1. Carefully Explain the Concept of Economic Meltdown. Answer: the Term Economic Meltdown Is the Going Down of the Rate of Economic Activity of a Country, in the Simplest Term, Economic Meltdown, Could Be Called

1. Carefully explain the concept of economic meltdown. Answer: The term economic meltdown is the going down of the rate of economic activity of a country, in the simplest term, economic meltdown, could be called economic â€Å"Go-slow† just like traffic jam which grind. The first and foremost action that an organization must take is to cut cost, this is because during these tough times, we all must make the utmost effort to save money, take care of expenses such as electricity stationery unnecessary wastage of resources in factories, office and other work places. One would of course face a lot of problem but there are solutions. Again instead of sacking employees, a pay cut of say 11-16% for the employees is a more acceptable solution than carrying off people. The government is required to take action by cutting down taxes so that people will have more money to spend and therefore the economy can come back to track. 2. What are likely the causes and effect of economic meltdown on cost of production in an organization. The likely causes of economic meltdown in cost of production in an organization are: a. The culture of the people within the immediate vicinity as it affects the employees, belief systems, byelaws and traditions. b. The organizational market-share and protection, its financial capabilities, resources availability, credibility and goodwill c. The nations economic position, competition from internal and international organizations, supplies of production equipment and materials. . High rate of importation: this has been a great menace to the production of a company as many commodities are imported and on the long run other economies benefits e. Inflation: The effect of inflation is not distributed evenly in the economy and as a consequence there are short fall of money and goods. The supply of money is a major, but not the only cause of inflation, organization for economic cooperation and development. However, frequent economic meltdown that could not be explained scholar’s though accelerated consumption and production of goods and services. From economic crisis of 2008 (According to the National Bureau of Economic Research) much of the over production turned to cause deflation. f. Poor health. Due to poor animal husbandry production and storage this demand for milk far outstipping supplies use of other potentially harmful chemical. g. Nuclear power: Nuclear waste production transport and cost over runs on nuclear plants due to regulatory issues.

Jose Rizal as a Reformist

Jose Rizal, our national hero, was one of the Filipinos who asked for reforms. These reforms will grant the ultimate dream of the reformists; assimilation. Filipinos will be given the rights that they deserve. Rizal choose to seek for reforms than to start a revolution because he knew that Philippines was not yet ready to stand on its own (during his time). Rizal used his liberal ideas in asking for reforms. Rizal joined the Circulo Hispano Filipino when he was still in Europe. This organization did not achieve its goal because the members have different interests.Noli Me Tangere and El Filibusterismo served as Rizal’s means for asking reforms. He used these novels to portray what was happening in the Philippines during the Spanish Colonization. His goal was to awaken the Filipinos and the Spaniards(Spain) with what is happening in the Philippines and he thought that through these novels the Filipinos and the Spaniards would believe that assimilation is the just action for the Filipinos. The Filipinos who were studying in Europe during those times use this movement to ask for reforms to the Spanish Government. They organized the Propaganda Movement to serve as a way of getting those reforms.Jose Rizal was an outstanding Propagandist of the Propaganda Movement. Rizal did not support the revolution for he believed that this will not make the Philippines a better country. The Philippine Revolution freed the Filipinos from the hands of the Spaniards. Although Rizal did not actually support it he had contributed much to this revolution. His works and writings were the corner stone of the revolution and he was indeed an inspiration for the Katipuneros during those times. Rizal’s life was devoted to his country (Philippines). His works and writings were evidence for his noble act as a reformist.

