Respond to question 2 on attach instructions Essay

Respond to question 2 on attach instructions - Essay Example A problem is a major social feature that affects the society thereby implying that everyone would have a definition of the problem. People define a social problem based on its effects. After explaining the problem as it manifests itself in the society, the next stage in the definition process is determining the causes of the problem. This requires the consideration of the current features of the problems (Stone, 2011). While the history of a problem may provide vital information on both its effects and causes, the stage dictates that one concentrates on the current features of the problem since its manifestation is a result of prevailing lapses in the social structure. By investigating the current features of the problems, it becomes possible to determine the lapses that perpetuate the prevalence of the problem. Such factors may fuel the problem thereby spiraling its effects to a vast margin. Additionally, while investigating the features of the problems, it becomes prudent to avoid the troubles the problem may cause. A problem is likely to have ripple effects, which in most cases constitute trouble. While investigating the problem especially at a preliminary stage, Stone explains that concentrating on the troubles arising from the problem is likely to compound the issue. Such a social problem as increase in crime rate in a society may have myriad effects in the society including the rise of vigilante activities in the society. When defining such, Stone postulates that the investigator must major on the on the present features of the problem such as the regions with the highest cases and the manifestation of the problem in the society (Kingdon, 2010). This way, it becomes possible for the investigator to manage the investigation and keep them to the vital features of the problems. After achieving an objective understanding of the problem, the next process is to brainstorm some of the common causes to the problem.

The Impact Of Outsourcing On General Electric

The Impact Of Outsourcing On General Electric The report aims to highlight the impact outsourcing has had on General Electric Company. This paper analyzed GEs decision to have multiple outsourcing partnerships. The paper also discusses the impact that outsourcing will have on US economy in general. The first part of the paper reveals how outsourcing has led GE to be a cost efficient, productive and profitable company. The findings outlined factors such as the success of GE Real Estate in Mexico. It also outlined GEs successful steps in India in order to source products, services, and intellectual talent from India for its global businesses. The next section of the paper discusses GEs decision to have multiple outsourcing partnerships. It discusses the strategies of successful multiple outsourcing and consolidated it with GEs steps of outsourcing its businesses in different countries. In the last section the report elaborates different impact will outsourcing have on US economy. It contrasted the brighter side of outsourcing such as $100 worth of work sent abroad by U.S. companies; $130 to $145 will be reinvested in the U.S. economy. It also reveals the downside as it discusses how sending jobs abroad can affect American job market. 1.0 Introduction 1.1 Background General Electric is a diversified technology, media and financial services company focused on solving some of the worlds toughest problems. With products and services ranging from aircraft engines, power generation, water processing and security technology to medical imaging, business and consumer financing, media content and industrial products, the company serve customers in more than 100 countries and employ more than 327,000 people worldwide (General Electric Company, 2008). GE is made up of four businesses, each of which includes a number of units aligned for growth. Its four global research centers attract the worlds best technical minds. With more than 3,000 researchers working toward the next breakthrough, GE is positioned to continually innovate, invent and reinvent (General Electric Company, 2008). GE was founded by Thomas A. Edison, who established Edison Electric Light Company in 1878. In 1892, a merger of Edison General Electric Company and Thomson-Houston Electric Company created General Electric Company. GE is the only company listed in the Dow Jones Industrial Index today that was also included in the original index in 1896 (General Electric Company, 2008). Through outsourcing, which is defined as the procurement of products or services from sources that are external to the organization (Lankford Parsa, 1999), GE established itself in more than 100 countries. It was one of the largest foreign investors in Japan, had an enormous presence in Europe, employed more than 20,000 in India, and was widely present in Latin America (Vietor and Veytsman, 2007). 1.2 Aims The purpose of this report is to evaluate the impact that outsourcing has had on GE. It focuses on the American Outsourcing journal by Vietor and Veytsman (2007) in order to determine the impact that outsourcing will have on the US economy in general. 1.3 Scope The report investigates how outsourcing has impact on General Electric. The paper focuses to analyze the companys decision to have multiple outsourcing partnerships. It evaluates the firms operation in Asia, India, Latin America, and Europe and how it affected the organization performance metrics, cost-efficiency, productivity and profitability. The report also analyzes the impact that outsourcing will have on the US economy. It evaluates the impact that outsourcing will have on US workplace and also how outsourcing creates value in the US economy. 1.4 Methodology The report has used various books, e-journals and websites. 1.5 Assumption It is assumed that information collected for the purpose of the report is correct and relevant. 