E-Commerce in Project Integration Essay Example | Topics and Well Written Essays - 3000 words

E-Commerce in Project Integration - Essay Example These applications use electronic communications systems and technology of internet (world wide web) and local area networks.1 These depend on computer and non computer technologies. The usage of non computer technologies can be speed up using the e commerce applications. For example the sales and transportation activities can be speeded up by timely communication using computer technologies. According to a survey the ecommerce business applications generated $12.3 billion sales in 2003. this sales is apart from the general sales. The concept of electronic commerce was not same as it was now when compared to 30 years back. The concept has changed with the change of technology. In the present day usage and the needs the e - commerce applications usually integrate various activities in the project management. 30 years back, the interchange of data and funds transfer used to be the meaning of e commerce. They included the transmission of purchase orders and invoices electronically. The process of integration is not present in the beginning. E - Commerce is combination of technology and business. The name itself will represent that combination. It can be defined as the set of processes that execute the business. The analysis of the information available also is part of e commerce. 20 years back, the initiation of credit cards and ATMs occurred. This increased the speed of transaction. After that the e commerce introduced the enterprise resource planning systems. These included data mining and ware housing of data. The increase of databases resulted in increasing the capacity of analysing by the e commerce applications. At present the e commerce includes a wide range of business activities. These activities include number of processes like e banking, offshore manufacturing and e logistics. The growth of the economies of the countries started to speed up when the industries in those countries used e commerce for the integration of their activities. The reason is that it speeded up the execution of transactions and deliver y and production of goods. In this paper the application and advantage of using e commerce for integrating the construction project management will be discussed. 2. E-Commerce in Construction Business Like any other business, the construction business involves the sales, purchase, cash and information transfer and transportation of goods. Along with the aforesaid topics, the process of tenders was also involved. All the above mentioned activities, transactions and processes involved in them can be speeded up by the integration using the e commerce applications. As the groceries are ordered online by customers, similarly the construction material also can be ordered online using e commerce applications. This is possible if the vendor of the construction material also have e commerce applications and using them. This entry of e commerce into number of sectors removed the barriers of selling in number of types of goods. This decreased the investment in establishment of showrooms for many small sized and big sized businesses and industries. As the usage of e commerce decrease the flow of customers to the showroom along with

Memorial to Imaginary Choson King Essay Example | Topics and Well Written Essays - 1500 words

Memorial to Imaginary Choson King - Essay Example The largest population of Korea comprises of secondary people with the citizens being recognized as the owners of the country, since they influence the future. In this case, discrimination can result to rebel against the king, which may lead to undesired outcomes. Therefore, the secondary status groups act as a buffer between the ruling aristocracy and the numerous numbers of commoners; thus, they are significant for facilitating social stability. Prohibition against Remarriage of Women Marriage has been considered as an affair between two people, which should last beyond the death of the husband. In fact, the Confucians have an emphasis on exclusiveness of marital relationships; the legislators argue that there is need to prohibit remarriage of women, as a custom, during the Koryo. This is a form of discrimination, since there is no sound base for barring women from remarrying after the death of their husband. Moreover, there is the law that constraints the sons and grandsons of wom en, who have been married thrice from attaining a bureaucratic position, taking national examinations and receiving a post in administrative offices. This hinders them from effectively contributing to the economic development of the country. Discrimination can be considered sensitive, given that it is addressed in the State Code of 1485 without a direct outlaw of remarriage in women. In fact, sons and grandsons of remarried women are denied a chance to be eligible for civil military office. Therefore, the law hinders them from involvement in higher or lower civil service examinations. Consequently, it results to legal implications and facilitate the impossibility for remarriages in women. Nevertheless, women who have been remarried twice are not mentioned in this law, since the law is based on the basic law and ritual decorum related to human feelings. Therefore, this law is discriminating against poor women who live without supportive relatives, whereby they have trouble in maintai ning their chastity in a situation of being windowed in their early years. In this case, they are bound to make a decision of marrying for the second time, and there is no harm on ritual decorum. Therefore, laws barring their sons and grandsons from receiving high office should be expunged. Discrimination against Secondary Sons Since the beginning of the dynasty, there was a distinction between the main wife and concubines, which led to severe implications on the social status of the concubine’s sons. Consequently, the sons have been regarded as superfluous member in relation to the main descendant line, since their mothers are in the lower status in the society, which is attributed to being socially despised. They have been barred from examinations and becoming officials due to their personal initiatives; there are structural constrains of lineal consideration because of social imbalances. Barring secondary sons and their descendants from taking civil service examination and attaining a bureaucratic position is not a traditional law in Choson society. In fact, the law was compiled along with the State Code [1485], and since then, the law has been passed for a century. In fact, this form of discrimination has never been experienced in other counties such as China or other territories surrounding Choson society. Nevertheless, the reason behind barring of secondary sons from taking bureaucratic position is inappropriate maternal line in their generations. Consequently, they end up being frustrated and dying in the countryside, whereby their talents end up being wasted to the society. Peasants and Slaves Social differentiation has been accepted by the Confucians, whereby there are four categories comprising of

Value of Green Supply Chain Management (GSCM)

