A Background on Non-Governmental Organizations

According to the World Bank, Non-Governmental Organizations (NGOs), the diversity of NGOs may hurt even the simplest definition that may be attributed to it because they include numerous groups and different institutions that are either entirely or largely independent to the government and have humanitarian objectives rather than commercial. They are private groups in industrial countries that support international development. NGOs include religious associations, charitable groups, independent cooperatives, different associations, women’s groups, among others.Non-Governmental Organizations were built primarily by private individuals or group of individuals and does not have any representations from the government. They are largely independent, in terms of its functions and how it executes its main objectives and how it handles its funds for its various projects. As much as possible, no person from the government can join or handle any NGO to maintain its non-partisan stance a nd to retain its objectivity in the execution its mission. Individuals who bring about the existence of NGOs believe in certain common social principles that act as their framework in executing their activities to bring about the development of communities they give service to. Furthermore, they also assist in empowering the civil societyThere are numerous types of organizations, as mentioned by the World Bank. NGOs is often used as an alternative term with that of an independent sector, civil society, volunteer sector, grassroots, social movements and non-state actors. They play a pivotal part in forming the development of a nation or a state and the betterment of the lives of the people. Their method of executing and attaining its objectives varies: some NGOs acts as lobbyist to promote their causes while some conducts various programs to solicit support and funds. Most of the time they find the need to maintain healthy relationships with the public if they wish to attain their ma in goal. Although there may be some interest groups that plays an important role in politics, this is mainly because of its ability to influence both social and political outcomes.As the world move further in internationalizing its different facets, NGOs, like any other group, manages itself in different forms. Most of the existing organization in the world uses two management types: (1) the diversity management; and, (2) the participatory management. The first type of management deals with different cultures within the organization. It is the type of management being used to avoid intercultural problems and difficulties. On the other hand, the participatory management style is used in most NGOs, regardless of what their objectives are or its primary location. This type of management is associated with the concept that all people within an organization are perceived to be sources of knowledge and skills.For its funding, they get their money through various means and major sources in clude the following: (1) its membership dues; (2) sale of goods and services; and, (3) grants from international private institutions. However, even if NGOs are supposedly independent from governments, there are a number of NGOs that heavily depends for their funding. And this is where their non-partisan stance is most of the time being questioned. This sometimes causes confusion to people whether these NGOs are still free to decide on its own without any influence from government. Independence from any group with vested interest and the government is still the best solution to this dilemma, to allow NGOs a respectable position in the society.NGO’s as Unaccountable, Ineffective and a Mechanism of the Elite: A Sweeping GeneralizationThere are an alarming number of criticisms about NGOs, this may be borne out of the fact that they have been actively engaging in different causes and have been cooperating more with the government in pursuing their objectives. They have also been cooperating and negotiating with the group of elites that have been very helpful in pushing for their advocacies. On the account that NGOs are unaccountable, ineffective and a mechanism of elite capture, I refuse to accept this as a general fact, for various reasons.For one, an NGO, as it has been said many times over, is any non-profit, voluntary groups that are organized in either a local, national or international level. Most of the people who work with these NGOs are task driven and goal oriented people with one common interest. They perform various humanitarian services and acts as the voice of the common people to their government. They likewise advocate and monitor different laws and policies and provide information to people as a way to encourage them to participate in the politics of their own government.NGOs are accountable for their own actions, as they represent a number of people who believe in their advocacies. They are accountable to the people who believe and support them because these people are one of the reasons for their existence. They share common beliefs and they share common interests, without these people, NGOs will not function the way it is designed to function. NGOs work hand in hand with the Civil Society and most of these NGOs try hard enough to maintain harmonious relationship with the society. However, they are not accountable to the government as they independently and for as long as they remain non-partisan and independent, they are not and should be held accountable to the government. Due to this argument, I stand by not agreeing that NGOs are unaccountable.On the other hand, the effectivity of any organization, just like the government, is relative to how it executes its different goals and interests. NGOs have different methods in going about its main goals. For example, what may be an effective way of promoting and representing people from the grassroots may not be an effective way for an NGO who are working for the womenà ¢â‚¬â„¢s rights. Although both are NGOs, they have different needs and they address these using different methods. For this alone, I do not agree that NGOs are ineffective.Although it is true that NGOs has to maintain a certain amount of relationship with the civil society, NGOs still maintains a respectable amount of distance. Donations from individuals, specifically the elite, may be seen as a chance for these groups of people to manipulate the ongoing of a NGO. While it is true that a large portion of the funds that the NGO receive may have come, most of the time, from individuals coming from the elite group, it should not be generalized that they are the ones making the decisions for the people who manages the NGO. Again, NGOs are non-profit groups and whatever that keeps them going are funds being donated by those people who believe in what the NGO is standing for. It is therefore more appropriate to think that NGOs work with the civil society than to think that it is a mechani sm of the elite, or the chosen few.The existence of NGOs is born about the many changes in the world today. These have been brought about by the need to have a unilateral voice that would stand up for the people. Whether it is effective or not is relative to how it executes its own programs or advocacies or mission and objectives. However, to generalize that all NGOs are unaccountable and is a mechanism of the elite to be able to have an advantage in promoting their own interest may be a harsh generalization and needs to be pondered upon.ConclusionIn conclusion, NGOs have been existing for so many years, maybe even before civilization has began. NGOs main existence is not to jeopardize the relationship between the people and the government but rather to stand as a medium to bridge the gap between them. They act as the voice of the people to different issues and concerns, like women’s rights, environment issues, and peace advocacy, among others. They are to be seen as a cataly st for change, for the betterment of a place where people and government live harmoniously.NGOs should remain non-partisan so that it would be able to maintain its independence from the influence of either the government or the elite. This will enable them to carry out their objectives and goals without having to give in to the dictates of these powerful groups. This will also help in ensuring that they will be more effective in promoting their own programs. Although a friendly and harmonious relationship with the government will give them more benefits than loss, for this will allow them to be heard.On the other hand, it is best to keep a very good and healthy relationship with the civil society, which stands as their main client. This will allow them to properly voice their concerns to the proper authorities and will enable them to address each issue with objectivity. The civil society is one of the major stakeholders of NGOs and it is but proper to continue a healthy relationship with them. They are accountable to these people, as the represent them and not any other vested interest.NGOs should remain committed to the root causes of the societal problems to enable them to help in trying to better the quality of the lives of people, especially the poor, the oppressed and the marginalized in certain areas of the world.Although NGOs are often seen as a group that works in the international level, with the presence of the United Nations, there are numerous NGOs within countries, and they work on a national level. They work hand in hand with the civil society, as well as the government, to promote the good of the majority and to help in attaining a better world to live in and a better life for each person. The both NGOs and governments represent the people, they should continue to work hand in hand, rather than against each other, for in the long run, it is the people who will benefit from all the positive results of a peaceful and harmonious co-existence.REFERE NCES1.)  