Equality and diversity in the health sector Essay

Assessment You should use this file to complete your Assessment. How to complete and send your Assessment Save a copy of this document, either onto your computer or USB drive. Work through your Assessment, remembering to save your work regularly When you’ve finished, print out a copy to keep for reference Then, go to www.vision2learn.com and send your completed Assessment to your tutor via your My Study area – make sure it is clearly marked with your name, the course title and the Unit and Assessment number. Please note that this Assessment has 6 pages and is made up of 3 Sections. Name: Section 1: Know how legislation and guidelines support equality and diversity 1. Use the table below to: a. Describe the rights of a range of individuals who have one or more of the 9 protected characteristics in the organisation/service you work for (or one that you are familiar with). b. State how the law protects the rights of these individuals. Name the legislation. c. Identify guidelines within your organisation to support equality, diversity, dignity and respect. Individual (colleague/manager or service user) and protected characteristic What are their rights? Legislation that protects their rights How does this legislation protect their rights? Which guidelines support equality, dignity diversity or respect in relation to this person? Example 1 Female disabled colleague Protects them from harassment, entitles to equal pay, treated like everyone  else Example 2 Service User, Client, Elderly person Not to be discriminated against. To be shown respect and dignity. For information about them to be confidential. Freedom from harassment (quiet enjoyment). Privacy within own room The Human Rights Act, 1998 Protects against discrimination, and harassment, Equal Opportunities Policy, Sex discrimination Policy, Safeguarding Policy, Human Rights Act, Health & Social Care Act 2008 Example 3 Black employee worker Equality, treated as an individual, and same as everyone else, not to be prejudiced in any way, The Equality Act 2010 Protects against discrimination, and harassment, Equal Opportunities Policy, Sex discrimination Policy, Safeguarding Policy, Human Rights Act, Race Relations Act 1976 Example 4 Transsexual Manager Equality, treated as an individual, and same as everyone else, not to be prejudiced in any way, The Equality Act 2010 Protects against discrimination, and harassment, Equal Opportunities Policy, Sex discrimination Policy, Safeguarding Policy, Human Rights Act, Sex Discrimination Act 1975 Section 2: Know how to work in ways that support equality and diversity 1. List a range of factors that might be a cause for discrimination in the health sector. Include at least 4 examples in your answer. Direct Discrimination occurs when someone is treated less favourably than another person because of a protected characteristic. Relevant protected characteristics include age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage & civil partnership, pregnancy and maternity. For example, a manager does not select a pregnant woman for promotion even through they meet all of the competencies because they are pregnant. This is probably direct discrimination and cannot be justified. Indirect discrimination occurs when a seemingly neutral provision, criterion or practice that applies to everyone places a group who share a characteristic e.g. type of disability at a particular disadvantage. Indirect discrimination may be justified if it can be shown that the provision, criterion or practice is a proportionate means of achieving a legitimate aim. An example of this is when an employer decides to apply a â€Å"no hats or headgear† rule to staff. If this rule is applied in exactly the same way to every member of staff, then staff who may cover their heads as part of their religion or cultural background (such as Sikhs, Jews, Muslims and Rastafarians) will not be able to meet this requirement of the dress code and may face disciplinary action as a result. Unless the employer can objectively justify using the rule, this will be indirect discrimination. Relevant protected characteristic include age, marriage and civil partnership, race, religion or belief, sex and sexual orientation. In addition, the Act extends protection against unjustified indirect discrimination to gender reassignment and disability. Victimisation occurs  when an employer is treated unfavourably, disadvantaged or subjected to a detriment because they have made or supported a complaint of discrimination or raised a grievance under the Equality Act, thi s policy or the Harassment, Bullying and Discrimination policy or because they are suspected of doing so. (However, an employee is not protected from victimisation if they have maliciously made or supported an untrue complaint). An example, of this is when an employee requests to work flexibly and their manager refuses their request because they supported a colleague in a complaint of discrimination. Detriment arising from a disability arises when you treat a disabled person unfavourably because of something connected with their disability. This type of discrimination is unlawful where the employer or other person acting for the employer knows, or could reasonably expected to know, that the person had a disability. This type of discrimination is only lawful if the action can be justified and the employer can show that is a proportionate means of achieving a legitimate aim. An example of this when an employer imposes a â€Å"no beards† rule as a part of a dress code and tells staff they will be disciplined if they do not comply. The employee is a disabled person who has a skin condition which makes shaving very painful. They have been treated unfavourably (threat of disciplinary action) because of some thing arising from their disability (their inability to shave). Unless the employer can objectively justify the requirement, this may be a detriment arising from a disability. It may also be a failure to make a reasonable adjustment. 