleus as we now understand it. The key experiment behind this announcement happened in 1909 as Ernest Rutherfords team performed a remarkable experiment in which Hans Geiger and Ernest Marsden under his supervision fired alpha particles (helium nuclei) at a thin film of gold foil. The plum pudding model predicted that the alpha particles should come out of the foil with their trajectories being at most slightly bent. Rutherford had the idea to instruct his team to look for something that shocked him to actually observe: a few particles were scattered through large angles, even completely backwards, in some cases. He likened it to firing a bullet at tissue paper and having it bounce off. The discovery, beginning with Rutherfords analysis of the data in 1911, eventually led to the Rutherford model of the atom, in which the atom has a very small, very dense nucleus containing most of its mass, and consisting of heavy positively charged particles with embedded electrons in order to balance out the charge (since the ne utron was unknown). As an example, in this model (which is not the modern one) nitrogen-14 consisted of a nucleus with 14 protons and 7 electrons (21 total particles), and the nucleus was surrounded by 7 more orbiting electrons. The Rutherford model worked quite well until studies of nuclear spin were carried out by Franco Rasetti at the California Institute of Technology in 1929. By 1925 it was known that protons and electrons had a spin of 1/2, and in the Rutherford model of nitrogen-14, 20 of the total 21 nuclear particles should have paired up to cancel each others spin, and the final odd particle should have left the nucleus with a net spin of 1/2. Rasetti discovered, however, that nitrogen-14 has a spin of 1. James Chadwick discovers the neutron In 1932 Chadwick realized that radiation that had been observed by Walther Bothe, Herbert L. Becker, Ir?ne and Fr?d?ric Joliot-Curie was actually due to a neutral particle of about the same mass as the proton, that he called the neutron (following a suggestion about the need for such a particle, by Rutherford). In the same year Dmitri Ivanenko suggested that neutrons were in fact spin 1/2 particles and that the nucleus contained neutrons to explain the mass not due to protons, and that there were no electrons in the nucleus only protons and neutrons. The neutron spin immediately solved the problem of the spin of nitrogen-14, as the one unpaired proton and one unpaired neutron in this model, each contribute a spin of 1/2 in the same direction, for a final total spin of 1. With the discovery of the neutron, scientists at last could calculate what fraction of binding energy each nucleus had, from comparing the nuclear mass with that of the protons and neutrons which composed it. Differences between nuclear masses calculated in this way, and when nuclear reactions were measured, were found to agree with Einsteins calculation of the equivalence of mass and energy to high accuracy (within 1% as of in 1934). Yukawas meson postulated to bind nuclei In 1935 Hideki Yukawa proposed the first significant theory of the strong force to explain how the nucleus holds together. In the Yukawa interaction a virtual particle, later called a meson, mediated a force between all nucleons, including protons and neutrons. This force explained why nuclei did not disintegrate under the influence of proton repulsion, and it also gave an explanation of why the attractive strong force had a more limited range than the electromagnetic repulsion between protons. Later, the discovery of the pi meson showed it to have the properties of Yukawas particle. With Yukawas papers, the modern model of the atom was complete. The center of the atom contains a tight ball of neutrons and protons, which is held together by the strong nuclear force, unless it is too large. Unstable nuclei may undergo alpha decay, in which they emit an energetic helium nucleus, or beta decay, in which they eject an electron (or positron). After one of these decays the resultant nucleus may be left in an excited state, and in this case it decays to its ground state by emitting high energy photons (gamma decay). The study of the strong and weak nuclear forces (the latter explained by Enrico Fermi via Fermis interaction in 1934) led physicists to collide nuclei and electrons at ever higher energies. This research became the science of particle physics, the crown jewel of which is the standard model of particle physics which unifies the strong, weak, and electromagnetic forces. Modern nuclear physics Main articles: Liquid-drop model and Shell model A heavy nucleus can contain hundreds of nucleons which means that with some approximation it can be treated as a classical system, rather than a quantum-mechanical one. In the resulting liquid-drop model, the nucleus has an energy which arises partly from surface tension and partly from electrical repulsion of the protons. The liquid-drop model is able to reproduce many features of nuclei, including the general trend of binding energy with respect to mass number, as well as the phenomenon of nuclear fission. Superimposed on this classical picture, however, are quantum-mechanical effects, which can be described using the nuclear shell model, developed in large part by Maria Goeppert-Mayer. Nuclei with certain numbers of neutrons and protons (the magic numbers 2, 8, 20, 50, 82, 126, ) are particularly stable, because their shells are filled. Other more complicated models for the nucleus have also been proposed, such as the interacting boson model, in which pairs of neutrons and protons interact as bosons, analogously to Cooper pairs of electrons. Much of current research in nuclear physics relates to the study of nuclei under extreme conditions such as high spin and excitation energy. Nuclei may also have extreme shapes (similar to that of Rugby balls) or extreme neutron-to-proton ratios. Experimenters can create such nuclei using artificially induced fusion or nucleon transfer reactions, employing ion beams from an accelerator. Beams with even higher energies can be used to create nuclei at very high temperatures, and there are signs that these experiments have produced a phase transition from normal nuclear matter to a new state, the quark-gluon plasma, in which the quarks mingle with one another, rather than being segregated in triplets as they are in neutrons and protons. Modern topics in nuclear physics Spontaneous changes from one nuclide to another: nuclear decay Main article: Radioactivity There are 80 elements which have at least one stable isotope (defined as isotopes never observed to decay), and in total there are about 256 such stable isotopes. However, there are thousands more well-characterized isotopes which are unstable. These radioisotopes may be unstable and decay in all timescales ranging from fractions of a second to weeks, years, or many billions of years. For example, if a nucleus has too few or too many neutrons it may be unstable, and will decay after some period of time. For example, in a process called beta decay a nitrogen-16 atom (7 protons, 9 neutrons) is converted to an oxygen-16 atom (8 protons, 8 neutrons) within a few seconds of being created. In this decay a neutron in the nitrogen nucleus is turned into a proton and an electron and antineutrino, by the weak nuclear force. The element is transmuted to another element in the process, because while it previously had seven protons (which makes it nitrogen) it now has eight (which makes it oxygen). In alpha decay the radioactive element decays by emitting a helium nucleus (2 protons and 2 neutrons), giving another element, plus helium-4. In many cases this process continues through several steps of this kind, including other types of decays, until a stable element is formed. In gamma decay, a nucleus decays from an excited state into a lower state by emitting a gamma ray. It is then stable. The element is not changed in the process. Other more exotic decays are possible (see the main article). For example, in internal conversion decay, the energy from an excited nucleus may be used to eject one of the inner orbital electrons from the atom, in a process which produces high speed electrons, but is not beta decay, and (unlike beta decay) does not transmute one element to another. Nuclear fusion Main article: Nuclear fusion When two low mass nuclei come into very close contact with each other it is possible for the strong force to fuse the two together. It takes a great deal of energy to push the nuclei close enough together for the strong or nuclear forces to have an effect, so the process of nuclear fusion can only take place at very high temperatures or high densities. Once the nuclei are close enough together the strong force overcomes their electromagnetic repulsion and squishes