Ã‚  Ã‚   Bebbington, Anthony., Hickey, Samuel., & Mitin, Diana C. 2008. Can NGOs Make a Difference?: The Challenge of Development Alternatives2.)  Ã‚  Ã‚   Mendelson, Sarah E., & Glenn, John K. 2002. The Power and Limits of NGOs3.)  Ã‚  Ã‚   Ebrahim, Alnoor. 2005. NGOs and Organizational Change: Discourse, Reporting, and Learning4.)  Ã‚  Ã‚   Edwards, Michael., Jordan, Lisa., & Tuijl, Peter van. 2006. NGO Accountability: Politics, Principles and Innovations5.)  Ã‚  Ã‚   DeMars, William E. 2005. NGOs and Transnational Network: Wild Cards in World Politics6.)  Ã‚  Ã‚   Carey, Henry F. 2003. Mitigating Conflict: The Role of NGOs (The Cass Series on Peacekeeping)7.)  Ã‚  Ã‚   Doh, Jonathan P., & Teegen, Hildy. 2003. Globalization and NGOs: Transforming Business, Government, and Society8.)  Ã‚  Ã‚   Church, Cheyanne. 2004. NGOs at the Table: Strategies for Influencing Policy in Areas of Conflict9.)  Ã‚  Ã‚   Dodd, Felix., Betsill, Michele M.,   Corell, Elisab eth. 2007. NGO Diplomacy: The Influence of Non-Governmental Organizations in International Environment Negotiations10.)  Ã‚  Ã‚  Ã‚  Ã‚   Goel, S.L. 2004. Administration and Management of NGOs11.)  Ã‚  Ã‚  Ã‚  Ã‚   Earle, Lucy. 2004. Creativity and Constraint (NGO Management and Policy)12.)  Ã‚  Ã‚  Ã‚  Ã‚   Abraham, Anita. 2004. Formation and Management of NGOs A Background on Non-Governmental Organizations According to the World Bank, Non-Governmental Organizations (NGOs), the diversity of NGOs may hurt even the simplest definition that may be attributed to it because they include numerous groups and different institutions that are either entirely or largely independent to the government and have humanitarian objectives rather than commercial. They are private groups in industrial countries that support international development. NGOs include religious associations, charitable groups, independent cooperatives, different associations, women’s groups, among others.Non-Governmental Organizations were built primarily by private individuals or group of individuals and does not have any representations from the government. They are largely independent, in terms of its functions and how it executes its main objectives and how it handles its funds for its various projects. As much as possible, no person from the government can join or handle any NGO to maintain its non-partisan stance a nd to retain its objectivity in the execution its mission. Individuals who bring about the existence of NGOs believe in certain common social principles that act as their framework in executing their activities to bring about the development of communities they give service to. Furthermore, they also assist in empowering the civil societyThere are numerous types of organizations, as mentioned by the World Bank. NGOs is often used as an alternative term with that of an independent sector, civil society, volunteer sector, grassroots, social movements and non-state actors. They play a pivotal part in forming the development of a nation or a state and the betterment of the lives of the people. Their method of executing and attaining its objectives varies: some NGOs acts as lobbyist to promote their causes while some conducts various programs to solicit support and funds. Most of the time they find the need to maintain healthy relationships with the public if they wish to attain their ma in goal. Although there may be some interest groups that plays an important role in politics, this is mainly because of its ability to influence both social and political outcomes.As the world move further in internationalizing its different facets, NGOs, like any other group, manages itself in different forms. Most of the existing organization in the world uses two management types: (1) the diversity management; and, (2) the participatory management. The first type of management deals with different cultures within the organization. It is the type of management being used to avoid intercultural problems and difficulties. On the other hand, the participatory management style is used in most NGOs, regardless of what their objectives are or its primary location. This type of management is associated with the concept that all people within an organization are perceived to be sources of knowledge and skills.For its funding, they get their money through various means and major sources in clude the following: (1) its membership dues; (2) sale of goods and services; and, (3) grants from international private institutions. However, even if NGOs are supposedly independent from governments, there are a number of NGOs that heavily depends for their funding. And this is where their non-partisan stance is most of the time being questioned. This sometimes causes confusion to people whether these NGOs are still free to decide on its own without any influence from government. Independence from any group with vested interest and the government is still the best solution to this dilemma, to allow NGOs a respectable position in the society.NGO’s as Unaccountable, Ineffective and a Mechanism of the Elite: A Sweeping GeneralizationThere are an alarming number of criticisms about NGOs, this may be borne out of the fact that they have been actively engaging in different causes and have been cooperating more with the government in pursuing their objectives. They have also been cooperating and negotiating with the group of elites that have been very helpful in pushing for their advocacies. On the account that NGOs are unaccountable, ineffective and a mechanism of elite capture, I refuse to accept this as a general fact, for various reasons. For one, an NGO, as it has been said many times over, is any non-profit, voluntary groups that are organized in either a local, national or international level. Most of the people who work with these NGOs are task driven and goal oriented people with one common interest. They perform various humanitarian services and acts as the voice of the common people to their government. They likewise advocate and monitor different laws and policies and provide information to people as a way to encourage them to participate in the politics of their own government.NGOs are accountable for their own actions, as they represent a number of people who believe in their advocacies. They are accountable to the people who believe and suppor t them because these people are one of the reasons for their existence. They share common beliefs and they share common interests, without these people, NGOs will not function the way it is designed to function. NGOs work hand in hand with the Civil Society and most of these NGOs try hard enough to maintain harmonious relationship with the society. However, they are not accountable to the government as they independently and for as long as they remain non-partisan and independent, they are not and should be held accountable to the government. Due to this argument, I stand by not agreeing that NGOs are unaccountable.On the other hand, the effectivity of any organization, just like the government, is relative to how it executes its different goals and interests. NGOs have different methods in going about its main goals. For example, what may be an effective way of promoting and representing people from the grassroots may not be an effective way for an NGO who are working for the women ’s rights. Although both are NGOs, they have different needs and they address these using different methods. For this alone, I do not agree that NGOs are ineffective.Although it is true that NGOs has to maintain a certain amount of relationship with the civil society, NGOs still maintains a respectable amount of distance. Donations