Value of Green Supply Chain Management (GSCM) Organizations worldwide are continuously trying to develop new and innovative ways to enhance their competitiveness. Bacallan (2000) suggests that some of these organizations are enhancing their competitiveness through improvements in their environmental performance to comply with mounting environmental regulations, to address the environmental concerns of their customers, and to mitigate the environmental impact of their production and service activities. Green supply chain management as a form of environmental improvement is an operational initiative that many organizations are adopting to address such environmental issues. Currently, the green concept is a critical issue for companies, but when the majority of businesses are cost focused, the idea of implementing and moving toward green practices is often seen as a costly strategy. Bowen et al. (2001) state that organizations will adopt green supply chain management practices if they identify that this will result in specific financial and operational benefits. According to Routroy (2009), Greening the manufacturing supply chain may result in one or more benefits, in terms of cost reduction, operational efficiency improvement, flexibility improvement, sales enhancement, customer value enhancement, and societal image improvement. Green supply chain management is also to enhance firms environmental performance through inter-organizational collaboration with business partners and increase efficiency by cost saving programs and proactive risk management practices (Hervani et al., 2005; Rao and Holt, 2005; Zhu and Sarkis, 2007). We will review the literature about Green Supply Chain Management (GSCM) concept and then we will see how it is translated within the supply chains. Then, the common purpose of this research will be to identify the link between GSCM and overall firm performance. We decided, based on the literature and on a specific framework (Rao Holt, 2005) applied in Asia, to tackle the concept of green supply chain management in Western Europe by including environmental initiatives in: (1) Inbound logistics; (2) Production or the internal supply chain; (3) Outbound logistics, including reverse logistics. Nowadays, how organisations are implementing GSCM and what are the impacts on their business? At the end of this research we will identify the best practices, and the way they are they measured. Moreover, we will see in what extent an effective Green Supply Chain Management could be a driver for innovation and business performance in manufacturing firms? Finally, we will see if Green Supply Chain Management lead to profitability and competitiveness. Our study will consider manufacturing companies in Western Europe. II Literature review Definition Green supply chain management Several studies have considered the concept of ecological sustainability as a framework for studying management practices in both operational and strategic contexts (Sarkis and Rasheed, 1995; Klassen and McLaughlin, 1996; King and Lenox, 2001). As part of this effort, other studies have examined the greening of supply chains within various contexts including in product design (Allenby, 1993; Gupta, 1995), process design (Porter and Van der Linde, 1995a; Klassen and McLaughlin, 1996), manufacturing practices (Winsemius and Guntram, 1992), purchasing (Handfield et al., 2002) and a broad mixture of these elements (Bowen et al., 2001a). It is not surprising that GSCM finds its definition in supply chain management. Adding the green component to supply chain management involves addressing the influence and relationships of supply chain management to the natural environment. Motivated by an environmentally-conscious mindset, it can also stem from a competitiveness motive within organizations. In this paper GSCM is defined as: Green Supply Chain Management GSCM = Green Purchasing + Green Manufacturing/Materials Management + Green Distribution=Marketing + Reverse Logistics Figure 1 shows this GSCM equation graphically, where reverse logistics closes the loop of a typical forward supply chain and includes reuse, remanufacturing, and/or recycling of materials into new materials or other products with value in the marketplace. The idea is to eliminate or minimize waste (energy, emissions, chemical/hazardous, solid wastes). This figure is representative of a single organizations internal supply chain, its major operational elements and the linkage to external organizations. A number of environmentally conscious practices are evident throughout the supply chain ranging from green design (marketing and engineering), green procurement practices (e.g. certifying suppliers, purchasing environmentally sound materials/products), total quality environmental management (internal performance measurement, pollution prevention), environmentally friendly packaging and transportation, to the various product end-of-life practices defined by the Res of reduction, reuse, remanufacturing, recycling. Expanding this figure, a number of organizational relationships could be found at various stages of thismodel, including customers and their chains, as well as suppliers and their chains, forming webs of relationships. Figure 1. GSCM graph The development of industrial ecosystems would be greatly supported by GSCM practices. Korhonen and Niutanen (2003) in their study of material and energy flows in the local forest industry in Finland suggested these flows were comparable to other economic and industrial systems. In the last two decades, the product-based systems perspective and the geographically defined local-regional industrial ecosystem have Porter (1991) argues the pressure to innovate from an environmental perspective comes from regulatory pressure, as firms respond in creative and dynamic ways to environmental regulation by introducing innovations improving environmental outcomes. Other studies concluded environmental innovation is the result of market pressures causing firms to become more efficient. Porter and Van der Linde (1995a, b) concluded firms respond to competitive conditions and regulatory pressure by developing strategies to maximize resource productivity, enabling them to simultaneously improve their industrial and environmental performance. Furthering this issue, Greffen and Rothenberg (2000) suggest suppliers can be an important source of enhanced competency for radical environmental innovation, which, in relation to an integrated technological system, demands capabilities beyond those likely to exist within a single company. The added competency brought by the supply chain partners is important. Other external pressures do exist and include environmental compliance, liability, issues of business continuity, the call for benchmarking to national, international, or industry standards, customer attitudes toward product take-back, and even pressures from inter-organizational information technology/data management systems. The innovation of GSCM/Performance Measurement is necessary for a number of reasons in response to external pressures. For example, business performance measurement, for purposes of external reporting, is fundamentally driven by the creation, maximization and defence of economic rents or surplus. These surpluses or rents in business come from distinctive capabilities such as brands and reputation, strategic assets, innovations, and the distinctive structure of relationships firms enjoy both internally with their employees and/or externally with their customers and suppliers. External reporting is also necessary to maintain organizational legitimacy with respect to environmental issues (Harvey and Schaefer, 2001). Sustainability. One of the major definitions of sustainability and certainly most well known is that of the Brundtland Commission (World Commission on Environment and Development, 1987, p.8): development that meets the needs of the present without compromising the ability of future generations to meet their needs. This short definition includes the interest of understanding the environmental impact of economic activity in both developing and industrialized economies (Erlich and Erlich, 1991); ensuring worldwide food safety (Lal et al., 2002); ensuring that vital human needs are met (Savitz and Weber, 2006); and assuring the protection of non-renewable resources (Whiteman and Cooper, 2000). Unfortunately, the societal aspect of sustainability is complicated for firms to apply and provides little explanation regarding how organizations might recognize future versus present needs, determine the technologies and resources necessary to meet those needs, and understand how to balance organizational responsibilities to numerous stakeholders such as shareholders, employees, society and the natural environment (Hart, 1995; Starik and Rands, 1995). Sustainability has been also investigated in the fields of management, operations, and engineering. Within the management literature, most of the current conceptualizations of organizational sustainability have focused on ecological sustainability (the natural environment), with little recognition of social and economic