them into a new nucleus. A very large amount of energy is released when light nuclei fuse together because the binding energy per nucleon increases with mass number up until nickel-62. Stars like our sun are powered by the fusion of four protons into a helium nucleus, two positrons, and two neutrinos. The uncontrolled fusion of hydrogen into helium is known as thermonuclear runaway. Research to find an economically viable method of using energy from a controlled fusion reaction is currently being undertaken by various resea rch establishments (see JET and ITER). For nuclei heavier than nickel-62 the binding energy per nucleon decreases with the mass number. It is therefore possible for energy to be released if a heavy nucleus breaks apart into two lighter ones. This splitting of atoms is known as nuclear fission. The process of alpha decay may be thought of as a special type of spontaneous nuclear fission. This process produces a highly asymmetrical fission because the four particles which make up the alpha particle are especially tightly bound to each other, making production of this nucleus in fission particularly likely. For certain of the heaviest nuclei which produce neutrons on fission, and which also easily absorb neutrons to initiate fission, a self-igniting type of neutron-initiated fission can be obtained, in a so-called chain reaction. (Chain reactions were known in chemistry before physics, and in fact many familiar processes like fires and chemical explosions are chemical chain reactions.) The fission or nuclear chain-reaction, using fission-produced neutrons, is the source of energy for nuclear power plants and fission type nuclear bombs such as the two that the United States used against Hiroshima and Nagasaki at the end of World War II. Heavy nuclei such as uranium and thorium may undergo spontaneous fission, but they are much more likely to undergo decay by alpha decay. For a neutron-initiated chain-reaction to occur, there must be a critical mass of the element present in a certain space under certain conditions (these conditions slow and conserve neutrons for the reactions). There is one known example of a natural nuclear fission reactor, which was active in two regions of Oklo, Gabon, Africa, over 1.5 billion years ago. Measurements of natural neutrino emission have demonstrated that around half of the heat emanating from the Earths core results from radioactive decay. However, it is not known if any of this results from fission chain-reactions. Production of heavy elements According to the theory, as the Universe cooled after the big bang it eventually became possible for particles as we know them to exist. The most common particles created in the big bang which are still easily observable to us today were protons (hydrogen) and electrons (in equal numbers). Some heavier elements were created as the protons collided with each other, but most of the heavy elements we see today were created inside of stars during a series of fusion stages, such as the proton-proton chain, the CNO cycle and the triple-alpha process. Progressively heavier elements are created during the evolution of a star. Since the binding energy per nucleon peaks around iron, energy is only released in fusion processes occurring below this point. Since the creation of heavier nuclei by fusion costs energy, nature resorts to the process of neutron capture. Neutrons (due to their lack of charge) are readily absorbed by a nucleus. The heavy elements are created by either a slow neutron cap ture process (the so-called s process) or by the rapid, or r process. The s process occurs in thermally pulsing stars (called AGB, or asymptotic giant branch stars) and takes hundreds to thousands of years to reach the heaviest elements of lead and bismuth. The r process is thought to occur in supernova explosions because the conditions of high temperature, high neutron flux and ejected matter are present. These stellar conditions make the successive neutron captures very fast, involving very neutron-rich species which then beta-decay to heavier elements, especially at the so-called waiting points that correspond to more stable nuclides with closed neutron shells (magic numbers). The r process duration is typically in the range of a few seconds.

The Jungle :: essays research papers

Part I In the book The Jungle, there are many characters. The major character is Jurgis Rudkus. The book revolves around his life in Packingtown. Jurgis is originally from Lithuania. When we first meet him he appears as very large and powerful. He has a wife, Ona Lukoszaite, and a son named Antanas. Mike Skully is the powerful political leader in Packingtown. Phil Connor is a foreman in Packingtown â€Å"politically connected† through Skully and causes much trouble for Jurgis. Jack Duane is an experienced and educated criminal who is also â€Å"politically connected†. A man named Ostrinski is a half blind tailor who teachers Jurgis about socialism. There are also members of Ona’s family who play minor roles in the story. The story opens with a feast at Jurgis and Ona’s wedding in America. They have a wedding feast after the ceremony. This is where Ona hopes her and Jurgis get some money. To their surprise, the young do not observe the tradition of giving m oney to the bride to help pay for the feast. Ona becomes worried that they are not going have enough money, but Jurgis simply replies by saying â€Å"I will work harder†. The story then flashbacks to how the two first met. Jurgis met Ona at a horse fair, and they fell in love. They were too poor to have a wedding because Ona’s father had died. In hopes of finding freedom and fortune, they left for America, bringing several members of Ona’s family with them. As soon as Jurgis and his family arrive in America they are faced with a problem. They do not speak English and get lost. Finally, they get a cab. They are let off at the yards and bump into Jonas’s friend. He finds them a place to stay in Packingtown. It is a section of Chicago where the meat packing industry is centralized. Jurgis tours the plant and sees the efficiency. No part of the animal is wasted. The tour guide specifically says, â€Å" they use everything about the hog except the squeal,â₠¬  (The Jungle, pg. 38). Jurgis quickly gets a job, on the cattle killing beds. The other members of the family soon find jobs, except for the children. They are put in schools. Jurgis and Ona decide that they want a home because they do not like where they are staying now. They arrange to see one of the houses. The Jungle :: essays research papers Part I In the book The Jungle, there are many characters. The major character is Jurgis Rudkus. The book revolves around his life in Packingtown. Jurgis is originally from Lithuania. When we first meet him he appears as very large and powerful. He has a wife, Ona Lukoszaite, and a son named Antanas. Mike Skully is the powerful political leader in Packingtown. Phil Connor is a foreman in Packingtown â€Å"politically connected† through Skully and causes much trouble for Jurgis. Jack Duane is an experienced and educated criminal who is also â€Å"politically connected†. A man named Ostrinski is a half blind tailor who teachers Jurgis about socialism. There are also members of Ona’s family who play minor roles in the story. The story opens with a feast at Jurgis and Ona’s wedding in America. They have a wedding feast after the ceremony. This is where Ona hopes her and Jurgis get some money. To their surprise, the young do not observe the tradition of giving m oney to the bride to help pay for the feast. Ona becomes worried that they are not going have enough money, but Jurgis simply replies by saying â€Å"I will work harder†. The story then flashbacks to how the two first met. Jurgis met Ona at a horse fair, and they fell in love. They were too poor to have a wedding because Ona’s father had died. In hopes of finding freedom and fortune, they left for America, bringing several members of Ona’s family with them. As soon as Jurgis and his family arrive in America they are faced with a problem. They do not speak English and get lost. Finally, they get a cab. They are let off at the yards and bump into Jonas’s friend. He finds them a place to stay in Packingtown. It is a section of Chicago where the meat packing industry is centralized. Jurgis tours the plant and sees the efficiency. No part of the animal is wasted. The tour guide specifically says, â€Å" they use everything about the hog except the squeal,â₠¬  (The Jungle, pg. 38). Jurgis quickly gets a job, on the cattle killing beds. The other members of the family soon find jobs, except for the children. They are put in schools. Jurgis and Ona decide that they want a home because they do not like where they are staying now. They arrange to see one of the houses.