from individuals, specifically the elite, may be seen as a chance for these groups of people to manipulate the ongoing of a NGO. While it is true that a large portion of the funds that the NGO receive may have come, most of the time, from individuals coming from the elite group, it should not be generalized that they are the ones making the decisions for the people who manages the NGO. Again, NGOs are non-profit groups and whatever that keeps them going are funds being donated by those people who believe in what the NGO is standing for. It is therefore more appropriate to think that NGOs work with the civil society than to think that it is a mechan ism of the elite, or the chosen few.The existence of NGOs is born about the many changes in the world today. These have been brought about by the need to have a unilateral voice that would stand up for the people. Whether it is effective or not is relative to how it executes its own programs or advocacies or mission and objectives. However, to generalize that all NGOs are unaccountable and is a mechanism of the elite to be able to have an advantage in promoting their own interest may be a harsh generalization and needs to be pondered upon.ConclusionIn conclusion, NGOs have been existing for so many years, maybe even before civilization has began. NGOs main existence is not to jeopardize the relationship between the people and the government but rather to stand as a medium to bridge the gap between them. They act as the voice of the people to different issues and concerns, like women’s rights, environment issues, and peace advocacy, among others. They are to be seen as a catal yst for change, for the betterment of a place where people and government live harmoniously.NGOs should remain non-partisan so that it would be able to maintain its independence from the influence of either the government or the elite. This will enable them to carry out their objectives and goals without having to give in to the dictates of these powerful groups. This will also help in ensuring that they will be more effective in promoting their own programs. Although a friendly and harmonious relationship with the government will give them more benefits than loss, for this will allow them to be heard.On the other hand, it is best to keep a very good and healthy relationship with the civil society, which stands as their main client. This will allow them to properly voice their concerns to the proper authorities and will enable them to address each issue with objectivity. The civil society is one of the major stakeholders of NGOs and it is but proper to continue a healthy relationshi p with them. They are accountable to these people, as the represent them and not any other vested interest.NGOs should remain committed to the root causes of the societal problems to enable them to help in trying to better the quality of the lives of people, especially the poor, the oppressed and the marginalized in certain areas of the world.Although NGOs are often seen as a group that works in the international level, with the presence of the United Nations, there are numerous NGOs within countries, and they work on a national level. They work hand in hand with the civil society, as well as the government, to promote the good of the majority and to help in attaining a better world to live in and a better life for each person. The both NGOs and governments represent the people, they should continue to work hand in hand, rather than against each other, for in the long run, it is the people who will benefit from all the positive results of a peaceful and harmonious co-existence.REFER ENCES  Bebbington, Anthony., Hickey, Samuel., & Mitin, Diana C. 2008. Can NGOs Make a Difference?: The Challenge of Development AlternativesMendelson, Sarah E., & Glenn, John K. 2002. The Power and Limits of NGOs  Ebrahim, Alnoor. 2005. NGOs and Organizational Change: Discourse, Reporting, and LearningEdwards, Michael., Jordan, Lisa., & Tuijl, Peter van. 2006. NGO Accountability: Politics, Principles and InnovationsDeMars, William E. 2005. NGOs and Transnational Network: Wild Cards in World PoliticsCarey, Henry F. 2003. Mitigating Conflict: The Role of NGOs (The Cass Series on Peacekeeping)Doh, Jonathan P., & Teegen, Hildy. 2003. Globalization and NGOs: Transforming Business, Government, and SocietyChurch, Cheyanne. 2004. NGOs at the Table: Strategies for Influencing Policy in Areas of ConflictDodd, Felix., Betsill, Michele M.,   Corell, Elisabeth. 2007. NGO Diplomacy: The Influence of Non-Governmental Organizations in International Environment NegotiationsGoel, S.L. 2004. Adm inistration and Management of NGOsAbraham, Anita. 2004. Formation and Management of NGOs

Report: Louis R. Chênevert, United Technologies Corporation Essay

Louis R. Chà ªnevert was born in 1958 in the Quebec province of Canada. Raised on the outskirts of Montreal, Chà ªnevert spent his childhood and adolescent years close to his community. With close ties to the area, he attended the University of Montreal. In 1979, he graduated with a bachelor of commerce in product management. Upon graduating, Chà ªnevert was hired by the General Motors Corporation in St. Therese, a suburb of Montreal. From 1980 to 1994, Chà ªnevert spent the duration of his primary career at General Motors. During his employment, he continually pursued challenging positions. Before resigning in 1994, he achieved the position of Production General Manager; he was promoted to this position when he was only 33 years old. His pursuit of attaining challenging executive management positions did not end there; it was only the beginning. After resigning from General Motors, Chà ªnevert accepted the position as Vice President of Operations at Pratt & Whitney Canada, a su bsidiary of the United Technologies Corporation, UTC. While in Canada from 1994 to 1997, Chà ªnevert instituted what is called lean manufacturing principles; these principles immensely enhanced the plant’s efficiency. In turn, these principles stream lined operations and made the Canadian sister company of Pratt and Whitney a profitable business. In 1995, he was recognized by Quebec with the Nouveaux Performant award for â€Å"outstanding young leaders.† (Bloomberg/Businessweek) As Vice President of the Canadian operation of Pratt & Whitney, Chà ªnevert gained the respect of his fellow peers, and gained recognition by the executive management team of UTC. From 1997 through 2006, Chà ªnevert significantly ascended the corporate ladder. In 1997, he was appointed as the executive vice president of operations and aftermarket services for Pratt & Whitney’s Connecticut operations. This appointment laid the ground work in obtaining a thorough understanding of the core subsidiary business of UTC. In 1998, he was promoted to President of Pratt & Whitney’s Connecticut operations. And in 2006, Chà ªnevert continued his upward ascent in executive management as he became Chief Operating Officer of UTC. After becoming Chief Operating Officer, Chà ªnevert was groomed to be the successor of the then current CEO  and Chairman, George David. David took Chà ªnevert as his apprentice to prove to Wall Street and investors that Chà ªnevert had what it took to run a successful operation. (Wall Street Journal, On-Line) After two years of grooming, George David stepped down and handed the reins of the technology conglomerate to Chà ªnevert. The successful mentorship by George David, and quick study by Chà ªnevert, provided a smooth transition from one CEO to another. On April 9, 2008, Louis R. Chà ªnevert was appointed Chief Executive Officer and Chairman of UTC. Since his inception, UTC has diversified their portfolio with technology related mergers to further allow them to position themselves globally as a leader in the technology field. This diversification of U TC’s portfolio has allowed UTC to weather the current economic downturn better than many other corporations. His current yearly compensation of $1,435,000 is not merely as much as his bonus of $1,700,000. He was rewarded with $6,217,560. in restricted stock awards, and $11,149,152 in other compensation. His total compensation for 2009 ranked him 41st in CEO payout. (Forbes.com, CEO Compensation) What I find most striking about Louis R. Chà ªnevert’s role as a leader is his ability to leverage his experience from the past while listening attentively to his peers to make solid decisive business decisions. This approach allows him to make informed decisions when uncertainty is looming. He presents himself as an authority, yet conveys this authority politically correct. His professional business etiquette portrays him as a man of distinction. Besides having these strong leadership traits, his in-depth involvement as a philanthropist goes beyond giving exuberant donations. Chà