Case Analysis - Allied Electronics Essay Example for Free

Case Analysis Allied Electronics Essay Robert Venter, second-generation Chief Executive (CE) of family-owned Allied Electronics Corporation Ltd, considered the pros and cons of more clearly linking the firms compensation system to sustainability performance. In June 2011, Altron, a multinational headquartered in Johannesburg, South Africa, controlled more than 200 companies in Africa, Europe, the US, the UK, Australia, and the Far East. More than 14,000 employees designed, developed, manufactured, and marketed a range of telecommunications, electronics, power electronics, and information technology systems and products. Having made a clear commitment to sustainable development, Venter was confident that the commitment was shared across the senior management team. However, there appeared to be a higher acceptance in the operating units for meeting financial targets than for meeting sustainability targets. There was a clear difference between Venter and his predecessor, Dr. Venter. Dr. Venter adopted a value-based culture in the company, ensuring that the mission and vision of the company were followed and reviewed after every year. The codes of ethics were maintained and that the company responded quickly to changing external forces and trends. Dr. Venter was mostly the sole decision maker at that time and whatever his decision was, was accepted by the organization. At the time Dr. Venter was in charge of the company, it was mostly bottom-line drive; focusing mostly on profits. No doubt that with the family oriented approach that Dr. Venter had and the sole responsibility that he had undertaken for all decision making made the company soar to new heights. But with the global changes in the corporate world took place and the way corporations did business shifted, a change was needed to handle this change. This was the perfect time that Robert Venter took over the company. He differed from his father in many ways, the biggest being; he concentrated more on sustainable development. He believed that the company should be more transparent and everyone’s views mattered. He created a more participative decision-making process that involved a process by which the idea would float and if the ideas clicked on each level of the process, it would be implemented. This not only empowered employees, but lead to more ideas being generated. Carbon Footing: Even though Venter focused more on the sustainability goals of the company, most of the senior managers were still focused on the financial bottom line. With the new process for feeding new idea to the company, Johnston came up with a business case for a carbon footprinting concept. The main idea of this concept was to link the end-goal of a sustainable goal with a tangible success. Johnston set-up to develop a case on the shift from bottom line to sustainable goals and how they were suppose to implement this. The following considerations and steps were performed: * Why they needed the change * Culture of the organization * Risks facing the change * Whether they had the proper systems and the structure for the change * How they would bring about the change in the organization and how to educate the employees about the change The carbon footprinting brought a change for the greater good in the company, the reporting system became more transparent and numbers and reports were being shared and used in different decision making processes. This led to better decision making and found out where the company lacked how proper steps could be followed to make the company having a better standing in its operations. This system also led the company to incorporate broad-based black economic empowerment, which gave a good image to the company in the eyes of the public as well as the government. A compensation plan was drawn up which was based on key performing indicators, this was linked to the annual performance bonuses. After the success of the carbon footprinting across Altron, it was evident that if a proper research, methodology and the respective steps were followed they could bring about a change in the organization and change its structure, the way they did their work and better efficiency in their operations. King III and the How Altron embraced change With the new legal requirement, known as King III, in South Africa required organizations to publish their integrated reports, Altron had an edge on its competition since it had already started publishing its report a year before the legal requirement. As mentioned in the case, Venter, chief executive of Altron, find this to be satisfying since it put the company in a proactive position. Altron was able to adapt with the new legal requirement faster than the other companies. This adaptation to the evolving reporting environment led Altron to come up with a new, better and a more integrated corporate strategy. There was an increase in the strategic themes from 8 before the new reporting system to 11 with the implementation of the new reporting system. Even though most of the strategic themes of the company were the same, they were now looked upon with a broader perspective. Along with the 8 existing themes revitalized and broadened, three important themes were added which were essenti al for the growth and sustainability of the company. These themes include: * Human capital * Environment * Corporate governance Venter believed these new themes were critical for future sustainability of the organization. All three themes were essential to give the company an edge on the competition as well as show the public the greener, environmental friendly and public friendly the company was. If these three factors were incorporated properly in the company strategy it would lead the company to new heights in the eyes of the employees and the public. With the new strategy that was being implemented in Altron, a lot of different changes were to be made and Altron faced different challenges in designing the new corporate strategy keeping in mind the 11 new strategic themes. Also, they had to come up with a payment policy aligned with the strategy of the company based with the individual performance of the employee. There were mixed reviews about the change in the compensation policy of the company, some employees were reluctant to the change of the already existing compensation policy while others were ques tioning the existing policy and looking forward to the change. Embracing Change As mentioned in the case, the King III regulation was an opportunity for Altron to rethink its strategy and closely incorporate sustainability into its strategy, something that Venter had wanted since he had become the CE of the company. Yet again, Johnston steeped up to the task to come up with a case that would allow the company to embed sustainability into the company’s strategy. For this purpose he assembled a team and carried a research on the different aspects that are already mentioned in the above section (why they needed change, risk involved in the change, manpower and organizational culture etc.). Altron was one of the first companies to start the integrated reporting and the following quote explains why Venter thought it was important for them to do so: â€Å"Integrated reporting focuses management and others on looking forward rather than only backwards, which has historically been the case with most reporting. It creates a complete and accurate picture of the company.