responsibilities (Jennings and Zandbergen, 1995; Shrivastava, 1995a; Starik and Rands, 1995). Sustainable refers to the triple bottom line, for economic, social and environmental. An approach to competitive advantage. A particular organization has competitive advantage when it achieves a higher return on investment than its competitors, or it is able to do so (Grant, 1996). Therefore, in order to have competitive advantage organizations must have the ability to obtain higher profit margins than other companies in the industry. Organizations with competitive advantage, however, might show not the highest profit rate. For example, competitive organizations might prefer, for one or another reason, to sell their products and services at a lower price than the maximum price it could mark. Two major types of competitive advantage can be enjoyed by organizations (Porter, 1985): cost advantage, which is the result of supplying similar products and/or services to low prices; and differentiation advantage, which comes from offering differentiated products and/or services to customers, who, in turn, are ready to pay an additional price which overcomes the additional differentiation costs. While the cost advantage position implies to have the lowest costs in the industry, differentiation advantage refers to offering something unique which is valued by customers. Competitive advantage can derive from one or more factors or sources. Firstly, literature on strategic management suggests the following major sources of cost advantage (e.g., Porter, 1985; Grant, 1996): scale economies, learning economies, production capacity management, product design, cost of inputs, process technology, and management efficiency. Secondly, sources of differentiation advantage include tangible and intangible aspects which are significantly valued by potential customers as to be ready to pay an additional price for them (e.g., Porter, 1985; Grant, 1996); tangible aspects refer to observable characteristics of the products and services, their performance, and complementary products and services; intangible aspects, in turn, include social, emotional, psychological and aesthetic considerations which are present in any choice of products and services. Recently, a major theoretical framework has been developed in strategic management literature which seems to be particularly appropriate for identifying the characteristics that a particular resource or capability must show in order to be a major source of competitive advantage. This theoretical framework is the resource based view of the firm theory. Performance Corporate performance measurement and its field application continues to grow. The diversity and level of performance measures are linked to the goal of the company or the individual strategic business units features. For instance, when measuring performance, organizations have to think about existing financial measures such as return on investment, profitability, market share and revenue growth at a competitive and strategic level. Other measures are more operationally focused, but may inevitably be linked to strategic level measures and issues. This is the case of customer service and inventory performance (supply, turnover). GSCM implementation Where to begin? Viable environmental sustainability programs require meaningful action across a broad range of processes. Some of the most impactful areas include: Production planning: The most valuable members of a supply chain are able to provide accurate forecasts and deliver reliably so as to help reduce over purchasing, over-production and waste Manufacturing: The adoption of techniques such as lean process improvement should result in less over processing as well as reduced energy intensive storage and waste Distribution: Network redesign. Smart routing, backhauling, fill optimization and mode switching à ¢Ã¢â€š ¬Ã¢â‚¬  all are likely to result in fewer freight miles Green design: The electronics and related high-tech industries practice collaboration as a means of optimizing the green aspects of their components and end-products; proactive and/or influential members of a supply chain can promote/pursue similar collaboration/ innovation Packaging: The greenest firms seek to minimize the environmental impact of packaging, not only by using less, but also by evaluating the energy, waste, recovery and other life cycle impacts of their packaging choices Recycled content: Companies score green points by maximizing their use. of these materials as well as by using materials in products that are in turn easily recyclable Warehousing: Challenge existing assumptions in light of higher energy costs and the need to reduce carbon footprints Green energy: More green points are available by using green or renewable energy sources à ¢Ã¢â€š ¬Ã¢â‚¬  although this can be difficult in regulated energy markets (and a factor in future location decisions) IT: Videoconferencing and remote servicing can reduce business travel; Energy Star rated PCs along with optimized power consumption settings can significantly pare energy costs Server farms: Energy efficient servers arrayed according to state-of-the-art cooling practices can generate enormous energy savings Ridesharing/telecommuting: A growing number of companies are working with municipalities to better optimize public transportation to their facilities. More companies are also enabling more workdays at home as well as providing incentives for carpooling Estates: Investments in building air tightness, insulation and energy efficient heating, cooling, lighting, plant and equipment can significantly reduce carbon footprints Green procurement: It is possible to reduce your carbon footprint by paying more attention to your own procurement. Supplier carbon footprint, ISO certifications, procurement distance have to be part of the selection criterias. Conceptual framework Greening the inbound function It is argued that greening the supply chain has numerous benefits to an organization, ranging from cost reduction, to integrating suppliers in a participative decision-making process that promotes environmental innovation (Bowen et al., 2001; Hall, 1993; Rao, 2002). Critical parts of the inbound function are the purchasing and supply field. Green purchasing strategies are adopted by organizations in response to the increasing global concerns of environmental sustainability. The Green purchasing should be able address reduction of waste produced, material substitution through environmental sourcing of raw materials, and waste minimization of hazardous materials. (Rao Holt, 2005) The involvement and support of suppliers is crucial to achieving such goals. (Vachon and Klassen, 2006). Furthermore, organizations are managing more and more their suppliers environmental performance to ensure that the materials and equipments supplied by them are environmentally-friendly in nature and are produced using environmentally-friendly processes. Min and Galle (1997) explore green purchasing to determine the key factors affecting a buying firms choice of suppliers, the key barriers and the obstacles to green purchasing initiatives. They also investigated the impact of green purchasing on a corporations environmental goals. Below listed subjects to get information on the green inbound phase of a supply chain: (1) Guiding suppliers to set up their own environmental programs; (2) bringing together suppliers in the same industry to share their know-how and problems; (3) informing suppliers about the benefits of cleaner production and technologies; (4) urging/pressuring suppliers to take environmental actions; and (5) choice of suppliers by environmental criteria. Greening the production phase or the internal supply chain In this phase, there are a number of concepts that can be explored, such as cleaner production, design for environment, remanufacturing and lean production. Hong, He-Boong, Jungbae Roh, (2009) highlight through their research that strategic green management needs the combination of integrated product development (IPD) and supply chain coordination (SCC) for desired business outcomes. Thanks to a survey on 580 manufacturing plants in the US, adopting