ªnevert becomes deeply involved in monitoring how his donations are used. His work-social life balance projects an admirable image beyond that of a typical CEO. Outwardly, he conveys a confident distinguished image with an old world style mannerism. He is a CEO for our times. He combines the distinctive traits of listening, decisiveness, and philanthropy to leverage his authority in conducting sound decisions while keeping a positive outlook. He is a combination of many traits, but remains conservative in his approach to work. In such volatile economic times that we face today, Chà ªnevert has the leadership skills needed to successfully run this corporation while pursuing meaningful philanthropic obligations outside of the norm. Chà ªnevert’s ability to leverage his experience comes from a thorough understanding of the business  because he started at the bottom and worked his way up. This experience has allowed him to turn companies around during economic downturns while maintaining a positive attitude and workforce. This ability to see positiv e in unlikely situations has always found favor with fellow workers and shareholders. Bloomberg News recently interviewed Chà ªnevert who made the remark that â€Å"Bombardier has a ‘full pipeline’ of potential C-Series customers and expects order announcements by year-end.† (Bloomberg 09-01-10) Pratt and Whitney has been on the losing end of its share of commercial customers, but this news brings enthusiasm to their workers for developing the engines which will keep Pratt and Whitney in the commercial jet engine business. Not only has this re-invigorated the workforce in these unprecedented economic times, but it has kept UTC’s stock price in good standing when other companies are struggling. Chà ªnevert seems to always find a way with words even when faced with downsizing to stay competitive. In a recent article in â€Å"Aviation Week†, Chà ªnevert exclaimed â€Å"our results and diversified portfolio show Pratt is well positioned to withstand the tough times we have in front of us in the next few months. It’s a good posi tion to be in.† (Aviation Week, Morris) However, Chà ªnevert’s restructuring efforts for increased profitability has not always been favorable with fellow workers or local politicians. In order for UTC to stay within operating budgets, he was tasked with slashing thousands of jobs in Connecticut. While facing uncertainty in the current economic recession, the decision to downsize further was a decision he had to make immediately—and he did. This decision did not sit well with the Connecticut legislature either, but as Chà ªnevert explained, difficult times meant making difficult decisions to keep the corporation profitable. His experience from the past has led Pratt back to profitability while keeping the workforce and shareholders thinking positively. Chà ªnevert has always been known to give direction decisively in times of uncertainty. His ability to make hard decisions has proven his leadership ability. In difficult economic times, Chà ªnevert was able to make the tough decisions immediately to keep UTC in a positive profit margin. Tough choices need to be made and Chà ªnevert is no stranger to that. From his beginnings with UTC, Chà ªnevert has had to make tough choices regarding employee restructuring. When he became Vice President of operations in 1993 at Pratt and Whitney Canada, he faced poor financial performance with low  employee morale. His decision to restructure with changes in key management positions allowed Pratt Canada to rebound from a negatively performing business unit with low employee morale. This restructuring event led to positive financial results with higher than expected employee morale. Pratt and Whitney Canada is now considered one of the best Pratt facilities to work at. Besides restructuring at Pratt and Whitney Canada, Chà ªnevert’s role with investing in new technologies in Connecticut and driving the pursuit of quality excellence through UTC’s ACE, (Achieving Competitive Excellence) operating system has allowed Pratt and Whitney to exceed their financial and quality goals over the past couple of years. His focus on continued implementation and promotion of this system at a time of turmoil may have seemed to be risky, however, the results of doing so have been rewarding. Chà ªnevert understands competitiveness cannot be achieved without taking risks, and he understands inaction only leads to poor performance. From an online April 2008 Wall Street journal article titled, UTC, Textron profits get a lift from aerospace, Chà ªnevert boasts â€Å"this quarter’s results are further evidence that our business model, with its focus on global growth through market-leading franchises and cost reduction through the implementation of the ACE operating system, can deliver solid results even in a softening economic environment.† Chà ªnevert’s persistence in promoting continuous improvement is a testament to his ability to make difficult decisions in times of uncertainty. This approach to making informed decisions decisively shows his focus towards success. Furthermore, Chà ªnevert’s dedication to society through his commitment to charitable organizations, and investment in local and national interests goes beyond a good will gesture. He is recognized as a leader in all aspects of society. Chà ªnevert is an advisory member to several other boards within the local community and abroad. He is an avid advocate of cancer research and is heavily involved with getting funding to the appropriate research programs and projects. In a Yale Medical Publication, Chà ªnevert is recognized as not only a contributor, but a man who asks probing questions to further cancer research and give the patient the best care possible. Dr Richard L. Edelson says, â€Å"He understands the importance of having all the services for cancer patients in the same place, rather than dispersed throughout the medical center.† (Medicine @ Yale) Chà ªnevert gets involved. He listens, and gets results. His ability to put himself in other people’s places allows him to make great decisions regarding any endeavor he gets involved with. His dedication to the well being of local organizations is yet another testament to his leadership ability. There are skilled CEOs with exceptional experience, and there are also skilled CEOs with minimal experience. Very few have the varied traits and experience to perform at exceptional levels. Chà ªnevert has both these traits plus a new world ideology that allows him to operate in the toughest of economic times. I consider Chà ªnevert more than a business leader; he is multi faceted dynamic entrepreneur. Throughout Chà ªnevert’s career, he has been called upon to make change with every organization he has ever been affiliated with. Whether business or civic, his positive can do attitude has been a guiding light for his corporation and others to follow. He will lead UTC, and all organizations he is involved with to a new level of prosperity and good will. His ambition towards getting things right is no less than remarkable. Although new to the CEO position, Chà ªnevert will be recognized for his persistence of pursuing to understand, and executing decisively for results. In these unprecedented economic times, Chà ªnevert has the experience a corporation needs to not only withstand the current economic downturn, but to come out of it stronger than when it began. His ethical and moral values as a business leader and philanthropist should be a model other CEOs should follow for our country to once again lead in economic prosperity. Works Cited CEO Compensation. â€Å"#41 Louis R. Chà ªnevert†. 04-28-10. 6:00 pm edt. Forbes.com. http://www.forbes.com/lists/2010/12/boss-10_Louis-R-Chenevert_FTA5.html Hinton, Christopher. â€Å"UTC, Textron profits get a lift from aerospace.† Market Watch. http://www.marketwatch.com/story/united-technologies-textron-profits-gets-lift-from-aeropace.html. April 17, 2008. Layne, Richard. â€Å"Bombardier Posts Quarterly Earnings of 8 Cents a Share, Matching Estimates.† http://www.bloomberg.com/news/2010-09-01/bombardier-net-drops-27-percent-as-jet-deliveries-decline.html. Sept 1, 2010. Lunsford, Lynn. â€Å"Prepping a Successor to UTC’s David.† Wall Street Journal Online. http://online.wsj.com/article/SB120768855981199187.html. April 9, 2008. Morris, John. â€Å"Louis Chenevert, President & CEO, Pratt & Whitney.† Aviation Week. http://www.aviationweek.com/shownews/02asial/newsmk10.htm. Medicine @ Yale. â€Å"Quick Study, bighearted contributor.† Vol 4. Issue 4. Sept/Oct 2008. http://www.medicineatyale.org/v4i4_sept_oct_2008/sept_oct_08.pdf. United Technologies Corp. UTX:New York. Bloomberg Business Week. http://investing.businessweek.com/research/stocks/people/person.asp?personId=191172&ticker=UTX:US.