† â€Å"Not necessarily more detail, but greater insight into the strategy, risks and value creation of a company.† – Robert Venter (Reference: http://www.kpmg.de/docs/20110912_Integrated_Reporting.pdf). As the quote above explains that the research led Johnston and Venter to identify various risks, value creation factors and the strategy that is being used. It put everything Altron was doing in perspective and evaluated where the company stood, locally and globally. After the evaluation of the research and the decision to broaden their strategic themes, to embed sustainability into their strategy, they came up with the 11 new strategic themes. Not only that but they also; * Defined targets * Timeframe, for every task to be done and operations to take place * The measure of performance of an employee that was going to take place on the basis of the 11 strategic themes An analysis of the Compensation Strategy With the changes taking place and sustainability being implanted into the strategic goals of the company, Venter was uncertain about the incentive structure and what kind of message it would send about the sustainability-oriented corporate strategy that they had come up with. With the already existing compensation plan focusing on rewarding consistent long term individual, it drove employee’s energies and activities towards key business goals, creating a competitive and a challenging work environment. This also led to the alignment of shareholders interest with the; * Operational requirement * Strategic direction * Business-specific value drivers of the employees 5 compensation policies were introduced in Altron that focused on: * Attracting talent * Motivating employees * Rewarding employees on their work * And retaining the high-caliber people The 5 policies that Altron came up with were supposed to be transparent and were to link the compensation plan with the sustainability of the company. These 5 policies were explained in details so that employees and managers to sure about the factors they had to follow in order to get a high compensation in a year. Although the compensation plan was a good one, there were a lot of managers and employees that were not happy with this new plan which led Venter to ponder on the effectiveness of the compensation plan with the new sustainability approach the company had took. Analysis: With the company being a market leader and one of the most successful and highly respected companies in South Africa, this new change from focusing on bottom-line to sustainable growth was an important because of the developing markets around the world and the increasing competition. Altron had the right attitude and the right pace to maintain the market leader status because of the efficiency in their work pattern and them doing work according to the rules and regulations that they had come up with. Not only that, but Altron considered both the internal and external factors before bringing forward a new idea or a change. With the new change that was being implemented and the broadening of the strategic themes of the company, Venter had to consider the sustainability drivers and how they were going to implement that change. In the case the highlight is on the compensation plan of the employees and the managers, this maybe because Venter feels that one of the biggest assets the company has is its employees. No doubt in the market that companies exist in there are very minute difference in products and services and it all comes down to the people that work for the company create a difference between one company to the other. In our view, the better the more motivated the employees are the better they would perform and bring forth and change in the company. Venter believed that the employees working for Altron were going to bring a change in the strategy of the company due to which he had to align the compensation plan with the new strategic themes they had come up with. These compensation policies that he had come up with had different criteria’s that an employee or a manager had to fulfill in order to get a good bonus. This involved individual performance and the performance of a certain departmen t. Even though these policies were carved wonderfully, there were employees and managers that were not happy with them. Statistics from exhibits show that even though the company was maintaining a good financial position, employee turnover had increased. This could result in a problem for Altron. With the 11 new strategic themes focused on different areas, Altron realized the importance of having strategic themes for the employees and the customers. Overall we think that these policies were necessary and would bring a change in the working environment of the company and help people work efficiently in order to get a bonus. Although employees were reluctant to the change there were some pros and cons in the policies: * Adopted a total cost of employment policy. * Performance evaluation of employees twice a year, which would lead to detecting problems earlier and whether the goals of the company were being met or not. * Feedback to the employees, which is essential in the growth of the company and the employee. * Aligning interests of the employees and managers with the interests of the company and the stake holders. | * The 70/30 ratio for the financial and non financial KPIs was a bit high. * The performance evaluation and group evaluation at an 80/20 rate, respectively, as high as well. * | Recommendation and Conclusion Although we are in favor of the new policies being implemented because they take in account all the aspects that are needed for the company to grow and different evaluation techniques that should be used in order to come up with the compensation and bonuses that the employees should get, we recommend that: The financial and nonfinancial KPI ratio is lowered, so that people don’t only worry about the financial outcome of the task they perform but also focus on the nonfinancial work they do. In fact there would be departments such as the customer complaint department, which would not know how their financial outcome would be determined since there suppose to interact with the customers rather than increase the sales or make profits. Each department should be given their own set of KPIs that would be used to evaluate their performance. One of the biggest concerns we have is the 80/20 ratio that Altron is thinking of incorporating. This would mean that employees would rather work on their own than work with each other. Department synergy would be destroyed because everyone would rather work to get a better evaluation that his colleague. This ratio should be kept at 50-50 because with the new integrated report system Altron is using it is very important for departments and employees to work together rather than just focus on their individual performance.

