NewEgg Essay Example for Free

NewEgg Essay NewEgg. com is the fastest computer software and hardware retailer online store. Newegg. com is a leading e-retailer committed to becoming the most loved and trusted marketplace on the web by offering superior shopping experience, rapid delivery, and stellar customer service. NewEgg. com was founded by Fred Chang in 2001 running operation in California. As today NewEgg. com has more than 11 million registered users and has managed to gain their trust as the customer gets excellent service, fast process and delivery. Newegg. com has implemented a tracking system that allows them to fulfill and process orders, allocate parts needed in a fast and organized way to save time. The system makes an accurate forecast that let them know to refill their inventory and workload as needed. Once the order gets entered the system labels and assigns a tote that moves on a conveyor system to a pick up area where parts get scanned along the tote and order gets filled. By doing so it keeps the inventory controlled and parts bins get refilled as inventory gets low. The company reduces the operational cost by monitoring orders and work loads, if an area gets busy its easy for the managers to re assign operators to move and reduce the work load in that area. Conveyors not in used the systems stops the automatically to save energy. UPS and FedEx make almost 10 stops a day bringing parts and making pick ups to deliver customers. High percentage of orders gets processed and leaves facilities within the same day and makes it to the customer by the second business days and just about the 10 percentage the customer gets it by the third day.

In 1794 Temporary Capital :: essays research papers

In 1794 the temporary capital was in an extreme state of political excitement. Federalist Thimas Fitzsimons, was challenged by Republican John Swanwick with vicious charges with the intent to attract voters. Fitzsimons’s supporters called Swanwick an unstable person who was unknown by the political public until he got to know the enemies and made friends with them. John won a syunning victory over Fitzsimons, beating seven of the twelve votes and getting fifty-six percent of the votes. 1789 and 1801 were very crucial years for the young America. Franklin had said that Americans had proved that they were able to destroy governments. The candidates for this election were Thomas Fitzsimon, and John Swanwick.   Ã‚  Ã‚  Ã‚  Ã‚  Fitzsimons was born in Ireland and later migrated to the colonies before the revolution. He first started low by working for a clerk, then later moved up and married into the principal merchant’s family. he was the original founders of the Bank of North America, and the president of the Insurance Company of North America. John was a Roman Catholic. He was a member of the Federalist inner circle in Philadelphia and a firm supporter of Alexander Hamilton.   Ã‚  Ã‚  Ã‚  Ã‚  Swanwick was born in England. Him and his family arrived in the colonies in the early 1770’s. John embraced the Patriot cause. Johnwas hired as a merchant in a firm where is fluency in French and German made him invaluable to the firm. He quickly rose to full partnership in 1783. then in 1794 he bought out his partner share in the company and became full owner. By 1793, he had fallen away from Federalism and had become a Democratic-Republican.   Ã‚  Ã‚  Ã‚  Ã‚  The Federalists believed in preserving liberty. It was revealing the rulers who were chosen by the people and the government. Their views on the whisky rebellion were that they vowed not to pay taxes. The democratic-republican wanted war. They were letting the revenue officers arrange themselves immediately under the banner of treasury.   Ã‚  Ã‚  Ã‚  Ã‚  The first account of yellow fever appeared toward the latter end of July, in a lodging house in North Water Street. During the month of august the funerals amounted to upwards of three hundred. The disease quickly spread through all sides, and in this month one thousand four hundred were added to this list of mortality. The disease was still progressing and towards the end ninety to one hundred were dyeing daily. The mortality total amounted to four thousand and forty one deaths.