Animal Testing Should Stop Testing Their Products On Animals

In history, animal experimentation has played a significant important role in leading to new discoveries and human benefit. However, what many people tend to forget are the numbers of animal subjects that have suffered serious harm during the process of experimentation. Each day across America innocent animals are used as test subjects for products that have little to no relevance importance. Animal testing has had many negative issues arise in society in a negative way. Debating over the animal rights movement has raised many questions and concerns for years. There is an ongoing controversy regarding if companies should stop testing their products on animals. Although animal research has been the cause of many medical breakthroughs, is it morally and ethically right to put animals in these kinds of situations? This is one of the underlying questions that must be solved before it is too late. When considering how truly reliable the results of animal test are, and the expense of testi ng will help bring new light to the problem. By simply passing a policy will not only address this issue, will help better products and medicine in the future. There is many reasons why the opposing viewpoint find animal testing to be an effective method. Many would argue that animal testing has contributed too many cures for illness’s and treatments that are life-saving. In an experiment done in dogs eventually led directly to the discovery of insulin, which is critical to saving the lives ofShow MoreRelated Animal Testing Needs To Stop Essay990 Words   |  4 Pagescompanies should stop animal testing. By animal testing, the companies not only violate the animals rights (which is breaking the law), but their testing methods are hazardous which endanger the animals life. Finally, the companies should stop animal testing because each year we lose hundreds of thousands of animals and could make a difference by stopping this cruelty. Stop the animal testing, and save a life. To start with, cosmetic and drug companies should stop animal testing theirRead MoreAnimal Testing Should Be Banned878 Words   |  4 PagesKazmierczak Mrs. Kaiser English 11 29 May 2015 Animal Testing You are one of the 26 million each year chosen to suffer from testing and in laboratories. You are one of the fifty chosen just for that certain test. You are and the other 26 million are not the lucky ones. That 26 million are being murder in laboratories every year (Should Animals†¦ Testing? 1). 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Christopher Columbus The United States And Charles C....

In education today, Christopher Columbus is known by the majority of students as the man who so called â€Å"discovered† the Americas accidentally on his voyage to India. Students learn about the â€Å"Indians† that Columbus stumbled across and the cultivations that Columbus and his crew were able to accomplish on the new lands. Books tell of new resources, materials, and goods that made it all the way across the sea from Genoa, but students have not been introduced to the carryover of disease(s) that Columbus and his men effortlessly passed on to the Native Peoples, the inaccuracies of the pre-Columbian North America, or the government s influence on historical beliefs. The tales of Columbus that are popularized across education only offers a†¦show more content†¦Their lives simply depended on their ability to cultivate the natural resources amongst them as well as develop strategies for agricultural growth and societal management. â€Å"Worldwide, more than half the crops grown today were initially developed in the Americas† (Mann 10). The Native Americans were able to spread crops throughout North America through fertile lands and rural areas, as well as spread maize crops amongst the planet due to their differences growing rates. In addition to being extremely cultivative and resourceful, the belief that pre-Columbian North America was minimally populated was poorly estimated. Anthropologist and researcher of native peoples in the American hemisphere, Henry F. Dobyns, concluded that â€Å"†¦ the Western Hemisphere held ninety to 112 million people†. Although it is very small when compared to the population of the Western Hemisphere today, it stands to prove that America was more populated than the flourishing Europe at the time. Furthermore, Anna C. Roosevelt posed that Marajà ³ was â€Å"one of the outstanding indigenous cultural achievements of the New World†. Marajà ³, being an island in the the Amazon , was able to host an estimated 100,000 inhabitants accumulated by Native American tribes. This proves to the show, the ability of Native Americans to not only depend on their knowledge to survive, but as well as their abilities

Essay on A Tale of Two Cities Madame Defarge - 987 Words

Madame Thà ©rà ¨se Defarge When terrible things happen to good people there are two paths that can be traveled: forgiveness can be offered, or vengeance can be pursued. Madame Defarge from Charles Dickens’ A Tale of Two Cities, takes the latter of these two options and religiously lives by it, seeking revenge on the cruel heartless aristocracy plaguing France with famine, poverty, and oppression; however, the reasons behind her malice force the reader to understand why she performs such hateful acts during the French Revolution. Madame Defarge, though intelligent, is consumed by her hatred and has transformed into something just as bad, if not worse, than the members of the aristocracy. Madame Defarge will stop at nothing to see the†¦show more content†¦She witnesses firsthand all of the hardships the French commoners are enduring and it fuels her rage and anger toward the nobility. 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Occupational Safety Health Act of 1970 free essay sample

Examined in terms of origins, provisions, background, worker protection, litigation, need for reform, weaknesses, penalties, inspections and enforcement. The OSH (Occupational Safety and Health) Act of 1970 empowered the Secretary of Labor and OSHA (Occupation Health and Safety Administration), the federal agency created to administer the act, to establish and enforce standards guaranteeing the health and safety of all covered workers. The act covers every employer whose business affects interstate commerce. Exempted in the 1970 act were federal, state, and local government agencies. Also exempted are self-employed persons, family owned and operated farms, religious groups that do not employ workers for secular purposes, and working conditions regulated by other federal agencies under other federal statutes. The fact that municipal employees are not covered by Federal OSHA is an oversight that should be corrected. The OSH Act has undergone significant changes since its..

