Star Tv Case Study Essay Example for Free

Star Tv Case Study Essay STAR TV was using asiasat-1 satellite to beam their channel to Asian country. The grand strategy that has been using during this time was growth. The fact is most of the 2. 7 billion people living in the 38 countries extending from Egypt through India to Japan and from the Russian Far east to Indonesia do not have television sets and satellite dishes. Yet STAR TV has debuted 24-hour all sports television program, beaming the U. S Open Tennis tournament via satellite to these potential audiences in Asia. The five channels being offered were Sports, News, Music TV, Entertainment and special channel to learn mandarin. The subcategories of the grand strategy during this time that had been using by STAR TV were intensive/concentration. As we know, the intensive strategy is divided into three things which are Market penetration, Market Development and Product Development. As for market penetration, previously STAR TV was initially targeted to a select 5 percent of the population in major markets in Hong Kong, Taiwan, South Korea, Indonesia and India. These are the countries that they chose to being penetrated and to increase the market share. This segment of the potential audience is made up of English-speaking, well-educated, well-travelled and wealthy Asian. All channels were in English without subtitle/translation that made most of the targeted countries’ residences were not interested to subscribe it. Plus the Television was very difficult to get due to the price was considered expensive. Japan was not in targeted country due to Japan already had its own well-developed satellite TV network. On the other hand, Japanese were not interested in English because they didn’t speak/understand English at that moment. With the $300 million initial capital, some observers predicted that STAR TV would lose massive amount of money in getting the audiences. As for the market development of the subcategories, STAR TV introduced the satellite dishes which were new to audience. Customers were scared to buy because that was new to them. They didn’t really understand of its functions. STAR TV had come out with many campaigns and advertisements to audiences to make they know the functions well. However, when STAR TV sports channel offered world cup cricket championship in 1992, sales of satellite dishes were skyrocketed, particularly in areas that had once been British colonies. Everybody was interested in watching those channels in Asia. The subscribers were increased from time to time and they enjoyed not only sports but they also were getting music television (MTV), News channel, Entertainment (movies, drama, etc) and Mandarin learning channel. Initially STAR TV was making its money solely from advertising. They found that the profit unable to bear all the cost in order to maintain the good service level and product enhancement. They were start thinking and they found an idea on how to increase the income. They implemented pay channel concept as for the product development. They courageous to implement this concept were because their audiences were reaching a total number of 3. 75 million households in eight countries just after a year it began operating. The porter five forces involved during this previous time were suppliers, customers, and substitute product. The suppliers were not so many which had given less choice to Star TV to choose from. The price fight was almost zero. Most of them were providing the service in equal price quotation. Star TV had to follow whatever price that had been setup by suppliers. The suppliers were including production house, raw material, labor or manpower, components and other supply. Most of the customers were not a native English speaker. As for the target market, no more than educated people subscribed this Star TV at first when it was launched. However, Star TV found that sports can be watched without understand the English when the customers subscribing rating were increasing during world cup Cricket being beamed by Star TV. Star TV provided 24-hour sports channel and it had been a strong point for customer to chose compared to other channels. The threat of substitute product was typically impacting the industry through price competition. The competitors were such as NBC, ABN (Jow Dones), CNN,Nine Network Australia and local station. The local station could provide the live sports game for free while Star TV needs to pay to watch. Definitely customers chose local station because it is free. For a reason, the rating had been decreased due to this threat. Nevertheless, Star TV had it own advantage where the channel is beamed clearly without dotted screen like an aerial TV. Compared to other satellite TV, Star TV needed to lower the price to get more customers. In other words, Star TV could not run from price competition. GENERIC GRAND STRATEGY AND ITS SUBCATEGORIES CURRENTLY PURSUING AND THE PORTER 5 FORCES INVOLVED In 1993, News Corp, headed by media mogul Rupert Murdoch, purchased 64 percent of STAR TV and later bought the remaining shares for total cost of $825 million. The acquisition was undertaken because of supply-side as well as demand side impetus for standardization. The generic grand strategy used once Rupert Murdoch bought START is also growth. Murdoch was looking to have very big shares in the Asian market. He is the owner of News Corp seeing that with the purchase of STAR TV, he can beam his channels all over the Asia with the very efficient cost. For the subcategories we can say that STAR TV was using intensive/concentration as well. It is the same with subcategories earlier but now the method is different. It still involved Market Penetration, Market Development and Product Development. However, other than intensive/concentration, during this time STAR also using integration for its subcategories. STAR was using rearward method. It was considered as rearward because STAR has been in the same company with one of its suppliers which is News Corp once bought by Rupert Murdoch. News Corp hoped to use STAR TV to arbitrage its existing program sources including the 20th century Fox movies and television program library. FOX broadcasting hits were such as â€Å"The Simpsons†, BSkyB sports and news programming in the Asian market and vice versa. If successful, this strategy would cut the cost of programming for STAR TV to bear minimum associated with copying tapes and broadcasting them. As for Market Development