The Heritage of Operations Management - 2336 Words

THE HERITAGE OF OPERATIONS MANAGEMENT To start, I would like to give a view of ‘what OM is and why it is important today’. Operations management is the area concerned with the efficiency and effectiveness of the operation in support and development of the firms strategic goals. Other areas of concern to operations management include the design and operations of systems to provide goods and services. To put it succinctly, operations management is the planning, scheduling, and control of the activities that transform inputs (raw materials and labor) into outputs (finished goods and services). A set of recognized and well-developed concepts, tools, and techniques belong within the framework considered operations management. While the term†¦show more content†¦When word got out about the Cotton Gin, plantation owners began planting as much green seed cotton as the land would allow. Though Whitney received a patent for his cotton gin invention in 1794, by that time the invention was being pirated and used all over the country. Ultimately, Whitney left the South with very little to show for the invention that had made croppers millions. However, upon his return to the North, he re-invented American manufacturing with the idea of mass production. We also incorporate our second author in this era, Frederick W. Taylor (1856-1915), who is considered the father of the scientific management. Frederick Winslow Taylor devised a system he called scientific management, a form of industrial engineering that established the organization of work as in Fords assembly line. This discipline, along with the industrial psychology established by others at the Hawthorne Works of Western Electic in the 1920s, moved management theory from early time-and-motion studies to the latest total quality control ideas. Frederick W. Taylor and his colleagues were among the first to systematically seek the best way to produce. Taylor, born in Philadelphia, prepared for college at Philips Academy in Exeter, N.H., and was accepted at Harvard. His eyesight failed and he became an industrial apprentice in the depression of 1873. AtShow MoreRelated To find any problems that may be encountered arising from an online1116 Words   |  5 Pagespresence and also any key business opportunities and how the online presence could improve the Heritage Park business. 1 The beginning 1.3 Terms of reference The deadline of this report is 7th January 2005 and the purpose of it is to find any problems that may be encountered arising from an online presence and also any key business opportunities and how the online presence could improve the Heritage Park business. 1.4 Methodology/Procedures To do this report I will be finding out whatRead MoreEssay On Clean Energy And Bc Community1212 Words   |  5 Pagesplanning, construction, and operations. This includes road maintenance, crane services, transmission line construction, electrical services, transportation, and professional services from engineering firms, consultants, and biologists. ââ€"  Clean energy investments have an impact in their local communities: o During pre-planning and planning phases of a project, 25% of spending occurs locally. o During construction, 50% of spending occurs locally. o When in operation, 70%, of spending occurs locallyRead MoreThe Sustainable Measures Of Middle Eastern Heritage Buildings1263 Words   |  6 PagesThe sustainable measures of Middle Eastern heritage buildings are limited, as well the international green rating system versions are still unsuitable and unable to adapt the local conditions and customs. Despite the Arab efforts to have their own rating systems, such as Abu Dhabi, Qatar and Kuwait (Komurlu, Ruveyda, Asli Pelin Gurgun, and David Arditi 2015, Omar Attallah, Sherif, Ahmad Senouci, Amr Kandil, and Hassan Al-Derham 2013), sustainability in most Middle Eastern countries is still deficientRead MoreThe Increase Of Competition And Market Instability Of Luxury Fashion Brands1238 Words   |  5 Pagescompany. Fendi’s competency is having a deep cultural heritage within the brand that differs from competitors, while producing high quality goods that are specifically harder to imitate. Value chain activities are tasks completed by the company to produce products and then sell, distribute and service those products in a way that creates value for customers. The key primary activities for Fendi are operations and marketing and sales. As for operations, Fendi develop their core products, of bags and fursRead MorePreserving Manovo-Gounda St Floris National Park Essay examples1524 Words   |  7 PagesIntroduction to Life Science (Axia) SCI/230 The threat to Manovo-Gounda St floris National Park is overwhelming and should be of great concern. Manovo-Gounda St floris National Park was designated as a World heritage Park because of its unique natural formations and its endangered species. For this reason special attention should be made to help save and preserve the forest and the wild life that resides on the land. According to the unep-wcmc.org webRead MoreICOMs Restatment of Values1165 Words   |  5 Pagesout its mission, ICOM values as a universal human right, access to the cultural and natural heritage by individuals and communities throughout the world. ICOM values and cherishes human creativity and recognises its importance to all people ICOM values democratic principles including a fundamental commitment to respect equality and diversity