Rock of Ages Case Study free essay sample

Executive Summary Rock of Ages (ROA) is an industry leader in granite quarrying and manufacturing, specializing in memorials. With nine quarries ranging through Vermont, Quebec, Pennsylvania, North Carolina, and recently Ukraine, ROA offers a variety of granite colors and grades for the selective consumer. Until January, 2008, ROA also had a retail division dedicated to memorials. Although ROA has been in business for over a century, economic factors in a global economy are eroding on their once rock-solid consumer base. Specifically, ROA has operated at a loss over the last several years, with 2008 being a transition year due to the discontinuation of the Retail division. This case study serves to evaluate ROA’s strategic direction given both internal and external environmental factors using best-of-breed analysis tools. Table of Contents Executive Summary2 Rock of Ages Case Study 2 Table of Contents2 Introduction3 Mission and Goals4 Situation Analysis5 SWOT Analysis10 Porter’s Five Forces12 Sustainable Competitive Advantage13 Resources and Capabilities14 Performance Measures16 Strategic Integration17 Bibliography22 Introduction Rock of Ages is in trouble. We will write a custom essay sample on Rock of Ages Case Study or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The following pages illustrate ROA’s declining performance over the last five years in revenue while operational costs continue to rise. Return on equity plummets while debt continues to climb. This diminishes shareholder value for ROA, and impacts their long-term viability. The time for action is upon them. To evaluate the appropriate strategy to revitalize ROA’s business, we employ several analyses essentially inspecting the company from separate facets as though it were a prism. First, we analyze the current strategy and direction. What does the organization already have in motion to change their fiscal landscape? Next, we perform situational analyses of ROA by evaluating both internal and external factors which have shaped their current situation. These include: A financial analysis over the last five years, marking both long and short term trends. SWOT analysis to determine where ROA shapes their future, and where the present situations are allowed to shape ROA. Porters Five Forces analysis to evaluate how well ROA is positioned to respond to competitive pressures and which area of competition require immediate response. A competitive advantage analysis appraises how ROA differentiates them from the competition, and whether this advantage is sustainable. After gathering the data from these analyses, it’s used to create performance measures and mapped to strategic integration throughout the organization. The case study ends with recommendations based on the analyses for ROA to regain market share and preserve brand equity. Mission and Goals Founded in 1885, Rock of Ages (ROA) is nearing its 125’s birthday as a granite quarrying and manufacturing company. Priding themselves on lasting granite memorialization, the company sells wholesale memorials to independent retailers in the US and Canada. Until January of 2008, ROA operated three separate lines of business: Manufacturing, Quarrying, and Retail. The Retail division has been discontinued, allowing the company to focus on the remaining two core business divisions. ROA’s newly revised strategy now focuses on the following elements (ROA, 2008): Strategic alliances With the Retail division’s discontinuation, business partnerships with local and regional retailers, funeral directors, and cemetery owners is critical to ROA’s continued growth and success. Direct sales of private mausoleums and civic memorials Local, state, and federal funding are available for creating and renovating civic memorials. One of the recent commissions for ROA produced the world’s largest statue of Pope John Paul II at over 30 feet tall. (ROA Civic, 2008) Personalization ROA seeks to provide a product line with enough variability to meet the needs of anybody in search of a memorialization solution. Expansion of quarries and quarry business Until recently, ROA focused the business on domestic quarries only; owning and operating ten quarry properties in the US and Canada. ROA recently brokered a partnership with VIKA, Ltd. , a Ukrainian quarrying company, to broaden their product offering and remain competitive with overseas competition. Reduce overhead and streamline operations Having recently sold the Retail division, ROA seeks to decrease redundant job functions and administrative office space costs. ROA focuses on product differentiation through quality. The only company who offers a perpetual warranty (guaranteed forever), ROA products set the standard for granite memorials. Situation Analysis ROA’s situation is defined largely by recent financials. They have demonstrated year over year decline in revenue, profit, and net income since 2003 as demonstrated in Figure 1 (below). (MSN Money, 2008) Figure 1 ROA’s 2006 and 2007 financials have been resubmitted to accommodate for the discontinuation of the Retail organization, providing skewed trend lines. However, one will still note continued decline of net income between 2006 and 2007 in spite of a slight increase in both revenue and gross profit. This additional loss has been attributed to the costs of discontinued operations (Retail), and constitutes a $5. 2 million cost in 2007. The resubmission of 2006 financials have repositioned 2006 as a bounce-back year for some key metrics. Figure 2 (below) illustrates improved fixed assets turnover and inventory turnover, with a minor decline in total asset turnover. Figure 2 Figure 3 Not all key metrics show positive gain since the 2006 resubmission due to the Retail discontinuation. Figure 3 (right) shows continued decline of return on equity following the same trend line as 2003-2004. This demonstrates poor performance for stockholders. While return on equity falls, ROA’s debt ration continues to climb. Years 2006-2007 show this trend leveling off, and the current ratio in figure 5 has started to climb. These ratios will need to significantly improve to increase the company’s liquidity. Figures 4 5 While sales performance appears dismal, recent trends are largely due to the resubmission of the 2006 financials and the discontinuation of Retail. Sales revenue increased approximately 10% between 2006 and 2007 with the restated financials removing the Retail division. Figure 6 Figure 7 (below) evaluates the company’s assets and liabilities over time. This more clearly illustrates the benefit of selling the Retail organization, as the working capital once again approaches the current liabilities, and current assets are back on the rise. Again, as ROA reduces debt their market attractiveness will improve. Figure 7 Financial Summary While much of the fiscal landscape is in a period flux for ROA due to the discontinuation of the Retail business line, much work is left to put them on the road to financial recovery. Based on the company’s performance and analysts predictions, few investors would risk ROAC in their portfolio. (MSN Money, 2008) SWOT Analysis Highlights of the strengths, weaknesses, opportunities, and threats currently met by ROA are illustrated in figure 8 (below). Figure 8 (Chapman, 2008) Strengths ROA has a long history of product quality. Backed by the industry’s only perpetual warranty, ROA stands behind their product for the customer and the customer’s heirs forever. The quality begins with the type of stone quarried from the Earth, as many of ROA’s quarries yield granite composition among the best in the world. (Granite Museum, 2008) In addition to quality, ROA also moves more quantity of granite than any other quarrying company in the US. (USGS, 1997) These factors have drawn and kept a talented workforce at ROA, and provided a brand name well recognized in the granite industry. Weaknesses Although ROA demonstrates generations of granite