The Ford Model and Mass Production - 1194 Words

Ford is a prestigious motor company with a successful production history spanning more than a century and involving several influential automobiles, most notably the iconic Model T. Indeed, the Model T was a supreme mechanical innovation, a remarkable marriage of â€Å"technical design and social context† (Boyer Dubofsky 275). Although simple in design, and relatively expensive, the vehicle performed very well against competitors’ models, surviving the primitive roads and almost nonexistent repair facilities thanks to a very robust frame, high wheel clearance and an easy-to-fix motor and suspension (Boyer Dubofsky 275). The popularity of the vehicle was the impetus for Henry Ford to look at innovative production techniques in order to quench the high demand of the American public. The production breakthroughs initiated by Ford in his assembly plants became known alternatively as the ‘assembly line’ approach, or Fordism (Boyer Dubofsky 275). Hence, o utside of the automobile industry and culture of car aficionados, the Ford motor company has had its greatest influence on the world through its primary innovation – assembly line production. Like anything else, mass production did not simply originate with Ford’s acumen, though he certainly was an innovator. The 1890 Westinghouse Air Brake Company also used a prototype of assembly line production. William Klann, head of Ford’s engine department, was most responsible for the adoption of the conveying system at Ford (CurcioShow MoreRelatedLean Production : Toyotas Secret Weapon1314 Words   |  6 PagesBook Summary The Story of Lean Production – Toyota’s Secret Weapon in the Global Car Wars That is Revolutionizing World Industry In the beginning of the book, the authors generally introduce three kinds of the worldwide industry in its production system’s development from the very first one to the newest approach, which are craft production, mass production, and lean production respectively. The Industry of Industries in Transition. they look through the history of the automobile manufacturingRead MoreResearch Paper Henry Ford1111 Words   |  5 PagesDaniel Rodriguez English 10 Mrs. Toman March 29, 2011 Research Paper: Henry Ford Imagine how life would be if our society did not have cars. Today, our society is dependent on cars for our daily routines. 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The horse, which had been the chief means of land transportation for 3,500 yearsRead MoreMustafa Mond And Aldous Huxleys Brav e New World1001 Words   |  5 Pagessimilar to that of Henry Ford, and Huxley draws attention to parallels between Ford and Mond throughout the book. He mocks their style of leadership, which values science over nature, and demonstrates the detrimental effects of it. In Aldous Huxley’s work, Brave New World, he utilizes the character Mustafa Mond to reflect the life of Henry Ford in order to warn readers of the negative effects of an overbearing leader. Mustafa Mond and Henry Ford both enforce mass production in their communities, andRead MoreHenry Ford : Influential Entrepreneur Project1053 Words   |  5 PagesEntrepreneur Project Henry Ford The name â€Å"Henry Ford† is familiar to almost everyone in the country. Certainly those who drive regularly will have seen, if not owned, at least one Ford Automobile. There’s a simple reason for that. 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He loved to work on the farm machinery. He was good at fixing things and could even repair watches. Although Ford did not invent the automobile but his introduction of the Model T automobile revolutionized transportation and American industry, his inventions are still marveled in the modern world today. Henry Ford installed the World’s first moving assembly line in December 1913. Ford and the assembly line improvedRead MoreBiography of Henry Food757 Words   |  3 PagesHenry Ford is the man who forever changed American automobiles. Henry Ford converted the automobile from a luxury toy to a mainstream item of American society. During the beginning of the 20th century, the automobile was considered a luxury for the wealthy but Ford was determined to create an affordable and reliable car that a majority of Americans could invest in. This model that Henry Ford created was called the Model T, and it is one of the main reasons why Henry Ford is remembered as an extremelyRead MoreThe Story Of Lean Production : Toyota s Secret Weapon951 Words   |  4 PagesBook Summary In the book â€Å"The Story of Lean Production – Toyota’s Secret Weapon in the Global Car Wars That is Revolutionizing World Industry†, published in 2007, James P. Womack, Daniel T. Jones, and Daniel Roos generally introduce and discuss about three worldwide industrial manufacturing methods from the very first approach to the most current one, which are craft production, mass production, and lean production respectively. The Industry of Industries in Transition. they look through theRead MoreHenry Ford : A Major Part Of History1064 Words   |  5 PagesHenry Ford A major part of history started during the Industrial Revolution when Henry Ford founded The Ford Motor Company. Ford’s family had a part in the company with ideas and presidency. The first ideas of the company came out of Ford’s backyard with him using a bicycle to make a vehicle. The assembly line had a big impact that affected other companies by making production much faster. A wide variety of vehicles made patrons be interested in seeing what kind of inventions could be made next

Importance of Risk Management in the Adventure Leisure Industry Free Essays

