John Keats

Expressing how little time he has left and how he Is afraid he wont get the massive amounts of Ideas â€Å"letters of the alphabet† written down before he dies at his young age. In the second section he starts with the romantic element of the poem relating to his fiance and expresses sadness that he wont experience the full power of love and life.Towards the end of he sestets he concludes that everything he has done and will do will fall to nothingness and he will be alone no matter what. Therefore the sections are life, work and romance, love. Question 2 The type of affliction shown In the poem Include: The poet has a fear of dying and shows negatively towards writing about death â€Å"when I have fears that I might cease to be† he knows he Is sick with tuberculosis and that he will die at his young age and he fears he wont do and experience all he could f in a full life time.He wants to express and write as many poems as possible which en cradles slung ten metaphor AT â€Å"null plea Dodos, In contrary' He wants to experience love and romance as much as possible with his fiance â€Å"relish in the farer power of unreflective love† he is expressing sorrow and loneness, and how he will â€Å"stand alone† and â€Å"nothingness do I sink† Question 3 The imagery used in the first line is that of a metaphor. The storehouses full grain represents books full of letters.The image of a farm with kilometers of grain to be â€Å"harvested† is all of his ideas over flowing the â€Å"storehouses†, his mind and he wants to express and put down onto paper in the short time he has left. Question 4 Keats has personified the night sky and stars as having a face â€Å"nights starred face† His inevitable demise is contrasted with the infinite starry night sky. He also personifies chance as having a magic hand, which could indicate hope that his fate is not inevitable. Question 5