in the conduct of its business and in its promotion of the heritage cultural and natural, tangible and intangible ICOM values the unique contribution to societyRead MoreCross Culture Platform And Heritage Theme Essay1466 Words   |  6 PagesBusiness Overview Cross Culture platform and heritage theme is most vital strategy of King darbar Hotel. King Darbar is new definition in field of hospitality with wide range of in-house services like Gymnasium, Restaurant, Spa, Swimming pool, Conference hall, Banquet Hall, Souvenir shop, Theme evenings, and Puppet shows. To be with time and to survive in cut throw competition, we will adopt most latest and advance technology. We are going to start King Darbar hotel is at Ahmedabad ,Guajarat. AhmedabadRead MoreImpact Of Langham s Proposed International Expansion773 Words   |  4 Pagesthat Langham develop, diversify or consolidate its brands? The Langham group should develop its brands with one general concept behind the essential aspects of the hotel operation, which includes the level of service, quality management, building quality, and brand identity. By focusing on the previous aspects of their hotel operations, the Langham group will be able to develop a brand that is consistent throughout the global market, and gives the guest the opportunity to know what to expect from thisRead MoreNational Trust For Historic Preservation1537 Words   |  7 PagesHeritage tourism is a growing niche in the tourism industry and it is something that most tourists will engage at. By breaking the term is separated into heritage and tourism, the term heritage is mainly associated with the meaning of the inheritance of something that is passed on throughout the ages (Nuryanti, 1996). Tourism can be interpreted as the movement to somewhere to experience a contrast to the current way of living (Miller, 2015). The definition that the Nati onal Trust for Historic PreservationRead MoreCooperation In Ukraine999 Words   |  4 Pagesas trade, economic, and investment cooperation. Poland’s cooperation consists of areas such as education and cultural. Culturally, both nations are ardent about popularizing their national heritage. By cooperating with Poland, Ukraine focuses mainly on three areas: the reform of the cultural sphere management, Poland’s backing of Ukrainian art and culture into the European cultural environment. A few instances of this cooperation are: Ukrainian Culture Festival in Sopot, Ukrainian Spring in Poznan

Compensation and Benefit in Dominos Pizza Essay - 1302 Words

Dominos Pizza is one of the world biggest companies of pizza production and delivery. The company was founded in the USA in 1960 by Tom Monaghan. Since that time Dominos Pizza Company became one of the leading fast food delivery companies in the world: We have been delivering quality, affordable pizza to our customers since 1960 when brothers Thomas and James Monaghan borrowed $900 and purchased a small pizza store in Ypsilanti, Michigan. Since that time, our store count and geographic reach have grown substantially (Dominos Pizza). Dominos Pizza combines some methods of international expansion and development, but there are some most effective ones which provide the best penetration to the international markets. The paper will†¦show more content†¦They are based on Franchising Agreement with Dominos Pizza International, Inc. A franchisee must have appropriate local market, business strategies and experience knowledge. Through well developed franchising system Dominos Pizza Company gains constant royalty payments which allow the company to develop and expand to international markets. The growth and benefit of Dominos Pizza is mainly provided by its franchising system development and royalty payments from numerous stores throughout the world. This system provides competitive compensation and appropriate benefit for the company: All the other Human Resource (HR) processes and systems, like competitive compensation, appropriate benefits and providing a learning environment, add to that (Whitney K., 2005). The company has chosen the most appropriate method of international expansion. Dominos Pizza makes franchising agreements with appropriate firms working in relevant market segments and having local market features knowledge. This mode of international expansion protects Dominos Pizza from superfluous financial costs connected with wholly owned subsidiaries. To increase franchisee compensation and benefit, and support the brand image of Dominos Pizza, the company provides different kinds of franchisee supporting programs. The training course gives appropriate knowledge of Dominos Pizza functioning, its rules and policy, as well as other relevant elements ofShow MoreRelatedDominoes1170 Words   |  5 Pagesthe organization, its size, and any specific human resource challenges it faces. Domino’s Pizza is a multi-billion dollar a year enterprise.   The company operates through a network of roughly 9,000 stores scattered throughout the 50 states and located in over 60 countries (DATAMONITOR: Domninos Pizza, Inc., 2010).   