Critically illustrate the importance, and societal context of risk management within the adventure leisure industry In recent decades the emphasis on risks and risk management within the adventure leisure industry has been has been escalating and is now greater than ever. This emphasis is due to the introduction of more stringent legislation from the associated governing bodies, threatening more severe consequences if businesses do not practice within the regulated guidelines.The objective of this essay is to analyse risks within adventure activities and to determine the importance of the management of risk within this field of outdoor leisure. We will write a custom essay sample on Importance of Risk Management in the Adventure Leisure Industry or any similar topic only for you Order Now This will be achieved by researching past occurrences in the leisure industry that have resulted in accident or death, which could have been avoided had a thorough risk assessment been constructed. In addition, by exploring the motivation behind participating in such activities, this essay will uncover the degree to which risk is actually required in order for an adventure activity to occur.As written by (Barton 2007:2) â€Å"We are exposed to risk from the moment of our conception to our death†. If this is the case, then undoubtedly there must be forces set into place in order to manage and assess these risks that we are subjected to in day to day life. If a risk is able to be assessed, the severity of it is able to be calculated. Consequently, the hazard that resulting from that risk is able to be determined and prevented. When planning a leisure activity, it is imperative that the organising party carries out an incredibly thorough and informative risk assessment.Hazards in adventure activities include falls from height, drowning, falling objects, lightning strikes, equipment failure, assault, cold injury, and many more (Barton 2007:12). The reason why a complete and logical risk assessment is necessary is so that leading personnel are able to provide proof that everything in their power has been done in order to prevent the activity resulting in any hazards or injuries to those participating.This will not only supply the organising body with a sense of comfort that the activity they are planning and instigating is safe so as to protect them from any potential legal involvement, but also the availability of a risk assessment is likely to be an appealing factor to prospective partakers‘. Risks are iden tified by reviewing historical information and industry standards; interviewing subject matter experts; conducting brainstorming sessions with the organising team, vendors, and key stakeholders; and some times through simulation and scenario forecasting (Silvers 2004:52).Wilks and Davis (cited in Swarbrooke, 2003) explain how all discovered risks are able to be rated in order to decide the way in which they should be tackled. This can be done by comparing the predicted frequency of a hazard, by its severity. Frequent incidents with slight consequences can, in most situations, be considered an entirely tolerable risk, we might even say a trivial risk (Barton 2007:12). By rating a risk, it can be differentiated between a risk that has great potential to cause injury of death, and a risk that can easily be tackled and therefore will barely be influential in the construction of an activity.In March of 1993 four teenagers were killed in a canoeing accident in Lyme Regis whilst on a school trip. The deaths of the young students was widely put down to lack of supervision and negligence which consists in â€Å"the duty of care and consequent injury† (Scott 1993:45). When carrying out such potentially dangerous activities â€Å"One cannot overemphasize the importance of supervision† (Hronek et al 2002:255). The evidence that supported the Llyme Bay legal battle that followed was that ‘the coas tguard owed the kayakers a duty of care and that they had conducted the search and rescue operation negligently’ (Fulbrook 2005:27-28). Being careful and prepared are not only sensible attributes for activity co-ordination, it is ever more important for the organising personnel. This is progressively more significant as the management of risk is increasingly regulated into legislation and policy (Silvers 2004:170). The law is becoming much more focused upon the adventure leisure industry after such events as Lyme Bay illustrated above. Bradford (2000) explains that during the early 1990‘s, organisers of outdoor adventure activities were able to volunteer to abide by codes of practice set up by a variety of independent organisations.A company may have wished to have done so in order to improve their business. By stating that they were operating within an organisations health and safety regulations, they would have been able to project a sense of reassurance across to their customers. Following the tragedy in March 1993, the attitude of many changed dramatically and there was a wide spread belief that more needed to be done to encourage safer organisations. This would help to prevent any further disasters and deaths. The first development of more enforced regulations being placed into practice was in 1993.The English Tourist Board brought together a group representing most of the voluntary approval bodies and other interested parties, who issued a code of practice for outdoor adventure leisure activities (Bradford 2000). Followed by the Activity Centres (Young Persons safety) Act 1995. The introduction of more intense and purposeful legislation has consequently placed evermore pressure upon the organisers of such activities. This has lead to leisure managers