An Introduction To Food Service Industry

An Introduction To Food Service Industry The purpose of this chapter is to critically review the literature relating to Food Service Industry, the position and attributes to gain costumers perception. The arrangement starts with the role of food service, with investigation into the food and beverage operations. Subsequently, considerations into Service Quality point were dimension such as expectance and perception and an illustration of service quality model are taken. In addition an overview into the food and beverage service employment. An important point is mentioned regards to food quality and influences on costumer expectance and perception. Furthermore, sections such us menu planning and meal experience will taken to enrich the research. Finalize with an important point nowadays, were environment impacts will be take into consideration. 3.2 The role of food service The provision of food and beverage service (Davis et al., 1999) and eating away from home are increasingly and there is widening diversity in the nature and type of food and beverage on offer (Lillicrap et al., 2002). In addition conferences organizers are very familiar with the need for a high quality of food and beverage service within venues (McCabe et al., 2000). There are many reasons that clients normally desire to include a food service function in conferences and meetings. Shock and Stefanelli (1992, p.132) in McCabe et. al., (2000) have suggested several reasons such as: to create an image to provide an opportunity for interaction and networking to present a person, product to refresh conference attendees and sharpen their attention to provide a interested audience to keep delegates interested in other non-food activities to increase attendance at conferences Food and beverage service is the essential link between menu, beverage, and other services on offer in an establishment, and the customers (Foskett and Ceserani, 2008). The food and beverage function is characterized both by its diversity and by its size of the event as example of conference, meetings, exhibition and business events (Davis and Stone, 1991). Also can used as an effective tool to satisfy attendees and built attendance, as it empowers an attendees sensory memory of an event (Kim et. al., 2009). It is a significant and critical part of conference operations, and responsible for a high percentage of revenue for the venue (McCabe et al., 2000). In the past, food and beverage service was not important for conference centres, however now when a conference or meeting is organized, food and beverage services plays a fundamental role in the decision-making (Meetingnet.com, 2002 p. 35). Various groups and function venues dynamically search more out for group business as groups can be serviced with minimal costs and within particular times (Davis et al., 1999). Arranging an efficient food and beverage service for groups and functions at time can be very challenging. In many instances, groups may want very specific items, at very specific times and require special menus, or even an out-of-hours service (McCabe et al., 2000). 3.2.1 The food and beverage operations For a particular food and beverage operation the choices of how the food and beverage service is designed, planned, undertaken and controlled are made taking into consideration a number of organisational variables (Foskett and Ceserani, 2008). Figure 5 shows the variables that food and beverage operation has to take into account. Figure 5: Food and beverage operations. Source: Adapted from Foskett and Ceserani (2008) A food and catering service into the conference industry is characterised as function catering. That may be described as the food and beverage service at a specific time and place, for a specified number of people, to an arranged menu and price (Davis and Stone, 1991; Foskett and Ceserani, 2008). There are a variety of function events ranges from providing a bar in a reception area where delegates for a conference are able to assemble before their meeting, to large formal banquets of over 1000 where six to eight courses meals are served (Davis et al., 1998). 3.3 Service quality concept The concept of service can be explained as an interaction between employees and customers (Ball et al., 2003). In this context service quality characterize the level of service that is delivered by operations (Sasser et al., 1982; Walker, 1990; Johns et al., 1994; Jones and Pizam, 1993). It is almost defined in terms of customers perception of expected quality and experienced quality (Brown et. al., 1993). However, service quality is a complex concept and generally needs more than one model to explain it (John, 1996). Many researches making effort to define service quality, they usually on quality service and how it reaches the customers needs. Service quality can be again described as the difference between customers expectation and distinguished performance (Lovelock, 1992; Juwaheer and Ross, 2003). Therefore, services providers need to explore ways to increase productivity, which rely on objectives and goals to be achieved of the service although including quality. Product quality usually ends in the eyes of customers, particularly in the service industry. However the criterion used from customers to evaluate it might be complex and difficult to describe, in particular involving services with high labour content because performance of labour can be different from producer to producer, also each customer can perceived it differently (Berry et. al., 1990). It is also measured according to the level and direction of difference between experience and perception (Sasser et. al., 1987; Gronoor, 1982). Moreover, Ogowicz et. al. (1990) states that perceived service quality can be see form external of the actual operation that appears between customers and servicer provider. In additional, Wyckoff (1992) and Becker and Murrmann (1999) argues that service quality is the level of excellence planned to meet customers requirements. Meeting or exceeding customers expectation is the means to ensure good service quality. Service performance can be judge as a low or high by customers comparing their expectation (Parasuraman et.al., 1988) Customers have a wide range of choices regards to a food service business. From many years of dining experience, customers expectation of service quality have increase and the food and beverage industry is competing to rising it market share (Raajpoot, 2004). As well in the present market place, service quality is know as one of the mainly significant aspect in expand and retaining the successful relationship (Svensson, 2002). Most organisations and managers now realise that customers satisfaction can generate a long-term success, the market were they control which not only include customers but also competitors, regulatory governments agencies and the overall marketing environment (Kandampully, 2001). Therefore, researches can be conducted to identify what creates and retains customers satisfaction and ways to evaluate. 3.4 Dimensions of service quality The intangibility concerned services make it more complicated for consumers to evaluate than product quality because cannot be stored or held. Services are complex to assess until subsequent they have been performed, and even towards it still difficult. However, service quality can be observed as a measure of quality of the delivered-service level equivalent to customers expectations (Lewis and Booms, 1983). Parasuraman et. al. (1985) developed a well-know research concerning service quality, to recognized factors that costumers perceive about service quality. As the research result, they revealed general criteria as the ten principle dimensions of service quality, commonly know as SERVQUAL dimension in order to judge an organisations service quality by customers. Figure 10 illustrates those ten factors. Figure 6: The ten principle dimensions. Source: Adapted from Parasuraman et. al., 1985. Initially, the research proposed 22 statements to identify consumers perception and expectation of service quality. Secondly, those statements represent the ten determinants of service quality (Parasuraman et. al., 1988) illustrated on figure 10. Moreover, service quality emerges from comparison of expected service with perception. Development of model concern