Since the first Domino’s franchise opened in Ypsilanti, Michigan in 1967, the pioneering giant of pizza delivery has established itself as a household name (Lief, 2008). However, maintainingRead MoreHr Practices at Dominos3245 Words   |  13 PagesPRACTICES AT DOMINO’S PIZZA {draw:frame} Submitted to: Dr. G. Prageetha Raju Date: 4th January 2010 SUBMITTED By: Ananya Bhaduri (09BSHYD0092) Neetu Pillai (09BSHYD0493) Ruchi Agrawal (09BSHYD1009) Sanya Jain (09BSHYD0738) Sweta Singhania (09BSHYD0911) HR POLICIES AT DOMINO’S PIZZA _ â€Å"According to the recently held Hewitt Best Employer Survey, Domino’s Pizza India Ltd. has been ranked as the Best Employer in the Quick Service Restaurant (QSR) industry in India. Domino’s has beenRead MoreValue Chain in Dominos Pizza5624 Words   |  23 Pages1.OVERVIEW Domino’s Pizza is the No. 1 Pizza Delivery Company in the world and the undisputed pizza delivery expert. The Company has a unique business and operation model and is a pioneer in the fast food industry. Since 1960, Domino’s Pizza has successfully expanded from 3 outlets in the United State to 9,350 stores operating in seventy countries. Domino’s operation in Malaysia and overseas uses the franchise model. The parent company, Domino’s Pizza LLC is head quartered in Michigan, United StateRead MoreThe History and Success of Pizza Hut2626 Words   |  11 PagesExecutive Summary Pizza Hut started its franchise in the United States and then it began to spread internationally. 2,395 Pizza Hut restaurants were operated by 135 partnerships, individual business personnel, and corporations in 1986. Pizza Hut, Inc. is a well-developed corporation, but it also encountered pure competition with its fellow rivals of selling pizza. The external factors that Pizza Hut faced were due to its competition because it was hard for their business to have complete controlRead MoreInternational Economic Exam Paper1163 Words   |  5 PagesPAPER FOR RESIT CANDIDATES PAPER A Time Allowed: THREE hours Answer THREE questions No credit will be given for attempting any further questions. This exam paper has been made available in electronic form strictly for the educational benefit of current Royal Holloway students on the course of study in question. No further copying, distribution or publication of this exam paper is permitted. By printing or downloading this exam paper, you are consenting to these restrictions.  © Royal HollowayRead MoreThe Effects Of Social Media On Corporate Bad News And A Ceo s Apology4956 Words   |  20 Pagesspread of two types of information: corporate bad news and a CEO’s apology. We attempted to understand how sentiments on corporate bad news propagate in Twitter and whether any social network feature facilitates its spread. We investigated the Domino’s Pizza crisis in 2009, where bad news spread rapidly through social media followed by an official apology from the company. Our work shows that bad news spreads faster than other types of information, such as an apology, and sparks a great degree ofRead MoreCovert Advertis ing3464 Words   |  14 PagesABSTRACT De Dana Dan, Wake Up Sid, Dhoom, Phir Hera Pheri and Matrix are some excellent examples of movies with covert advertising. Brands such as Coca Cola, ICICI Bank, Domino’s, Nokia, Aston Martin and Suzuki have placed themselves in these movies. Nowadays, these tactics are common in most of the films. Some very well managed product placements appear to be quiet natural, if not logical. But some seem to be badly inspired by a commercial spin-off, with all the negative consequences it may generateRead MoreService Marketing-Pizza Hut13362 Words   |  54 Pages[Year] IBS Administrator [PIZZA HUT: AN ANALYSIS OF SERVICES] Submitted to: Prof. K.C. Prakash Submitted By: Pallavi (07BS2758) â€Æ' Table of Contents Company Profile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.02 Industry profile†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 Major competitors profile†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦13 Literature review†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.20 Marketing Mix Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..23 Marketing Mix Of Competitors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreMacro and Micro Political Risk3232 Words   |  13 Pagesrisk at a macro level which is difficult to predict is ‘expropriation’ i.e. the confiscation of foreign property with little no compensation. In 1938 the American Oil Fields were expropriated by the Mexican government (Mises, 2006) and more recently in after program of â€Å"indigenization† (Rugman, 2008) Zimbabwe seized farms and private businesses without giving any compensation to the owners (www.mg.co.za). Changes bureaucracy or legislation can have a direct effect on the amount of foreign direct investmentRead MoreMcdonalds Strategic Analysis12693 Words   |  51 Pages * Taco Bell and KFC locations under one roof * Dunkin Donuts and Baskin-Robbins * Arby’s and p.t. Noodles * Non-traditional operations * McDonald’s operations in Wal-Mart stores and gas stations * Little Caesar’s Pizza outlets in Kmart stores * International development * Companies such as McDonald’s, KFC, and Burger King continue aggressive development of markets in Asia and South America. * Value Offerings * Consumers want value, so prices

Supply Chain Operations for Ergon Energy- myassignmenthelp.com