2. Describe how people’s values and beliefs may differ. Think about the range of people you come into contact with to help you answer this question. Description of person Description of their values and beliefs How might they differ from your own beliefs or from other people’s? Service user fF Food and drink -how they like to be addressed and spoken to -personal care – living or deceased -privacy and dignity -the information they are given the support they would like their faith or belief. Everyone has different values, beliefs and preferences. What I believe in, what I see as important and what I see as acceptable or desirable is an essential part of who I am. The way in which I respond to people is linked to what I believe in, what I consider important and what interests me. I may find I react positively to people who share my values and less warmly to people who have different priorities. When I develop friendships, it is natural to spend time with people who share my interests and values. As a professional, I am required to provide the same quality of support for all, not just for those who share my views and beliefs. 3. Read these scenarios. Can you identify ways in which the people in them can be treated fairly in accordance with their needs? Scenario 1 Carl is a care assistant at a residential care home. Another care assistant, Helen, has worked there for a long time and is often not particularly fair to residents whose catering needs are different from others. So to vegetarians, she might say â€Å"Don’t you miss bacon?† and to Jewish residents she might say â€Å"the chef will have to prepare yours differently won’t she? That’s gonna take extra time for her.† She has also commented on Muslim residents’ needs to fast at certain times of the year and to pray at certain times of the day. Carl is uncomfortable when she does this and feels it may jeopardise his working relationship with her. Helen knows that Carl feels uncomfortable and is aware that she may come across as a bit of a ‘dinosaur’ in her attitude. She intends to go to her manager to resolve the issue. Person How can they be treated fairly? How is this treatment in accordance with their needs? Residents Should be treated with dignity and respect, and spoke to in a polite manner, and not be discriminated against This is in accordance with Equality Act 2010 Scenario 2 Dean has mild Downs Syndrome and enjoys an active and busy life with friends and family. He has applied for a job as a hospital porter. The interview goes well but Dean does not get the job. Dean’s friend Rajesh works at the hospital and tells Dean’s parents that he didn’t get the job because the manager has preconceptions about the capabilities of people with Downs Syndrome. Rajesh gets into trouble from his manager for speaking his mind and revealing confidential information. Person How can they be treated fairly? How is this treatment in accordance with their needs? Dean Should be given a chance and opportunity to get the job, as his interview went well This is in accordance with the Equality Act 2010 Section 3: Know how to respond to behaviour that is discriminatory 1. Take a look at the examples in the table below (or use your own). Complete the table by outlining the discriminatory behaviour and explaining how it undermines equality and diversity. Example of situation in the workplace Which behaviour is discriminatory? How does it undermine equality and diversity? A nurse who is not openly gay is ousted by his friend and colleague. Patients overhear and refuse treatment. Colleagues taunt him over the issue. Patients not allowing the nurse to give them treatment, colleagues taunting him, belittling and patronising comments By treating someone badly or victimising them, and being less fair about their equality rights. A healthcare assistant suspects one of the residents in the care home has dementia but instead of approaching the resident’s family or her manager about the issue, she simply tells her  colleagues what she thinks. Everyone starts treating the resident differently. As a result, the resident is confused and becomes withdrawn. Giving her own personal opinion and beliefs, and not being confidential about the residents’ illness, by not talking to the appropriate people involved with the care of the resident. This is inappropriate behaviour, as it is not treating the client with dignity and respect. A pregnant administration assistant in a clinic approaches her line manager about her fears for her job after she goes on maternity leave. Her line manager suggests she shouldn’t have got pregnant in the first place and says â€Å"We will need to replace you in some way. I can’t guarantee you’ll have a job to come back to.† This would be direct discrimination because of pregnancy and cannot be justified. It does not give fair treatment to the pregnant assistant and equal opportunity 2. Choose one of the situations from the table above. How would you report this discriminatory behaviour, and what impact would your actions have? Situation Which method or procedure would you use to report this behaviour? What impact would your actions have? A nurse who is not openly gay is ousted by his friend and colleague. Patients overhear and refuse treatment. Colleagues taunt him over the issue I would notify my line manager of any concerns with regard to the conduct of other employees, service users, the public or third parties. The impact this would have is that my manager will deal with the bad treatment and take steps to put an end to it. Once you have completed all 3 sections of this Assessment, go to. Log in to the platform and send your Assessment to your tutor via your My Study page for marking. Good luck!