and Market penetration, Murdoch reversed the mainly English strategy aimed at a select audience in favor of supplying regionally oriented languages, including Chinese and Hindi in less than a year. Rupert Murdoch came out with good initiative such as English movie with India subtitle for India region. For some movies he did the direct translation which was accepted by most of the customers. This initiative was made the star TV became more popular and the sales was increasingly rapidly. Rupert Murdoch saw that the resistance of English in Asian region as an advantage to created this initiative successfully. Murdoch first began to customize the satellite network’s music programs. The company found that in Taiwan, the audience prefers saccharine, Chinese love ballads, while Indian viewers are more drawn to dynamic music videos. Murdoch did the segmentation and research to get best result before he did any decision making for particular region. Therefore the northern beam of star’s satellite, which broadcast to Taiwan, Hong Kong and an estimated 30 million viewer in mainland China, carries mainly Chinese pop music. The southern beam aimed at India and Southeast Asia, focuses on Hindi and English Music. The customization has carried over to other types of programming as well. For example, Star has split the signal on its sports channel to provide more Crickets to Indians and more soccer, gymnastic and tracks to the Chinese. Movies channel are being geared up to broadcast in seven languages which are Mandarin, Hindi, English, Bahasa Indonesia, Tagalog, Cantonese and Japanese. Murdoch says his plan is to dominate four key program categories in sports, music, movie and general entertainment. By mid 1990s Star TV was reaching an estimated 54 million households. Even with this coverage the satellite network was experiencing major losses. Murdoch has determined that Star TV cannot bring sufficient revenues from advertising alone to make a significant profit. Instead it will be necessary to have viewers pay to watch some programs on the network. News Corp is attempting to develop systems that will allow company to collect viewer payments at a reasonable cost. This is what they called pay per view (PPV). This was one of the brilliant idea of Murdoch since it could increase the company profit. Viewers were willing to pay at a reasonable price for their favorite channel. Star TV now has access to the sophisticated AsiaSat-2 satellite as for the product developement, which is positioned to cover two third of the world population. This shows that Star TV has the biggest asset to be a strong pint to penetrate world market. Star TV is considered to be a large organization as it employs approximately 700 workers in Hong Kong Headquarter alone and further 2000 workers in other Asian regions. Size is quite directly related to structure. Robbins (1990) summarizes that complexity and formalization are positively related to size. Even that STAR operates in various locations and as organization, it is expected to grow, both the opportunity and need for work division and coordination (Pugh and Hickson, 1976). STAR is in elaboration-of-structure stage. The organization has reach large size and its two (2) revenue streams of subscriber fees and advertising had to be more balanced in order for STAR’s business to attain maturity. Nearly half of the world’s population resides within STAR’s footprint in Asia. In order to connect with these billions of potential viewers to maintain the momentum of expansion, STAR has made several strategic investments in pay-TV platforms throughout the region. These pay-TV platforms have become invaluable assets to STAR, strengthening our ability to deliver our content to consumers. In addition, organization has established a close working relationship with thousands of other platforms operators in Asia and beyond. STAR has also been expanding its reach beyond television broadcasting, by setting up some departments to offer its content via wireless and online-based services. Whether in front of the TV, surfing the web, or on the go with a mobile phone, viewers connect with STAR. Considering the recent innovations on STAR and its service programming, technology plays a definite role in the whole operations and competitiveness. Since bureaucratic organizations like STAR have strict rules, standards, hierarchy and legitimate authority, where the markets are characterized by prices, competition and exchange relationship, affecting traditions, shared values and beliefs, and trust, technology functions as determinant of pace and timing of tasks, providing information to managers on performance, and dictates standards. Looking on Woodward’s ideas, technology and structure of STAR fall on the Group II, which is the large batch and mass production. Considering the various regions in which they operate, large batch and mass production is the most practical way to manage technology. The structural characteristics of Woodward are the following: number of management levels (4), supervisor span of control (48), direct/indirect labor ration (4:1), manager/total personnel ratio (medium), worker’s skill level (low), formalized procedures (high), centralization (high), amount of verbal communication (low), amount of written communication (high), and overall structure (mechanistic). However, it is also recognized that STAR may invest on the process of maneuvering into Group III or continuous process production due to the emerging trends of service television industry and its clients. In application, the most important thing to think about in production and technology is the basic value of making good TV shows and marketing them to the targeted consumers – viewers across Asia, advertisers, and cable distributors. This is the most important consideration as far as technology and structure is considered. STAR can talk on new kinds of services, new technologies, and cable versus DSL versus satellite, but everything is futile not unless integrated in producing quality programming for viewers and advertisers alike. STAR acknowledges the need to take steps to move the whole industry forward and start shaping it to be the kind of industry where they will continue to be a player if not the leader in the next five or ten years. STAR is a bureaucratic organization involving Weber’s main characteristics of bureaucracy such as Rules and procedures, Specialization and division of labor, Hierarchy of authority, technically qualified