Classical Management Theory

Classical management theory, for all it’s rationality and potential to improve efficiency, dehumanised the practice of management (Inkson & Kolb, 2001). Choosing either bureaucracy or scientific management, discuss this quote and argue whether modern business’ continues to dehumanise. People’s conception of the nature of work and the social relationships between individuals in various levels in organizations changed, brought by the industrial revolution of the late 1800s. Classical management believed in work specialization. That is, that work should be organized and divided according to one’s specific individual skill. There are three subfields of management, each with a slightly different emphasis: scientific management, bureaucratic organisations and administrative principles (Wrege & Stoka, 1978). Using scientific management, we will explore the ways it dehumanised the practice of management. Firstly, by discussing it’s systematic approach that was designed by Frederick Taylor, to solely improve productivity by reducing the amount of time and effort needed in solving a task. Secondly, by exploring how human needs and considerations were given little or no regard. Then lastly, how the human relations movement was formed and the ways it ‘humanised’ the practice of management to become what modern management is today. Scientific management was a systematic approach that was designed by Frederick Taylor, one of the original advocates of scientific management, to solely improve productivity by introducing a machine-like structure that reduced the amount of time and effort needed. His philosophy is encapsulated in his statement, â€Å"In the past the man has been first. In the future, the system must be first† (Wren, 1979). This job redesign was at the heart of the scientific management movement, and efforts to simplify job design reached its peak in the assembly-line production techniques that became popular in the early 1900s. It formed the basis for what became known as the scientific management movement, and had the following characteristics; Machine pacing – this was when the production rate was determined by the speed of the conveyor belt, not by the workers themselves. Task repetitiveness – tasks were performed over and over during a single work shift. On auto assembly lines, for example, typical work cycles (that is, times allowed for completion of an entire piece of work) ranged from thirty seconds to one and a half minutes. This means a worker performed the same task up to 500 times a day. Next were low skill requirements – jobs could be easily learnt and workers were easily replaced. Task specialization – each job consisted of only a few operations. Limited social interaction was also a factor – due to the speed of the assembly line, noise and physical separation. Finally, tools and techniques specified – selected tools and techniques were assigned by staff specialists (usually industrial engineers) to maximize efficiency. As you can see, organisations had machine-like structures, which increased a workers speed and expertise in one specialised area. It also reduced the amount of time spent on a task and the effort of teaching them a range of skills, which in turn helped the business achieve organizational productivity and efficiency. But buy doing so; management lost its human side. Human needs and considerations of its workers were given little or no regard. Therefore Taylor felt the worker was, essentially, just part of a huge line of processes. Although the techniques led to an increase in output as well an increase in efficiency, problems with this new form of management began to arise. Firstly, it became increasingly apparent that factors other than money had motivating potential for workers to increase output and efficiency. Second, managers became aware that many employees would work consistently without the need for close supervision and control. Lastly, some managers attempted job simplification techniques without having the need to increase pay when there was an increase in output. It’s failure to deal with the social context and workers’ needs led to increased conflict between managers and employees (Samson & Daft, 2009), as wages fell behind productivity and as increased efficiency lead to cuts in the number of workers. Job fractionation lead to unauthorized breaks, as people did not like their jobs. Workers reacted by refusing to co-operate, and unionization efforts and sabotage also became more common during this period. Over time, concern for improving worker’s attitudes arose and by the 1930s, behavioural scientists began looking at ways to make employees happier on the job. As we have just discussed, the benefits that arose from scientific management seemed outweighed by the multiple drawbacks we have just highlighted, relating the human needs and considerations of workers. Thus, the idea based on rationality and technique almost seemed to â€Å"dehumanise the practice of management†, through this statement Inkson & Kolb (2001) understood. This emphasis on the human factor in employee performance became known as the human relations movement. Management now realized that people wanted to feel useful and important at work. Attention moved away from scientific measurement of fractionation towards a better understanding of the nature of interpersonal and group relations on the job. Motivation had taken a shift from the piece-rate approach to having a stronger social emphasis. â€Å"Hardly a competent workman can be found who does not devote a considerable amount of time to studying just how slowly he can work and still convince his employer that he is going at a good pace† (Taplin, 2006). This quote reflects the previous generally accepted mentality of the average worker, in that their sole motivation was money – the human relations movement changed all of this. Workers wanted to be recognized as individuals and it was concluded that it was failure to treat employees as human beings was largely responsible for poor performance, low morale, high job turnover, absenteeism, among other problems. Because of these problems, an effort was made by managers to make employees feel important and involved. Morale surveys, for instance, became popular as an indicator within organizations, as well as departmental meetings and company newspapers. Supervisory training programmes were initiated to train managers in group dynamics. These were all attempts to help employees feel involved and important to the organisation. As you can see, scientific management, in all it’s rationality, had ultimately dehumanised the practice of management to the point where scientific research was undertaken to better understand the worker and recognize them as individuals. From a modern point of view, the advent of human relations has dramatically changed management techniques today. Although it is constantly changing, two aspects from traditional theories of motivation continue. Firstly, the basic goal of management remained employee compliance with managerial authority. The major differences were the strategies for accomplishing this. Second, nothing has changed in regards to the nature of the job itself. Instead, nterpersonal strategies in the workplace were introduced in an effort to make employees more satisfied and ultimately more productive (Youngblood, 2000). For instance, seminars to improve management and group dynamics were given by businesses to their managers, but their job is still the same. That said, such efforts are aimed at better understanding of human relations in the workplace, to improve employee morale and to recognize workers as individuals and the statement that ‘modern business’ continue to dehumanise’ can no longer be justified. We have discussed the quote â€Å"Classical management theory, for all it’s rationality and potential to improve efficiency, dehumanised the practice of management† (Inkson & Kolb, 2001)† and explored the philosophy of scientific management, which was an idea based on rationality and technique. It â€Å"dehumanised the practice of management† through a number of ways which we have explored in this essay. First, through it’s systematic approach designed by Frederick Taylor to solely improve productivity by reducing the amount of time and effort needed in solving a task. Second, by having little or no consideration for the needs of workers – they were merely part of a machine. Although two traditional theories forming the basis of management remain, the human relations movement has greatly impacted management techniques and it’s entire philosophy. From a once fractionised system it has shifted to having a large social emphasis, forming what modern management is today. Therefore, scientific management without a doubt dehumanised the practice of management and the argument that ‘modern business’ continue to dehumanise’ can no longer be supported.