Bidvest Corporate strategy Essay

1. Executive Summary Bidvest is a South Africa-based distribution services and trading business and the largest foodservice business outside North America. The group is active in freight management, outsourced services, industrial and commercial products and services, printing, packaging closures, stationery, office products, corporate travel and automotive retailing. Bidvest is listed on the Johannesburg Stock Exchange, with over 105,000 employees on four continents. http://en.wikipedia.org/wiki/Bidvest_Group .The group is also highly debt-averse – a position it is able to maintain through its ability to generate cash. This assignment firstly provides an introduction into who is Bidvest and provides a broad and critical evaluation of Bidvest strategy. The group used approach that evaluated Bidvest started with highlighting the key success factors of Bidvest. Secondly we used the two competitiveness models, firstly the generic business strategies which are also supported by Porter for possible use in adoption to gain competitive advantage model and Porter’s diamond model. From investor perspective Bidvest shares are very appealing for their stability and or growth and for anyone who is in the market for a job, they will not go wrong with Bidvest. Lastly any small innovative struggling company out there who would like to will like to be on the shoulders of a giant they should not look elsewhere. 2. Introduction The Bidvest Group started as an idea to raise capital to acquire, fix and develop underperforming services business by Brian Joffe. Joffe consolidated what was a highly fragmented support services sector and created the enabling working conditions for people to enjoy their work and flourish. It started with the acquisition of Chipkins Catering Supplies in 1988 Bidvest was founded by Mervyn Chipkin and Brian Joffe in 1988 via an R8 million cash shell (a little over US$1 million in 2011 rands). The shell was a fast-track to a 1989 stock exchange listing. The next acquisition was the purchase of Sea World frozen foods. Bidvest listed on the JSE and its appetite for acquisitions has been insatiable ever since. Since then, Bidvest acquired a range of companies in diverse sectors from hygiene services to sports marketing to logistics to stationery. The group’s international expansion began in 1995 when it acquired 50.1% of Australian Stock exchange listed Manettas. This business was renamed to Bidvest Australia. Bidvest has a small corporate office to give strategic direction, pursue strategic growth opportunities, support divisions, monitor performance, and maintain the entrepreneurial spirit and a red-tape free environment. http://en.wikipedia.org/wiki/Bidvest_Group#Business_model 8 August 2013 Bidvest currently operates four divisions – Bidvest South Africa, Bidvest Foodservice, Bidvest Namibia, and Bidvest Corporate. Its businesses span four continents namely Africa, Europe, Asia, and Australasia. In South Africa Bidvest has a footprint in a variety of about ten industries and focus on food services in the international market. The group is active in freight management, outsourced services, industrial and commercial products and services, printing, packaging closures, stationery, office products, corporate travel and automotive retailing. 3. Bidvest Key Success Factors To critically evaluate Bidvest Corporate Strategy we will highlight some of their key success factors: a) Leadership of original creator Leadership of the original creator, Brian Joffe is one of the key contributors to the success of Bidvest. His dreams are inherited the way Bidvest operates. b) Decentralised corporate management approach Bidvest pursues a decentralized business model where local businesses are autonomous and local management stay close to their businesses, industries and customers. It is people-driven and talent retention is one of its key strategic objectives. Despite its decentralization business model, it has a common culture of information and experience sharing across its divisions. It thrives on locally focused businesses and their empowered manager’s approach and its businesses are often industry leaders. In the South Africa market, the support for local small businesses is a priority. The Bidvest’s corporate centre adds value by identifying opportunities and implementing Bidvest’s decentralised entrepreneurial business model. Bidvest firmly believe in non-interference with individual business expertise/management. Others may think decentralisation is not always a good thing but Bidvest is an international organization with no standardized product/service for global market s. The following are advantages of decentralisation: Distribution of burden of top executive – Decentralisation enables its executives to share his burden with others at lower levels because here authority is delegated. The top executive is relieved of some burden and concentrates his activities to think for the future of the organization. This is definitely applicable to Bidvest Corporate where the Top Management focuses on the company strategy and not get burden down with the day to day management of activities. Increased motivation and morale – The moralities of the employees are increased because of delegation of authority. Decentralisation helps to increase employees’ morale because it involves delegation. The employees are motivated to work. Greater efficiency and output – Decentralisation gives emphasis on care, caution and enthusiastic approach to the work which in turn results in increased efficiency and output. This is possible because it involves delegation of authority and responsibility. Diversification of Activities – Decentralisation helps in diversification of activities. It crests more employment opportunities because new managers are to be entrusted with new assignments. Better Co-ordination – The various operations and activities are coordinated in a decentralised set up. Maintenance of Secrecy – Decentralisation enables to maintain secrecy without much cost and unnecessary trouble. Facilitate effective control and quick decision – Decentralisation enables to measure the work according to standard easily and quickly. This facilitate taking up quick