service quality suggest that expected service is influenced by three key criteria which as Marketing/Service Package, Personal Needs and Desire and Past Conference Meal. (Parasuraman et. al., 1990). In this research the initial service quality has been adapted to food service function into the conference sector. Figure 11 will demonstrate service quality process to measure costumers expected service and perceived service quality. Figure 7 Service Quality Model to Conference Food Function Source: Adapted from McCabe et al., (2000); Parasuraman et. al., (1985). Even so, it has been suggested that expectations are bound by adequate and desire levels, with a zone of tolerance in between. Although a model has been suggested to conceptualise service quality, with gaps representing the problem associated with the difference between processes to assess costumers expectation ands perception on the food providers performance (Parasuraman, 1991). GAP 1: The procedural gap First gap is the difference between what management believes customers want and what customers really asked for. GAP 2: The understanding gap Second gap is the difference between costumers expectations and managers perceived from costumers expectation. GAP 3: The behavioural gap The service delivered is different from the service specification. GAP 4: The promotional gap The difference between what has been promised by marketing communication activities and the actual service delivered. GAP 5: The perception gap Level of service perceived by costumer diverges from the service actually provided. The model helps catering managers recognise the understanding of customers. Also offers a clear thoughtful to managers who require improving the service quality provided by their service process. Consequently, managers gain the knowledge to improve their service quality and how they can understand their customers expectation and make then pleased which can promote a successful result to a conference meal service (McCabe et al., 2000; Rogers 2008; Zeithaml et. al., 1990). 3.4.1 Expectance and Perception of service quality Customers translate their needs into a series of expectance of the service or product that stand on this ability to satisfy an assured or implicit need. If the food function meets and exceeds these expectations then the customers will feel satisfied and will feel that they have received quality (Parasuraman, et. al., 1985 in Davis et al. 1998). However, if the food function does not meet their expectation, then there is a gap between customers expectations and the perceived characteristics of the service and quality will not have been provided (Davis and Stone, 1991). Customers have different background which influences his or her perception (Olsen et al., 1998). Service delivery is variable and difficult to measure because of the individual character of the contact between customer and services provider (Lashley and Lee-Ross, 2003). Moreover, these needs become a series of expectations for customers such as the type of food they desire, how they would like to be greeted and how much they are prepared to pay (Lockwood et al., 1996). In additional, culture, mood and timing jointly with the customers previous experience can effect on the way service is perceived (Walker, 1990). It is understandable that successful service providers will depend on the individual service delivered, being capable to interpret the customers requirement and adapt the service delivered to their desire (Lashley and Lee-Ross, 2003). If the customer expectations are meet or exceed, they will be satisfied and will have a quality experience (Lockwood et al., 1996). Service providers seen to be more concerned about customers expectance and service delivered, it is important take into consideration if there is a mismatch between service delivered and what is expected, customers are less likely to return (Jones, 1989). Figure 9 illustrate four main outlines to meet customers expectations. Figure 9 Customers expectation Model Source: Adapted from Martin (2003). 2.4.2 Customer expectations Customer expectations are the required level of performance that customers require from a service (Swan and Trawick, 1980). Also based on how well services providers are able to fulfil customer needs and desires (Westbrook and Reilly, 1983; Woodruff; 1987). It plays a central role in understanding the evaluation of service quality (Oliver, 1980). A range of methods for concept customer satisfaction have been proposed, each theory are based on different foundation. The commonly conceptual definition based on expectancy theory, is that customer expectations are predictions created by the customer regarding to what they believe it will be the result of a service provided or exchanged (Clow et. al., 1997). The models of service quality and customers expectation Model see figure 9 stresses the role of expectations. As a result, food service providers should be not only to meet the customers expectations but also to exceed them. Even so, it should be evidenced that exceeding customer expectations by a very high level is both profitable and dynamic, also it will increase cost and customers will have even high expectations when they repurchase. (Olsen et al., 1996). 2.4.3 Customer perceptions Customer perceptions play a vital to the concept of service quality. Perceptions are customers beliefs when they receive and experience service. It gives an explanation on how customers perceive service and how they evaluate their feelings. Additionally, it is important that organisations and managers understand the criteria that customers use to measure service quality (Gale 1994). On average, customers do not perceive circumstances in the same way for the reason that they comprise different needs, objectives and past experiences which persuade their expectations (Seaton and Bennett 1996). Perceived quality is highly connected with service quality and customer satisfaction (Ndhlovu and Senguder, 2002), a high perception of service value can result in greater satisfaction and intentions to return (Tam, 2000). In the food service industry, customers evaluate, compare an establishment with is competitors, and that evaluation is based on satisfaction, where they observe evaluation of service quality from employees, product quality and price (Lewis, 1984; Johns, 1992). 3.5 Food and beverage service employment People working in food and beverage service are the main point of contact between customers an establishment (Foskett and Ceserani, 2008). It is an important role in a profession with an increasing national and international status (Lillicrap et al., 2002). A research conducted by Bowdin and Pherson (2006) states figures regarding tourism service industry. In UK, 13,276 people are employed in the industry as their main job, with a further 337 employed as their second job (The Labour Market review for the Travel Service in Bowdin and Pherson 2006). Moreover, People 1st (2009) registered on total 56 per cent of the labour force are employed on a full time basis and 44 percent work part time. Also the research suggests that conference and events is the largest employer with 13,771 employees, this figure does not included in the figure above. While is difficult to assess the number of employed into the industry. It is obvious that growth in employment in this are and associated sector is occurring. The innovative industries have seen a rise of 400,000 employees in an eight years period (Bowdin and Pherson 2006). The hospitality, leisure, travel and tourism sectors surrounded by the fastest growing in the UK, with standard growth in the sector sitting at 7 per cent over the last 5 years, compared with a 4 per cent growth rate across the economy as a whole. Furthermore, it is predicted that 15,000 new jobs will be created in these sectors between 2002 and 2012 (Bowdin and Pherson 2006). From the Food Service Industry Profile (2009) in Peoples 1st (2009), a research shows that according to the labour force survey 2007/08 183,902 people work in food service establishments in the UK., which 67 per cent are women. They also supported that 15 per cent of those people working in the food and service industry are from black and ethnic minority. Furthermore, graphics 8 and 9 shows the employment by gender and full and part time employment into the food service industry: Graphics 1: Employment by gender and full and part time. Source: People 1st (2009). An additional data from the research reveal the industry age management profile, it says is relatively old when compare to other industry within the hospitality, leisure, travel and tourism sector. More than half 52 per cent are aged between 30 and 49 compared to an average of 35 percent across the sector. A further 27 per cent are aged over 50. Across the sector this figure stands at 17 per cent. 3.6 The concepts of food quality Food quality is generally distinguished from concept of value. It is understandable that food is a core product in any food establishment. Perception of food quality is part of the cognitive process, which influences satisfaction/ dissatisfaction as well as need fulfilment, expectancy affirmation, equity/inequity, also regret and unapprised cognition (Frewer et al., 2001). A high standard of service and quality of food with more sophisticated atmosphere can be found in a coffee shop or speciality restaurants; higher priced à ¡ la carte restaurant with more extensive menu and one or two cocktail bars in the hotel (Davis et al., 1998; Edwards and Nick, 1994). A well in conference centres were function meals served requires professionalism in preparing, planning and producing these meals; knowledge of the diners / customers and their expectations, desire and reasons for eating out are other crucial factors of food quality (Gustafsson et. al., 2006). Examining customer satisfaction, finds that food quality is part of top nine factors tested that had a considerable effect on customers intention to return in a food service. Likewise, the crucial factor of selecting food service establishment is determined by quality of food (Cullen, 2004). 3.7 Importance of food quality A researched carried by Kim et. al. (2009) analyse the influence of conference food function on attendee satisfaction shows that the quality of food content is the leading determinant of an attendees satisfaction with the food function performance. However, consumers are increasingly becoming knowledgeable and sophisticated about food; they usually expect and require food with genuine quality. If companies are prepared to respond to these demands and reflect them in their marketing strategies, the bottom line quality will appear for it self (Wheelock 1992). A term of quality are generally described rather differently between costumers and the provider (Wieske, 1981), and normally includes items such as the food variety, quality of ingredients, nutrition, portion size and price, those appropriated to meet customers desire and nutritional requirements contributing to pleasure of eating (Daget, 1988; Seo and Shanklin, 2005). 3.7.1 Customers role of food quality Food is not only a basic need of life but, it is a survival necessity. Eating is a part of activities of the daily routine, where variation, life style, imagination and imagination on food preparation and presentation (Wieske 1981). With food and service product price and variety can be widely provided. In general, customers are prepared to pay more for what they recognize to high quality service or product (Wheelock 1992). Quality on food can be relatively a complex issue. The food quality approach is engage into the natural sciences based on measurability of food quality characteristics. Those product and services characteristics are classified by costumers researches, transforming those in natural part of the product or service definition and can be conveyed to the next link to improve process on those processes with right specification related to an ingredients, manufacture procedures, packing and service standards, called specifications (Daget, 1988; Becker, 2000). Specifications are the meaning by product knowledge which is transmitted to all those concerned at the service or product. Any failure to certificate this will inevitably confuse those who face the problem of putting the design into production (Daget 1988). The product knowledge and quality expectation is powerfully influenced both by the companys marketing and advertisement as well as by the type of how it can be demonstrated and provision in the trade (Wieske 1981). 3.7.2 Influence of food sensory aspects on costumers Food providers can be even less confident about how much that food contributes to an individuals meal experience (Edwards and Nick, 1994). Experienced quality, including all sort of sensory pleasure particularly taste, and it is influenced by many ways for instance, the product itself, past experience which applies to both food quality and mood of the customer (Frewer et al., 2001). Despite the fact that sensory quality of food is just a part of the customers eating experience, it is very vital for food development, market testing and quality control (Nick et al., 1994). Costumers can use their sensory dimension and the freshness of food to evaluate food service quality or perceived value A successful food service function is the one which ensures providence of appearance, aroma, taste, temperature and texture are all as customer expectations (Jones, 2002; Lee et al., 2004). It is important to note that psychical quality of food is a vital part of customer satisfaction. Sensory aspects of food quality are perceived by numerous items (Jones, 2002), illustrated on table 9 the follow senses: Table 9 Food sensory aspects. Senses Examples Sight, Appearance Colour, visual texture, portion size, apparent freshness and purity; Smell Aroma, some part of flavour which is actually perceived through the olfactory area; Taste Combinations of sweetness, sourness, saltiness and bitterness to create unique flavour of food; Kinaesthetic Sense of muscular movement such as chewiness and tenderness; Touch, Texture Smoothness, dryness, lumps, fluid or solid including rare, middle or well done level of steak; Hearing Some foods are recognised by a crackle during chewing; Temperature Serving with low temperature or high temperature depending on types of meals or sweet. Source: Jones (2002). 3.7.3 The influence of food sensory attributes on customers The sensory attributes of a food plays an important role in it overall acceptance process. For example, it has been well acknowledged that there is specific design to the growth of pleasantness/unpleasantness as a function of the strength of food related sensory attributes. It is makes clear that customers expectations about the sensory properties of food have an influential effect on perceived food appearance (Thomson, 1994). According to many researchers regarding on the relative influence of food quality on customer satisfaction and behaviour (Auty, 1992), the sensory dimensions may perhaps be a core quality and seen as fundamental role to improve perceived service value in a food service context. Additionally the sensory attributes as well play a key role in the customers attempt to assess a particular food function performance (Kivela et al., 2000; Lee et al., 2004). A research conducted by Hester and Harrison (2001) reveals that the sensory attributes can be transformed into a perception of food quality by the costumers that may go ahead to repeat purchase. In addition, a better perception of costumers permit food providers to meet their needs and offer a wide range of nutritious, delicious, attractive and good value products. 