2.0 Discussion 2.1 Outsourcing Outsourcing is a fashionable way of solving some business problems and there are numerous reports of its increasing use. Initially used primarily for information technology, a wide variety of business process is now outsourced. The use of outsourcing is becoming more sophisticated; more organizations are outsourcing responsibility for business processes (Beaumont Sohal, 2004). For services, outsourcing usually involves the transfer of operational control to the suppliers. In the current environment of right-sizing, with a renewed focus on core business activities, companies can no longer assume that all organizational services must be provided and managed internally. Competitive advantage may be gained when products or services are produced more effectively and efficiently by outside suppliers. The advantages in outsourcing can be operational, strategic, or both. Operational advantages usually provide for short-term trouble avoidance, while strategic advantages offer long-term contr ibutions in maximizing opportunities (Lankford Parsa, 1999). It is estimated that every Fortune 500 company will consider outsourcing during this decade and that 20 percent of them will enter into a contract by the end of the decade. A variety of firms already exhibit this trend. General Electric Corporation has entered into a five-year, $500 million contract with Electronic Data Systems (EDS) to handle the corporations desktop computer procurement, service, and maintenance activities (Behara et al., 1995). A recent study indicates that outsourcing operations is the trend of the future and that organization already outsourcing activities are pleased with the results. A year-long international study by Arthur Andersen and The Economist Intelligence Unit finds that 93 percent of corporations interviewed plan to outsource in the next three years. Of those that already outsource, 91 percent are satisfied with the results (Struebing, 1996). The next section of the paper will evaluate th e impact that outsourcing has had on General Electric and analyze their decision to have multiple outsourcing partnerships. 2.2 Outsourcing Impact on GE Based on transaction cost theory, when a firm has already integrated its operational functions, the decision to outsource such functions to the market should be made if it is necessary to create or protect firm value. By outsourcing tasks to specialist organizations, firms may better focus on their most value-creating activities, thereby maximizing the potential effectiveness of those activities. In addition, as outsourcing increases, costs may decline, and investment in facilities, equipment, and manpower can be reduced (Jiang, Frazier Prater, 2006). Cost efficiency remains the primary explanation for outsourcing. Firms evaluate outsourcing to determine whether current operating costs can be reduced and if saved resources can be reinvested in more competitive processes (Jiang, Frazier Prater, 2006). For example GE Mexico was GEs largest operation outside of the United States. GE worked closely with the Mexican government to make sure that their target of 6% productivity growth was met. Some of GEs businesses in Mexico were clear winners. For instance, GEs Real Estate sector was a clear winner, with over $1 billion in financing in Mexico. GE had thus become Mexicos top real estate lender. Mexicos languages Spanish and English facilitated business relationships with GE USA. Technicians from America could visit Mexico to work on system and technological improvements. Doing so in China, entailed greater expense and significant language difficulties. Even for a phone call, China was 12 hours away (Vietor and Veytsman, 2007). By carefully choosing what to outsource, the buyer is able to focus its core strength, that is, the specific talent, skills and knowledge sets that differentiate the company from its competitors and give it an advantage in the eye of customers (Simchi-Levi, Kaminsky Simchi-Levi, 2003). For instance China exhibited a synergy between customers and markets in the areas of electronics, telecommunications, transportation, and healthcare, among others. Metalwork, small appliances, and tooling were other examples of successful sectors in GE China. The manufacturing sector alone claimed only 4,000 employees. The research and development, sourcing, and distribution presence in China was substantial. The firm also successfully led in innovation. In March 2004, for example, GE became the first foreign company to announce a subsidiary in China to engage in leasing (Vietor and Veytsman, 2007). On the other hand, Nike focuses on innovation, marketing, distribution and sales, not on manufacturing (Simchi-Levi, Kaminsky Simchi-Levi, 2003). Several studies seek to explain the relationship between productivity growth and outsourcing. Abraham and Taylor (1996) find that firms contract out services with the objectives of smoothing production cycles and benefiting from specialization. Ten Raa and Wolff (2001) find a positive association between the rate of outsourcing and productivity growth. Efficient firms allocate their resources to activities for which they enjoy comparative advantage. Other activities are increasingly outsourced. Contracting out production of goods and services to a firm with competitive advantages in terms of reliability, quality and cost is emphasized by Perry (1997). The outsourcing contract-granting firms assess the productivity of their in-house service functions and only undertake outsource actions if outside producers can provide comparable services better. The cost reductions due to differences in labor costs lead to outsourcing and positive changes in labor input, and output produced is altere d by profits and productivity growth. Outsourcing not only results in a shift of labor but also exacerbates the productivity differential between outsourcing contract granting firms and outsourcing contract receiving firms (Siegel and Griliches, 1992). Contracting out allows