Question: Discuss about theSupply Chain Operations for Ergon Energy. Answer: Overview of Ergon Energy Australia Ergon Energy is a subsidiary of the Energy Queensland Limited (EQL), a corporation owned by Government of Queensland. Ergon Energy provides energy to all of Queensland, except south-east Queensland via the Australian Energy Regulator (AER) network which sets the prices that Ergon Energy can charge from customers. The company was founded on July 1, 1999 and has its headquarters in Townsville (Corporate profile, 2017). Ergon Energy is an active player in unconventional energy generation mechanisms and is one of the chief buyers of renewable power resources in Australia. The company is a major contributor to the skill-development process across the Queensland region. The company also pays attention to its social responsibility through partnerships with certain client communities. Ergon Energys distribution network including poling and wiring is mainly managed by the Australian Energy Regulator (AER). This authority also sets the revenues that can be collected by Ergon Energy for its services (Service regions and depot map, 2017). One of the other subsidiaries of the company is Ergon Energy Telecommunications pvt ltd, with Nexium Telecommunications as its trade name. This organization mainly serves Ergon Energys communication needs and is an authorized telecommunications transporter that also provides Queensland with high-speed broadband. The company has a joint undertaking with Energex Ltd, Sparq Solutions pvt ltd that offers Communications Technology and Information solutions to them (Executive management team, 2017). Ergon Energys core values are based on an abbreviated term known as SPIRIT. It stands for Safety, Professionalism, Integrity, Respect, Innovation and Team Work. The companys goal is to implant these values into the conscious minds of all of its employees so that they can always remember these and implement in daily professional routine (Environmental management practices, 2017). Day-today-Operation of Ergon Energy The electricity network of Ergon Energy consists of a hundred-and-sixty-thousand km of powerlines and approx. 1 million electricity poles. It also consists of related infrastructure like the main substations and electricity transformers. Ergon Energy has since Aug 2007 possessed and made to function the Barcaldine gas-fired power station and associated set-up that is responsible for supplying power to main grid (Ergon Energy Corporation Limited, 2010). There are two main functional areas in which Ergon Energy generally operates into. One of them is the department which manufactures and manages electricity allocation network and the other is the retail department whose task is to sell that electricity to common people and businesses (Corporate profile, 2017). The network functional area of Ergon Energy is responsible for manufacturing and distributing the electricity in the entire region of Queensland, basically building poles and wires. Under this operational function, Ergon Energy also has certain roles to play which includes informing their customers of planned and unplanned outages and restoration processes, to restore power quickly after a natural disaster such as cyclone or floods, to add and establish new connections to homes and businesses, to accommodate connections for solar and new technologies, to ensure their customers and staff around electricity are safe, to read over 5 million meters each year and plan for the future of electricity network (OSullivan, Oo Harvey, 2010). Ergon Energy also has another major functional area Retail. The main objective of this functional area is to sell electricity connections and opening of new accounts and arranging location shifts, calculation of correct tariff plans for every customer, managing electricity usage, giving customers various options to pay for accounts, subscribing for clean energy and donating for Royal Flying Doctor Service (Service regions and depot map, 2017). Linkages between Ergon Energy operations and courses theory The LB5230 theory as supplied in our courseware that deals with the concepts of the Supply Chain Management, Value Chain Management and Operations Management has a significant impact on the business operations of Ergon Energy (Coelli Lawerence, 2006). Operations Management is the art and science of making sure that goods and services of the firm are made and delivered in an effective manner to the end customers. OM includes the know-how of designing of goods, services, the processes that manufacture them, the everyday upkeep of those processes and the continuous improvement of such processes (Roy, 2005). The Value Chain background is formed when a tactical process at the strategic level, a plan procedure on the planning level and operations procedures on the operating level exists in the organization. A value chain is the process that disaggregates a firm into its strategically relevant activities to understand the behavior of costs and the existing and potential sources of differentiation (Roy, 2005, p.120). The typical value chain as made known by Porter includes of a set of actions which are done to produce, design, advertise, supply and support their product. Michael E. Porter has classified these actions into two broad headings viz: Primary Activities These are activities which include outbound logistics, inbound logistics, operations, sales and marketing, services in the basic value chain building value directly Support Activities Support activities include collection, human resource management, management of technology, organizational infrastructure backing the value creation in the basic value chain Supply Chain Management A supply chain management encompasses all the integrated activities that actually bring the end product to market and make customers satisfied. The Supply Chain Management program integrates topics from manufacturing operations, purchasing, transportation and physical distribution (Coelli