Critically Examine the Arguments for and Against Deliberately Trying to Change Organizations

Assessed Essay OC4 â€Å"Critically examine the arguments for and against deliberately trying to change organizations† Introduction Before we begin to explore whether it is a worthwhile exercise to seek to change an organisation through a planned approach we must first begin with a definition of our terms. What might we mean by â€Å"deliberate†, â€Å"change† and an â€Å"organisation† To do so will help us explore under what circumstances planned change may be worthwhile or even possible. Huczynski & Buchanan (1991) define organizations as â€Å"social arrangements for the controlled performance of collective goals†. This definition fits well those who would propose a deliberate change approach as it suggests an element of control of the organisation is possible. It also pictures the organisation as a separate entity whose goal is to control and that there is agreement by the members on what these goals should be. The fits with the roots of Organisational Development that the performance of the organisation can be enhanced by exerting control in some way over the structures, processes and individuals that make up the organisation. Some would take issue however with the concept of the organisation as a seperate entity: Morgan (1986) â€Å"organizations are complex and paradoxical phenomena that can be understood in different ways† thus change of the organisation is a much more complex issue. In Morgans view, the idea that we can identify the elements that make up the organisation, in the same way that you might dismantle a machine, does not allow for the complexity that exists. As our view of the organisation affects our perspective our definition of the type of change we are examining will also affect the scope of our investigation. Schein (1969) defines change as â€Å"the initiation of new patterns of action, belief and attitudes among substantial segments of the population†. Change is something that is started by someone (a change agent), but does not necessarily need to involve everyone. For Schein, change is deep rooted in that it goes beyond the surface level change of process and goes to the core of behaviour: beliefs and attitudes. Lippett (1973) uses a broader definition: â€Å"any planned or unplanned alteration to the status quo†. We will explore whether, using such a broad definition, the planned approach might be more suitable to particular contexts. Our final term in need of definition is â€Å"deliberate change†. Ford & Ford (1995) define this as â€Å"when a change agent deliberately and consciously sets out to establish conditions and circumstances that are different from what they are now and then accomplishes that through some set or series of actions and interventions either singularly or in collaboration with other people†. Thus deliberate change involves intent that distinguishes it from change which is not consciously produced and instead occurs as a series of side effects, accidents or unanticipated consequences of actions. The Arguments for Deliberate Change 1. Performance is enhanced by the controlled introduction of change rather than allowing it to happen haphazardly. It is worth noting that the classical approach, from which this argument derives, was developed during a period when the management approach was fairly reactive and adhoc. The scientific approach to management was an attempt to create order and efficiency. Fayol (1949), suggested the role of mangers is to plan, organise, command, co-ordinate and control. Critics of the approach would attack the concept of leadership portrayed by Fayol and others e. g. Collins who speaks of â€Å"Level 5† leaders who are more servants than charismatic controllers; those who would look in the mirror when performance dips and praise their team for the successes achieved. Those who would act more as facilitators than controllers. There is also wider criticism of the notion that planned change is good for organisations per se. This seems to be a notion that permeates much of OD literature, that individuals need to be controlled for change to be effective.. Croch et al challenges the view that because leaders see unprecedented turbulence they act as a buffer to the organisation to minimise this by resistance, denial or inaction. Leaders are inherently obstructionist in their stance. Burnes & Stalker (1961) found that rather than act as a blocker to change; leaders seized the opportunity to initiate action. Thus one could argue that rather than needing to control individual action it may be more appropriate to allow individuals the freedom to seize the opportunities that prevail around them. One could also question the view that planned change is more effective than â€Å"unplanned† change. Studies examining the success of transformations have suggested that 66% of organisations fail in their change efforts (Sturdy 7 Grey (2003) 2. Change now takes place at an ever accelerating rate, if managers do not plan how to deal with change there is a danger that the organisation will be driven by vagaries of its environment. Some critics would question the notion that change is as rapid and all pervasive as some writers would suggest. Weick (1985) would argue that the turbulence is only created in the perception of those who create the turbulence rather than by the events themselves. One could argue that rather than planned change perhaps there is a call for planned stability. Individuals may be getting tired of the changes that are imposed upon them and instead seek stability in their environment. Some would argue change has always been with us, others would argue that stability is equally as prevalent. The notion that change is a given is built on Darwinian concept that all things evolve in a common way to attain improved circumstances. 3. Planned change is the most effective way to deliver the performance as organisations need long term strategic plans to enable them to attain the results they require. This build from a top down view of the organisation guided by a group of rational individuals who make decisions for the good of the organsiation and its members. Taylor (1911) and his scientific view of management â€Å"the work of everyman is fully planned out by management† supported the concept of leaders as rational decision makers, fully able to plan every task of the workers who in turn simply carried out the tasks assigned to them. John Harvey-Jones and would support this managerialist position by building a picture of the â€Å"hero† manager fully capable of implementing any change they see fit. The argument also portrays the change process itself as rational capable of being controlled e. g. Leighs (1988) who identifies a list of internal and external triggers to change that can enable the control to take place. Pettigrew (1985) criticises the approach for taking an acontextual, atheoretical and aprocessual stance: organisations are not this independent entity that the writers suggest. Clegg (1990) suggests organisations are embedded in a network of wider social relationships. Organisations don’t just reside in an environment; they are part of its fabric. Thus even if the leaders have the skills the control of the complexity would be beyond them. There is also criticism aimed at the assumption that planned change results in the intended outcomes. Grevenhoest et al (2003) â€Å"The outcome of the change process is often different from what was planned and new projects are often started before previous ones have finished properly† Other studies have questioned the success rate of planned change in achieving their initial goals. What would be the â€Å"success rate† of unplanned change? How much change takes place as a reaction of internal and external forces rather than through some strategic planning process? 