the firm to rely on management teams in other organizations to oversee tasks at which it is at a relative disadvantage, and to increase managerial attention and resource allocation to those tasks that it does best (Jiang, Frazier Prater, 2006). For example, GE India hired a vast pool of inexpensive, educated labor. The GE Indian program for training managers was instrumental in bringing up local talent. This strategy also allowed greater remote monitoring and maintenance in India. The vast majority of employees who filled the white-collar jobs had a university-level education. The Offshore Development Centers, which pioneered the idea of software sourcing in India, was largely responsible for promoting the educ ational zeal. The John F. Welch Technology Center was the most famous example, being the first and the largest multidisciplinary research facility in India. In addition to avoiding educational orientation, the Center provided critical technology, research, and development, and financing techniques. According to the Wall Street Journal 2005, that years conglomerate plan was to spend about $600 million on computer-software development from Indian companies where the firm estimated that similar products would cost it as much as $1.2 billion in the U.S. Also General Electric was successful in sourcing products, services, and intellectual talent from India for its global businesses. (Vietor and Veytsman, 2007). Traditionally, when business is booming, the temptation is to hire more staff, expand facilities, and bring more of the business in-house, where firms hope to better control costs. However, todays knowledge- and service-based economies offer innumerable opportunities for well-run companies to increase profits through outsourcing (Quinn, 1999). For instance, more than half of GEs revenue was from outside United States. Global revenue growth for 2007 was 22% (General Electric Company, 2008). For the calendar year 2003, GE Insurance, GE Commercial Finance, and GE Energy were the businesses with the greatest revenue: $26.2 billion, $20.8 billion, and $19.0 billion, respectively. In the year 2003, GE revenues reached $134.2 billion. International revenues contributed 45% of the total (Vietor and Veytsman, 2007). When used properly, outsourcing can boost profitability in many ways, including, the use of independent contractors provides employers with the flexibility to hire help only when they need it, for only as long as they need it. Outsourcing of staffing also allows firms to avoid having to provide costly benefits. And also, payroll as salaries are a large part of a businesss costs, particularly in service industries (Jiang, Frazier Prater, 2006). For example, General Electric was successful in sourcing products, services, and intellectual talent from India for its global businesses. In the sphere of intellectual sourcing, GE India presented very low costs, offering substantial savings in comparison with English speaking countries, while retaining high quality. GE India sales and sourcing had blossomed to $0.7 billion and $2.0 billion, respectively, in 2003. The current estimates predicted at least a 20% growth for both sales and sourcing by 2005 (Vietor and Veytsman, 2007). Another impact that outsourcing has that US-based multinationals are worried more about their bottom line than their social responsibilities and consider outsourcing to be unavoidable. GE, for instance, continues to stress the importance of low-cost centers in its global strategy and growth. GE also feels that globalization could lead to a loss of jobs in low-tech industries but that it will create jobs in high-tech ones too. According to the company, by centralizing its operations and leveraging low-cost operating centers in the US states of Virginia and North Carolina as well as in India and Ireland, GE has also developed sophisticated technological tools that enhance performance by automating key processes and reducing response times and process variations (Basu,2004). 2.3 Multiple outsourcing partnerships Outsourcing refers to the concept of looking for expertise to handle certain business functions outside the existing firm. The decision-making process that management must undergo when considering outsourcing, hinges on a make or buy philosophy. More variables are brought into play when management considers outsourcing a product or service that is currently being produced internally. Many more options exist currently than there were even a decade ago. In todays business environment it is now possible to outsource virtually any aspect of the business (Embleton Wright, 1998). One of the major challenges of outsourcing is moral hazard, as evidenced where businesses do not guard themselves prior to contract against their dependency on that supplier, and where, separately, they fail to appreciate the power which transfers to the outsource supplier in respect of their own business activities. One of the accepted ways to mitigate this is multiple outsourcing. This manifests itself normally in breaking down the outsourcing activities by separate function. By choosing to work with multiple outsource suppliers, enterprises can cut costs and foster competition between vendors, while taking advantage of vendor specialization and technical expertise (McDowall, 2005). The keys to successful outsourcing fall into three categories: Strategic analysis; Selecting the providers; and Managing the relationship (Embleton Wright, 1998). Strategic analysis Cost of providing the service: It is imperative to have a clear understanding of the type and the amount of all costs associated with the function to be outsourced. Labor, resultant level of service, impact of corporate culture and real estate costs such as space, utilities taxes and insurance all need to be considered (Embleton Wright, 1998). For instance, GE Mexico was GEs largest operation outside United States. As Mexico languages are Spanish and English, it facilitated the business relationship