Lawerence, 2006, p. 236). Ergon Energy is one of leading and highly diverse electricity supply companies of Australia and it does understand its responsibility to coordinate its operations in a manner that minimizes ecological impact. Ergon Energy is a socially responsible and conscious electricity supply organization of Australia that has been in the industry since more than a decade. The organization employs over 4000 people and has been rated as a top company to work for in Australia because of its decent corporate culture and high employee satisfaction ratings (Sioshansi, 2016). Ergon Energy is under the regulation of National Electricity Rules (NER) that is a part of the Australian Energy Regulator (AER). AER is responsible to set the amount of revenues that Ergon Energy is permitted to collect (OSullivan, Oo Harvey, 2010). Such revenue figures construct approx. fifty percent electricity retail price in Queensland. The company has extensively engaged with its customers to make them informed of their proposal and with constant support from the Australian Energy Regulator the company would be able to deliver premium quality results for regional Queensland (Demand and energy management plan, 2017). The company has a vital role in all the four elements of the power supply chain. Ergon Energy is both a supplier and a buyer, and plays less significant roles in creation and transmission of electricity. These revenues as estimated by the AER are primarily aimed at recovering the costs incurred in distributing electricity to customers (Response to ACCC discussion paper: National broadband network points of interconnect, 2017). The company has employed a coordinated, varied customer/community arrangement program in order to align its long-term interests of customers. One of the main aims of the organization has been to provide customers and other shareholders with a prospect to let know of their views and give input on expenditure schemes and important investments. Such inputs and suggestions are also processed to critically analyze the customers paying patterns for companys various services and standards (Corporate profile, 2017). These efforts of Ergon Energy have helped the organization to better understand the upcoming challenges that may be faced in the community and industry in general (Evans Hunt, 2009). The companys customer arrangement program for supervisory scheme since the last eighteen months has involved uninterrupted customer engagement that is supported by online information sharing and also important customer research package. The companys significant Board, CEO and top organization commit ment to local stakeholder and main body involvement (Executive management team, 2017). Sustainability within the Business model of Ergon Energy As per the business model of the company, the network of Ergon Energy would be such that provides an easily accessible platform and an equitable access to distributed energy resources and applications paving the path for an effective market that enables desired outcomes in a cost-efficient way. Ergon Energy has collaborated with the Government of Queensland to perform the outlined initiatives with the assistance of The Queensland Plan: a 30-year vision for Queensland; and PowerQ: a long-term strategy for Queenslands electricity sector (Liu, Rasul, Oo, Khan, 2010, p. 4). To align the strategic plans with these key planning documents Ergon Energy has made vital strategic plans. As part of this empowerment process, it is one of the objectives of the company to deliver the Queensland economy through certain techniques and methods. These methods include some key strategic objectives, strategic enablers and the outcomes derived from applying such techniques (Ergon Energy Corporation Limited, 2010). Strategic Objectives- the Company aims to achieve certain key strategic objectives through customer choice and control. The company aims to increase in average network price below inflation. Ergon Energy also aims to increase the productivity of energy resources. Key Strategic Enablers Some of the key strategic enablers of the company are effective market and prudent investment. Ergon Energy also strives to offer efficient service to its customers. Outcomes By carefully implementing the strategic objectives and key strategic enablers, Ergon Energy achieves customer value. The company also allows for better flexible work practices. Another major outcome is that the Queensland economy becomes stronger through the utilization of the Developer Charter. Ergon Energy has undergone fair restructuring to achieve new strategic direction, and updated its accountabilities to emphasize more on efficiency and enable for an effective market in the Queensland economy (Liu, Rasul, Oo, Khan, 2010). References Coelli, T. Lawerence, D., A. (2006). Performance measurement and regulation of network utilities. Cheltenham, UK: Edward Elgar. Ergon Energy Corporation Limited. (2010). Response to ACCC discussion paper: National broadband network points of interconnect. Retrieved from https://www.accc.gov.au/system/files/Ergon%20Energy%20-%20Public%20submission%20on%20NBN%20POIs.pdf. Ergon Energy. (2017). Corporate profile. Retrieved from https://www.ergon.com.au/about-us/who-we-are/our-company/corporate-profile. Ergon Energy. (2017). Demand and energy management plan. Retrieved from https://www.ergon.com.au/__data/assets/pdf_file/0005/241394/Demand-and-Energy-Management-Plan-2017-18.pdf. Ergon