personnel, Separate position and incumbent and written communications and records. Rational-legal authority is practiced in STAR where authority legitimated by virtue of supremacy of law and formal rules is used in conducting the organization. Basing on French and Raven power types, STAR uses legitimate power where formal standards, rules and laws are exercised. With the leadership and managerial expertise of Richard Li, the execution of STAR strategies is bounded on formal and legitimate source of power. Li’s power supported by clear corporate governance initiatives possesses outstanding ability to cope with uncertainty, position in information network, and control over physical and financial resources. Furthermore, modern control theories are â€Å"the mechanisms through which an organization can be managed so that it moves toward its objectives† (Ouchi 1979, p. 833). STAR reflected News Corp. s culture of taking risks and swift decision-making with minimal formal structure. It is bureaucratic because it emphasizes on achieving consistency and stability by following procedures and practices, high level of conformity and collaboration among employees, and focused efficiency and consistency are the key objectives. Arguably, this type of control may also affect employee motivation, working relationships with the management and p roductivity as there are other aspects of the organization that are overlooked when a legitimate source of power and control is operating all alone. Consideration of other power and control types or perhaps the integration of some of their inherent attributes is recommended. Culturally speaking, STAR projects the organizational culture of News Corp. by serving as powerful source of control and achieves Behavioral Consistency through a system of Shared Values and Meaning both in internal and external perspectives including the needs of the environment and strategic focus. A dominant level of culture is exemplified by a significant number of members of the organization. Core values are similarly expressed y the dominant culture, which is providing quality service programming to viewers while maintaining market leadership and organizational productivity. It could also be assumed that subcultures occur in local or regional offices due to national, cultural, and individual diversity. Adaptability culture is seen on STAR. STAR has penetrated deeply into key markets with mass appeal general entertainment channels, produced locally in lo cal languages, by local talent. These channels help organization achieve a genuine resonance with audiences, and uniquely position STAR as the leading media company in Asia. For example, Murdoch could hardly have been happier with the successes of â€Å"Correlate† in India and Xing Kong in China, STAR’s two most important markets. Asian companies that were setting up satellite broadcast channels aroused fewer political and cultural concerns in their target markets and often had closer connections with local governments. Foreign broadcasters valued them as partners for this reason as well as because of the access that they often afforded to local programming. Further, STAR is also uses mission culture type as noted on its organization’s purpose and on the attainment of goals, managers share organization’s goals and future direction, rewards on high performance, and environmental relativity. As Asias largest television network watched by approximately 100 million viewers every day, STARs reach is unmatched. The breadth and scale of operations across Asia position STAR uniquely as a powerful communication vehicle that can be leveraged for the good of the communities it reaches. Inherently bureaucratic, there is a need for STAR’s management to consider creativity and individual initiative as well as behaviorally-based mechanisms in creating standardized corporate laws and policies. The satellite provides STAR TV with 30 or more new channels of digital television. Moreover the digitalization process allows STAR TV to simultaneously offer the same program in several different languages, thus supporting the network’s regional focus. With the increased technology, STAR has successfully entered the Japan Market and offering a 24-hours Japanese language channel. The company plans to offer six more channels in the near future. STAR TV faces growing competition from others attempting to launch various satellite networks in the area such as NBC, ABN (Dow Jones), CNN and Nine Network Australia. As STAR TV attempts to target its program more regionally it will be competing with regional broadcasters. Murdoch views the situations as an investment. So far STAR TV has the highest market penetration of any satellite network. To be successful it will need to gain additional share in various market. These are certain porter 5 forces that involved: Risk of New Competitors One of the primary advantages of the company is their strong relationship with their customers. As of January 1993, the company reached its 4. 5 million people out of 11. 3 million households in Asia (Ghemawat 2005). The company is using the specialized input by using different important and new technologies that will help them to improve their services. In Hong Kong, the government requires any companies that are interested in doing their broadcasting or news program in Asia, must be controlled locally (Ghemawat 2005). This is due to the fact that they are going to handle the different information about the current events of the country (Ghemawat 2005). In terms of the socio-cultural aspect, in China, Chinese people prefer to watch local films and TV programs because they are not that good in understanding as well as speaking English language. Rivalry among Established Firms The company had been able to catch the attention of their customers as well as gain their loyalty by implementing their strategies of thinking local and acting global. It enables the company to create different programs that are suitable for the taste of their local viewers. Bargaining Powers of Suppliers In general, the products of the company have few substitutes. In addition to that, those products are considered as significant to the buyers such as the process of purchasing exclusive TV programs and movies. Above all, the suppliers of the company have the ability to vertically incorporate forward for them to compete with the buyers of the company. On the other hand, the buyers don’t have ability to integrate backward for them to supply their own