having to direct far more attention to the health and safety of those participating in the activities they are providing.As well as an activity organizing company wishing to protect their customers to the greatest extent for fear of the legal confrontation that may follow if accused of irresponsible and neglectful practice, there are other reasons why an organizing body may wish to carry out a thorough risk assessment. If an accident was to occur which involved a member of staff, the employer risks losing money through the provision of sick pay, as well as losing an employee for an undetermined period of time. Pro-active management helps to eliminate such an occurrence arising.In addition, the execution of the introduction of control measures helps to define areas of responsibility and communicates a standard for performance. Despite the owner of an organization having the most recognized power concerning any health and safety issues, authority is able to be un-officially segregated throughout the businesses personal hierarchy. This is determined by the position of power an individual is in within the organization: Manager, assistant manager, supervisor, and so on. The benefit of dividing up job roles and esponsibility in such a way is that every position of employment will experience a sense of responsibility; each to a different degree, yet still the sensation of business involvement and therefo re the motivation to excel in their field will be present. Pro-active management strategies can be the most effective strategies because they are implemented according to the planning of the organization, rather than because of a need to respond to outside pressure and expectations from the public or a governing body Smith (2005:82). Essentially this is the detection and managing of a problematic issue, before it has the opportunity to present itself within the business. Risk assessment therefore plays an intricate part of this process. Successful pro-active management within the organization will help to ensure that the customers along with the members of staff are constantly and consistently satisfied and comfortable. It is evident that the success of an activity regarding its safety and reliance is significantly related to the experience and awareness of the activities leader.Experienced leaders develop a sixth sense of when the odds are beginning to stack up against them and they will automatically see an activity in the wider context, Barton (2007:89). It is therefore imperative that that a leader of any nature of leisure activity is able to predict potential future hazards and subsequently learn from their previous mistakes. According to Barton (2007:89), leader of activities that are not so experienced are less likely to see the signals of an approaching risk, and tend to view minor set-backs as isolated incidents, rather than as bricks in a growing wall. Organisers’ must realise that these seemingly unimportant hindrances will gather pace and build up to a much larger scale problematic occurrence. Despite the increasing demand for safer and risk free activities, a balance must be established in order to keep within legislation created by the governing bodies, whilst still creating the same sense of adventure and possible danger that has lead to the success of an adventure activity. If every risk in life was assessed and accounted for, and every hazard was liminated, the world would be an incredibly safe, organised, and trouble free place. However, risks cause excitement and adrenalin within one’s life. Without risk, there is no fear of risk, in which case there are no opportunities presented for one to take risks. As explained by Barton (2007:2) If we bring up children to believe that physical, emotional or intellectual risks are to be avoided, then we can hardly be surprised if the future does not bring great people; p oets, artists, play writes, successors to Captain Cook, to Darwin, and to Shakespeare.Without some form of risk, engineers could never have designed the great bridges that span the widest rivers, homes would still be heated by fireplaces or parlour stoves, electric power utilities would not exist, polio would still be maiming children, no airplanes would fly, and space travel would just be a dream (Aven 2003:2) The word ‘Adventure’ implies that there is an element of risk involved in the activity that is to be undertaken. The reason why this is a positive attribute to the organising body is that many leisure seekers are in search of a sense of adventure, risk and an adrenaline rush. Despite the general consensus that every risk should be accounted for and every attempt should be made to ensure no hazards present themselves, without the lingering sensation in the very back of a participant mind that something may go wrong; a rope may break, a parachute may not open, the ‘Adventure’ is almost completely removed from the ‘Leisure Activity’.To conclude, when regarding the adventure leisure industry, the concept of risk management and assessment are fundamental aspects that must be constantly considered when running a business that provides such activities. The laws that have been introduced throughout recent years have placed increasing pressure on organizations to concentrate on the health and safety of their patrons to a much greater degree. Failure to do so, as has been seen i n the past throughout such incidents as Lyme Bay, may well result in powerful legal consequences or even closure of their establishment.There is no doubt that risk and uncertainty are important concepts to address for supporting decision-making in many situations. The challenge is to know how to describe, measure, and communicate risk and uncertainty (Aven 2003:4). However, the popularity that adventure leisure activities hold derives from the exact concept of risk itself. Participants of such activities choose to take part in order to; gain a sense of personal accomplishment, face their fears, experience a surge of adrenalin, and ultimately test themselves to their physical and mental boundaries.A balance must be established within the process of managing risk. If this balance can be successfully determined, than the adventure leisure industry will be able to provide the same level of audacious activity, whilst staying within all governing guidelines’, and providing the highest degree of safety for all those that they accommodate for. How to cite Importance of Risk Management in the Adventure Leisure Industry, Papers