cleaner production techniques, Florida and Davison (2001) showed that green corporations are innovative in their environmental practices, and these strategies emerge from a real commitment towards reducing waste and pollution. Lean production/manufacturing is also an important consideration in reducing the environmental impact of the production phase. In their research King and Lenox (2001), concludes that lean production is complementary to improvements in environmental performance and it often lowers the marginal cost of pollution reduction thus enhancing competitiveness. In addition, Rothenberg et al. (2001) identify that lean plants aim to minimize waste and buffers, leading not only to reduce buffers in environmental technology and management, but also in an overall approach to manufacturing that minimizes waste products. (1) Environment-friendly raw materials; (2) substitution of environmentally questionable materials; (3) taking environmental criteria into consideration; (4) environmental design considerations; (5) optimization of process to reduce solid waste and emissions; (6) use of cleaner technology processes to make savings in energy, water, and waste; (7) internal recycling of materials within the production phase; and (8) incorporating environmental total quality management principles such as worker empowerment. Greening the outbound function On the outbound side of the green supply chain, green logistics comprises all links from the manufacturer to the end users and includes products, processes, packaging, transport, and disposal (Skjoett-Larsen, 2000). Rao, (2003) and Sarkis, (1999) argue on the fact that green marketing, environment-friendly packaging, and environment-friendly distribution, are all initiatives that might improve the environmental performance of an organization and its supply chain. Reverse logistics and waste exchange and ore generally management of wastes in the outbound function can lead to cost savings and enhanced competitiveness (Rao, 2003). In order to address these environmental impacts of packaging, many countries now have programs and legislation that aims to minimize the amount of packaging that enters the waste stream, such as the Packaging Directive in the EU. The distribution, for the whole supply chain is a huge stake for green management. In fact the distribution results of a trade-off between efficiency and effectiveness firm strategy. For this reason is difficult to handle As part of outbound logistics, green marketing has an important part to play in the link between environmental innovation and competitive advantage (Menon and Menon, 1997). Encouraging suppliers to take back packaging is a form of reverse logistics that can be an important consideration in greening the outbound function, with a study by Dorn (1996) identifying an increase in market share amongst companies that implemented an environmentally-friendly packaging scheme. The product design step is more and more integrated within green supply chain issues because 80% of the environmental burden and cost of a product is fixed during this phase (Carbone, Moatti, 2008). Strategic variables to take in account for an empirical study; (1) Environment-friendly waste management; (2) environmental improvement of packaging; (3) taking back packaging; (4) eco-labeling; (5) recovery of companys end-of-life products; (6) providing consumers with information on environmental friendly products and/or production methods; and (7) use of environmentally-friendly transportation. Competitiveness Economic performance Bacallan (2000) suggests that organizations are enhancing their competitiveness through improvements in their environmental performance to comply with mounting environmental regulations, to address the environmental concerns of their customers (à ¢Ã¢â€š ¬Ã‚ ¦). However, an interesting point to notice is that, as long as the market does not seek environmental value-drivers in the products and services it purchases, environmental issues are not necessarily considered by organizations and consumers. (Rao Holt, 2005) Fortunately, over the last few years there has been a growth in environmental awareness of consumers in general. Clearly a growing number of corporations are developing company-wide environmental programs and green products sourced from markets around the world. Therefore, environmental issues are becoming a source of competitiveness. All these efforts aim to improve environmental performance, enhance corporate image, reduce costs, reduce risks of non-compliance and improve marketing advantage. Nevertheless, some organizations are still looking upon green initiatives as involving trade-offs between environmental performance and economic performance. The financial performance of firms is affected by environmental performance in a variety of ways. When waste, both hazardous and non-hazardous, is minimized as part of environmental management, it results in better utilization of natural resources, improved efficiency, higher productivity and reduces operating costs (Rao Holt, 2005). Nowadays and in the future, a good green player could expect to increase its brand image and its market share and then improve its profitability against company without enough green concern while saving costs by innovative processes. To investigate the link between green supply chain management and economic performance we could refers to those key aspects: (1) New market opportunities; (2) product price increase; (3) profit margin;(4) sales; and (5) market share. And competitiveness: (1) Improved efficiency; (2) quality improvement; (3) productivity improvement; and (4) cost savings. Methodology To validate our research, an empirical, survey-based research approach will be taken. Based on the empirical studies through the literature, and a meaningful framework used in the relevant research of Rao Holt in 2005 applied on Asian companies. We choose to follow a common technique to validate the framework presented in the preceding section, a linear SEM (Stochastic Expectation Maximization) approach is used (JÃÆ' ¶reskog and SÃÆ' ¶rbom, 1993) to validate the causal relationships between the different latent constructs of: greening the inbound function; greening production; greening the outbound function; competitiveness and; economic performance. The questionnaire will be distributed to the supply chain managers and/or environmental management representative (EMR) or the chief executive of manufacturing organizations in Western Europe. In order to have both MNCs and SMEs ( Responses will be collected on a four-point and five-point Likert scale, and open-ended questions. The four-point scale served to force the respondents to check either on the negative side or on the positive side. The choice not to focus only on the leading edge ISO14001 accredited organizations (running environmental management) allow us to broader our research and then make a comparison between those without formal environmental management accreditation, and best players accredited. In terms of financial performance, this strategy will be interesting for identifying benefits and again do comparisons. Expected results. As this type of research was already done in South-Est Asia, our results will allow us to compare our findings and trend with those in South-Est Asia. We expect a response of 10%, therefore we will send to a consequent sample to get sufficient and tangible return. We will probably be able to confirm that greening the supply chain also has potential to lead to competitiveness and economic performance. As the current environmental concern in Europe is high, including governmental and customers pressures these research findings would probably show that firms that are greening their supply chains not only achieve substantial cost savings, but also enhance either sales, market share or exploit new market opportunities. The cost aspect will be important to assess as it is directly connected to the overall performance. The main limitation of this research will be probably the small sample of organizations, but the lack of empirical research in Europe will be also one of the main strengths of this paper. Therefore, the findings