demand. Bargaining Power of Buyers The buyers, end-users or distributor and the buyers of the company can switch suppliers at low cost. The buyers can easily and vertically integrate for them to compete with the suppliers. Threat of Substitute Products In the industry of entertainment and media, the competitive threat of the substitute product increases as it comes closer to fulfill a similar function or feature towards the original product. The availability of a substitute product can create a price limits on the original product. But it doesn’t directly hit the company due to the fact that it has its own production of their TV programs that help them to control the features and functions of their media products, in order to meet the demands of the customers. FACTORS SHOULD MURDOCH CONSIDER IN MAKING AN ENVIRONMENTAL ASSESSEMENT AND TYPES OF STRATEGY FOR USE AT BEGINNING OF TWENTY FIRST CENTURY Identifying the environmental factors inherent to the operations of STAR regardless of geographic locations or specified regions is done through PESTLE analysis: Political Asia was not an easy neighborhood where anyone can do business. On the case of STAR, new government regulations restricting foreign ownership of news channels were passed in India, and more work was needed in order to make STAR’s China venture profitable. In all its markets, STAR maintained close relationships with government officials and understood local operating requirements, both explicit and unwritten. Media, particularly TV broadcasting, were salient politically because of their potential influence on public opinion and their importance to local artists. They therefore remained subject, around the world, to extensive state control – a reality that STAR managed carefully. Economic The risk of the occurrence global economic downturn brought about by dynamic competition among companies that lead to closing down and the loss of jobs may have a direct impact on STAR strategy of dominating the world’s television entertainment market. Also, there are huge differences in terms of the GDP per capita earnings among the countries. This situation should make STAR consider about its positioning strategies in certain countries (Barlett and Ghoshal, 1989). Social The varying demands of audiences in relation to culture is a primary determinant of organizational performance provided that environment is being considered. Not only must the cultural differences be recognized, but there is also skill in knowing how to organize the programming; for example, when to insert the commercial breaks. Television ventures can be killed by managers who do not know programming, especially if they believe ‘good programming’ is what they like personally. As case provided, India, with its British colonial legacy, was somewhat easier in programming perspective in contrast to Taiwan where STAR experienced resistance to English content. As it was still in an embryonic stage, India’s television market was largely unregulated, at least compared with other Asian markets. India had only two television channels in 1991, both operated by government broadcaster Doordashan. STAR later formed a joint venture with native Indian media conglomerate Zee Telefilms. Under the agreement STAR was precluded from developing Hindi programming, and instead was limited to broadcasting exclusively English-language content. For example, a quiz show would be successful because India is a nation of very intelligent quizzers. In general, the rising middle to upper-middle class households in certain countries requires a strategy formulation that will not mismatch to the potential for consumer market. Technological The innovations in terms of STAR’s technology are contributory seeing that technological advancements are among the primary features of competitive advantage of STAR. Investing on new state-of-the-art programming facilities and equipment is essential in the business strategy to be aligned to any revolutionary technological changes affecting the television entertainment industry. Legal STAR’s awareness of any changes in terms of government policies and legislations within the operating countries is vital. Constant large-scale legal evaluation facilitates opportunity for expansion and minimizes legal difficulties. Environmental By Duncan theory, an unstable environment combined with low levels of complexity leads to moderate to high uncertainty. In this environment, there are only few elements, but each element changes in an unpredictable manner. As there is a heightened need to process information and respond to it, management is decentralized. Teamwork is emphasized in order to facilitate communication. There is extensive use of boundary spanners and intensive coordination devices to enable the organization to respond to environment pressures. However, production processes are more stable and tend towards being mechanistic. The PESTLE analysis conducted above identifies the environmental factors affecting STAR’s operations in all the regions in which they do business. The identified factors certainly create influences and at the same time relevant to its functions. STAR’s niche market is technologically motivated, thus, the role of technological factors in the environment (e. g. innovations) is important while considering the varying needs of their diversified clientele. Indeed, not all environments are the same as they vary in various degrees of uncertainty. On the case of STAR, it is a complex one. The following indicates the degree of environmental uncertainty. Decentralized with an emphasis on teamwork Constant environment monitoring by boundary spanners High levels of coordination and integration in order to promote imitation and innovation Production facilities often mechanistic Burns and Stalker (1961) distinguished organic and mechanistic organizations. They believed that the most effective structure is one that adjusts to the requirements of the environment, which means using a mechanistic design in a stable, certain environment and an organic form in a turbulent environment. Large firms may even have some parts which are organic and others which are mechanistic. For instance, Operations Engineering department may apply largely mechanistic practice in terms of job functions. The mechanical system design as evident on the structure of STAR is stable and efficiently performs as seen on its double-digit performance and growth in revenue and operating income for four (4) consecutive