3.7.3.1 The importance of appearance, flavour and texture Appearance is the first sensory sense that influences costumers to be interested in the food (Cardello 1994; Lawless 2000). It includes essential sensory attributes of the food as its colour, shape and size as well as more compounds attributes such as translucency, gloss and surface texture (Cardello 1994). Colour often predominate costumers expectations about flavour, and changes in shape or colour can reduce the sense of sameness. It predicts quality and motivates costumers expectations concerning other sensory attributes (Lawless 2000). Astonishing colours may possibly persuade caution until the food is determined to be safe, palatable, and nutritious (Lawless 2000). Although the visual appearance of the food is a potential influence on acceptability, package related to shape, colour, design, associated logo, symbols, brand item; and names are also important (Cardello 1994). Several researches has been conducted concerning important specifics attributes as important sensory factors involving acceptability of food variety, issues from costumers knowledge of food texture is essential to understanding its overall contribution to food acceptance. Furthermore, most of researches that have been conducted with food costumers, flavours are more often mentioned than texture as a reason liking or disliking food (Cardello 1994; Cardello et. al., 1983; Cardello and Maller, 1987; Hendrix et. al., 1963). On the other hand, other studies have indicated that texture is mentioned more often as a reason for disliking a food than as a reason for liking it (Schutz and Wahl 1981). Many others attributes have been taken into consideration, such as gender, socio-economic status and geographical location were factors related to awareness of texture. Women prefer to be more texture conscious than men, an attribute shared by people in higher socio-economic classes (Schutz and Wahl 1981). Despite the fact that the texture of food products can have a profound effect on perceived acceptability, an even greater influence is applied by the flavour of food (Cardello, 1994). 3.7.4 Expectation and perception on food quality Food services are characterised basically by experience also by an acceptable quality dimensions. For most quality dimensions, costumers can not recognize quality before or during the process, however, they have to create quality expectation which is called quality indication. There are generally two quality indication outlining the expectations which are extrinsic quality and intrinsic quality (Olson and Jacoby, 1972 in Frewer et al., 2001). Extrinsic quality factors refers to everything including price of the product or the brand Also, it includes atmosphere and service quality of staff (Frewer et. al., 2001). Measure satisfaction factor, it is becomes more critical as customer expectations and perceptions of product change. Customer product expectations are expected to increase, also their expectations of money value (Edwards and Nick, 1994). A research conducted by Dube and Renaghan (1994) recognises the importance to focus on relationship between satisfaction and the frequency of repeat purchase. In addition, they suggest to food service environment different ways to encouraging repeat purchase based on aspects such as tasty food, atmosphere, attentive staff, helpful staff, consistent food, menu variety and waiting time. Into the food service industry intrinsic quality refers to physical characteristics of the product or service, for example, when the taste or the appearance is inferred from the colour or other aspects include appearance and brand knowledge (Frewer et al., 2001; Tregear and Ness, 2005); also staff appearance and atmosphere of dining hall (Kim et. al., 2009). In addition, customers meal acceptance normally is not only influenced by food quality itself (intrinsic quality) but customers may rely previous meals experiences and value expectation (Oh and Park, 2000; Hartwell, 2004). 3.8 Menu planning The aim of food menu or beverage list is to inform customers what is available to them (Davis et al. 1998), in apparently random fashion with the food being raw, prepared or cooked. Individual menus came into use early in the nineteenth century, as the twentieth century advanced, and people settled around the world, the food service industry began to introducing different style of food and service (Foskett and Ceserani, 2008). Function catering venues normally work on menu planning based on the guidelines in the financial and marketing policies, the different types of menus offered by a function organisation (Davis et al. 1998). Usually, those venues adopt the cyclical menus, these are complied to cover a given period of time: months, or seasonal. The length of the cycle is determined by management strategies (Foskett and Ceserani, 2008). Table 6 shows the advantages and disadvantages of cyclical menus. Table 6 Advantages and disadvantages of cyclical menus. ADVANTAGES DISADVANTAGES Cyclical menus save time by removing the daily or weekly task of compiling menus, although they may require slight alterations for the next period. When used in association with cook-freeze operations, it is possible to produce the entire number of portions of each item to last the whole cycle, having determined that the standardised recipes are correct. They give greater efficiency in time and labour. They can cut down on the number of commodities held in stock, and can assist in planning storage requirements. When used in establishments with a captive clientele, the cycle has to be long enough so that customers do not get bored with the repetition of dishes. The caterer can not easily take advantage of good buys offered by suppliers on a daily or weekly basis, unless such items are required for the cyclical menu. Source: Adapted from Foskett and Ceserani (2008). Manage menu planning for conference events, should take several factors into consideration: food costs, delegate requirements, the type of items required by the client, nutritional concerns, seasonality, staffing implications, and the overall impression that the meal will give to delegates (McCabe et al., 2000). As a sales tool, menus often will by using well-planning and presented advertisement techniques, direct the customers what they are buy (Davis et al. 1998), also it is important to present clearly to clients and delegates the quantity, quality, price, brand (if necessary) and means of preparation of items within menu (McCabe et al., 2000). 3.8.1 Menu selection From conference managers, food function is related to cost driven, as food and beverage sector accounts for 28% of the total expenditure for the conference industry, which is the single largest portion (

The Key of Reflexivity :: Ethnography Anthropology Essays

The Key of Reflexivity What gives me the right to judge? As a studying anthropologist, what constitutes me the right to study â€Å"Others† and proclaim my perception of the â€Å"studied† is correct? Since the development of writing, authors have fell victim to their own misconceptions of a studied group or culture. Even I, right now as I type away at this keyboard am judging and studying the works of other authors. Whether I take a critical or a supportive view of the writings is obsolete, what matters is how my personal life experiences as a studying anthropologist can lead to legitimate findings. Is this possible? Authors may take their own personal hang-ups of society and implement them into their writings. An example would be an angry painter asked to sketch a picture of a happy family seated in front of him. Is the picture accurate if the final creation portrays the family hugging each other but not smiling? Without reflexivity the author/painter will not know why his creation turned out the way it did. Anthropologists are similar to painters. Mainly because their pictures are text drawn with pens, pencils, or keyboards. However, self- reflexivity provides an awareness that allows for personal reflection, aiding in the process of the understanding. It also emphasizes the point of theoretical and practical questioning changing the ethnographer’s view of themselves and their work. To understand how anthropologists can study a group of people successfully, we must first understand their rationale. Kondo states â€Å" I felt every effort necessary in order to blend in and avoid being unmasked as a foreigner.† (Pg., 76) As a foreigner she is admitting to being different than the people she is studying. However, by doing so she is conveying that psyche and thoughts are what separate people, not just their physical traits. I believe this will benefit Kondo in her studies. Realizing that her linguistic and cultural skills will help her to assimilate into the culture and study truly as a participant observer. A misconception may present itself while analyzing a case as diverse as Kondo’s. To conclude that a Japanese woman with American culture, can add perspective for both instances, would be immature. Rather, a Japanese woman with American culture can only provide a legitimate stance for a Japanese woman, raised in a American culture. Malinowski on the other hand feels as though studying every little detail will provide you with the necessary components for a good anthropologist to construct a sound and rational ethnography.