cannot be generalized to all organizations in this region or around the world. Finally, future research should empirically test the relationships suggested in this paper in different countries, to enable comparative studies. For further research, a larger sample will allow detailed cross-sectoral comparisons and establish international patterns regarding benefits from GSCM. Performance Measurement for Green Supply chain management: Context In supply chains with multiple actors, (vendors manufacturers, distributors and retailers) whether regionally or globally dispersed, it is difficult to attribute performance results to one particular entity within the chain, by the way performance measurement is really challenging. There are difficulties in measuring performance within organizations and even more difficulties arise in inter-organizational environmental performance measurement. The reasons for lack of systems to measure performance across organizations are multidimensional, including non-standardized data, poor technological integration, geographical and cultural differences, differences in organizational policy, lack of agreed upon metrics, or poor understanding of the need for inter-organizational performance measurement. (Hervani, A. Helms, M. Sarkis, J., 2005) Performance measurement in supply chains is difficult for additional reasons, especially when looking at numerous tiers within a supply chain, and green supply chain management performance measurement, or GSCM/PM, is virtually non-existent. With these barriers and difficulties in mind, GSCM/PM is needed for a number of reasons (including regulatory, marketing and competitiveness reasons). Overcoming these barriers is not a trivial issue, but the long-term sustainability (environmental and otherwise) and competitiveness of organizations may rely on successful adoption of GSCM/PM. The basic purposes of GSCM/PM are: external reporting (economic rent), internal control (managing the business better) and internal analysis (understanding the business better and continuous improvement). These are the fundamental issues that drive the development of frameworks for business performance measurement. It is important to consider both purpose, as well as the interrelationships of these various measurements. Supply chain management Supply chain management is the coordination and management of a complex network of activities involved in delivering a finished product to the end-user or customer. It is a vital business function and the process includes sourcing raw materials and parts, manufacturing and assembling products, storage, order entry and tracking, distribution through the various channels and finally delivery to the customer. A companys supply chain structure consists of external suppliers, internal functions of the company, and external distributors, as well as customers (commercial or end-user). Firms may be members of multiple supply chains simultaneously. The management and coordination is further complicated by global players spread across geographic boundaries and multiple time zones. The successful management of a supply chain is also influenced by customer expectations, globalization, information technology, government regulation, competition and the environment. Performance management and measurement Corporate performance measurement and its application continue to grow and encompass both quantitative and qualitative measurements and approaches. The variety and level of performance measures depends greatly on the goal of the organization or the individual strategic business units characteristics. For example, when measuring performance, companies must consider existing financial measures such as return on investment, profitability, market share and revenue growth at a more competitive and strategic level. Other measures such as customer service and inventory performance (supply, turnover) are more operationally focused, but may necessarily be linked to strategic level measures and issues. Overall, these difficulties in developing standards for performance measurement are traced to the various measurement taxonomies. Example taxonomic considerations include: management level to measure à ¢Ã¢â€š ¬Ã¢â‚¬Å" strategic, tactical, or operational; tangible versus intangible measures; variations in collection and reporting; an organizations location along the supply chain or functional differentiation within organizations (e.g. accounting, versus marketing or operations). Similar to the performance measurement used, the performance measurement system may be unique to each individual organization, or unit within an organization, reflecting its fundamental purpose and its environment. Several studies have investigated the universal principles of performance measurement (Adams et al., 1995; Gunasekaran et al., 2001; Sink and Tuttle, 1990). These studies arrived at a number of conclus Value of Green Supply Chain Management (GSCM) Value of Green Supply Chain Management (GSCM) Organizations worldwide are continuously trying to develop new and innovative ways to enhance their competitiveness. Bacallan (2000) suggests that some of these organizations are enhancing their competitiveness through improvements in their environmental performance to comply with mounting environmental regulations, to address the environmental concerns of their customers, and to mitigate the environmental impact of their production and service activities. Green supply chain management as a form of environmental improvement is an operational initiative that many organizations are adopting to address such environmental issues. Currently, the green concept is a critical issue for companies, but when the majority of businesses are cost focused, the idea of implementing and moving toward green practices is often seen as a costly strategy. Bowen et al. (2001) state that organizations will adopt green supply chain management practices if they identify that this will result in specific financial and operational benefits. According to Routroy (2009), Greening the manufacturing supply chain may result in one or more benefits, in terms of cost reduction, operational efficiency improvement, flexibility improvement, sales enhancement, customer value enhancement, and societal image improvement. Green supply chain management is also to enhance firms environmental performance through inter-organizational collaboration with business partners and increase efficiency by cost saving programs and proactive risk management practices (Hervani et al., 2005; Rao and Holt, 2005; Zhu and Sarkis, 2007). We will review the literature about Green Supply Chain Management (GSCM) concept and then we will see how it is translated within the supply chains. Then, the common purpose of this research will be to identify the link between GSCM and overall firm performance. We decided, based on the literature and on a specific framework (Rao Holt, 2005) applied in Asia, to tackle the concept of green supply chain management in Western Europe by including environmental initiatives in: (1) Inbound logistics; (2) Production or the internal supply chain; (3) Outbound logistics, including reverse logistics. Nowadays, how organisations are implementing GSCM and what are the impacts on their business? At the end of this research we will identify the best practices, and the way they are they measured. Moreover, we will see in what extent an effective Green Supply Chain Management could be a driver for innovation and business performance in manufacturing firms? Finally, we will see if Green Supply Chain Management lead to profitability and competitiveness. Our study will consider manufacturing companies in Western Europe. II Literature review Definition Green supply chain management Several studies have considered the concept of ecological sustainability as a framework for studying management practices in both operational and strategic contexts (Sarkis and Rasheed, 1995; Klassen and McLaughlin, 1996; King and Lenox, 2001). As part of this effort, other studies have examined the greening of supply chains within various contexts including in product design (Allenby, 1993; Gupta, 1995), process design (Porter and