Mock Consultation Case Study - 3374 Words

Mock Consultation: Bobby Per Brown, Pryzwansky, Schulte (2011) consultation is a process of solving problems, or aid consultees with the knowledge to exercise their abilities to work more efficaciously within their organization, an individual, or group. Ideally, the consultant and consultee share an egalitarian relationship, and the skills in play mirror those of a counselor-client relationship, both consultant and consultee share ideas to solve an issue (Brown, Pryzwansky, Schulte, 2011). In this paper, I will give the framework for the consultation, explain the difference between consultation, prevention, and intervention in relation to the scenario, and give an assessment strategy. Additionally, I will discuss a theory behind the†¦show more content†¦The framework for beginning this consultation includes several steps that need to be completed. In the beginning, a consultant must have entry or the initial meeting with the consultee and stakeholders (Brown, Pryzwansky, Schulte, 2011). Next, the consultant and consultee must define the problem, as well as the desired outcome (Brown, Pryzwansky, Schulte, 2011). Once the problem has been defined, and a goal set, collection of information, along with an intervention will be established. Additionally, a plan must be formulated and implemented with a way to measure and evaluate its effectiveness (Brown, Pryzwansky, Schulte, 2011). Lastly, the consultation must be evaluated, a consultant must reduce involvement, and terminate the consultation (Brown, Pryzwansky, Schulte, 2011). Consultation, Prevention, and Intervention Consultation defined in the relation to the scenario is the school counselor seeking input from a consultant and a plan to help the teacher, Bobby’s mother, and Bobby to reduce the unwanted, violent behavioral pattern he is exhibiting (Brown, Pryzwansky, Schulte, 2011). Per Shea Shern (2011) Prevention is the active process that aids individuals and organizations to promote well-being. Prevention is not just on the individual or organization, it is a community effort (Shea Shern, 2011). In contrast, an intervention is aimed at an individual, family, or organization that are already involved in aShow MoreRelatedEssay on Reflective Nursing Case Study708 Words   |  3 PagesCase Study One In this case study I will use Gibbs (1988) model of reflection to write a personal account of an abdominal examination carried out in general practice under the supervision of my mentor, utilising the skills taught during the module thus far. 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