years. Furthermore, STAR’s departmental differentiation adopted by regional managers and staff explicitly addresses the needs of the diverse environment. There is a lesser degree of call for change not on its structural level but on the ability of the management to effectively manage and response on the growing needs of clients and international competition in the niche market. To do such, STAR should establish international linkages and control environmental domain as prime strategies for controlling external environments. STAR also needs to consider on SWOT analysis in future planning. The SWOT of STAR TV that can be concluded as per below: Strength Worldwide presence Strong in the prime time slot Association with big names Good contents Effective packaging Weaknesses Not much strong in non prime time slot, need concentrate on this Excessively dependant on K series soaps. This may harm in long term. Opportunities Lack of strong challengers Strong network channels for promotion. Threats Popular series on maturity phase and about to expire New emerging channels like NDTV imagine New technology HDTV, 3D TV The grand strategy that STAR TV needs to use in planning the best for the beginning of the 21st century is growth. STAR must concentrate on R D which is fall under product development (concentration). The offering channels should be updated based on the current technology. STAR should come out with interactive channel in the future. The Interactive Channel delivered shopping and games as well as regularly updated news, weather, and sports. Viewers were able to make airline reservations, sample music CDs, and even hear an update for their favorite soap opera. Through the Interactive Channels Teachers Assistance Program, viewers had access to information such as school lunches, homework assignments, and student projects. This channel has many benefits and makes life easier. As for now, people definitely will choose SPEED product where customer can do things in short period of time. On the other hand, STAR should come out with more channels in non prime time. So the subscribers are stick to the STAR channels without change to another channel which is impacting the rating. Plus, the box office movies should be from worldwide not focuses only from Europe countries. Other than concentration on channel enhancement, Since STAR owned the big satellite; STAR should come out with the great GPS system device like PAPAGO, GARMIN and etc. STAR also needs to come out with application for android and iphone so that people can watch STAR TV anytime and anywhere. People are now having phone with them 24-hour a day with internet. These are my two cents thought that might increase the profitability of the company. The conclusion, STAR and technology must move simultaneously as a strategy to growth. Last but not least, I was thinking recently that life revolves around making plans, whether we are conscious of it or not Good plans shape good decisions. That is why good planning helps to make elusive dreams come true.

Dolls House: Themes And Theatrics Essay -- A Dolls House Essays

Ever since "A Doll House" first came to the stage in the 1880's, critics have argued vehemently about the Ibsen's intentions while writing the play, and the ambivalence over the play confused not only the plays but also the audience: while some patrons praised the play, others stormed the stages in protest of Nora's abandonment of her family. The difference of opinion ranged so far as to incite patron who, after reading reviews of the play that objected to the dialogue in the play, did not hear objectionable dialogues to accuse directors of censorship while in fact "not a word has been cut" and "the text they found so innocent contained every one of the enormities denounced by the critics" (Archer 20). Aware of the accusations that might be pointed at him, Ibsen, referred to by some as "enemy of the people," masterfully crafted this short work containing the dramatic development of the heroine Nora along several themes in the process of stirri ng up overwhelming amount of controversy One of the first themes in the play is the contrast between surface appearances and reality. From the beginning, Nora possesses every characteristic of an obedient gentlewoman and a submissive wife, but the audience knows that this picture is simply mistaken: for instance, Nora, Torvald's cute "little squirrel," disobeys Torvald by eating macaroons behind his back. It is interesting to note that to squirrel something means to hide or store something away in a way quite similar to how Nora slips her macaroon bag in her pocket; Ibsen uses the word "squirrel" to signify the Nora who is cute and childish but at the same time points out her tendency to hide things from Torvald. In moving Nora in a stealthy fashion to eavesdrop on her husband's door, the playwrights further accentuates the parallelism between Nora's actions and the actions of a squirrel, but surely the last thing someone would think to compare a model housewife to would be a playful and secretive s quirrel! Further disclosure of "squirreling" around by Nora arises when Nora informs Mrs. Linde about the true identity of the signer of the loan taken out for the purpose of funding the vacation to Italy Nora and Torvald took to improve Torvald's failing health at the time. Before Nora opens up to Mrs. Linde, everyone believ... ...e power of the written text, the playwright utilizes the characters of the childish yet ready to mature Nora and the protective and appearance-conscious Torvald along with the different aspects of theatre such as the well-decorated drawing room set indicating the importance of money and wealth in the play and movements of the character such as the light and easy way Nora prances about and the fashion Torvald watches and follows Nora like a hawk carefully watches his eyas to ascertain that no danger comes to his young ones. In doing so, a masterfully written play and an even more artistically glamorous performance on the stage remain intriguing to readers and theatre-goers even after the curtains are drawn. Bibliography Archer, William. "Ibsen and English Criticism." William Archer on Ibsen. Ed. Thomas Postlewait. (London: Greenwood, 1984). Bryan, George B. An Ibsen Companion: A Dictionary-Guide to the Life, works and Critical Reception of Henrik Ibsen. (London: Greenwood, 1984). Ibsen, Henrik. "A Doll House." The Harcourt Brace Anthology of Drama. Ed. W. B. Worthen. (London: Harcourt Brace, 2000).