with GE USA. Technicians from United States could visit Mexico to work on system and technological improvements. It could have been more expensive and had language difficulties if the operation was done in China (Vietor and Veytsman, 2007). Quality level of service: It is also important to Develop a clear understanding and quantification of the type and the level of service being given with the current provider, then come to a clear understanding of the type and the level of service that will be acceptable in the future (Embleton Wright, 1998). For example GE India extended their business to aircraft engines, capital services, medical systems, industrial, systems, plastics, power systems, broadcasting, and others. In 2002, revenues and orders exceeded US $1 billion for GE India. The company employed over 22,000 people in the country. It was an intelligent move for GE to outsource their business in India as India offered them a vast pool of manpower with good language skill and education. Another reason to outsource their business in India GE India offered very low cost with substantial savings in comparison with English speaking countries while retaining high quality (Vietor and Veytsman, 2007). Quantify outsourcing goals: It is important to define goals explicitly. Without measurable goals, it will be impossible to quantify current results, or to define the level of service required in the future (Embleton Wright, 1998). For instance, in Mexico GEs target of 6% productivity growth was met as they closely worked with the Mexican government. By doing so, GEs Real Estate sector became a clear winner, with over $1 billion in financing in Mexico. GE had thus become Mexicos top real estate lender (Vietor and Veytsman, 2007). Selecting the provider After the decision to outsource has been reached, it is essential that the right vendor is chosen. Typically, outsourcing is a long-term relationship, which requires the supplier and the purchaser to work closely together. Often, additional services are required and should the agreement be terminated, the organization will require the suppliers co-operation until the outsourced service is settled elsewhere. Also there are many costs associated with changing an outsourcing vendor (Embleton Wright, 1998). For example in China GE entailed $1.5 billion in investments, employment of more than 12,000, and formation of more than a dozen joint ventures. These ventures thrived in high-technology industries which included medical systems, plastics, and lighting products, and in aircraft engine maintenance facilities, training, and component manufacturing. GE China also had formed a One GE strategic and practical approach. It involved four components. There was a sourcing component, in which G E would source parts and goods from domestic producers where cost savings exceeded 10%. The other three components were focused on Chinas own swelling markets. GE planned to manufacture products for China, develop distributional channels for selling, and build up its services for both product related services such as locomotive repairs and jet engine services, and eventually GE Capitals more sophisticated financial services (Vietor and Veytsman, 2007). Managing the relationship It is suggested that managing multiple outsourcing vendors can be a strain, but industry research indicates that multi-sourcing will be the prevailing outsourcing model. This is despite a very significant minority of enterprises being dissatisfied with their outsourcing relationships which formed inadequate governance models due to being poorly developed, under budgeted and having insufficient resources. Unfortunately, managing outsourcing relationships requires a whole new set of skills, requiring staff training and setting up a new management structure. None of this can be done with an immediacy which enterprises demand (McDowall, 2005). GE for instance, operated 30 plants including joint ventures, many of which were maquiladoras. In China, GE had invested in a dozen operations, mostly in Special Economic Areas. GE sold products in China and purchased products to supply its U.S. operations. In India, GE established its position in the software sector, taking advantage of the availa bility of human capital. All these operations could not have done without proper managerial relationship with the foreign buyers and suppliers and also the governments (Vietor and Veytsman, 2007). From the discussion above it can be said that GE has maintained proper step to do multiple outsourcing. Their decision to have multiple outsourcing partnerships was a major breakthrough in their businesses. Not on only in Mexico, China and India, GE spread their businesses successfully in all over the world including Canada where they have 10,000 employees, 15 major manufacturing locations and over 150 sales and service locations. They also have businesses in Southeast Asia, Australia, Europe and Middle East (General Electric Company, 2008). The next section of the report will focus on the impact outsourcing has on US economy in general. 2.4 Impact of outsourcing on US economy The mere mention of outsourcing and its impact on the U.S. is enough to elicit strong emotions on either side of the issue. Proponents argue that relocating low skill service jobs, like those in customer service or data entry, to foreign shores is necessary to ensure the productivity and competitiveness of the U.S. economy. Detractors say American companies are betraying their own workers and destroying the middle class, all in the name of the almighty dollar. But amid the debate over whether outsourcing is good or bad for the U.S., an important point has been largely ignored: Outsourcing is as much a regional issue as it is a national concern. Certain cities and areas are hit hard, while others remain largely unscathed (Elstrom, 2007). The important thing is to make a way of determining whether the gain is worth the pain. Suppose the net benefit to America is the