3. Planned change enables the change agent and those implementing the change to take into account a range of issues that would not otherwise be included. Although this may be true it does not necessarily follow that this means they are able to influence or control these factors. The argument, by adopting a scientific approach assumes that by identifying the issues the individuals then have the skills and ability to manipulate the â€Å"issues† to make the change more effective. Such capacity, even if it is possible, presumes highly sophisticated skills. Would the individuals possess such skills? . Planned change enables leaders of the change to ensure that the changes are introduced in such a way that they are accepted by the individuals within the organisation. Ford & Ford (1995) point to the power of communication in driving change. â€Å"everything, including prevailing conditions and circumstances, is seen as created by and in communication†¦ in the absence of communica tion there is no intentional change. † Such communications follow fairly simple patterns and the drivers of change can use different types of conversation to make the changes happen. At a more macro Level Lewin (1951) placed the individual in the group to which they belong which forms the individuals perceptions, feelings and actions. He maintained the status quo is held together by various field forces which, when identified could be strengthened or diminished to bring about the necessary change. By â€Å"unfreezing† the status quo, then â€Å"moving† to the new state and finally â€Å"re freezing† the changes become effective. These concepts seem to adopt a rather simplified view of individual behaviour and of the change process itself. They imply change can be mapped as a set of stages hat individuals go through and which can then be planned and controlled, e. g. by the use of communication techniques. Bandura (1986) questions this simplistic approach to individual behaviour and instead proposes a social cognitive view â€Å" people are neither driven by inner forces nor automatically shaped and controlled by external stimuli†¦behavi our, cognitive and other personal forces and environmental events all operate as interacting determinants of each other. Arguments against Planned Change Burnes and Salauroo (1995) aim four criticisms at the planned change approach: 1. Much of OD on which it is based was designed for top-down, autocratic; rule based organisations, which operated in a predictable and stable environment. Such a picture of the organisation is one that the management Guru’s of the 1980’s and 1990’s fought against (Peters & Waterman, Kanter) arguing instead for an organisation that was bottom up, that was built around team working rather than hierarchy. Involving matrix management and extended spans of control rather than vast hierarchical structures to exercises control over the workers. Handy (2001) now argues that such vast hierarchical organisations will be few in numbers and instead the workforce will be epitomised by â€Å"fleas† living in some symbiotic relationship but over whom the large organisations have little control. Thus one should not attempt to apply the principles to a business environment that undergoes constant change and whose watchwords are consultation and facilitation rather than authority and control. However to suggest that all organisations have moved away from a top down, autocratic stance is perhaps a little naive. Many may advocate a consultative approach but it is still the board of directors who make the strategic decisions. There is also the argument highlighted previously that the notion of rapid continual change is one of perception rather than concrete reality. 2. The focus of planned change tends to be on incremental change, taking place through a series of defined and controllable phases (Lewin) and so it is unable to incorporate radical transformational change (Schein) Planned change involves detailed diagnosis of the issues, action and then evaluation before further action and evaluation in an iterative cycle. It recognises change needs to be self-sustaining. Quinn (1980) draws a picture of the executive who seeks out, through various channels, a range of data before proactively taking steps to â€Å"implant support†, form coalitions, and constantly re evaluate the direction of the organisation as he moved it gradually in the direction he seeks. Such planned change, could be very costly and labour intensive. Payne & Reddin’s study of a major change at a tobacco factory calculated the cost as 25-person manager years of OD. Is such a cost justified in light of the research that suggests much of the changes would prove ineffective? In the case of rapid, radical change a coercive approach might be more appropriate than the planned approach. Does change really take place in such a controlled, phased way? Are change agents able to introduce change in such a controlled way? What about the role of power and politics? Buchanan & Badham suggested that politics is a reality and by necessity change agents have to get involved otherwise the changes are likely to fail. However, would the change agent have the skills to engage in such behaviour successfully? If the change involves culture change, difficulties start at the analysis stage as culture is difficult to define therefore how can you then plan to make changes? Where would the start and end point be and how would you evaluate the differences? 3. Planned change makes the assumption that there is common agreement between all parties and that they all have a willingness and interest in making the changes. It seems to adopt a unitarist approach to change that suggests organisations are essentially co operative, that little conflict exists amongst the members on the overall aims of the organisation. Both the pluralist and radical schools would argue much conflict exists in reality. The radical school might go as far as to suggest that the workers need protection from management, as the drivers of the two groups are completely different. Certainly the planned approach seems to view the managers as rational, altruistic individuals who always act for the good of the organisation and its members. Bowman C. (1999) suggests that changes to the status quo tend to emerge from action and rarely come from strategic analysis. It is far better then for changes to take place as a stream of decisions over time than agreeing some common vision of the outcomes intended by the changes. The Marxist view would challenge this by suggesting that as their focus is on increasing profits, by necessity that involves the exploitation of the members of the organisation. 4. The planned approach assumes the approach is suitable for all organisations. Pettigrew & Whipp (1991) instead suggest that no such universal rules exist and leading change actually involves a flow of actions that need to be appropriate to the context rather then working through some recipe for success as is suggested by some texts e. g. Leighs (1988) â€Å"Effective change: twenty ways to make it happen† Pettigrew (1985) criticises the approach for concentrating on change episodes rather than the â€Å"processual dynamics of changing†. Few have undertaken longitudinal studies to explore the process of change which would enable you to place the changes in the context within which they occur: For Pettigrew it is these structures and contexts which give the changes â€Å"form, meaning and dynamic†. He also criticises planned change for assuming managers work to achieve an end state that is knowable and achievable whereas change is a complex process that doesn’t occur in bite size chunks. You need to explore the process of changing and not just the change itself. This is perhaps rather a harsh criticism, as it was not suggested that the approach would suit all situations at all times. In fact the focus is very much on incremental change however even here critics question the basic tenets of the approach built on the idea that change takes place as a steady flow of incremental changes towards a common goal. Gersick (1991) suggests a â€Å"punctuated equilibrium paradigm† through which to view change to challenge the view that individual systems develop along the same path. Gersick proposes the notion of periods of equilibrium punctuated by revolutionary periods that cause upheaval in the change process rather than some gradual incremental step to the end goal. Van de Van & Poole (1995) suggest that rather than take the â€Å"one shoe fits all approach† we need to look at the different perspectives through which writers view change and explore where they are inter related. One could also argue that the planned approach to change suggests that conflict needs to be eliminated and organisations need to strive for a smooth transition from one state to another. The notion goes back to the notion that change occurs in phases and the concept that individuals reaction hen faced with change is to attempt to block it. There has also been much criticism of the planned approach in that, although it attempts to tackle â€Å"how to implement change† when it comes to specific guidance the writers provide little substance. Recipes for success do exist however they are very general in their approach e. g. The planned approach seems to view change as episodic, the result being that it