decision. http://www.preservearticles.com/201101143290/decentralization-and-explain-its-advantages-and-disadvantages.html/ 8th August 2013 c) Business acquisition model It is argued that at the time when corporate giants were unbundling to focus on their â€Å"core competencies†, Bidvest took the opposite direction by acquiring different businesses in diverse markets under its fold, albeit with a lean central corporate structure supporting all its divisions. www.moneyweb.co.za/ 8th August 2013 One of the tactics Bidvest applies is to ensure that it owns 100% of almost all its underlying companies and keeping the original entrepreneur in charge of the purchased business/entity. This allows Bidvest to provide business, financing and strategic support to grow these firms’ to levels they could not have achieved on their own. Bidvest is a highly diverse and equally highly focused group – intense focus by managers steeped in their industries, drives Bidvest performance every year. d) Flair for entrepreneurship According to business dictionary, entrepreneurship can be defined as the capacity and willingness to develop, organize and manage a business venture along with any of its risk in order to make a profit. www.businesdictonary.com/ 8th August 2013. Because of the strong entrepreneurial flair in Bidvest, it has been a driving force that has fostered growth in a variety of sectors, creating the Group as we know it today. Clear vision about the way forward has become essential. e) Healthy organizational culture; a diversified product/service offerings Bidvest with its diverse businesses, have the advantage of collective diverse resources, capabilities and alliances, respectively, which it uses to leverage its overall performance as a group. f) Adding value by building a reputation for quality reliability and innovation In a price-sensitive environment the challenge, common to all Bidvest’s businesses, is to add value by building a reputation for quality, reliability and innovation. Market share growth and margin management were fostered by range extension, range differentiation and new product introductions that anticipated the lifestyle needs of the consumer. g) Quality of Bidvest brand The biggest factor that leads to the success of Bidvest is the quality of its brand and slogan ‘Proudly Bidvest’. This brand has penetrated so many industries and as well as the global arena. h) Bidvest’s philosophy is one of transparency, accountability, integrity, excellence and innovation Bidvest is consistently searching for newer and better innovations to satisfy consumer needs. i) Product innovation Sales growth at Bidvest’s is underpinned by organic growth, acquisitions, and product innovation and range extensions. j) Strategic Innovation To capture economies of scale, a centralised sourcing operation was established, Bidvest Procurement Company (BPC). Early experience at BPC was highly encouraging. The new business is centred in Hong Kong and Shanghai, but will ultimately be responsible for procurement across Asia. A new smartphone application was rolled out in Australia, New Zealand and the UK that enables customers to place an order via a handheld device. Close watch is maintained on handheld scanning technology for new business. 4. Corporate and Business strategy Grant (Grant 2011:19) see strategy in two dimensions by making a distinction between corporate strategy and business strategy. He defines corporate strategy as the scope of the firm in relation to the markets and industries in which it competes (where to compete). In this area the firm can make five fundamental strategic choices – diversification, vertical integration, acquisitions, new ventures, and allocation of resources between the different businesses of the company. He further defines business strategy as the function of how the firm competes within a particular industry and market (how to compete) – this is where the firm’s competitive advantage over rivals comes in. The above two strategy dimensions, are usually reflected in most organisations’ organizational structure – where the executive level focus on the scope, where to compete and divisional managers focus on the how to compete within particular industries. (Grant 2011:19). 5. Porter’s Diamond of National Competitive advantage Further to the key success factors above we will also incorporate Porter’s diamond shaped diagram as a basis of a framework to illustrate the determinants of national advantage. The diamond represents the national playing field that the countries establish for their industries. As a system the diamond system, the effect of one point depends on the others and it is a self-reinforcing system. http://www.smartstudentsok.com/porters-diamond-model 8th August 2013 According to Michael Porter on his work on firm-level factors (1986) and clusters of firms (1990) competitive advantage is created and not inherited. His view differs from the traditional economic thinking which focuses comparative advantage. Comparative advantage refers to things like availability of basic factors of production, like cheap labour or energy, or natural resources. On the other hand competitive advantage is created. Sustained industrial growth has hardly ever been built on inherited factors. Sustained industrial growth has been the outcome of interlinked factors and activities. The following are Porter’s four interlinked factors: i. Business / Company strategies, structures and rivalry According to Porter despite all differences and national peculiarities one characteristic shared by competitive economies is that there is sharp competition among national firms. In a static perspective, national champions may enjoy advantages of scale; but the real world is dominated by dynamic conditions, and here it is direct competition that impels firms to work for increases in productivity and innovation; here, anonymous competition often turns into concrete rivalries and feuds, in particular when competitors are spatially concentrated. â€Å"The more localized the rivalry, the more intense. (Porter 1990, 83) This is all the more true, as its effect is to cancel out static locational advantages and compel firms to develop dynamic advantages. Bidvest has achieved this by going