degree to which the average employees purchasing power increases. The benefit really depends on four factors: the proportion of consumer expenses spent on potentially outsourced goods, the decrease in prices due to outsourcing, the proportion of American jobs that can be outsourced economically, and the wages of jobs that can be outsourced relative to the jobs that cannot. In the long term, American workers will be competing with labor elsewhere, pressuring American wages. Though prices should fall, its unclear whether these benefits will compensate Americans for lower wages. On the other hand, India and China will benefit from both higher wages and falling prices. Consequently, outsourcing will likely narrow Americas standard of living lead over other countries (Gibbons, 2004). An interesting corollary benefit sometimes mentioned is the benefit to the American economy. Indias National Association of Software and Services Companies commissioned a report by Evaluserve that stated that for every $100 worth of work sent abroad by U.S. companies, $130 to $145 will be reinvested in the U.S. economy. Cost savings are said to create value in the U.S. economy, and it is sometimes claimed that offshore outsourcing makes U.S. companies more globally competitive (Braun Consulting Group, 2004). Outsourcing results in higher production and lower costs, and consumers realize the benefit in lower prices and rates for goods and services. Manufacturing jobs, which commonly receive the most focus as candidates for outsourcing, are being lost not only in America but also in other countries due to emerging technologies that eliminate the need for manual labor. Furthermore, at the same time that manufacturing jobs are moving overseas, people in the United States are taking on ma nufacturing jobs from other countries. Efforts by the government to prevent outsourcing and to extend jobless benefits would negatively impact the free market economy and result in the loss of billions of dollars, say proponents of such initiatives (The Gale Group Inc, 2007). A recent survey by the McKinsey Global Institute has shown that for every dollar spent on outsourcing to India, the US economy gains at least $1.12. For example when medical reports are sent from the US to India for analysis it directly reduces the cost of health care. The cost saving thus achieved helps fuel new business opportunities, which in turn create more employment avenues. Health care is the primary concern for Americans today. Even if white-collar jobs were outsourced it would still make the US more productive, raising wages and increasing productivity. Just like the American free trade agreement created jobs in 1990s the upcoming outsourcing expansion will have a positive effect. If the US economy goes for job protection, it is heading towards job destruction. For instance had the US protected farm jobs a century ago, 70% of the Americans today would be tilling soil instead of 3%. The more the USA does to limit the import of services the more difficult it will become to ex port. The benefit of importing services is the same as importing goods. It increases productivity. Increased trade also forces domestic producers to become more productive. Improved productivity raises the standard of living, puts downward pressure on price and gives boost to profitability and wages (Chillibreeze Solutions Ltd, 2008). Outsourcing can also affects every part of business from manufacturing through to design, software development, financial control, logistics management, customer support and sales. Outsourcing has been praised as cost-effective, efficient, productive and strategic but also condemned as evil, money-grabbing, destructive, ruthless, exploiting the poor. A good example of this has been tensions over relocating call-centres and software support from countries like the UK and the US to India. More than 230,000 jobs are bringing lost each year in America as a result of outsourcing but many economists believe that a similar number of new jobs are being created at the same time. Research shows that some of the new economic activity generated in developing countries by outsourcing will generate new demand for goods and services in the country where the jobs have moved from (e.g. America). McKinsey Global Institute estimates that for every dollar US corporations spend on outsourcing to India, 3 3c gets 33c and the US economy benefits by $1.14. This is based on several assumptions: that 69% of displaced service workers will find new jobs within a year, and will end up earning 96% of their previous wages backed up by 1979-1999 data. However older workers may be out of work far longe, especially if their education is poor. Outsourcing saves money for corporations which mean lower costs for consumers and higher dividends for pensioners who own 75% of US and UK wealth which means more money to spend on other things such as local services and that produces new jobs (Global Change Ltd, 2008). 3.0 Conclusion Outsourcing otherwise known as subcontracting is the strategic use of resources outside the company to perform tasks that are usually handled internally by the company itself. In todays competitive world, successful outsourcing is a powerful tool for companies to generate value and gain competitive edge over rivals. The paper contrasted the impact of outsourcing has had on General Electric Company. The report critically evaluated the outsourcing steps made by GE which led their business to be cost efficient, productive and profitable. The paper also analyzes GEs decision to have multiple outsourcing partnerships. It demonstrated GEs successful multiple outsourcing strategy through strategic analysis, selection of providers and managing relationships. The report concluded by analyzing the impact outsourcing will have on US economy in general. It explained how outsourcing can affect the American job market also how it can input benefit in US economy. It revealed facts such as, every $1 00 