takes the view that the organisation exists in a stable environment which is interrupted by periods of change which need to be controlled to ensure a smooth transition from one state to another and recreate the stability. The role of the change agent is to create the change by focusing on leverage points that will help ensure any conflict is resolved. It is possible however to take a different perspective: Weick & Quinn (1999) Organisations are not specific entities but social processes, which are emergent and constantly changing rather than inert. Change instead of punctuated equilibrium is a pattern of endless incremental modifications that is driven by a range of internal and external forces. As such rather than using a set recipe for success the individuals involved in the change need a vast range of skills to enable them to adapt to the forces affecting them. Change is not an end state but a process that is cyclical. The role of the change agent is to facilitate rather than create, to redirect the change that already takes place rather than create change. However Weick and Quinn argue that because episodic change examines change at the macro level and continuous change at the micro level it is possible to reconcile the two approaches. â€Å" Change is a mixture of reactive and proactive modifications, guided by purposes at hand, rather than an intermittent interruption of periods of convergence†. Collins (1998) â€Å"change and continuity are not alternative objective states†¦. Because they are typically coexistent†¦what constitutes change or continuity is perspective dependent† One could ask the question: Do managers need to learn how to manage change or â€Å"enhance stability and learn to manage continuity if they want to survive? † References Armenakis, A. A. and Bedeian A. G. (1999) Organizational Change: a Review of Theory and research in the 1990s. Journal of Management 25 (3) 293-315. Bandura, A. 1986 Social Foundations of thought and Action: a social cognitive theory. Bowman, C. (1999) Action Led strategy and managerial self-confidence. Journal of Managerial Psychology 7/8 555-568. Buchanan, D. and Badham, R (1999) Politics and organizational change: the lived experience. Human Relations 52 (5) 609-629. Burnes, B. 2000 Managing change: a strategic approach to organisational dynamics. Collins, D. (1998) Organizational Change: Sociological Perspectives. Doolin, B. (2003) Narratives of Change: Discourse, Technology and Organization Organization 10 (4). Ford, J. D. and Ford, L. W. (1995) The role of conversations in producing intentional change in organizations. 20 (3) 541-570. Francis. H and Sinclair. J. (2003) A processual analysis of HRM-based change. Organization 10 (4) 685-700. Gersick, C. J. G. 1991) Revolutionary change theories: a multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review 16 (1) 10-36. Gravenhorst, K. M. B. Werkman, R. A. & Boonstra. J. J. (2003) The change capacity of Organisations: general assessment and Five Configurations. Applied Psychology 52 (1) 83-105. Greenwood, R. and Hinings, C. R. (1996) Understanding radical Organizational Change: Bringing together the old and new institutionalism. Aca demy of Management Review 21 (4) 1022-1054. Hardy, C. (1996) Understanding Power: bringing about strategic change. British Journal of Management 7 (special issue):S3-S16. Hoskings, D. M. and Anderson, N 1992 Organizational change and innovation: Psychological perspectives and practices in Europe. Petigrew, A. and Whipp, R,1993 Managing Change for competitive success. Pettigrew et al (2001) Studying Organizational Change and development: Challenges for future research. Academy of Management Journal 44 (4) 697-713 Quinn, J. B. (1980) Managing strategic change. Sloan Management Review 21 (4) 67-86. Rajagopalan, N. and Spreitzer, G. M. 1996 Toward a theory of strategic change: a multi-lens perspective and integrative framework. Academy of Management Review 22 (1) 48-79. Sturdy, A. and Grey , C. (2003) Beneath and Beyond organizational change management: exploring alternatives 10 (4) 651-662. Tsoukas, H. (1998) Chaos, complexity and organization theory Organization 5 (3) 291-313. Van de Van A. H. and Poole, M. S. (1995). Explaining development and change in Organizations. Academy of Management Review 20 (3): 510-540. Weick, K. E. and Quinn, R. E. (1999) Organizational change and development. Annual Review of Psychology 50: 361-386. Weick K. E. (2000) Emergent Change as a universal in organizations in â€Å"Breaking the code

Manage Risk Essay

Assessment activity 1: Review organisational processes, procedures and requirements for undertaking risk management 1. Create your own definitions for the following terms: a) Risk: A probability or threat of damage, injury, liability, loss, or any other negative occurrence that is caused by external or internal vulnerabilities, and that may be avoided through preemptive action. b) Risk management: The identification, analysis, assessment, control, and avoidance, minimization, or elimination of unacceptable risks. c) Risk appetite: The amount a business is willing to place at risk in the pursuit of its objectives d) Risk capacity: The amount a business is capable of loosing before it endangers its own sustainability 2. Comment on the following saying in relation to the risk management policies and practices of an organisation: â€Å" Organisations that fail to plan, plan to fail† If an organization does not have a risk plan is likely that any risk occurring with negative consequences occur organization. If the organization has a risk prevention plan is very likely that the risk does not occur and the organization and its workers could produce kno w how to deal with the negative consequences of that risk to minimize that consequences. Assessment activity 2: Determine scope for risk management process Case study Advantages: It will be holistic. Disadvantages: It will require extensive resources to conduct it properly, especially if the scope of the risk management is large and covers a wide range of activities across the divisions; very large number of policies and procedures; and is taking into account differences in each state, territory, country. The scope of a risk management strategy is entirely reflective of the organisation, its activities and risk profile. It can also be indicative of the following: past history, knowledge and experience of risk management  held by senior management, available resources, external environmental factors. Assessment activity 3: Identify internal and external stakeholders and their issues Why is it advantageous to consider stakeholders’ issues throughout the risk management process design? Stakeholders can contribute ideas, energy, skills, identifying risks and take steps to effectively manage them. Stakeholders can play an influential role in the direction and performance of t he organisation. Assessment activity 4: Review political, economic, social, legal, technological and policy context Consider your own organisation’s risk profile and comment on the influence/impact each of the following factors has on it: – Political: Through legislative and regulatory changes, political unrest, corruption and contractual issues. – Economic: Through economic booming / downturn, interest rate. – Social: Through aging population, migration, societal trends. – Legal: Through legislation changes, guidelines, code of practice. – Technological: Through new technology, consumer behaviour. – Policy: Through activities of the business and the associated risks. Assessment activity 5: Review strengths and weaknesses of existing arrangements 1. Conduct a SWOT analysis for the current risk management practices of an organisation with which you are familiar. SWOT analysis Name of organisation: GRAEL (trucking company) Brief description of core function of the organisation: Strengths: Large installations, staff with enough experience, young fleet vehicles, good prices and delivery times, national coverage. Weaknesses: High staff cost, low technological level, small business size. Opportunities: Short delivery times, satisfied costumer, implementation of more efficient technologies, opening new markets. Threats: New competitors, strict rules, lower prices in the market, little capacity of investment. I think this analysis is quite adequate and accurate because goals of this company is to grow in the freight market and satisfying the customer with meeting deadlines and the decreasing cost. if the business knows what his weaknesses and threats can be set to convert these shares in just the opposite, that is, opportunities and