Van der Linde, 1995a; Klassen and McLaughlin, 1996), manufacturing practices (Winsemius and Guntram, 1992), purchasing (Handfield et al., 2002) and a broad mixture of these elements (Bowen et al., 2001a). It is not surprising that GSCM finds its definition in supply chain management. Adding the green component to supply chain management involves addressing the influence and relationships of supply chain management to the natural environment. Motivated by an environmentally-conscious mindset, it can also stem from a competitiveness motive within organizations. In this paper GSCM is defined as: Green Supply Chain Management GSCM = Green Purchasing + Green Manufacturing/Materials Management + Green Distribution=Marketing + Reverse Logistics Figure 1 shows this GSCM equation graphically, where reverse logistics closes the loop of a typical forward supply chain and includes reuse, remanufacturing, and/or recycling of materials into new materials or other products with value in the marketplace. The idea is to eliminate or minimize waste (energy, emissions, chemical/hazardous, solid wastes). This figure is representative of a single organizations internal supply chain, its major operational elements and the linkage to external organizations. A number of environmentally conscious practices are evident throughout the supply chain ranging from green design (marketing and engineering), green procurement practices (e.g. certifying suppliers, purchasing environmentally sound materials/products), total quality environmental management (internal performance measurement, pollution prevention), environmentally friendly packaging and transportation, to the various product end-of-life practices defined by the Res of reduction, reuse, remanufacturing, recycling. Expanding this figure, a number of organizational relationships could be found at various stages of thismodel, including customers and their chains, as well as suppliers and their chains, forming webs of relationships. Figure 1. GSCM graph The development of industrial ecosystems would be greatly supported by GSCM practices. Korhonen and Niutanen (2003) in their study of material and energy flows in the local forest industry in Finland suggested these flows were comparable to other economic and industrial systems. In the last two decades, the product-based systems perspective and the geographically defined local-regional industrial ecosystem have Porter (1991) argues the pressure to innovate from an environmental perspective comes from regulatory pressure, as firms respond in creative and dynamic ways to environmental regulation by introducing innovations improving environmental outcomes. Other studies concluded environmental innovation is the result of market pressures causing firms to become more efficient. Porter and Van der Linde (1995a, b) concluded firms respond to competitive conditions and regulatory pressure by developing strategies to maximize resource productivity, enabling them to simultaneously improve their industrial and environmental performance. Furthering this issue, Greffen and Rothenberg (2000) suggest suppliers can be an important source of enhanced competency for radical environmental innovation, which, in relation to an integrated technological system, demands capabilities beyond those likely to exist within a single company. The added competency brought by the supply chain partners is important. Other external pressures do exist and include environmental compliance, liability, issues of business continuity, the call for benchmarking to national, international, or industry standards, customer attitudes toward product take-back, and even pressures from inter-organizational information technology/data management systems. The innovation of GSCM/Performance Measurement is necessary for a number of reasons in response to external pressures. For example, business performance measurement, for purposes of external reporting, is fundamentally driven by the creation, maximization and defence of economic rents or surplus. These surpluses or rents in business come from distinctive capabilities such as brands and reputation, strategic assets, innovations, and the distinctive structure of relationships firms enjoy both internally with their employees and/or externally with their customers and suppliers. External reporting is also necessary to maintain organizational legitimacy with respect to environmental issues (Harvey and Schaefer, 2001). Sustainability. One of the major definitions of sustainability and certainly most well known is that of the Brundtland Commission (World Commission on Environment and Development, 1987, p.8): development that meets the needs of the present without compromising the ability of future generations to meet their needs. This short definition includes the interest of understanding the environmental impact of economic activity in both developing and industrialized economies (Erlich and Erlich, 1991); ensuring worldwide food safety (Lal et al., 2002); ensuring that vital human needs are met (Savitz and Weber, 2006); and assuring the protection of non-renewable resources (Whiteman and Cooper, 2000). Unfortunately, the societal aspect of sustainability is complicated for firms to apply and provides little explanation regarding how organizations might recognize future versus present needs, determine the technologies and resources necessary to meet those needs, and understand how to balance organizational responsibilities to numerous stakeholders such as shareholders, employees, society and the natural environment (Hart, 1995; Starik and Rands, 1995). Sustainability has been also investigated in the fields of management, operations, and engineering. Within the management literature, most of the current conceptualizations of organizational sustainability have focused on ecological sustainability (the natural environment), with little recognition of social and economic responsibilities (Jennings and Zandbergen, 1995; Shrivastava, 1995a; Starik and Rands, 1995). Sustainable refers to the triple bottom line, for economic, social and environmental. An approach to competitive advantage. A particular organization has competitive advantage when it achieves a higher return on investment than its competitors, or it is able to do so (Grant, 1996). Therefore, in order to have competitive advantage organizations must have the ability to obtain higher profit margins than other companies in the industry. Organizations with competitive advantage, however, might show not the highest profit rate. For example, competitive organizations might prefer, for one or another reason, to sell their products and services at a lower price than the maximum price it could mark. Two major types of competitive advantage can be enjoyed by organizations (Porter, 1985): cost advantage, which is the result of supplying similar products and/or services to low prices; and differentiation advantage, which comes from offering differentiated products and/or services to customers, who, in turn, are ready to pay an additional price which overcomes the additional differentiation costs. While the cost advantage position implies to have the lowest costs in the industry, differentiation advantage refers to offering something unique which is valued by customers. Competitive advantage can derive from one or more factors or sources. Firstly, literature on strategic management suggests the following major sources of cost advantage (e.g., Porter, 1985; Grant, 1996): scale economies, learning economies, production capacity management, product design, cost of inputs, process technology, and management efficiency. Secondly, sources of differentiation advantage include tangible and intangible aspects which are significantly valued by potential customers as to be ready to pay an additional price for them (e.g., Porter, 1985; Grant, 1996); tangible aspects refer to observable characteristics of the products and services, their performance, and complementary products and services; intangible aspects, in turn, include social, emotional, psychological and aesthetic considerations which are present in any choice of products and services. Recently, a major theoretical framework