global and maintaining the decentralised approach, as well as performing to stretch targets despite economic downturn. Competitive advantage Michael Porter identified two basic sources of competitive advantage – cost advantage and differentiation advantage. A company has cost advantage when it is able to deliver the same product/service benefits as competitors but at a lower cost. On the other hand a company has differentiation advantage when it delivers benefits that exceed those of its competitors’ products. Essentially a competitive advantage enables the company to create superior value for its customers and superior profits for itself. Cost and differentiation advantages are known as potential advantages since they describe the organizations position in the industry as a leader in either cost of differentiation. A competitive advantage is achieved by offering consumers greater value, benefits and service, which justifies premium or higher prices. Porter further recognises four generic business strategies for possible adoption to gain competitive advantage – these strategies relate to (1) scope (the extent to which business’ activities are narrow versus broad and (2) the extent to which a business seeks to differentiate its products. The four strategies are illustrated in Figure 1.1 below. Figure 1.1 – Source of competitive advantage (www.tutor2u.net/ 8 August 2013) Differentiation leadership and cost leadership strategies – seek competitive advantage in a broad range of markets/industries, Differentiation focus and cost focus strategies – applies in a narrow market or industry. Bidvest seeks competitive advantage in a broad range of markets / industries, operates in diverse industries/markets, and targets developing economies, both nationally and internationally. Based on this is it clear to us that Bidvest pursues the differentiation leadership and cost leadership strategies. Bidvest is differentiating itself from their competitors by being strong in their respective markets having sufficient market share to gain. As a group they achieved their growth target irrespective of the prevailing economic downturn. They further need to multi-currency earnings; and sharing of resources and best practices across all businesses in the group. ii. Existence or lack of related and supporting industries Spatial proximity of upstream or downstream industries facilitates the exchange of information and promotes a continuous exchange of ideas and innovations. On the one hand, he points out that even upstream industry should in no case be sheltered from international competition; and he notes on the other hand that when certain upstream industries are lacking, recourse can be had to the supply available in the world market. http://www.meso-nrw.de/toolkit/tools/tools-diamond-2.html 8 August 2013 iii. Analysis of Bidvest international/global business approach The Bidvest global strategy is driven by its foodservice operations and its objective criteria for full entry into any foreign/national market is based on the following three main pillars namely, (1) acceptable levels of infrastructure development, (2) existence of a strong corporate sector and (3) The potential for outsourced services. Bidvest is not fixated on a particular geography. Bidvest argues that it uses its African heritage with a strong focus on respect for diversity, as leverage in its global business approach to appreciate local conditions for its products, services and customers. The following are Bidvest’s uniqueness: a) It is an international organization with no standardized product/service for global markets; b) Does not have centralized business processes for its entities; c) Due to its diverse focus it operates in multiple national markets rather than in a single global space. Bidvest mainly focuses on providing necessities to developing economies and whilst its revenue is earned in multiple currencies, none it of it is denominated in U.S. dollars. It is our view that Bidvest should consider that their earnings be in US dollars in foreign countries. Internationally, foodservice has been the focus and Bidvest has developed globally competitive skills in this area to the extent that one-third of its trading profits are generated from foreign operations. Bidvest does not show specific interest to any geographic region or type of business. Its foodservice offerings and focus on developing economies, takes advantage of the urbanization paths of these economies . It however, remains alert to other support services opportunities on a case by case basis. Bidvest has an impressive international presence which is highlighted in brief as follows: Western Europe, – The Eurozone is facing many challenges which according to Bidvest leadership it is greatly attributed to poor decision making and policy considerations. Despite these challenges Bidvest finds Europe an attractive region for selective investments. Its rationale is that Europe has a well-educated workforce, infrastructure is generally well developed and the population is sizeable. Therefore, policy environment is a critical consideration for Bidvest in its international business strategy. Eastern Europe – Bidvest has recently acquired foodservice operations in Lithuania, Latvia and Estonia creating a platform for further growth in central and Eastern Europe and its entrepreneurship is flourishing in Eastern Europe and a business-friendly environment has developed. www.bidve st.co.za/ 8 August 2013). South America – Bidvest entered this market by the acquisition of a controlling interest in a small Chilean foodservice operation with exciting growth prospects. According to widely published reports at the end of 2011 South America’s largest economy (Brazil) has overtaken the UK as the world’s sixth largest economy and this is an indication of growing momentum in this region that Bidvest can benefit from. Bidvest is set to benefit from this growing economy. Southern African – the creation of Bidvest Namibia and its successful recent listing further enhances its presence in the region. iv. Managing global organisations Managing an international business is different from managing a domestic business for at least four reasons (Hill 2011:65): 1. Countries are different 2. An international business manager faces more complex challenges than a domestic business manager 3. Manager is an international business manager operates within limitations and constraints imposed by government’s intervention in the international trade and investment systems. 