Energy. (2017). Environmental management practices. Retrieved from https://www.ergon.com.au/network/network-management/environmental-management. Ergon Energy. (2017). Executive management team. Retrieved from https://www.ergon.com.au/about-us/who-we-are/our-company/leadership-team/executive-team. Ergon Energy. (2017). Service regions and depot map. Retrieved from https://www.ergon.com.au/about-us/who-we-are/our-company/service-regions-and-depot-map. Evans, J. Hunt, L., C. (2009). International handbook on the economics of energy. Cheltenham, UK: Edward Elgar. Liu, G., Rasul, M., Oo, A., Khan, M. (2010). Emissions calculation for a grid-assisted hybrid renewable energy system in central Queensland region. Fusion Solutions: Challenges and Innovations: Proceedings of the 2010 IV Network conference(pp. 1-1). OSullivan, B., Oo, A., Harvey, B. (2010). Fusion Solutions: Challenges and Innovations : Proceedings of the 2010 IV Network conference. Ergon energy alternative augmentation evaluation tool for distribution planning, pp. 1-1. Roy, Dr., R., M. (2005). A modern approach to operations management. New Delhi, India: New Age International Publishers. Sioshansi, F., P. (2016). Future of utilities - utilities of the future: How technological innovations in distributed energy resources will reshape the electric power sector. London, UK: Academic Press.

Corporate Coalitions and Policy Business

Question: Discuss about the Corporate Coalitions and Policy Business. Answer: Introduction According to Klver (2013), Lobbying is considered as the act of persuading others through influencing their actions, policies ad decisions. The European integration is quite a wider and a deeper concept, which helps in the discussion of European Union. One of the prominent issue that prevails in the European Union is lobbying with regards to it institutional and political debate over the span of 20 years in comparison to Brussels and Washington DC (Aspinwall and Greenwood 2013). One of the principal reasons for this phenomenon is the growth in the role of EU as a policymaker. The institutions of European Union have expanded their regulatory competence in the areas of single market, consumer protection, environmental law, and policy proposals that had become complicated. They had raised their reliability on technological advancements thereby to draft legislation to be provided by outside groups among the others (Chalmers 2013). In this particular essay, the impacts of lobbying in European union has been analysed. The introductory part is followed by the section of analysis. In that particular section, the three direct impacts of lobbying in EU, namely, direct impact, indirect impact and economic impact would be analysed along with facts and statements. The impacts are followed by the policies that had been undertaken by the European union in order to regulate the lobbying practices. This analysis would be quite helpful in stating the viewpoint of the essay, thereby making the status thesis statement strong. The analysis of the essay would be followed by a conclusion of the findings and summary. In illumination of an unparalleled development of lobbying in Brussels and the multifaceted nature of European public policy proceedings, one is faced with imperative issues of amendable lobbyists and developing intelligibility. In western politics, lobbying has always been a familiar sight, if not something that can be deemed as a welcome note in the region (Newman and Bach 2014). The European policy-makers identify that both public and private interests have justifiable and significant responsibility to play in the policy progression. The European region witnesses an European public process where around 15,000 officials representing Commission and European Parliamentary officials appear before some 20,000 lobbyists on a regular basis (Richardson and Mazey 2015). This fact is not surprising that an important dependency exists between the lobbyists and the policy makers that are based on expertise, rigid needs, information and character has materialized. This is the reason the ways a re being dignified and developed the codes of conduct of EU lobbying where exchange of information are not damaged. It is during the 1990s, the activity of EU interest group exploded resulting from measured transfer of narrow functions from the member states to the EU establishment along with the synchronized and the simultaneous preface of competent majority voting on the issues pertaining in the Single Market (Klver, Braun and Beyers 2015). Keeping in contrast with the increasing functional supply, institutional stipulation for EU interest group movement was assisted by the candidness of the European commission and the Parliament of Europe. The EU is considered to be one of the super national organization that is being subjugated by the council of national governments and the bureaucracy of the Commission which weakens the European parliament as the general parliament (Wallace, Pollack and Young 2015). Democracy has always posed challenge for the European Union. There has long being a debate on the issue of democratic deficit, which has still not been determined. The relationship that exists between the European institutions and the interest groups have been stated as clientela, where the Commission picks a few certain groups that they felt comfortable with as the fitting representatives of communal interests (Dr, Bernhagen and Marshall 2015). The lobbying activities of the