Much Ado About Nothing †Benedick and Beatrice Essay

Benedick and Beatrice have close connections in the play, Benedick is portrayed to be a staunch bachelor, whereas Beatrice a combative character, also ironically, due to this being set in the Renaissance era, outspoken. Benedick is seen as very misogynistic. Benedick is portrayed as a misogynistic character to the audience; this is presented on multiple occasions. Benedick inquires if Claudio would, â€Å"Buy† Hero. The verb â€Å"Buy† suggests that women were seen as objects in the Renaissance era. Claudio responds to Benedick, â€Å"Can the world buy such a jewel?† Benedick’s response also backs up the point that women were seen to be commodities in his view as he declares you can indeed buy her, â€Å"and a case to put [her] it in†. The noun â€Å"case† shows us that Benedick’s views are presented to the audience about his misogynistic sentiment. Benedick states that all women shall, â€Å"Pardon† him. He will do himself, â€Å"the right to trust none† explaining that he doesn’t trust women. Beatrice is presented to the audience as being a very witty character, this is shown at the ‘masked ball’ where Beatrice pretends she doesn’t realise that the man in the mask is Benedick. Beatrice’s crude comments towards Benedick such as he is the, â€Å"Prince’s jester, a very dull fool†, Incorporating a sardonic tone in order to incorporate excess agony for Benedick. Benedick is presented as a character that staunchly defends his decision to remain single, claiming he â€Å"will live a bachelor† forever. We can tell from the modal verb ‘will’ that he is in attempt to avoid women at all costs. Benedick’s explanation of a perfect women being, â€Å"fair†¦virtuous†¦ rich†¦ mild† is impossibly perfect, presenting him as not wanting a wife due to the fact there was no women with all these attributes in the Renaissance era therefore his status as a single man, a bachelor would remain unchallenged. Beatrice is presented as a combative and outspoken character; this is shown immediately at the beginning of the play where Beatrice challenges Benedick to an intellectual battle of wits. Beatrice inquires why Benedick is â€Å"still talking†, when â€Å"nobody marks [him] you. The pronoun ‘nobody’ reinforces her low regard for him however still ironically reveals that she is the only person still interested in what he is saying. This shows Beatrice is uncharacteristic of the Renaissance paradigm of virtue in a woman, also challenging men. In conclusion we can see the feelings regarding Beatrice and Benedick, and that they are portrayed towards the audience as argue mental towards each other. There conflicts may have a hidden meaning†¦ such as when Beatrice was the only one interested in what Benedick was saying after she referred to no one being interested. Benedick is presented to the audience as being misogynistic and a staunch bachelor however he may have deeper affections for Beatrice. Beatrice is presented to the audience as being witty, combative and outspoken however her combative attempts are to do with her inner affection for Benedick.