expertise, there are some modern day business challenges which impact ROA’s profitability. Distribution channels are in need of expansion to reach a broader and more diverse customer segment. While this must be driven through key business partnerships, better management of enhanced distribution partnerships will require investment in information technology systems to integrate the ROA web presence with consumers, partners, and suppliers. ROA suffers from limited RD funding, relying on an industry as stable and solid as the product they sell. With consumers growing increasingly demanding in terms of customization, ROA needs to stay ahead of the curve in terms of innovation. Perhaps a prospective customer could upload a photo and see various types of stone to virtually carve it onto in an effort to facilitate better and faster sales. Putting choice into the hand of the consumer will create another differentiating factor for ROA to sustain their competitive advantage. Opportunities Threats Some of the external factors for ROA present themselves as opportunities rather than threats. For example, the rate of cremation is rising – currently ~25% and expected to rise to ~40% by 2010 (see figure 9 below). This presents an opportunity for the growing customer market that need an alternate method for memorializing these loved ones. A new product or deviation from the existing product line would be required to meet this need. Figure 9 (CANA, 2006) SWOT Summary This SWOT analysis reinforces ROA’s key strengths (branding, quality, labor force) which the company should continue to maintain. More importantly, however, is the revelation of the weaknesses in the organization (distribution, RD, strategic partnerships) and threats (overseas competition, labor unions) requiring a plan of action. This case study’s recommendations for that plan can be found in the Conclusion and Recommendation section. Porter’s Five Forces ROA’s competition framework is illustrated in Figure 10 below. Porter’s framework maps out the five competitive pressures for an industry. Figure 10 For ROA’s quarrying and manufacturing divisions, the larger threats stem from buyer power and substitution. Buyer power is a significant force as ROA maintains high pricing in comparison to the competition. ROA seeks to differentiate their product offering through quality and their perpetual warranty, charging a premium for these services. Buyer power is also emphasized by the growing number of alternative solutions available for memorialization. Lower cost bronze markers are common for cremation memorials, as well as spending alternatives for the urn. In these instances, the granite products ROA is known for are losing market demand, and as a result consumers have a higher bargaining power. Another of the forces in need of attention is industry rivalry. In conference calls with Norwich MBA students, ROA representatives have stated overseas competition is the fastest growing threat. â€Å"A granite company in China can quarry, manufacture, ship and resell a product for less [cost] than it takes [ROA] to create a finished product. † (Brock, 2007) While ROA contends these overseas monuments are inferior quality, this source for price competition creates diminished profit margins for ROA. Summary Similar to our SWOT analysis, we’re seeing a common theme for ROA to focus on specific areas of the business: Overseas competition Price Dwindling market segment Need for strategic partnerships (distribution, retail) Focusing on these factors will stabilize the company and provide a basis for sustained competitive advantage. Sustainable Competitive Advantage ROA’s competitive advantage is based on quality in raw materials, quality in manufacturing, and the industry’s only perpetual warranty. While these differentiating factors allow dominance over a portion of the target consumer market, the remaining consumers are less discerning on quality and more driven by price. To meet the needs of this consumer segment, ROA will need to offer a lower priced alternative product line. This can be accomplished through overseas partnerships, similar to the VIKA partnership in the Ukraine. Limiting themselves to the premier segment of a diminishing market will spell ROA’s doom. To protect the ROA brand’s association to quality, the lower-end product marketing could be done under a separate business name. The following table lists the resources and capacities for ROA. Resources and Capabilities Table 1 Importance Relative Strength Comments RESOURCES R1. Finance 9 2 ROA has shown steady decline year over year. R2. Technology 5 2 ROA has not made significant investments in technology to enable the business R3. Plant Equipment 8 8 These facilities are key components to ROAs continued success R4. Location 4 8 ROA operates in Vermont in close proximity to their quarries R5. Distribution (dealership network) 9 6 With sale of the retail division, the distribution network is critical. R6. Brands 7 7 ROA has a strong brand in the industry CAPABILITIES C1. Product Development 6 5 ROA must develop new products to meet changing market needs C2. Purchasing 7 4 ROA needs to perform a cost benefit analysis for overseas procurement of raw and semi-finished product C3. Engineering 8 9 ROA has a strong skilled labor force C4. Manufacturing 8 7 Additional cost-saving measures may be available through partnerships. C5. Financial Management 9 4 Though the Retail division has now been discontinued, the company has suffered financial losses year over year. C6. RD 5 1 No real RD investment C7. Marketing Sales 8 5 Limited web presence, lack of integrated CRM C8. Government Relations 8 8 Much of the Civic Memorial business is dependent on this business line. C9. Strategic Management 9 6 Discontinuing Retail was a sound decision, but was it too late? The company needs to get a few profitable quarters to satisfy shareholder concerns. Figure 11 Several key strengths and weaknesses are evident based on this evaluation. Of particular note is R1- ROA’s financials. This has been an area of weakness due, in large part, to the Retail organization. By discontinuing Retail, ROA has stepped onto the road to financial recovery, yet there are still additional steps needed to ensure that recovery takes place. These are addressed in other key weaknesses, such as partnership management, market incentives for distribution dealers, and contraction of operational expenses. Focusing on ROA’s strengths, engineering and manufacturing remain core assets to the company. The government relations ROA has been making are also strong assets for the organization, allowing growth in the civic memorial business where federal funding is required. Performance Measures Through the SWOT, Porter’s Five, and Resource and Capabilities matrixes, we have identified several strategic areas within ROA which are core to the growth and business success. Table 2 (below) captures these objectives with key performance measurements. These metrics above are broken into the strategic areas of financial, customer, internal processes, and learning and growth. Table 2 Strategic Performance Areas Objectives Measures Actual (2006) Actual (2007) Change Financial Cash Flow Positive net cash flow Net change in cash $ 1. 36 Mil. ($ 1. 39 Mil) ($ 2. 75 Mil. ) Revenue Increase sales Gross sales $ 50. 16 Mil. $ 55. 55 Mil. $ 5. 39 Mil. Debt Decrease debt Current Liabilities $ 47. 00 Mil. $ 27. 87 Mil. ($19. 13Mil. ) Customer Dealer relations Improve relations Dealer based sales N/A N/A N/A New products Introduce new low end product lines Customer adoption of new product N/A N/A N/A Customer satisfaction Survey to evaluate customer satisfaction Survey results N/A N/A N/A Internal Processes Manufacturing costs Decrease costs Manufacturing COGS $ 17. 6 Mil. $ 18. 0 Mil. $ 0. 4 Mil. Inventory Turnover Maintain or improve Inventory Turnover 1. 77 1. 89 0. 