has been developed in strategic management literature which seems to be particularly appropriate for identifying the characteristics that a particular resource or capability must show in order to be a major source of competitive advantage. This theoretical framework is the resource based view of the firm theory. Performance Corporate performance measurement and its field application continues to grow. The diversity and level of performance measures are linked to the goal of the company or the individual strategic business units features. For instance, when measuring performance, organizations have to think about existing financial measures such as return on investment, profitability, market share and revenue growth at a competitive and strategic level. Other measures are more operationally focused, but may inevitably be linked to strategic level measures and issues. This is the case of customer service and inventory performance (supply, turnover). GSCM implementation Where to begin? Viable environmental sustainability programs require meaningful action across a broad range of processes. Some of the most impactful areas include: Production planning: The most valuable members of a supply chain are able to provide accurate forecasts and deliver reliably so as to help reduce over purchasing, over-production and waste Manufacturing: The adoption of techniques such as lean process improvement should result in less over processing as well as reduced energy intensive storage and waste Distribution: Network redesign. Smart routing, backhauling, fill optimization and mode switching à ¢Ã¢â€š ¬Ã¢â‚¬  all are likely to result in fewer freight miles Green design: The electronics and related high-tech industries practice collaboration as a means of optimizing the green aspects of their components and end-products; proactive and/or influential members of a supply chain can promote/pursue similar collaboration/ innovation Packaging: The greenest firms seek to minimize the environmental impact of packaging, not only by using less, but also by evaluating the energy, waste, recovery and other life cycle impacts of their packaging choices Recycled content: Companies score green points by maximizing their use. of these materials as well as by using materials in products that are in turn easily recyclable Warehousing: Challenge existing assumptions in light of higher energy costs and the need to reduce carbon footprints Green energy: More green points are available by using green or renewable energy sources à ¢Ã¢â€š ¬Ã¢â‚¬  although this can be difficult in regulated energy markets (and a factor in future location decisions) IT: Videoconferencing and remote servicing can reduce business travel; Energy Star rated PCs along with optimized power consumption settings can significantly pare energy costs Server farms: Energy efficient servers arrayed according to state-of-the-art cooling practices can generate enormous energy savings Ridesharing/telecommuting: A growing number of companies are working with municipalities to better optimize public transportation to their facilities. More companies are also enabling more workdays at home as well as providing incentives for carpooling Estates: Investments in building air tightness, insulation and energy efficient heating, cooling, lighting, plant and equipment can significantly reduce carbon footprints Green procurement: It is possible to reduce your carbon footprint by paying more attention to your own procurement. Supplier carbon footprint, ISO certifications, procurement distance have to be part of the selection criterias. Conceptual framework Greening the inbound function It is argued that greening the supply chain has numerous benefits to an organization, ranging from cost reduction, to integrating suppliers in a participative decision-making process that promotes environmental innovation (Bowen et al., 2001; Hall, 1993; Rao, 2002). Critical parts of the inbound function are the purchasing and supply field. Green purchasing strategies are adopted by organizations in response to the increasing global concerns of environmental sustainability. The Green purchasing should be able address reduction of waste produced, material substitution through environmental sourcing of raw materials, and waste minimization of hazardous materials. (Rao Holt, 2005) The involvement and support of suppliers is crucial to achieving such goals. (Vachon and Klassen, 2006). Furthermore, organizations are managing more and more their suppliers environmental performance to ensure that the materials and equipments supplied by them are environmentally-friendly in nature and are produced using environmentally-friendly processes. Min and Galle (1997) explore green purchasing to determine the key factors affecting a buying firms choice of suppliers, the key barriers and the obstacles to green purchasing initiatives. They also investigated the impact of green purchasing on a corporations environmental goals. Below listed subjects to get information on the green inbound phase of a supply chain: (1) Guiding suppliers to set up their own environmental programs; (2) bringing together suppliers in the same industry to share their know-how and problems; (3) informing suppliers about the benefits of cleaner production and technologies; (4) urging/pressuring suppliers to take environmental actions; and (5) choice of suppliers by environmental criteria. Greening the production phase or the internal supply chain In this phase, there are a number of concepts that can be explored, such as cleaner production, design for environment, remanufacturing and lean production. Hong, He-Boong, Jungbae Roh, (2009) highlight through their research that strategic green management needs the combination of integrated product development (IPD) and supply chain coordination (SCC) for desired business outcomes. Thanks to a survey on 580 manufacturing plants in the US, adopting cleaner production techniques, Florida and Davison (2001) showed that green corporations are innovative in their environmental practices, and these strategies emerge from a real commitment towards reducing waste and pollution. Lean production/manufacturing is also an important consideration in reducing the environmental impact of the production phase. In their research King and Lenox (2001), concludes that lean production is complementary to improvements in environmental performance and it often lowers the marginal cost of pollution reduction thus enhancing competitiveness. In addition, Rothenberg et al. (2001) identify that lean plants aim to minimize waste and buffers, leading not only to reduce buffers in environmental technology and management, but also in an overall approach to manufacturing that minimizes waste products. (1) Environment-friendly raw materials; (2) substitution of environmentally questionable materials; (3) taking environmental criteria into consideration; (4) environmental design considerations; (5) optimization of process to reduce solid waste and emissions; (6) use of cleaner technology processes to make savings in energy, water, and waste; (7) internal recycling of materials within the production phase; and (8) incorporating environmental total quality management principles such as worker empowerment. Greening the outbound function On the outbound side of the green supply chain, green logistics comprises all links from the manufacturer to the end users and includes products, processes, packaging, transport, and disposal (Skjoett-Larsen, 2000). Rao, (2003) and Sarkis, (1999) argue on the fact that green marketing, environment-friendly packaging, and environment-friendly distribution, are all initiatives that might improve the environmental performance of an organization and its supply chain. Reverse logistics and waste exchange and ore generally management of wastes in the outbound function can lead to cost savings and enhanced competitiveness (Rao, 2003). In order to address these environmental impacts of packaging, many countries now have programs and legislation that aims to minimize the amount of packaging that enters the waste stream, such as the Packaging Directive in the EU. The distribution, for the whole supply chain