Dublin Fire Brigade Strategic Plan Business Essay - Free Essay Example

Sample details Pages: 6 Words: 1943 Downloads: 5 Date added: 2017/06/26 Category Marketing Essay Type Research paper Did you like this example? Dublin Fire Brigade, according to Knight, did not have a strategic plan and expresses difficulty in how any organisation with expenditure of ÃÆ' ¢Ãƒ ¢Ã¢â€š ¬Ã… ¡Ãƒâ€šÃ‚ ¬118m could be fully effective without it. This finding was one of many in the strategic review of DFB at that time and was instigated by the Dublin City Council (DCC) on behalf of all 4 Dublin Local Authority funders of the service. These funders were and still are constantly seeking a reduction in their payment to DCC for fire service provision because of the reduction in Government Funding, and the poor uptake in the payment of the household charge. Don’t waste time! Our writers will create an original "Dublin Fire Brigade Strategic Plan Business Essay" essay for you Create order 1.2 Strategic Initiative. The Knight report did not recommend areas to achieve cuts but set out a time frame to put in place a strategic plan for the future direction of the organisation. The new DFB Strategic Plan 2011 identified the East Regional Control Centre (ERCC) as a location where significant savings could be made without compromising quality and service provision. The ERCC is currently staffed by fire-fighter/paramedics who would be substituted with civilians on lower rates of pay and shorter, more productive night shifts. It was supposed to be a major area for cost savings (ÃÆ' ¢Ãƒ ¢Ã¢â€š ¬Ã… ¡Ãƒâ€šÃ‚ ¬1.8m) and has backing from the Department for the Environment. (DOELG) 1.3 Implementation. Morgan et al (1995) suggests that it is one thing to formulate a strategic initiative and another to implement it successfully, and state public sector employees are not especially enthusiastic about change. (ibid p.169.) Many obstacles and hurdles exist and must be overcome including union resistance to open negotiations. Management decided none the less to forge ahead in the preparatory and behind the scenes work to advance this initiative and were ready to implement it unilaterally if union agreement was not forthcoming in early 2012. 2.0 Strategic Planning and the Public Service. 2.1 Public Interest. The DFB operates in the wider public service and has different forces operating on it. Analysis of public service strategy is more complex than the private sector. Lynch (2011, p.656) suggests that this is the main reason because of the wide ranging and ill-defined subject of the public interest. It does not exist to make a profit but to fulfill the role of providing emergency services, a role which it has successfully performed since its foundation. In the current economic climate this is not enough anymore, the job must be performed to the highest quality level at the minimum level of cost. In the words of Fitzsimons (2013), better, faster, cheaper. 2.2 Civilianisation. The ERCC having been identified as Pollitt and Bouckhaert (2000) describe as an area where greater efficiencies, higher levels of service and lower costs can be achieved by civilianising the workforce. Management believe that having a dedicated and trained civilianised workforce will deliver on these savings and competencies when compared with the more highly paid, essentially part time (performing fire-fighting and ambulance duties in rotation also), underutilised (not productive enough in down time) and over qualified fire-fighter/paramedics. These can be released to perform front line duties where they could be better utilised and are most needed at present due to lack of recruitment since 2008 and increased retirements up to Feb 2012. 3.0 Potential for industrial Action. 3.1 Service Quality. In 1988 the then Management of the DFB attempted to deliver on a strategic objective to which the unions had rightly viewed as adversely affecting the level and quality of service provided. During the last economic crises, in 1988, it reduced the numbers employed by introducing voluntary incentivised retirement this adversely affected on the service delivery. The unions objected, resulting in a strike lasting 42 days. They also view the current ERCC issue in terms of a diminution of service provided and are digging their heels in consequently. Conflict in relations is not necessarily a bad thing especially when Gunnigle et al. (2002, p. 311) attests that it can lead to positive changes in management practice. DCC/DFB management need to take cognisance of this fact and act accordingly. 3.2 Leadership. The strategic plan and its implementation are functions of senior management at this time. Middle management and supervisors working at the coalface have had little or no input into its formulation and therefore along with the workforce have no ownership of the process. McLoughlin and Wallis (2007, p.3) suggest that top-down policy leadership needs to be complemented by effective middle-out organizational leadership and taking cognisance of bottom up opinion. Autocratic style leadership in this instance can only lead the organisation on a bruising journey which will only damage the good name and high regard it is held in by the general public (96% overall satisfaction rate in DFB customer satisfaction survey 2007) 4.0 Innovation and Selection. 4.1 Technology. The fact that civilianisation can even be considered is down to developing technology, including information technology (IT). Fitzsimons (2013) maintains that technology push is the new knowledge created by technologists or scientists that pushes the innovation process. This process has effectively removed police, fire and ambulance service call takers from modern control centres worldwide with new and innovative solutions available to record and sort information and mobilise the correct appliance. This technology is installed in the ERCC currently but with one major omission, caller identification and location information automatically filling the call card but its implementation is now technically possible. The Management of the DFB will have to secure funding to implement this new information system (IS) to target this innovative IT to ensure civilianisation is a success. A strong business case will need to be provided by a technical expert to extract funding in this current eco nomic mess. Wall (2012) suggests that it is not about the IT its about how the IT changes the way we work for the better 4.2 Selection Process. The pool of applicants and the selection process will also have a bearing on success. Staff redeployment will be critical and as Gallagher (2009) suggest that it will be important in the execution of the strategy. These personnel are expected to be redeployed from the 4 Dublin Local Authorities but in the ERCC operations restructure document of (ODwyer, 2011), he has insisted on securing internal ownership of the selection process and deciding on the successful candidates. In the current economic situation with embargo on promotion in the public service and no prospect of advancement, it is expected that there will be a large number of capable and enthusiastic applicants for the vacancies. The successful staff can expect a 20% shift allowance with the prospect of promotion to supervisor for some and also the chance of filling technical vacancies as they arise for others. 