12 Distributor relations Improve relations Distributor survey N/A N/A N/A Learning and Growth Employee Satisfaction Maintain or improve Employee survey N/A N/A N/A Core skill competencies Improve skills Skills testing N/A N/A N/A The financial section outlines areas of positive performance, but also opportunities for improvement. Revenue improved 10% between 2006 and 2007, and debt fell 40%. While these numbers are drastic improvements, they are tempered with the discontinuation of the Retail business line, providing uncertainty on the sustainability of the recovery trend. More troubling is the slip in cash flow, as it fell from a positive $1. 36 million to a negative $1. 4 million. One will note that many of the metrics necessary in other sections are unavailable. These are metrics critical for the organization to monitor, and have either been ignored or are not publicly unavailable. Dealer relations are of particular importance with the discontinuation of the Retail organization. Strategic Integration Many suggestions brought about from these analyses are consistent with ROA’s stated mission and goals. However, while the goals ROA works towards are correct, there is still some question on the strategy in place to achieve those goals. Table 3 (below) suggests a point rating for the various segments of the business. The following section will delve into each of these initiatives in further detail. Table 3 Functional Initiatives BSC Performance Areas Affected Objectives Measures Change (2006-2007) Points HRM Human Capital Focus on strategic job families to decrease overhead SGA Increased $0. 11 Mil 15 Finance Financial Perspective Increase Profit Net Income ($1. 19 Mil) 25 Marketing Customer Management Process Increase customer base Number of sales N/A 25 Operations Inventory Turnover Increase quality, reduce errors Number of returns 0. 12 15 Change Leadership Organizational Capital Successful discontinuation of Retail and subsequent cultural adoption Strategic job employee satisfaction N/A 20 The order of importance suggested of 1) Finance 2) Marketing 3) Change Leadership 4) Operations 5) Human Resources are based on ROA’s SWOT and Porters 5 analyses. The company has been in steady fiscal decline over the last 5 years, and every effort must be made to limit overhead and spending while increasing sales in this pivotal time. To carry these sales out, a new marketing effort is required, and strategic partnerships with retailers and distributors are a core component to that effort. Based on the recent company changes and forecasted changes necessary, leadership must focus on careful strategic communication to bolster morale and align culture with the new business direction. These new directions require operational processes and systems in place to enable the business. Finally, the company cannot afford to lose the talent which provides their competitive advantage. The human capital component must focus on retaining key performers during this transition period. Conclusions Recommendations Following the suggested order of importance listed in the previous section, we begin the recommendations with Finance. As a publicly traded company, ROA has a fiduciary responsibility to their stockholders. (Friedman, 1970) Today, that responsibility is in direct conflict with the strongly held cultural values of ROA. The company has been slow to react to the overseas threat in availability and price, and has suffered significant market erosion due to this sluggishness. ROA prides themselves on being a US (and Vermont) company, and as a result of their industry and location are subject to significant overhead due to US Labor Union rates. While the quality of these skilled workers remains a differentiating factor, ROA must find ways to either lower domestic costs or increase offshore investments and partnerships to lower operational costs and provide a product line priced appropriately for the less discerning market segment unwilling to pay a premium for their product. This leads us into marketing recommendations. With the discontinuation of Retail, ROA is far more dependent on strategic partnerships in distribution and retail. Incentives for these partners are critical, and must be compelling enough to differentiate ROA from other granite wholesalers. ROA needs retailers and funeral home directors to sell ROA’s product line preferentially and only use a competing brand to save a customer sale. To facilitate this brand loyalty, ROA needs current marketing materials for consumers and information which is readily available and emphasizes ROA’s competitive advantage (quality, skilled labor, perpetual warranty) over the competition. ROA also needs a product line and pricing schedule which meets the needs of a broader segment of the market base. The ROA website needs a partner portal, such that retailers can sell ROA products through ROA’s site, as well as manage inventory and orders to ROA. This brings us to operations recommendations (we’ll address leadership at the end)†¦ One critical facet of operations is inventory management. ROA’s inventory turnover is too low. By implementing a partner portal, orders can be integrated into both lines of business (Quarry and Manufacturing), ensuring lead times are effectively managed and inventory reduced. As ROA increases its offshore presence, this type of a management system will be increasingly important to highlight areas of surplus and shortfall. By setting expectation with business partners accurately, ROA is enabling their partners to succeed, which in turn will anchor the partnership into the future. As ROA chooses where to allocate capital funds, marketing and operations should receive funding specific to these initiatives. As mentioned, ROA differentiates itself based on quality, and much of this quality stems from the skilled craftsmen and artisans which create their product offerings. Quality is core to ROA’s business, and outsourcing or off shoring these strategic job functions would likely lead to diminished quality, thereby destroying the competitive advantage ROA offers. Therefore ROA should maintain the finishing and final quality assurance inspection of all products domestic, but increase the offshore supply of raw materials (granite) and have products semi-finished shipped in. This will reduce both quarrying and manufacturing overhead, while maintaining the high levels of quality ROA is known for. The final section for recommendation is leadership. ROA’s leadership team has taken a bold step forward with discontinuation of the Retail division. However, it was done too late. The business has sustained years of lost revenue due to the failing Retail division. The leadership team has invested in offshore opportunities with VIKA. This, too, was done too late. International competition has eroded ROA’s consumer base and undersold their pricing structure. The first point of concern in evaluating ROA’s leadership is the sluggish reaction to threats and opportunities rather than proactively maneuvering the company for quicker responses. Now is the time to unite the company behind the manufacturing and quarry divisions to ensure positive momentum from the sales of Retail. Now is the time to confront the international competition threats by investing in offshore opportunities. Now is the time to solidify the relationships with distributors and retailers with strong incentives to bolster ROA’s sales and reinforce the market branding. The second point of concern is the culture in ROA which has lead to this situation. With the discontinuation of Retail, the company is provided with a rare opportunity to capitalize on the sense of urgency ensues to create change. (Kotter, 1996) With a carefully articulated vision and strategy, ROA has the opportunity to change the culture in the company from a lethargic reactive one to an energetic, proactive culture less likely to balk at the investment of an offshore manufacturing facility. Focusing inward on resource alignment is as critical (if not more so) as the external factors in ROA’s stated strategy. (ROA, 2008) Bibliography