worth of work sent abroad by U.S. companies, $130 to $145 will be reinvested in the U.S. economy. References: Books Journals Abraham, K. and Taylor, T. (1996), Firms use of outside contractors: theory and evidence, Journal of Labor Economics, Vol. 14, pp. 394-424. Beaumont, N. and Sohal, A. (2004), Outsourcing in Australia, International Journal of Operations Production Management, Vol. 24 No. 7, pp. 688-700. Behara, R.S., Gundersen, D.E. and Capozzoli, E.A. (1995), Trends in information systems outsourcing, International Journal of Purchasing, Vol. 31 No. 2, pp. 46-51. Embleton, P.R. and Wright P.C. (1998), A practical guide to successful outsourcing, Empowerment in Organizations, Vol. 6 No. 3, pp. 94-106 Jiang, B., Frazier, G.V. and Prater, E.L. (2006), Outsourcing effects on firms operational performance, International Journal of Operations Production Management, Vol. 26 No. 12, pp. 1280-1300. Lankford, W.M., and Parsa, F. (1999), Outsourcing: a primer, Management Decision 37/4, pp. 310-316. Perry, C.R. (1997), Outsourcing and union power, Journal of Labor Research, Vol. 18 No. 4, pp. 521-34. Quinn, J.B. (1999), Strategic outsourcing: leveraging knowledge capabilities, Sloan Management Review, Vol. 40 No. 4. Siegel, D. and Griliches, Z. (1992), Purchased services, outsourcing, computers, and productivity in manufacturing, in Griliches, Z. (Ed.), Output Measurement in Service Sector, University of Chicago Press, Chicago, IL, pp. 429-58. Simchi-Levi, D., Kaminsky, P. and Simchi-Levi, E. (2003), Designing Managing The Supply Chain, 2nd edn, McGraw-Hill Higher Education, p. 180 Struebing, L. (1996), Outsourcing is the answer or is it?, Quality Progress, Vol. 29 No. 3, p. 20. Ten Raa, T. and Wolff, E.N. (2001), Outsourcing of services and the productivity recovery in US manufacturing in the 1980s, Journal of Productivity Analysis, Vol. 16, pp. 149-65. Vietor R.H.K. and Veytsman, A. (2007), American Outsourcing, Harvard Business School, 9-705-037 Web Sites Basu, I. (2004), Anti-outsourcing cry unnerves corporate giants, Asia Times Online Ltd, viewed 9 October 2008, available at http://www.atimes.com/atimes/South_Asia/FC13Df03.html Braun Consulting Group, (2004), Offshore outsourcing: Impact on the American Workplace viewed 8 October 2008, available at http://www.braunconsulting.com/bcg/newsletters/summer2004/summer2004.html Chillibreeze Solutions Ltd, (2008), The Impact of Outsourcing on The American Economy, viewed 7 October 2008, available at http://www.chillibreeze.com/articles/The-impact-of-outsourcing-on-the-American-economy.asp#a Elstrom, P. (2007), The uneven impact of outsourcing, viewed 7 October 2008, available at http://www.msnbc.msn.com/id/17281339/ General Electric Company, (2008), Our Company, viewed 5 October 2008, available at http://www.ge.com/company/index.html Gibbons, R. (2004), Weighing Outsourcings Impact, viewed 6 October 2008, available at http://www.fool.com/investing/small-cap/2004/09/07/weighing-outsourcings-impact.aspx Global Change Ltd. (2008), The Future of Outsourcing, viewed 8 October 2008, available at http://www.globalchange.com/outsourcing.htm McDowall, B. (2005), Multiple Outsourcing (Multisourcing), IE4C, viewed 8 October 2008, available at http://www.it-analysis.com/business/content.php?cid=7913 The Gale Group, Inc, (2007), Outsourcing Does Not Negatively Impact the American Economy, viewed 8 October 2008, available at http://socialissues.wiseto.com/Articles/FO3020630100/

The Many Uses of Computers :: Expository Essays

The Many Uses of Computers Computers are helpful because they offer a wide range of functions and services that are not available anywhere else. There are four main uses: word processing, internet/communications, digital video/audio composition, and desktop publishing. Although one can create a typed paper with a typewriter, the computer has more features to do it with. Internet and communications, digital video and audio composition, and desktop publishing are all features that are only offered on computers. With these tools human society has progressed exponentially. The word processing capabilities of computers are amazing. They can automatically correct your spelling and grammar mistakes. The cutting and pasting features are incredibly simple and very useful for revision. Plus it is easier to read a word-processed document than one written by hand. Having a digital backup is an added benefit. All of these things help writers get the job done. If you want to add pictures to your writing, numerous software titles are available for desktop publishing. With desktop publishing, you can create page layouts for entire books on your home computer. For example, high school yearbook classes now use desktop publishing software for the creation and design of their yearbooks. Most of this cannot be done by hand, and if so, then it is painstakingly laborious. The Internet is one of the greatest inventions of humanity. It is a massive network of computers, each with the ability to access any of the others. Ungodly amounts of information can be found on the Internet. It is the ultimate form of media, a combination of newspaper, radio, and as the average bandwidth is increasing, television. Using the Internet, any two people anywhere can communicate for free, whether it is with text or voice. Video conferencing tools are becoming readily available to the public. New uses are being found for the Internet every day. Audio/video editing and composition have been made much easier by computers. Cutting and pasting is no longer comprised of using scissors and tape on large reels of film. It no longer costs thousands of dollars of equipment to make a film or to compose music. Now emerging musicians have the ability to compose their own songs and publish them without having to obtain a record contract. Amateur filmmakers can produce work from their own homes. Graphics engineers can use computers to create three-dimensional models, or even to generate short or full-length films.