Behind the Arch: The Truth about Drinking at Buena Vista University :: Journalism Alcohol Drinking College Essays

Behind the Arch: The Truth about Drinking at Buena Vista University Behind the Arch: The Truth about Drinking at Buena Vista University, is book with written stories and events relating to drinking on the campus of Buena Vista University (BVU). Behind the Arch is published by the English 300 class of 2001, including students Chris Allen, Alisa Dixson, Jennifer Durham, Shelley Katzer, Max Kenkel, Teri Kramer, Toby Malavong, and Courtney Weller. Many questions came up about the alcohol use among the BVU students and community. This book is a great source for BVU because it shows causes relating to its effects of drinking on and off campus. These students reflect on their past experiences and explain what incoming freshmen students may expect in a college setting. Also, upperclassmen share their experiences in this book explaining what to expect as the years pass. High school students always look forward to the college life and surroundings. Most cannot wait until they are free from their parents and free to do whatever they want. As incoming freshmen attend Buena Vista University, many are afraid of what to expect. Talking from my own personal experiences, college is coming easy to me so far. From talking with other students, life is tough for them. As I have talked to other students, the problem is not so much the school work, but it is the social life. Many are afraid of what to expect. Many feel drinking may solve their problems because it may help them associate with others easier. This is where the drinking problem on the BVU campus begins. Here at BVU, party nights usually fall on Wednesday, Friday, and Saturday nights. This is because the local bars such as Puff’s and Malarky’s have specials on drinking. The biggest night most students talk about is nickel pitchers, which falls on Wednesday nights. If a student is of legal age of 21, they are able to purchase as many pitchers of beer for only five cents apiece. I think this is where most of the problems start. Many students drink even before they go to the bar, then when they get to the bar, they consume so much alcohol to get drunk. Most people know a nickel pitcher is a great deal, which is why a huge percent of students go party on Wednesday nights.

Vandalism :: essays research papers

A problem that occurs in most states is vandalism. Vandalism is a growing national problem. Last year this senseless crime cost United States Citizens over one billion dollars. Vandalism is a problem that gets to everyone in some form or another. It can affect your family, friends, property, community, and your pocketbook. The more you know about vandalism, the more you can make it a crime that is more trouble than it's worth.   Ã‚  Ã‚  Ã‚  Ã‚  Over one half of all the crimes associated with vandalism occurs in high schools. There is no typical vandal. Vandals can be good or bad students, girls or boys, whites or blacks, rich or poor. The largest age group arrested for vandalism is between 13 and 14. However, children as young six and seven vandalize schools and park areas. Teenagers with growing-up problems act destructively by destroying vehicles, spray-painting graffiti on public places, etc. Older youths often commit more serious acts such as damaging vehicles or machinery, burglary, arson or theft.   Ã‚  Ã‚  Ã‚  Ã‚  Although most vandals do not have a clear motive for their acts, studies show that basic social problems and attitudes are at the root of the vandalism. Among the many explanations for the crime are anger against society, boredom, drug and alcohol abuse, disciplinary problems, personal problems and racial/political conflicts.   Ã‚  Ã‚  Ã‚  Ã‚  Police, fire and emergency services are affected by increased workloads and false alarms. Also, facilities, such as parks and public rest rooms which everyone in the community uses, become vandalized. Vandalism affects your pocketbook too. People pay their taxes for a reason, to build a better community for the future generation. When the community is vandalized, the people are the ones who have to pay for someone else’s damage.   Ã‚  Ã‚  Ã‚  Ã‚  Vandalism is still and will always be a growing problem unless we do something about it. We need to keep our kids off the streets, make sure you educate them about vandalism by telling then that is wrong and can lead to prison. Also be aware of who your kids are hanging out with, give them enough attention and love as much as discipline and also encourage activities outside of school.