Informative Analysis BMW Group

Informative Analysis BMW Group Company history Advertising We will write a custom research paper sample on Informative Analysis: BMW Group specifically for you for only $16.05 $11/page Learn More The BMW Group has positioned itself amongst the 10 largest car manufactures globally The BMW Group was established in 1917 and has managed to position itself amongst the 10 largest car manufacturers globally. Initially, the firm’s core operations entailed designing and production of aircraft engines. Over the past few years, the firm has undergone significant growth. The growth has arisen from implementation of Strategy Number One which was formulated in 2007. The strategy is aimed at attaining two main goals which include; To boost the firm’s long-term value growth. To attain a high level of profitability and returns. Mission statement The firm is guided by a clear mission as stated below; To become the world’s leader in provision of premium services and products in order to enhance individual mobility. Values The firm’s operations are guided by a number of core values which have been the cornerstone of its success. These values include; Responsible action Long-term thinking Environmental protection Social and ecological sustainability Corporate governance The firm’s corporate governance strategy is aimed at enhancing its ability to attain the set goals, objectives and values. The BMW Group has incorporated a comprehensive corporate governance strategy that is comprised of a set of principles, systems and processes.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The firm’s corporate governance strategy is aimed at enhancing its ability to attain the set goals, objectives, and values. Moreover, the firm intends to maximize shareholders’ wealth through corporate governance. The Group is cognizant of the fact that its success will be dependent on the effectiveness with which its operations are managed. As a result, the firm’s management team is constituted of two main organs which include; The Board of Management The Supervisory Board The two boards are constituted of experienced individuals who ensure that effective decisions are made. A high level of trust is ensured between the Board of Management and the Supervisory Board. As a result, the degree of collaboration is improved significantly. Additionally, the BMW Group has formulated its code of operation on the basis of the German Corporate Governance Code. This has enabled the firm to effectively address the shareholders and other stakeholders’ needs. Corporate sustainability Currently, sustainability is one of the most important aspects that firms should consider in their quest to remain competitive. Elmaraghy (34) is of the opinion that adherence to sustainable development determines an organization’s long-te rm success. Elmaraghy (35) cites three main aspects that contribute towards sustainable development. They include; environmental sustainability, economic sustainability and social sustainability. Advertising We will write a custom research paper sample on Informative Analysis: BMW Group specifically for you for only $16.05 $11/page Learn More The firm’s commitment towards economic sustainability is evidenced by incorporation of a value-added supply chain Environmental sustainability The BMW Group appreciates the importance of developing sustainability in its quest to attain long-term and profitable growth. One of the sustainability issues that the firm focuses on is environmental sustainability. Environmental sustainability is concerned with improving and safeguarding human welfare for example by conserving the environment within they operate. In the course of its operation, the BMW Group is committed towards environmental sustainability by ensuring gentle and efficient resource utilization. Adoption of product diversification strategy is motivated by the need to generate profitable growth. Social sustainability According to Elmaraghy (35), a firm attains social sustainability by respecting the needs of the society which it operates. In line with social sustainability, the BMW Group appreciates the fact that there are risks associated with failure to adhere to social sustainability. Such risks may result in loss of reputation and hence the firm’s long-term survival. The BMW Group has developed a strong relationship with the society within which it operates. The BMW Group encourages its employees to be involved in social activities. In 2012, the firm awarded some of its employees for their commitment to the society (Tricker 12).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Economic sustainability This aspect of sustainability involves developing a firm’s long term economic viability and profitability. The firm’s commitment towards attainment of economic sustainability is evidenced by incorporation n of value-added supply chain. In 2012, the BMW Group was ranked 2nd on the basis of the Dow Jones Sustainability Index. Products The firm has incorporated a comprehensive financial services portfolio. In the course of its operation, the BMW Group appreciates the fact that the market is characterized by varying product and service tastes and preferences. Consequently, the firm has integrated the concept of product diversification. Adoption of this strategy is also motivated by the need to generate profitable growth. The firm specializes in production of premium car and motorcycle brands. Some of the premium car and motorcycle brands that the firm produces include; BMW BMW-Mini BMW Motorrad Rolls-Royce Motor Cars. The BMW Group top premium bra nds include Rolls-Royce, Mini and BMW. On the other hand the two main motorcycle brands include Husqvarna and BMW (BMW Group 1) The firm’s motivation to generate profitable growth is one of the factors that drive the firm to expand its product range and to strengthen in global market position. The firm’s production processes are guided by innovation, high performance and engineering excellence. The Group’s products are ranked amongst the best automobile brands in the world. Services The BMW Group is focused towards profit maximization. Consequently, it has incorporated a comprehensive financial services portfolio. The financial service portfolio developed by the firm is based on appreciation of the fact that financial services constitute an essential component in the success of the mobile world. The BMW Group Financial Services is composed of a number of services which mainly relate to provision of financial information. The Group provides financial services in approximately 50 countries globally. Multi-brand financing Leasing Insurance Asset management Dealer financing Company car pools Banking In The BMW Group is cognizant of the global changes that are currently being experienced. One of the elements that the group appreciates relates to mobility. Demand for new individual mobility solutions within the society has increased significantly. However, the global economy has become very volatile as evidenced by increased economic