strengths. Assessment activity 6: Document critical success factors, goals or objectives for area included in scope 1. Case study: Nautilus Boat Hire The business has to establish specific and achievable goals because otherwise the risk management team and the individuals in it will have no direction, nothing to aim for. Goals provide a focus and purpose for action. In this case we have to turn weaknesses into strengths and threats into opportunities and all this has to be specific, tangible and measurable. Examples of how managing risk that Nautilus Boat Hire could adopt: – Provide of life jacket to all crew of the boat. – Provide of guide service in every trip. – Restructure the boats to make their use easier. Buy boats with easier use. – Distributed to each passenger a pamphlet advising the use of protective sun cream and even offering to purchase such product also sell bottles of water. – Advertise of possible noise pollution. All this actions could help our business to grow, manage risk, and achieve goals. Assessment activity 7: Obtain support for risk management activities 1. Getting people on board and keeping them engaged is a key part of managing risk. Explain, in our own words, the importance of getting support for risk management plans and processes. In a business is very important getting support for risk management plans and processes because if people do not understand the consequences of not managing risk, they are likely to view the process as more administration that takes them away from performing their core duties. 2. Create your own checklist for the qualities of a risk management champion. – Commitment and belief that managing risk is a good thing to do. – An ability to confidently speak about risk and its management. – Credibility within the business, team, department. Assessment activity 14: Evaluate and prioritise risk for treatment 1. Using the severity and likelihood matrix that you created for Nautilus Boat Hire, list the risks in priority order and give reasons for your rankings. 1 º. People who are not strong swimmers, especially children, drowning. Reasons: Negative impact on the business and the customer. May cause the closure. 2 º. Clients making a lot of noise when moored and residents complaining. Reason: Negative impact on the business. May cause the closure for noise pollution. 3 º. Houseboat clients getting lost and/or stuck on sandbanks. Reason: Negative impact on the business. Bad image for the business. 4 º. Clients finding the houseboat very difficult to control in high winds resulting in damage to the houseboat and/or land structures. Reason: Negative impact on the business. A part of the bad image for the business may be a fee arrangement of these houseboats. 5 º. Clients being sunburned and dehydrated on hot, sunny d ays. Reason: Risk is likely high to occur but with a low index of business impact. 2. Discuss some of the problems that you might encounter when trying to determine priority of risks. The problem is when you determine that there are several risks with the same degree of probability of occurrence and with the same degree of severity when it occurs. In this case the problem that we find is which risk we have to manage first. Assessment activity 15: Determine and select most appropriate options for treating risks 1. In your own words, describe what the ALARP principle means and give an example of it in practice. When controls are applied to a risk, it might be lowered to a level that is considered tolerable. If the staff of a chemical company uses the appropriate protective clothing, the risk of physical damage occurs by the use of chemicals will be less than if you do not use the protective clothing. 2. Give examples of risk that could be managed by each of the following treatment strategie s a. Avoid the risk: Choose not to borrow money to finance a project: Expand the facilities of the company. If I cannot finance  the expansion project cannot be carried out. b. Reduce the risk: Install warning signs to alert people of a possible risk: A construction company that is building a building has to signal alerts the dangers of possible risks. c. Share the risk: Contract multiple suppliers for each product: A company dedicated to the manufacture of given product has to have different suppliers to ensure that you can make this product even if some of the provider fails to supply the raw material. d. Retain the risk: Agree that the small risk of a client defaulting on payment in worth taking to obtain a new line of business that can then be used to prospect for other clients: The risk is very small so it doesn’t influence in the new line of business. 3. Describe a situation from your own experience where you applied a control to a risk. Explain the nature of the risk, which type of control that you chose to use, what you actually did and how successful it was. When moving heavy furniture you must use appropriate such as a forklift mechanisms and you have to put the most appropriate posture for lifting heavy furniture to avoid damaging the back. You need to wear a protective boots to prevent falling objects cause injury. Assessment activity 16: Develop an action plan for implementing risk treatment 1. Use the template below, create an example action plan to show how you would implement 2 risk management strategies of your choosing. Assessment activity 17: Communicate risk management processes to relevant parties Case study. Explain who the action plan, and its associated details, needs to be communicated to and when and how this could be best achieved. The action plan must be communicated to all parties who will have a responsibility for actioning or overseeing them. It has to communicate what must or must not be done, who should be doing it, by when and what the consequences are of failing to do it. Abacus Accounting has to communicate  risk management strategies to the staff involved in that business. It has to explain all protocols and procedures contain in the plan. The best way to achieve it, is using two way rather than a one way communication process, â€Å"Feedback†. Communication methods: Face to face discussions, written procedures manual, email, training. Assessment activity 18: Ensure all documentation is in order and appropriately stored. In the space below, list the policies, associated p rocedures and person/s responsible for completing the record-keeping that your organisation has in place for risk management. Assessment activity 19: Implement and monitor action plan 1. Discuss why it is important to monitor an action plan once it has moved into its implementation phase. Should be undertaken with the overall objective of continually improving the organisation’s performance through effective risk management. The monitoring regime should be considered as a key part of the plan development phase. Monitoring allows for any variance against the intended goals to be quickly identified and rectified. 2. Using the review scope and frequency triangle, give at least 2 examples of activities that could be performed at each level Regular checking / continuous monitoring: Proper use of machinery, Compliance schedule by workers Line management / Review: Review the economic performance, Review compliance with internal regulations Audit: Check the quality system, Review the risk plan 3. At what point is it best to consider the monitoring aspect of a risk management plan and what factors should be included? Monitoring allows for  any variance against the intended goals to be quickly identified and rectified. Monitoring factors that should be included: – What date do you need to collect? – How will you ensure that the data is valid and reliable? – How will you know if you are moving towards the goal set? – How will you know when the goal has been reached? – How frequently will you assess the plan? Assessment activity 20: Discuss the following statement: â€Å"Audits conducted by external companies are just another academic exercise designed to create employment for consultants†. I am not agree with this statement because I think that external Audits are necessary sometimes to audit some companies because it is a external company to your company so it is impartial. Choose an external auditor endeavour to find one who: – specialises in your organisation’s industry – is appropriately qualified and experienced – demonstrates the ability to quickly build rapport with workers – is impartial, thorough and investigative Assessment tools 2 (AT2) 1. What is the purpose of the standard AS/NZS ISO 31000:2009 Risk Management? In that standard Risk is defined as â€Å"The effect of uncertainty on objectives†. Risks affecting organizations can have consequences in terms of economic performance and professional reputation, as well as environmental, safety and societal outcomes. Therefore, managing risk effectively helps organizations to perform well in an environment full of uncertainty. AS/NZS ISO 31000:2009 Risk Management provides principles, framework and a process for managing risk. 2. There are a number of Key provisions of relevant legislation and regulations from all levels of government that may affect aspects of business operations. Why is it necessary to have a working knowledge of the legislation involved in business? What is duty of care? A business will face issues if you do not abide by the law. It’s important to have a working knowledge of the legislation involved with your business so that with every move your business makes, you can ensure that you are complying with the laws of the  land. The primary responsibility lies with the person who is conducting the business and is also the responsibility of all staff of the company to know the laws that are involved in the business. 