5.0 Organisational Knowledge and Resilience. 5.1 Know How. Organisational knowledge is of paramount importance and the collective knowledge of those operating the ERCC is vital to its success. It is a core competency of the organisation and has been acquired by individuals, having been exposed to and learned from experience, over time at work. Johnson et al. (2008, p.107) maintains that it is the collective experience accumulated through systems, routines and activities of sharing across the organisation. Current staff will be needed to share this knowledge and their cooperation will be vital in the training of civilians. There has to be a gradual introduction of new personnel over an extended period of time and management will need full backing of existing staff to achieve this without compromising on quality of service provide or endangering members of the public due to mistakes. 5.2 Resilience. In the modern world, resilience has to be built into DFB operations and this most certainly includes the ERCC now and into the future. Resilience is defined in Collins Dictionary as recovering quickly and easily from shock and is central to strategic thinking in DFB and the responsible government department. It came to the fore following the 9/11 atrocity in New York, other large sale attacks and also following large scale natural disasters.   At present if the ERCC system fails, the fire-fighter/paramedic call takers and officer supervisors revert to a paper based recording and dispatch system. This along with their understanding of how the system works on the ground allows for a continued service however constrained. New entrants will not have this embedded competency and other avenues will have to be sought to provide resilience such as reciprocal agreements with other emergency control centres throughout Ireland. 6.0 Culture and Acceptance. 6.1 Organisational Culture. The strong cultural landscape of DFB has been forged over generations (founded in 1862) and as Thompson and Martin (2005, p.341) contend When the culture is strong, people know what is expected of them and they understand how to act and decide in particular circumstances. Management has a huge task in persuading the existing personnel to have faith and take the leap to allow civilianisation in the ERCC. Some will see it as the first step towards a revolutionary push towards increasing and eventually total privatisation of emergency services in the city. They could have a point, as demonstrated by Dà ºn Laoighaire/Rathdown County Council advertising for consultancy expertise to advice on privatising the fire service in its functional area. The in effect would lead to the breakup of DFB. 6.2 Acceptance as an Integral Part of the Organisation. Hill and Jones (2007) maintain that successful strategy implementation is managing organisational culture which is the specific collection of values and norms shared by people and groups in an organisation. The ERCC building forms part of the complex facility that is the Headquarters Fire Station and only electronic access doors separate them. All facilities such as personal lockers, showers and mess facilities are on the station side so integration of civilians and fire staff will have to be achieved if the ERCC is to operate from its present site. The ERCC management envisions a scenario whereby the new control centre staff and command structure is aligned and seamlessly fits in the existing operation. ODwyer (2011) insists that they wear the same uniform and will integrate and communicate with operational officers in a professional and respectful manner. The ERCC is and must always be maintained as a disciplined and controlled environment. Managements aim is to integrate the new personnel into the culture of the existing organisation so that in time they become part of the fabric of DFB. Is this possible? The author is of the opinion that this would only possible through effective leadership from senior management along with the adaptive culture of the organisation. Fitzsimons (2013). 7.0 Conclusion. The current economic climate is forcing change upon the DFB and the resultant strategic plan envisions and targets the civilianisation of the ERCC as a major focus for organisational savings for 2013. Strategic plans can be easy to design and formulate but their implementation can be problematic. This is most certainly true of the plan for the ERCC especially when considering the view point of the recognised unions, absolute refusal to engage in negotiations. Management has its work cut out to advance this project whilst bringing along the staff on the journey in the absence of union engagement and effective senior management leadership. DFB operational staff have taken the ultimate in industrial action before (1988 strike), in response to perceived safety issues. DCC/DFB management must act accordingly and quickly to make the business case for such change and justify its planned actions in terms of the measures it is willing to put in place to ensure that the new set up will be as efficient and successful as the one presently in place. To this end ERCC management has formulated a plan which puts in place strict criteria for selection, recruitment, training and competencies to be achieved by the new personnel. This is to guarantee that the quality and effectiveness of the facility will be maintained in the orderly changeover and in the future which will allay the fears of unions in these potentially stormy and changing times.