interest groups have been witnessed as disparaging to the independent implementation of the total EU. However, Van Schendelen squabbles on the fact that lobbying can be viewed from another perception. Schendelen suggests that there are substitutes for imminent trend lobbying, incorporated perspective, perception of effective EU decision-making and citizens welfare (Binderkrantz and Rasmussen 2015). Political systems have always been on the search of authenticity from their subjects for undertaking full assortment of government functions. Legitimacy is given birth by two sources, inputs (capability of participating in political decision-making) and efficiency (results). EUs limited nature can be stated through a political regime that can partially be elucidated through lack of input authenticity (Berkhout et al. 2015). According to Schmidt (2013), due to this lack, the EU is a perfect setting for interest groups that consist of positivity. Much needed resources are brought in to affect the policy-making, execution and investigation in things on how the European integration can develop, assisting the EU to attain more proficiencies in policies by bringing in demands to the doorsteps of members and helping them in the accepted detection with the European Union (Bunea and Ibenskas 2015). So, it can be concluded, that interest groups not only facilitate in policy making but also for mulate EU nearer to the citizens (Bache et al. 2014). With respect to the case of European Union, there are four major regards with respect to accountability and transparency of the lobbying practices. These could be listed as, the estimates of the interest groups involved in lobbying practices, the information regarding the typology of the European union groups, the estimate of the expenditure incurred in lobbying and the conflicts of interest. The term lobbying has been derived from gathering the members of the parliament and peers in the hallways of Houses of Parliament before and after parliamentary debates. According to Rasmussen and Carroll (2014), lobbying practices are considered as primary concerns, which could be referred to as revolving doors. Revolving door is considered as the professional practise thereby moving from the administrative or political posts. Revolving doors is considered as an issue, with regards to the exploitation of former civil servants' insider knowledge by their new private-sector employers. It had influenced the European Union institutions. Various public officials would be improperly influenced by that carry a past position in the private sector. Civil society under the name of Alter-EU had been framed that aims at analysing the situation of lobbying. It has repeatedly denounced the rules of tax in place based on the European Union level. This would help them to tackle the revolving door p henomenon (Klver 2013). According to Alter-EU, 50% of the staff have a environment in one of the EU establishments working at the major lobby firms in Brussels. The issue based on lobbying doors has been addressed in the code of conduct of the European unions institutions. The primary code of conduct (1999) of the Commission initiated a commitment for Commissioners for declaring their interests financially and a one-year 'cooling-off' announcement period each time a Commissioner leaves the public office (Woll 2013). This code was modified in 2004 and yet again in 2011, subsequent to an EP study emphasizing the inadequacy of the existing rules. In its most recent adaptation, the code of conduct forbids (for a epoch of 18 months) Commissioners leaving workplace from lobbying on the identical issues as enclosed by their preceding EU selection. The EPs own code of conduct, proscribed former Members from usage of their life-long pass to admittance in the EP for lobbying. Lastly, the Staf f Regulations for bureaucrats and other employees in all the EU establishments embraces a 12-month cooling-off phase for higher officials on lobbying profession, an outlaw on lobbying actions during vacation periods (commenced in 2013), and a unambiguous process for transmission of new staff for probable conflicts of awareness (Bernhagen 2014). The impacts of lobbying could be illustrated under the broad classification of these three heads, as follows: It can be stated that the economic aspect of lobbying on EU can be denoted as direct and indirect consequences, based on the sub-optimal policy making approaches. Direct impact of the lobbying on the European Union had been seen quite noticeably on the corruption. It has been stated by the commission of Europe that the economy had to spent an amount of 120 billion a year (Callanan and Tatham 2014). The anti corruption report includes the concept of illegal lobbying as one of the prime reasons for the prevalence of corruption in the economy. It stresses on the practise of transparent lobbying that would help in decreasing the likelihood of corruption in European Union. The direct practices in the economy, there would be a comparative reduction for conflicts that have risen due to the presence of lobbying (Chalmers 2013). Indirect Impact The indirect impact of lobbying has no direct consideration with the European Union budget. In the long term, the effects of lobbying would negatively affect the European public finances. It could be stated that with the lack of transparency in the conditions of lobbying in the economy, there might have been an emergence about interest niche. This would