CSL and Macquarie Group

Question: Discuss about the CSL and Macquarie Group. Answer: Introduction In the current business environment, CSR and sustainability has emerged as an important pillar of business. There was a time when the organizations used to operate only with a single focus of profitability. With time, this focus has changed and today, organizations have started to give importance to the support factors like values, CSR and sustainability (Carroll Shabana, 2010). This change or transformation could be attributed to the change in the perception of consumers also. Today, the end consumers wants to get associated with the businesses that values society and social attributes like corporate social responsibility and sustainability. This paper discusses the comparison between CSL and Macquarie Group in terms of strategic values, corporate social responsibility approach and sustainable development. A brief organizational background for both the organizations can be discussed as: Organizational background: CSL CSL Limited is the global company in the field of biotechnology and pharmaceuticals. The company has a revenue of $5billion, more than 16000 employees and presence in 16 countries (Cheng Ioannou, 2014). The company is a global specialty biotherapeutics company that develops and delivers innovative biotherapies that save lives, and help people with life-threatening medical conditions live full lives. Organizational background: Macquarie Group MACQUARIE Group Limited is a global investment banking and diversified financial services group, providing banking, financial advisory and investment and funds management services to institutional, corporate and retail clients and counterparties around the world. The company was established in the year 1970 and today it has a revenue of AUD 8.1 billion. Both the companies realizes the importance of sustainability and corporate social responsibility. Both the companies are large companies and they have their own agenda of CSR and sustainability. The comparison between these two companies can be discussed as: Vision and Mission The mission of CSL is to be the market leaders in the pharmaceutical industry and the vision of CSL is to provide continuous value to its internal and external stakeholders through high quality product and services. The mission of Macquarie is to create a platform where all of its stakeholders can get benefited. The vision statement of the company states that, to realize opportunity for the benefit of our clients, our shareholders and our people. We are in business to be profitable, but it is the way we do business that defines us. It can be said that both of these companies have strong mission and vision statement. However, it appears that the mission statement of CSL is better than the mission statement of Macquarie group. The mission statement of Macquarie group does not qualify well as the SMART goal (Dempsey Power, 2011). The mission is specific in nature; however, it is difficult to measure. The mission statement is attainable and realistic in nature but it does not have a timeline attached to it. On the other hand, the mission statement of CSL is specific and measurable as it says market leader. However, the mission statement of CSL also lacks the timeline. The vision statement of Macquarie group appears better than the vision statement of CSL Limited. The vision statement of Macquarie group shows a balance between different objectives of profitability and sustainability. It is specific, attainable and realistic. Since, it is a vision statement, therefore any specific timeline is not attached to it. The vision statement of CSL is good. However, the vision statement of Macquarie group would score high in terms of any comparison. Organizational values According to Kujala, Heikkinen, and Lehtimki (2012), organizations that only serve shareholders will not achieve their full potential for value creation. Kujala et al. (2012) also noted that firms that focus solely on shareholders may suffer from a false sense of security. Instead of a single-minded focus on shareholders, Kujala et al. (2012) argued that organizations should strive to understand the ethical and strategic interests of all stakeholders, and that they should enlist the cooperation of those stakeholders in the process of joint value creation. CSL established five core values across the organization in 2002. These five values are, Customer Focus, Innovation, Integrity, Collaboration, and Superior Performance. All these five values are the basic philosophy of CSL. These values are believable and it actually adds value to the society. Therefore, it can be said that CSL scores high in this area. Macquarie Group has three key values that drives the organization. These three values are Opportunity, Accountability and Integrity (Hwang, 