Jesus and Cicero Essay

Sinning is one thing people feel that when people do die, they should automatically go to the underworld, or hell, due to their sinful actions. In the Aeneid, book number six, Virgil describes a place where these people go when they perish on earth. When these people get to the underworld, they are judged by their actions and punished depending on the severity of it. Virgil gives us the idea that there is indeed an afterlife, just like Jesus did. But when it came to sinners, Jesus forgave people who have sinned because he wants people to learn the idea of forgiving. Also he wants people to know that nobody is perfect, and that in order for God to forgive one’s sins, he or she must forgive others. When it comes to the idea of sin both Virgil and Jesus agree that there is an afterlife; but Virgil and Jesus’ idea of sin differ when it comes to punishments and judging people as human beings. Virgil shows his readers that the underworld is a place of punishment and cruelty. When sinners die, they are sent to the underworld to admit their wrongdoings and face the consequences for their actions. In the underworld there is a man named Rhadamanthus who listens to the sinners and sentences them to different penalties based on what they did. Once Rhadmanthus listens to the sinner’s story, he sentences them to different sections of the underworld. The underworld contains different sections that are based on levels of severity. The greater the sin someone commits, the greater the punishment that that person will receive. For example, in the sixth book of the Aeneid, Virgil says that, â€Å"Here come those who as long as life remained held brothers hateful, beat their parents, cheated poor men dependent on them; also those who hugged their new found riches to themselves and put nothing aside for relatives- A great crowd, this-then men killed for adultery, men who took arms in war against their right, not scrupling to betray their lords† (181:813-82 0). In this quote, Virgil gives examples of people’s sins that have gone to the Underworld for it. In the Aeneid, Virgil gives readers the idea that people who sin will be punished and sent to the underworld no matter what sin they commit. He also shows that there is an afterlife, but he does not discuss the idea of heaven and that all souls will travel to the underworld to face the consequences. Like Virgil, Jesus does believe in the afterlife, but he discusses the idea of both heaven and hell. He believes that once people die, their souls are lifted out of the human body and are either brought to heaven or hell. Jesus taught that people will be placed into heaven or hell based on their virtue and following the teachings of God. Jesus also bases it on people who either open or close up their heart for others. An example of the reflection of the heart and self comes from the Gospel of Luke. In the gospel it says that there was a rich man who had a poor man, named Lazarus, living o utside his gate. The poor man would beg to eat the food that would fall off the rich man’s table and he needed assistance. Once both men died, the poor man was lifted by angels to Abraham’s bosom, while the rich man was buried in Hades being tormented. When the rich man called to Abraham for help he said, â€Å"Son remember that you in your lifetime received your good things, and Lazarus in like manner evil things; but now he is comforted here, and you are in anguish† (Luke 16:25-26). He is saying that people who are poor are in need of assistance, but there were people who were wealthier that didn’t open up their hearts for others. So, those people of wealth would suffer in the afterlife unlike those were poor. Those who were poor would live a more comfortable way in the afterlife. Even though Virgil and Jesus believed in the afterlife, they differed when it came to the true idea of sinners. Virgil felt that all people would go to the underworld and be judged by Rhadamanthus to see their fate in the afterlife. He never discussed the idea of heaven, and he would make up certain punishments for different people. Unlike Virgil, Jesus looked at sinners in a different way. Instead of punishing and treating sinners differently, Jesus would forgive those who have sinned. An example of Jesus forgiving a sinner is in the Gospel of John. It talks about people gathering around the temple with a woman who committed adultery. The scribes and Pharisees brought the woman to Jesus to test and see what he would do to her. The reason the people wanted to test Jesus because in the Law of Moses, it states that the person who commits adultery shall be stoned. The remarkable part of the story is when Jesus says, â€Å"Let him who is without sin among you be the first to throw a stone at her† (John8:7). As he said this, everyone backed away one by one and Jesus was left alone with the adulterer. Once he was with her by himself he said, â€Å"Woman, where are they? Has no one condemned you?† She said,† No one Lord† And Jesus said, â€Å"Neither do I condemn you; go, and do not sin again† (John8:10-11). Jesus is saying that people cannot judge or punish a sinner if people themselves have sinned before in the past. Also, Jesus teaches that sins will be forgiven by the Lord as long as people learn from their mistakes and faults. When comparing Virgil and Jesus, they both have somewhat, similar thoughts of having an afterlife, but they differ greatly with people’s consequences. Virgil believes in certain sentences and reprimands. Jesus believes in the idea of mercy with sinners as long as they learn their lesson for the future. They both understand that sinning is a bad thing, but how one deals with sin is the true test. The real question is,† If someone commits sin against you, what will you do in reaction to it?†

Paris 36 Essay

Paris 36 starts with confession by the protagonist Pigoil(Gerard Jugnot) to a police officer, accused of murder. It turns to a flashback to the year 1936 depicting the unstable district in a Paris faubourg, suffered from depression and the rising pool of involuntary unemployment. Pigoil has lost his lifetime job in a liquidated musical hall and his wife runs off with another man. More miserably, Pigoil cannot keep the custody of his beloved son- JoJo(Maxence Perrin) because of his financial inability. Struggling to hold on, the trio of experienced stagehands- Pigoil, with Milou (Clovis Cornillac) and Jacky (Kad Merad) decide to take over the vacant musical hall, named as Faubourg 36, and produce some sorts of hit musicals. With the arrival of a young talented actress, Douce (Nora Arnezeder), the musical hall is a huge success and Pigoil can share the happiness with JoJo again. During the time, the hostile landowner Galapiat (Bernard-Pierre Donnadieu) ,who is fascinated with Douce, always wants to clutch her. When he later discovers that Douce is in love with Milou, he sends the gang to have Milou killed but they are in a mistaken notion and wrongly kill Jacky. Shortly thereafter, Milou argue with Galapiat face-to-face and Pigoil finally shoots Galapiat to save Milou. That is the confession and Pigoil is hauled off to 10-year jail. The film ends with a cheerless scene of Pigoil’s returning to the town after 10 years, yet a delightful projection for JoJo’s success as a professional accordionist performing in Faubourg 36.