hamper the efficiency in growth and productivity of the nation. Based on a study in the year 2016, the representation rate of the European professional associations was the highest (43% access rate, 38% for the EP and 11% for the Council) whereas, the least representation were made from the national associations (Lelieveldt and Princen 2015). Based on another study o the state and group activities of the European Union, it has been noted that 72% of the seats of the European commissions consultative committee has been able to represent the interests of the business. According to the integrity watch reports, it could be stated that the companies that had more than ten high level meetings with commission, within the span of January 2015 to June 2015 had declared a lobbying expenditure of 900,000 pounds (Chalmers 2013). Economic Impact The benefits with relation to the economy have been able to note a transparent regulation of lobbying activities. The activities have been acknowledged in the economy. The case in point is open data. It has been estimated by the commission that full data use in the open format among the 23 European Union member states of the government could lower the administrative costs in the economy by 15% to 20% (Smith et al. 2015). According to the study based on the transparency international in the year 2014, it has been seen that the impact of the government had been measured in the economy on the basis o four variables. These variables were co-production, participation, transparency and economy. There was a graded score of 0 to 100 point scale. The positive impact of the economy with the introduction of open government had been graded at 54.2 points (Callanan and Tatham 2014). Policies Adopted By the European Union A sustained effort has been seen with regards to the regulation that has been made at the European Union level. These regulations have been present to decrease the costs and increase the benefits. These regulations are considered as an ongoing task, which are considered by the commission in order to raise the transparency of lobbying about the tasks being implemented currently (Brandt and Svendsen 2016). In order to overcome the negative aspects of lobbying in the economy, new rules and regulations were taken into considerations along with the encouragement provided to the lobbyists to register themselves. A study of 2014 states that it has been found, in order to make the TR a mandatory register, the treaty based on the functions of the European union would be considered as a legal base. Directive 2014/95/EU was also approved in 2014 which considers the revelation of both non- financial and assortment information by certain large accomplishments and groups, based on the policies and bribery and anti corruption issues (Wallace, Pollack and Young 2015). The directive, that would become equipped in this current year 2017, has been in the expectancy of applying to 6000 organizations across the European Union. Several policies had been undertaken by the country that would be beneficial to control the illegal practices of lobbying and bring about the positive aspects of the lobbyists. According to the transparency register being revised in the year 2014, the European ombudsman that had been used for further reformations of the registration and for greater transparency presented an official statement. The country aimed at improving the conditions of the economy by encouraging the commission of adopting better incentives and convincing the lobbyists to register. The economys head had called on the commission for improving the work of monitor and comparability of data in the register. Within the boundaries of the European Parliament, a timetable has been set thereby preparing the negotiations needed for further reforms to be undertaken by the transparency regulators that had been drafted by the European Parliament committee based on the constitutional affairs. Earlier a roadmap had been releas ed by the parliament, which leads to the adoption transparency regulation mandatory. Six council members had submitted a non paper to the prepatory stating working party on information (Aspinwall and Greenwood 2013). The paper had been influential in enhancing the transparency in the European Union, which consists of the practical proposals to be approached with the lobbyists. It would grant them the ability to register themselves. Conclusion In western politics, lobbying has always been a familiar sight, if not something that can be deemed as a welcome note in the region. The European policy-makers identify that both public and private interests have justifiable and significant responsibility to play in the policy progression. With respect to the case of European Union, there are four major regards with respect to accountability and transparency of the lobbying practices. These could be listed as, the estimates of the interest groups involved in lobbying practices, the information regarding the typology of the European union groups, the estimate of the expenditure incurred in lobbying and the conflicts of interest. Based on the political and economical impacts of lobbying on the European Union, it could be stated that lobbying has both direct and indirect impacts on the economy along with the economical impacts taken into considerations. A sustained effort has been seen about the regulation that has been made at the Euro pean Union level. 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