2010). Macquarie Group also has good and impressing values. These values are believable. In terms of absolute comparison between the organizational values of CSL and Macquarie group, it can be said that CSL has slightly better values as compared to the defined values of Macquarie group. CSR and Sustainability Regardless of the design, the concept of efficiency is at the root of contemporary organizational design because of the complexities of the global economy and the need to maintain sustainability and economic growth. Both the companies have a deep focus on CSR and sustainability. CSL has defined six key areas of corporate social responsibility. The first area is the research and development in the field of medicine for the unmet needs. The second area is to ensure that all the therapies are safe, secure and pertains to high quality standards. The third area for CSL is to operate responsibly in the market place (Deng Kang, 2013). The fourth area is to provide a high quality working environment to its employees. The fifth area is to support the patients and the local communities. The sixth area is to minimize the impact on the environment. The management of the company believes that it has a responsibility towards the future generation. Therefore, the efforts should be taken for sustai nable development. The CSR policy of Macquarie Group focuses to have high accountability among its stakeholders through training and development around CSR and sustainability. The organization has strong sustainable policies in place that are based on the discussion with key stakeholders (Lankester, 2013). In terms of absolute comparison, it can be said that both of these companies scores good in this dimension of CSR and sustainability. Stakeholders Involved It can be said that like non-profit organizations, for-profit corporations must be mindful of stakeholder interests. Both the organizations realizes that to ignore stakeholder interests can have catastrophic effects to an organization including the demise of the organizations. This is especially true when an organization must deal with conflicting stakeholder interests (Yu Wu, 2009). The management of CSL believes that the management of conflicting stakeholder interests in the for-profit arena may be best aided by recent innovations in technological data mining. Macquarie Group manage stakeholder interests, particularly those interests of external stakeholders that may conflict with internal stakeholder interests such as stockholders, by understanding the state of public opinion. However, the management believes that is not just important to the organization to understand the current status of public opinion regarding corporate issues relevant to stakeholder interests. The key lies in predicting the future trend of public opinion regarding key issues which allows corporations to more fully maximize traditional stakeholder management tools (Gauvin, 2009). Gauvin (2009) reviewed particular data mining programs and argued corporations should employ modern technology to map projected opinions regarding trends key to the organization. An organization equipped with fairly accurate projections of external stakeholder beliefs may adjust corporate communication to better address stakeholder conflicts. In terms of absolute comparison, it can be said that both of these companies scores good in this dimension of stakeholders interest. Conclusion The above paper discusses the comparison between CSL and Macquarie Group in terms of strategic values, corporate social responsibility approach and sustainable development. With the above discussion it can be said that both organizations are doing good and the organizations have attractive mission and vision. However, the above comparison reveals, that CSL is better placed that Macquarie group in terms of communicating the organizational values, or stakeholders interest or the basic philosophy around CSR and sustainability. References Carroll, A. B., Shabana, K. M. (2010). The business case for corporate social responsibility: a review of concepts, research and practice.International Journal of Management Reviews,12(1), 85-105. Cheng, B., Ioannou, I., Serafeim, G. (2014). Corporate social responsibility and access to finance.Strategic Management Journal,35(1), 1-23. Dempsey, N., Bramley, G., Power, S., Brown, C. (2011). The social dimension of sustainable development: Defining urban social sustainability.Sustainable Development,19(5), 289- 300. Deng, X., Kang, J. K., Low, B. S. (2013). Corporate social responsibility and stakeholder value maximization: Evidence from mergers.Journal of financial Economics,110(1), 87- 109. Gauvin, S. (2009). Modelling trends in the digital sphere - a comparison of two methods. Gestion 2000, 26(1), 67-84. Retrieved from https://lopes.idm.oclc.org/login?url=https://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=truedb=bthAN=37276562site=eds-livescope=site Kujala, J., Heikkinen, A., Lehtimki, H. (2012). Understanding the nature of stakeholder relationships: An empirical examination of a conflict situation. Journal of Business Ethics, 109(1), 53-65. doi:10.1007/s10551-012-1379-2 Lankester, A. J. (2013). Conceptual and operational understanding of learning for sustainability: A case study of the beef industry in north-eastern Australia.Journal of environmental management,119, 182-193. Young, W., Hwang, K., McDonald, S., Oates, C. J. (2010). Sustainable consumption: green consumer behaviour when purchasing products.Sustainable Development,18(1), 20-31. Yu, T., Wu, N. (2009). A review of study on the competing values framework.International journal of business and management,4(7), p37.