4. International business transactions involve multiple currency conversions. In view of the above research shows that Bidvest has found a solid recipe to overcome the above challenges. It is our view that Bidvest’s ability to succeed is its diversity in business locations and rich South African history and make up of national diversity often referred to as rainbow nation. Using Diversification as a strategy Diversification refers to a firm’s strategic choice to enter into other products and/or markets by through internal or external development. Hill describes diversification as a conundrum/challenge or puzzle, because a strategic choice/quest to enter new markets has more potential value destruction yet, it also offers growth options and the potential for expansion and to free itself of the restriction of a single industry (Hill 2011:403). There are basically two broad forms of diversification, first is related diversification which occurs when a company develops beyond its present product and market but remaining in the same sector and use its current capability/strengths and expertise to develop new interests in same sector. Secondly, unrelated diversification occurs when an organisation move its present interests into unrelated markets or products / services. Basic reasons for diversification may be summarised as follows: a. Efficiency gains, in the situation where a company has underutilized resources and competences that it cannot effectively close or sell, it makes business sense to use the resources and competences by diversifying into a new product or service activity. b. Increasing market power, a company can decide to cross-subsidize one business from the surpluses or proceeds earned by another in such a way that its competitors may not be able to. c. Stretching corporate parenting capabilities into markets and products d. Responding to challenging market declines e. Spreading risk Advantages of diversification as a strategic choice in relation to Bidvest: a. Take advantage of existing expertise, knowledge and resources in the company when expanding into new activities. This may result in transfer of skills, such as research and development knowledge and sharing of resources. b. Bidvest does not rely on single market which provides better risk control for their existence. c. Bidvest is doing well is avoiding risk by avoiding the syndrome of having all eggs in one basket d. Control of inputs, leading to continuity and improved quality. e. Control markets by guaranteeing sales and distribution. This can arise through a combination of linkages in the value chain. f. Provide movement away from declining activities Disadvantages of diversification strategy in relation to Bidvest i. Adding bureaucratic complexity. In addition to direct financial costs, there may additional bureaucratic complexities necessitated by the need to coordinate and control core activities with additional activities. ii. Cross subsidizing of loss business may take too long to be turned around while canabalising the revenue stream. iii. May result in slowing growth in its core business due to additional management cost incurred. iv. Losses may be incurred during market consolidation process resulting in some business units being subsidized by other profit making units. v. May result in negative synergies. Negative synergies should be avoided at all times. vi. Diversification through acquisition across national boundaries may result in the organization having to deal with varying intricacies of the political and legal requirements of the different countries where the company is operating. Political and legal requirements and or changes are nasty beasts to contend with mainly because in other countries they can be implemented over night. In a case like this a company like Bidvest may at times face closure where there is political turmoil. vii. Diversification through acquisition may result in failure where there is a mismatch between core competencies or experiences of the acquirer and acquired businesses http://www.scribd.com/doc/12376024/Advantages-and-Disadvantages-of-Diversification 8th August 2013 iv. Factor conditions Governments control provision of roads and airports, electricity, telecommunication infrastructure including cables and wireless; and education and healthcare. Leading to 2010 Soccer World cup South Africa provided a lot of capital infrastructure which is our view Bidvest benefited from. These provisions can in turn help or hinder industries dependent on these infrastructures and utilities for sustainable growth. Further, governments also create laws and regulations which affect the ability of firms to compete nationally and globally. Governments can provide subsidies to farmers as the US government does, or restrict foreign companies from doing business within their borders, as India did to Coca-Cola in the seventies. In South Africa we saw Government stop the involvement of Korea Telecoms in Telkom SA. South African encourages an environment which is conducive to innovation to stimulate growth in industries by skilled resources and technological base. These factors are upgraded / deployed over time to meet the demand. Local disadvantages force innovations and new methods and hence comparative advantage. http://www.franteractive.net/Porter-Diamond.html: 8 March 2013 Here, disadvantages in general factor endowments need not necessarily prove disadvantageous, and they can even stimulate the development of competitiveness. If cheap raw materials or labor are available in abundance, firms will often yield to the temptation to rely solely on these advantages, and even to put them to inefficient uses. Conversely, certain disadvantages (high real estate prices, scarce labor and raw materials) can force firms to behave innovatively. This of course presupposes that positive impulses are generated by the other factors. http://www.smartstudentsok.com/porters-diamond-model: 8 March 2013 v. Demand