uncertainty thus affecting the group’s operation. One of the ways through which the firm intends to achieve profit growth is by investing in continuous product improvement. Despite these challenges, the BMW Group is committed towards attainment of its goals and objectives. One of the ways through which the BMW Group intends to achieve this is by investing in continuous product improvement. The product improvement process is conducted on the basis of three main product aspects which include technological, cu ltural and structural aspects. In its product development process, the firm ensures that its products and services appeal the target customers. The Group achieves this by offering superb products that are characterized by; A high level of aesthetic appeal Innovative and modern technology High quality Dynamic performance Human capital The BMW Group considers human capital as one of the cornerstones in its future success. The BMW Group considers human capital as the most important factors in its future success. Consequently, the firm has developed a comprehensive employee development policy. The policy is aimed at developing a dedicated and motivated workforce. In 2012, the firm increased the number of apprentices by 10%. Additionally, more than 1,376 young individuals were signed into the firm’s one year training program. This increased the number of employees on the apprenticeship program to 4,266.The firm spent approximately â‚ ¬280 million on professional and vocationa l training. The training program is aimed at developing the firm’s competitive edge in an environment that is characterized by technological change. By investing in human capital development, the BMW Group is able to maintain its competitiveness with regard to technological excellence and innovation. For example, the firm’s research and development team is able to incorporate the consumers taste and preferences when designing their new automobile models (Deschamps 54). Earnings and performance Increment in sales The BMW Group has managed to sustain its profit growth over the past few years. However, 2012 was the most successful financial year in the firm’s history. During this year, the firm’s sales for BMW, Rolls-Royce and Mini premium brands increased to 1,845,186 units, which represent a 10.6% increment compared to 2011. The sales increment has enabled the firm to continue at the helm of the premium brand market segment. By adhering to Strategy Number ONE, the BMW Group intends to sell over 2 million MINI, Rolls-Royce and BMW brand vehicles. The projection underscores the fact that the firm’s future success is anchored on its profitability. Growth in financial services segment Investment in the financial services segment also contributed towards an increment in the level of profitability. An additional 117, 000 customers were added to the firm’s customer base. The Chart below illustrates the firm’s earnings over the past two years. Group Income Statement in million â‚ ¬ 2012 2011 Sales revenues 76,848 68,821 Cost of sales -61,354 -54,276 Gross profit 15,494 14,545 Sales and other administrative expenses -7,007 -6,177 Operating income 829 782 Operating expenses -1,016 -1,132 Profit before financial result 8,300 8,018 Result from equity accounted investment 271 162 Interest income 753 763 Interest expenses -913 -943 Other financial results -592 -617 Financ ial result -481 -635 Earnings before tax 7,819 7,383 Corporate tax -2,697 -2476 Net profit 5,122 4,907 Source: (BMW Group 52) Sales and distribution networks The sales strategy adopted by a firm has a significant impact on the sales revenue generated. The BMW Group has adopted an effective sales strategy which entails establishment of sales subsidiaries. Currently, the firm has a sales network of 41wholly-owned sales subsidiaries. Moreover, the firm’s distribution network is also composed of over 3,000 dealerships. To satisfy international demand, the BMW Group has also incorporated the concept of exportation. Approximately 100 countries around the world are supplied by local importers. Production and assembly locations The BMW Group is cognizant of the fact that the premium car brand market is becoming competitive. Consequently, the firm has established 13 assembly and 24 production plants around the world. This has enabled the firm to effective and e fficient in meeting the global demand. The production plants are located in Germany, South Africa, Austria, Italy, and China. On the other hand, assembly plants are situated in Russia, Egypt, Thailand, India, Indonesia and Malaysia. The assembly plants are mainly operated in collaboration with external partners. For example, in Austria, the firm has entered into a contract production with Magna Steyr Fahrzeugtechnik AG Company. Investment in research and development The BMW Group has established a comprehensive research and development network in various countries such as the US, China, Germany and Austria. Its commitment in research and development enables the BMW Group to be effective and efficient in aligning its products and services with market trends. The firm’s quest to achieve profitable growth motivates its investment in research and development. In 2012, the BMW Group invested â‚ ¬3.9 billion in research and development in order to secure its future growth. The BMW Group has been leading with regard to incorporation of new information technology options in its car models The firm has been at the forefront in integrating new technology in its car models. Some of the technologies that the firm has incorporated include BMW ConnetedDrive and the iDrive. Controversies The BMW Group was accused of launching pre-production prototype in the market (Herron para. 5). In line with its commitment towards environmental sustainability, the BMW Group invested in a program that was aimed at electrifying its Mini brand. However, the firm was accused by Marc Geller and Plugged In America that it did not comply with the CARB regulations. On the contrary, the firm introduced the new model in a rush in order to meet the deadline set. Moreover, the firm was accused of introducing a pre-production prototype which means that the new model was not a properly designed electric vehicle. Succeeding in the premium car brand industry is a challenging task. Consequentl y, firms in the industry have to ensure that they invest in research and development. Additionally, firms have to ensure that they continuously improve their products and services in order to align with the market changes. BMW Group: Brands 2013. Web. BMW Group: Annual report 2012. Web. Deschamps, Jean. Innovation leaders: how senior executives stimulate, steer and  sustain innovation, New York: John Wiley and Sons, 2009. Print. Elmaraghy, Hoda. Enabling manufacturing competitiveness and economic  sustainability, Heidelberg, New York: Springer, 2012. Print. Herron, David. BMW mini e-program has major problems. 6 July 2009. Web. Tricker, Ian. Corporate governance: principles, policies and practices, Oxford: Oxford University Press, 2012. Print.