3. What is risk management? Why must risk management procedures be followed? Risk management is a process that enable board of directors, managers, staff and shareholders to have a reasonable degree of confidence that business goals will be achieved within an acceptable level of risk. Risk management is an effort to reduce risk. Risk management activities identify whether there are any risk controls in place, and if so, whether they are adequate. Risk management policies set out, for employees, the instructions and operating procedures that must be followed. 4. What are the advantages and disadvantages of carrying out a risk assessment for a whole organisation and its overall operations? On what basis/scope might risk assessments be carried out if they are not carried out for an entire organisations? The advantages of conducting risk assessment for the whole business is that it will be holistic and parts of the business are less likely to be overlooked. It will allow a uniform risk management plan whose sections all work in relation to others and it can be communicated to employees in the same manner and at the same time. Scope of a business’s risk assessment might include: specific projects, specific business units or areas, specific business functions, the external environment, the internal environm ent. 5. Employees with disability have the same rights as other employees to a safe and healthy workplace and they also have the right to workplace modifications or adjustments that ensure their safety. What Acts affords these rights to disabled workers ? What types of adjustments might be required? The Disability Discrimination Act (ADD) 1992 gives disabled workers the right to workplace adjustment. Adjustments might include: Wheelchair ramps, access to safety information I the required format, extra wide exit doors, the provision of special personal protection equipment, the provision of special equipment, changes or modifications to policies and procedures, ergonomic adjustments to work stations, adjusting work schedules. 6. Businesses can take out a variety of insurances that will indemnify them and/or their employees, customers, members of the public in the case of an accident or other adverse occurrence. What types of insurance can they take out? What companies offers  insurance for businesses? Types of insurance: Business insurance, fire insurance, kidnap and ransom insurance, worker’s compensation insurance, life insurance, Directo’s and officer’s insurance, industrial special risk insurance, public liability insurance, motor vehicle fleet insurance, compulsory third party insurance, professional indemnity insurance, key person insurance. Example of companies offering insurance: Allianz, AMP, QBE, GIO, RACV, MLC, AAMI, SGIO, Zurich, Vero, Rural and General. Assessment tool 3 (AT3): Project Part 1- Plan for enterprise risk management: With my project I will develop the study and application of a risk policy for a company that is dedicated to fashion market by own local fashion stores. Before the development of the risk policy I have to make clear what the mission and vision of our business. Mission: to be a leader in the market, offering quality, good service and plenty of outlets offering care and quality of life for people. Vision: To be the retailer that offers the best quality and variety of services and products for sale to customers, generate added value to people with our products. Why do we have to approach risk management? – We anticipate events that may be unexpected or uncontrolled, such as people stop buying any product we sell because the market has entered a new fashion label. – Analysis of business opportunities, or as to open new sales channels, to improve products or to improve our facilities. – Improved performance outcomes due to effective planning, if we know that there are risks to our business address them on time and know we will always have an effective response to address them. – Optimal efficiency and economy. Know how the money is spent and when to spend, eg making a risk analysis can allow me know if I should invest in a particular area or not, or in a particular product or not. – Improved relationship with stakeholders, because all stakeholders must understand the business risks. – If all future events that may occur are provided of course the director or team conducting the study of risk will have a good reputation both inside and outside t he business Through the system of risk management we know how our company is willing to spend to achieve the objectives and how are willing to  lose if it does not address future risks. The scope for risk management will make for this business includes both an internal area of operation of the company as well as an external scope thereof. Internal because I will analyze what are the risks that can find me in my business. External, because I will try to study what are the external factors that may affect my business. For example, an internal factor is the reform and adaptation of shops to allow access for the handicapped. An external factor would be as such can influence the economy in buying fashionable clothes. Therefore when establishing our risk management should take into account the following circumstances: – Political: depending on whether there will be a government or other legislation and other issues that may affect me in varying degrees relating to such licensing to open outlets. – Economic: Depending on how the economy is or the area where I’m shops sell more or less. – Social: Depending on social trends when it comes to fashion I’ll have to adapt the models to these new trends. – Legal : I have to adapt my business to existing legislation. – Technological: I’ll have to adapt production of garments production technologies and even the addition of new tissues. – Policy: Activities of the business and the associated risks. To manage the risk facing a business it is important to identify all of the stakeholders and issues. What are internal and external stakeholder in our business? Internal stakeholder: It would all the staff with which our company, shareholders, management, administrative department, financial department, buying department, marketing department, design department, production and logistics, and all the staff working in stores in different cities where we are set. External stakeholder: Any person who makes the purchase in one of our stores can consider stakeholder. Supplier could be considered as external stakeholder. The government can be considered as a stakeholder in the way laws on trade. Part 2: Identify the risks: Identify the risks through a SWOT diagram Strengths | Weaknesses | – Quality and designed at very reasonable prices. – Strong financial system. Solid and profitable company.- Vertical integration: control over the entire production chain.- Production of garments to be sold. Very little stock. High turnover of product.- Quick delivery to shops.- Variety of models.-  Strong presence in each city.- Stores in the best locations in the city.- Good after sale system. | – Very little advertising system.- Employee wages low- Stores have a poor image abroad.- Stores are not adapted for disabled input.- Clothes sewing defects.- High cost of maintenance shops. | Opportunities | Threats | – Growth of cities due to immigration.- Creating outlets: selling clothes from other seasons at lower prices.- Growing interest in personal image.- Globalized world: others markets.