Dram Shop Laws Essay

Dram shop laws are instituted for all places which serve alcoholic beverages including restaurants, taverns and bars. An employee of these establishments may not serve alcohol to minors or those ‘visibly intoxicated’. If the person which consumed the beverage leaves the establishment, gets in an accident or causes bodily harm to another person, the establishment and the server may be held liable for damages. However, this should not be the case. Those who were intoxicated and caused the accident should be the only ones held liable for damages he or she caused to another person. Too many people take advantage of the legal proponent which allows these places which serve alcohol to be held liable. I would like to remove this proponent and make a revision to Montana’s Dram Shop laws, making it better for servers and consumers alike. In the following I will tell you some positive and negative outcomes if this change ever were to occur. I am going to answer the question of the whether Montana should have the liability clause which puts establishments at risk of being held financially responsible. In order to come to a conclusion, both sides must be heard. I will begin why we should remove these laws and positive outcomes. Should Montana in fact have liability clauses which enable the tavern or bar to be held liable? The job of a bartender can be a tedious and stressful one. By removing the liability element of the Dram Shop laws, bartenders can focus on their jobs instead of on attempting to recognize the signs of someone who is ‘visibly intoxicated’ (Rumberger: Kirk & Caldwell). This becomes especially difficult on a bustling Saturday evening when the bass of the band is thrumming in your ears and ten different people are calling out, â€Å"Bartender! On busy Saturday nights, not only are the bartenders kept busy, but the tills are as well. Businesses make quite a bit of money on nights like these; however the liability clause can put a damper on the profits of small, local businesses. Part of a bartender’s whole job is to encourage the buying of alcohol, and the drinker should respond by leaving when he or she has noticed they have developed that ‘buzzed’ feeling. The bartender’s job is simple; tend the bar and comply with the wishes of your customers. When servers have to cut off drinkers, feelings are often brushed and money lost. When someone gets particularly offended, physical altercations can often occur, posing a major health safety risk for all those in the bar. With these laws in place, often bartenders and bouncers put their welfare on the line when it comes to removing drunken patrons. When is seemingly too intoxicated to continue drinking, it is the duty of the bartender to refuse any further service to the customer. Even though this is required by law, it can often result in one if not both, of the parties involved to leave with a bump or bruise, if not worse. When it comes to injuries in public establishments, people these days seem to get all together ‘sue-happy. ’ Without these laws putting liability on establishments which took no part in the maiming of others, the person who actually committed the offence will be the only one who can be held responsible. There are many cases which someone is offended, injured or leaves and commits another crime which can then be financially supported by the small business. Now that I have gone over the positives, I will now explain the negative effects of the removal of this element of the Dram Shop laws. We all know drunk driving is an all too common occurrence in the United States. Most people probably don’t know that a studies conducted have shown that nearly 80 million trips a year are made with a driver having consumed some amount of alcohol (Major Mark Willingham). This means that all establishments must do their part in making these numbers go down. By keeping these laws, bartenders will continue to be pressured to keep people better under-control in bars and taverns. Bartenders are specially trained to recognize the signs of people when they are beginning to show signs of intoxication and how to handle the following situations. Without these laws, employees will lose the proper training by employers with the lack of enforcement (CADCA). These guidelines can help to quickly clear up situations which pose a threat to the server or those also in the bar. As an establishment which serves alcohol, taverns and bars have an obligation to their customers to perform all aspects of proper service (expertpages. om). When someone comes into a place to be served alcohol, bartenders should be able to aid in helping for these customers get home by cutting them off. They are also supposed to provide any service which is asked, usually complied with a cheery demeanor. All these aspects create the foundation for proper service in these establishments. Without the liability element of the Dram shop laws, there is an element of pressure which can result in the loss of proper service. The blatant cause for most terms of Dram shop laws is simple; reduce harmful alcohol consumption and all accidents which would be classified as alcohol-related (whatworksforhealth. com). With all the fine-toothed combed sections of these laws, the ideal set-up has been instituted in communities in order to control these situations. With the concept of liability, these laws do not only hold the person who committed the crime or offence, but can help to keep bars and taverns in check and doing their jobs. Some terms that must be corrected before this law becomes valid are the concept of ‘visual intoxication. ’ There is no clear definition by which you can define someone as visibly drunk, some people are just morons. Some people act more or less drunk than they are. The legal drinking age of 21 must also be clearly stated. I still believe that the liability aspects of Dram Shop laws should be removed. Bartenders keep clients in line as much as possible, but should not suffer blame and loss of business in order to make an educated guess at the intoxicated state of another person. Too many people have taken advantage of these small businesses and there needs to be only one person, the one truly responsible, to be held liable. When these establishments get slam-jammed busy, there is no way for one or two people to properly assess the mental state of someone, especially a stranger. Enough pressure is applied to these businesses in economic times like those we are in. we should take away the possibility that someone could take business, money and good name of any bar or tavern.

Physical Activity and Childhood Obesity

As people age the knowledge and experiences they gain in life may help shape their daily decisions. Adults are often more conscientious of the benefits physical activity has on their bodies and their health. With the growing popularity of video games, the distraction of television and the fast paced lifestyles many people are now living, children are being greatly affected. The result of children being more sedentary in current times has led to a greater prevalence of child obesity in society.In order to combat this issue it is imperative that children partake in physical activity. Children learn by example and the involvement the schools, communities and parents have with the child helps shape their outcomes in life. There are several factors that may contribute to childhood obesity. In an article on Children’s Physical Activity and Obesity it states that; â€Å"[†¦] the effects of parenting, the home environment, and developmental and psychological factors on diet, obe sity, and physical activity have received significant attention† (Luisa Franzini, PhD, 2oo9).From this attention, new research and developments are achieved. The number of children who experience overweight is growing at an alarming rate in recent times. According to an article on overweight and obesity, 1 out of 3 children are considered overweight or obese (Kids Health, 2009). Research has shown that overweight and obesity leads to health issues, some of which can be fatal. Moreover, the CDC states; â€Å"Obese youth are more likely to have risk factors for cardiovascular disease, such as high cholesterol or high blood pressure.In a population-based sample of 5- to 17-year-olds, 70% of obese youth had at least one risk factor for cardiovascular disease† (Healthy Youth, 2010). Further, experiencing overweight in childhood presents a greater possibility of experiencing overweight in adulthood. According to the CDC, obese youth are more likely to become overweight adults , and therefore more at risk for associated adult health problems, including heart disease, type 2 diabetes, stroke, several types of cancer, and osteoarthritis (Healthy Youth, 2010).A positive outlook on afore mentioned statistics is that these health issues can be prevented by adapting a proper diet and engaging in physical activity. There are a number of ways to prevent childhood obesity. According to an article on Disease Prevention Programs Targeting Obesity in Children, a majority of programs developed and tested to treat childhood obesity have included dietary modification, increased physical activity, and/or reduced sedentary behavior (Adrienne R. Hughes, 2008).With the growing popularity of video games and number of television channels, more children are engaging in sedentary behavior. However, reducing sedentary activities among children can help prevent obesity. In fact, Hughes states; â€Å" Encouraging obese children to increase their physical activity will help to red uce adiposity and improve cardiovascular, metabolic, and psychosocial health (Adrienne R. Hughes, 2008). The amount of time spent being physically active is also important in preventing child obesity.In fact, in an article on Tackling Overweight and Obesity in Children it states; â€Å"Children should take part in at least one hour of moderately intense activity per day; this should make breathing heavier than usual, but talking should still be possible† (Crocker, 2007). It is important to gradually increase physical activity in order to avoid injury or over exertion. Further, as a school, a community and as parents it is important to set good examples for children. Through proper physical activity and diet the prevalence of child obesity can be diminished.