Documentation control Research Paper Example | Topics and Well Written Essays - 5250 words

Documentation control - Research Paper Example on control can be the usage and preparation of the documents for the safe operations within the organization, contingency planning, quality maintenance and overall functions and services which are required to be handled in the due manner. This paper looks into the nature of control documents, the advantages served by them, the pre requisites attached to them with regard to their handling and better services and outputs extractions, followed by the issues faced and the measures needed to be ensured in order to make vital and effective use of control documents. Documentation is being kept and prepared by the management team and the technical analysis team who create the company policies, rules and regulations, standard operating procedures, rules of engagement, and other policies pertinent to the dealing and exchange with the companies and stakeholders along with the regulatory authorities, government and competitors in the market. The documents are usually present in the human resource department and at the same time part of it can be made available on the website with the due consideration of the fact that the private and company related important information may not be shared or spread with the outside sources on a public platform such as company’s official website. Documentation is the process of making an activity and process official and bringing it under the record for present validation, future consideration and potential improvement in longer run. Documentation may be kept in the soft or hard retrieval section (Professional & Cochran, 20). The document is a collection of activities that are underpinned in a recorded way which allows for following a clear strategy based on the present processes and future planning and path that must be followed in order to maintain quality and earn the customers satisfaction. The document control function must make use of the presently in use documents and it must be ensured that the irrelevant and the data that may not

20 century China Essay Example | Topics and Well Written Essays - 3000 words

20 century China - Essay Example Deng Xiaoping’s era was marked as the â€Å"decade of reform† as it effected a total revamp of the legal system,brought in more democracy at government and party levels, gave more freedom for the people for self-government and became a new era of hope for the Chinese republic.A transformation from communism to socialist democracy was visible in all spheres. This change brought about also the development of a socialist political civilization. It was a time when writers, a group of Marxist theoreticians, scientists and their disciple-students were lining up for democracy and forming a network.They had a vision that, in order to nourish democracy, a limit has to be drawn on the powers of the ruling Marxist Party.Deng era was also an era of legal reforms. There was a steady reform process going on to establish a socialist legal system. A more independent judiciary and freedom of press evolved through this. In this way, the political reform in China was coming of age by effe ctive changes in administrative and legal systems and policies. In this way, the reform era marked the establishment of a full-fledged legal system, where laws were enacted and codified and a regular network of courts started functioning.The reach and effectiveness of judiciary was considerably increased with effective monitoring and punitive provisions wherever pitfalls were seen. The reforms included, giving more self-determination powers and self rule provisions to ethnic groups and regions, more democratic election process at party-level and government-level and more centralized administration of remote regions of the nation. Multiple candidates were allowed in the elections for the people’s congresses and this was for the first time after revolution (Goldman, 13). Also secret ballot system was introduced (Goldman, 13). In 1987, the elections to the Central Committee were held in the 13th Party Congress, allowing multiple candidates (Goldman, 13). Soon after taking charge of the nation, Deng removed all intellectuals from the category that comes under the term, ‘bourgeoisie’ (Goldman, 30). Elections were allowed for deciding the administrative heads of professional and scientific establishments (Goldman, 30). All these initiated a new vigor in Chinese political scene. The proclaimed slogan of Deng-era had been â€Å"political democratization† (Goldman, 35). All these reforms have been successful when viewed from the side of democracy but they resulted in the lessening of the power of the party. If viewed from the side of the implementers of these reforms, it can be seen that the reforms did bring in more democracy but also weakened the existing domination of the party. The most important aspect of reforms has been that a well-defined system for scrutinizing and recording social situations was established and also a space was provided for public discourses and grievance-hearing onsocial issues. All these changes together saw the b irth of a new socialist China where people had more rights and more freedom. 2. What are the basic element and goals in Deng’s economic reform agenda? What are the major obstacles to successfully completion the economic reform process? Deng’s economic reform agenda looked forward to correcting the anomalies in China’s economy and helping it grow. But despite the few benefits harvested from the reforms through privatisation and new tax system, major sectors like agriculture, industry, finance and foreign trade failed to reap the promises of the reform. The focus was on a socialist economy which could only be developed through extensive industrialization. The major aspect of economic reform in Deng-era was the decentralization that was initiated (Shen, 9 of preface). The key elements of the reform were, â€Å"readjustment, restructuring, consolidation and improvement†