conditions The more demanding the customers in an economy, the greater the pressure facing firms to constantly improve their competitiveness via innovative products, through high quality, and so on. And the more localized the competition, the more directly firms feel it, and the better their performance has to be. 6. Conclusion on Evaluation Bidvest’s corporate culture and managerial competence are also the envy of many. This was illustrated during a recent restructuring exercise, in which all the new senior appointments were recruited from within the business. Thanks to Bidvest Academy designed to instill the culture of problem solving and implementation. We agree that success behind Bidvest is driven by autonomy, entrepreneurship, decentralised businesses and management. Local teams optimise opportunities in their own markets. It is our view that Bidvest is still under geared and we recommend that they further acquire more companies in the global space for further growth. Secondly, the fact that Bidvest’s earnings are in multi-currency and none of the currencies is dollars we find this as yet another opportunity for Bidvest to pursue for further global growth. Even though the barriers to entry in many of the businesses in which Bidvest operates are low, it has established such dominance and efficiency in operation that it is difficult to challenge. The group is also highly debt-averse. It is because of this position that Bidvesst is able to maintain through its ability to generate cash. The biggest challenges facing Bidvest are the current world economy, regulatory and legislative changes imperatives in the countries where it operates, the fact that technology lifecycle is forever getting shorter and shorter and the emerging economic giants from and in China and India. The challenge we faced in our evaluation of Bidvest is that research does not provide much on the company that operates unique business model like Bidvest. This unique business model can also be regarded key to their success and therefore its strengths. In our evaluation we found that because Bidvest is such a complex company which does not fit into the traditional business model and corporate / business strategy capsule for analysis. It has an organizational structure which is so complex and pursues business on a non-standard approach. It offers diversified products and or services to the market. On the other hand the size of Bidvest classifies it as a conglomerate and may need to be looked. Business analysts are increasingly questioning the size of the operation. Many feel that Bidvest needs to consider shedding some of its bulk in order to realize more value for shareholders. In conclusion Bidvest seems to have a solid corporate governance and integrated financial, social, governance and environmental culture. Even though the barriers to entry in many of the businesses in which Bidvest operates are low, it has established such dominance and efficiency in operation that it is difficult to challenge. Despite challenges being posed by China and India, the fact remains that Bidvest were early starters and a will continue to lead for some time. 7. REFERENCE 1. Robert M Grant. 2010. 7th edition A John Wiley & Sons, Ltd, Publication Contemporary Corporate Strategy: Text and Cases West Sussex, United Kingdom 2. Hill C.W.L. 2012. 7th Edition. Global Business Today, McGraw-Hill Companies, Inc 3. www.bidvest.co.za 2. http://www.businessdictionary.com/definition/decentralization.html/ 8th August 2013 3. http://www.preservearticles.com/201101143290/decentralization-and-explain-its-advantages-and-disadvantages.html/ 8th August 2013 4. http://www.smartstudentsok.com/porters-diamond-model 8th August 2013 5. Bidvest Annual Integrated Report, 2012 6. www.tutor2u.net 7. http://www.meso-nrw.de/toolkit/tools/tools-diamond-2.html 8 August 2013 8. www.moneyweb.co.za 9. http://www.scribd.com/doc/12376024/Advantages-and-Disadvantages-of-Diversification 8th March 2013 10. http://www.franteractive.net/Porter-Diamond.html

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Explain what Hume means by saying that reason is and ought only to be the slave of the passions, and why he thinks this is so. Is he right - Essay Example If reason can do anything, it is to do, as the passions of a person require him/her to do. According to Hume, whatever we do and act depends on our passions and not on the reason (Hume 1888). Hume does not mean that reason is aimless and does no job at all. Reason provides knowledge with which, passions and will get direction. Reason is there to guide us about how can we fulfil our passions (Hume 1888). Reason is only for judgement not for taking decisions. All the decisions are taken by passions of a human being and a human being acts according to his/her passions. According to Hume, reason cannot be only cause of any action of determination (Hume 1888). He also elaborates that reason is in position to combat with passion as it is enslaved by passions. The sentence, â€Å"reason is and ought to be the slave of the passions† means that reason is unable to become a cause of any action alone, it needs the companionship or in appropriate words, we can say, authority of passions with it to motivate an action. According to Hume, behind every action, there is a cause and effect theory and this theory only works when reason supports passion in motivating an action. In response to passion, there is an action, passion is the cause while action is the effect and reason is only there for helping with decision-making. Hume also negates the idea that reason plays any role in morality (Hume 1888). According to his ideology, a human being is activated only by means of his passions that keep a person in control and reason has no control over passions. Passions have enslaved reason and reason is employed to support passions (Hume 1888). Hume elaborates that immorality is not considered as immorality on the basis of reason but on the basis of our discontentment with an act (Hume 1888). According to Hume, passions have â€Å"original existence† (Hume 1888). Hume claims that reason is attached with ideas and copies of ideas are formed in mind while passions do not

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