- New technologies. | – Other companies have similar products with good quality and good prices.- Increased competition in the sector.- Demanding customer: People do not like to dress like others.- Other businesses have online shops.-Climatic diversity: different climates that make manufacturing clothes according to the weather, is very wide. | This SWOT analysis follows that our company can be found on the following risks: 1. Not having a good advertising system do not reach people our deals so many people do not know the products we have. The only way to know that we can offer it’s entering one of our stores. 2. Salary of employees is low so they are not motivated. Not being motivated not only contribute ideas and really made a mechanical sales job but do not persuade the buyer to ma ke a purchase top. 3. Image abroad offering shops is very poor and the decor is not very good. On the other hand, the lighting is bad and there are clothes in the windows are not all that should be visible. Another problem is that the prices are in clothing exposed in the window and is not seen very divicil identify which price corresponds with each garment. 4. Virtually all of our stores are not adapted to the input of people with disabilities â€Å"Wheelchair†. The problem here is that we find the latest legislation on this issue gives us a period of two years to adapt to every store possible input disabled. 5. Many of the items have defects resulting from poor workmanship. This involves not a major economic expenditure for the company because you have to add the price of the withdrawal of the garment all transportation costs. 6. The high cost of maintenance of the stores is another risk that we are as it is a very negative factor financially to the income statement. 7. Increased competition. Other companies are appearing on the market with very similar to our products at very competitive prices so our sales could lower. 8. We do not have Online  Shop. We don’t have online shop and currently that sales are increasing. 9. We manufacture garments for all seasons so our manufacturing models are many and this leads us to the problem of strong economic investment we have to do to purchase machinery to manufacture all that wide range of models. All these risks have deduced the SWOT analysis we have made to our business and lessons learned in the past, data and statistics that we have on our business. If we want a more detailed analysis of all risks that may affect our business, we might go to an outside consultant as these people are prepared and have specialized knowledge and appropriate tools to identify what are the risks that may affect our business. Tools and techniques that it could be used in the audit process: – Fishbone diagrams – Process mapping – Force field analysis – Checklists – Scenario analysis – Markov chains 1. Not having a good advertising system do not reach people our deals so many people do not know the products we have. Minimal impact. Our business is built on the basis of an almost nonexistent outside advertising so this is a risk but almost irrelevant. If we want to expand the business or increase  sales if you should do some advertising campaign and should consider the most appropriate way of doing this campaign. 2. Salary of employees is low so they are not motivated. Moderate Impact. We study the possibility of increasing the wages of workers in our company to try to increase the productivity of these workers. Although productivity and wages are two issues that need not be proportionate if it is true that a worker is more encouraged to work with a slightly higher salary than another worker performing that function this but a minimum wage. Slightly increasing wages and participation could increase sales because the seller would find more willing to sell and deliver the product s and therefore more likely the buyer would buy. 3. Image abroad offering shops is very poor and the decor is not very good. Minor impact. Although I have an external image in not very good trades I think his impact is less when talking about risks to our business as it is not very expensive to redecorate all the windows to make them more attractive to our customers. A different question is the issue of bad lighting since the change the entire lighting system stores would be costly for the business but could make a sequence and always depending on the importance regarding the location and quantity of sales shops. 4. Virtually all of our stores are not adapted to the input of people with disabilities â€Å"Wheelchair†. Disastrous / catastrophic. If we do not adapt to the existing legislation on trade our stores may be closed by the competent authorities. As our business would cease to exist. I think this risk is a priority when looking for a solution. 5. Many of the items have defects resulting from poor workmanship. Severe impact. When carrying a defective garment market the basic cost of the garment triples so this risk we must approach it as a must urgently increase the benefit of our business to carry out the whole process of reforms that we are talking about and that our shareholders are demanding us to increase business benefits. This can solve it with a higher quality control. The quality control mechanism must be present in all of our business processes, that is, from the design of the garment to the customer buys it, through manufacturing, logistics, customer service †¦Ã¢â‚¬ ¦ . 6. The high cost of maintenance of the stores. Severe impact. Negative impact on the income statement. We should make the necessary reforms in stores to ensure that the cost of maintaining them is less for the benefit of the business is greater. Depending on the degree of need for the reform of local  we could also think of relocating these stores. We should conduct a market study of the area where the store to see if it is the right place or if instead Store could relocate elsewhere something less expensive is located. 7. Increased competition. Minor impact. The increase in our competition is a fact that can not be denied. We are still having good sales in our business and we were not too concerned that other companies entering our market but the probability of this happening is quite high and although initially the impact is small can lead to over time this impact becomes high due to the loss of competitiveness. We must establish appropriate in our company to always be ahead of p ossible companies that want to enter our niche market mechanisms. 8. We do not have Online Shop. Moderate impact. Not having a online sale mechanism first time does not mean a loss of sales in our business but precisely for the opposite if we establish this system of Internet sales our sales increase. Perform this process would not be very expensive for our business and could bring great benefits because we could reduce very significantly the costs, especially the costs of maintenance shops and staff costs. 9. We manufacture garments for all seasons. Moderate impact. We have adapted the production chain to see how we can reduce costs in manufacturing garments. But this we can do it in a leisurely way without making a large financial outlay. Likewise we can stop making certain models that are the least sold and are left less benefit. Communication with all relevant parties. To communicate with all relevant parties in the process of reforms resulting from all risks I have described, would do it two ways: 1. Internally in our company through briefings to all staff employed in our company by exposing what are the changes that are going to make an attempt on one hand the people brainstorm such change and on the other side that all staff have knowledge of such changes. I think it would be a good way to create a positive feedback. Also would have to send the entire management team and the financial team with a report of all findings of the risk because ultimately they are the ones who have the power of decision on the feasibility of these reforms. We should also make a report to shareholders equipment at all times know what steps you are following the company. 2. An external way our company would be good to communicate throughout the process  of change to all our potential clients in order to publicize the company how it works and what the goals are the same. We could do some kind of advertising campaign. On the other hand we must notify the competent bodies our stores comply with current regulations. Finally I would say that our plan of risks and their treatment should always be in line with the goals of our business, as well as the mission and vision of it.