is a huge stake for green management. In fact the distribution results of a trade-off between efficiency and effectiveness firm strategy. For this reason is difficult to handle As part of outbound logistics, green marketing has an important part to play in the link between environmental innovation and competitive advantage (Menon and Menon, 1997). Encouraging suppliers to take back packaging is a form of reverse logistics that can be an important consideration in greening the outbound function, with a study by Dorn (1996) identifying an increase in market share amongst companies that implemented an environmentally-friendly packaging scheme. The product design step is more and more integrated within green supply chain issues because 80% of the environmental burden and cost of a product is fixed during this phase (Carbone, Moatti, 2008). Strategic variables to take in account for an empirical study; (1) Environment-friendly waste management; (2) environmental improvement of packaging; (3) taking back packaging; (4) eco-labeling; (5) recovery of companys end-of-life products; (6) providing consumers with information on environmental friendly products and/or production methods; and (7) use of environmentally-friendly transportation. Competitiveness Economic performance Bacallan (2000) suggests that organizations are enhancing their competitiveness through improvements in their environmental performance to comply with mounting environmental regulations, to address the environmental concerns of their customers (à ¢Ã¢â€š ¬Ã‚ ¦). However, an interesting point to notice is that, as long as the market does not seek environmental value-drivers in the products and services it purchases, environmental issues are not necessarily considered by organizations and consumers. (Rao Holt, 2005) Fortunately, over the last few years there has been a growth in environmental awareness of consumers in general. Clearly a growing number of corporations are developing company-wide environmental programs and green products sourced from markets around the world. Therefore, environmental issues are becoming a source of competitiveness. All these efforts aim to improve environmental performance, enhance corporate image, reduce costs, reduce risks of non-compliance and improve marketing advantage. Nevertheless, some organizations are still looking upon green initiatives as involving trade-offs between environmental performance and economic performance. The financial performance of firms is affected by environmental performance in a variety of ways. When waste, both hazardous and non-hazardous, is minimized as part of environmental management, it results in better utilization of natural resources, improved efficiency, higher productivity and reduces operating costs (Rao Holt, 2005). Nowadays and in the future, a good green player could expect to increase its brand image and its market share and then improve its profitability against company without enough green concern while saving costs by innovative processes. To investigate the link between green supply chain management and economic performance we could refers to those key aspects: (1) New market opportunities; (2) product price increase; (3) profit margin;(4) sales; and (5) market share. And competitiveness: (1) Improved efficiency; (2) quality improvement; (3) productivity improvement; and (4) cost savings. Methodology To validate our research, an empirical, survey-based research approach will be taken. Based on the empirical studies through the literature, and a meaningful framework used in the relevant research of Rao Holt in 2005 applied on Asian companies. We choose to follow a common technique to validate the framework presented in the preceding section, a linear SEM (Stochastic Expectation Maximization) approach is used (JÃÆ' ¶reskog and SÃÆ' ¶rbom, 1993) to validate the causal relationships between the different latent constructs of: greening the inbound function; greening production; greening the outbound function; competitiveness and; economic performance. The questionnaire will be distributed to the supply chain managers and/or environmental management representative (EMR) or the chief executive of manufacturing organizations in Western Europe. In order to have both MNCs and SMEs ( Responses will be collected on a four-point and five-point Likert scale, and open-ended questions. The four-point scale served to force the respondents to check either on the negative side or on the positive side. The choice not to focus only on the leading edge ISO14001 accredited organizations (running environmental management) allow us to broader our research and then make a comparison between those without formal environmental management accreditation, and best players accredited. In terms of financial performance, this strategy will be interesting for identifying benefits and again do comparisons. Expected results. As this type of research was already done in South-Est Asia, our results will allow us to compare our findings and trend with those in South-Est Asia. We expect a response of 10%, therefore we will send to a consequent sample to get sufficient and tangible return. We will probably be able to confirm that greening the supply chain also has potential to lead to competitiveness and economic performance. As the current environmental concern in Europe is high, including governmental and customers pressures these research findings would probably show that firms that are greening their supply chains not only achieve substantial cost savings, but also enhance either sales, market share or exploit new market opportunities. The cost aspect will be important to assess as it is directly connected to the overall performance. The main limitation of this research will be probably the small sample of organizations, but the lack of empirical research in Europe will be also one of the main strengths of this paper. Therefore, the findings cannot be generalized to all organizations in this region or around the world. Finally, future research should empirically test the relationships suggested in this paper in different countries, to enable comparative studies. For further research, a larger sample will allow detailed cross-sectoral comparisons and establish international patterns regarding benefits from GSCM. Performance Measurement for Green Supply chain management: Context In supply chains with multiple actors, (vendors manufacturers, distributors and retailers) whether regionally or globally dispersed, it is difficult to attribute performance results to one particular entity within the chain, by the way performance measurement is really challenging. There are difficulties in measuring performance within organizations and even more difficulties arise in inter-organizational environmental performance measurement. The reasons for lack of systems to measure performance across organizations are multidimensional, including non-standardized data, poor technological integration, geographical and cultural differences, differences in organizational policy, lack of agreed upon metrics, or poor understanding of the need for inter-organizational performance measurement. (Hervani, A. Helms, M. Sarkis, J., 2005) Performance measurement in supply chains is difficult for additional reasons, especially when looking at numerous tiers within a supply chain, and green supply chain management performance measurement, or GSCM/PM, is virtually non-existent. With these barriers and difficulties in mind, GSCM/PM is needed for a number of reasons (including regulatory, marketing and competitiveness reasons). Overcoming these barriers is not a trivial issue, but the long-term sustainability (environmental and otherwise) and competitiveness of organizations may rely on successful adoption of GSCM/PM. The basic purposes of GSCM/PM are: external reporting (economic rent), internal control (managing the business better) and internal analysis (understanding the business better and continuous improvement). These are the fundamental issues that drive the development of frameworks for business performance measurement. It is important to consider both purpose, as well as the interrelationships of these various measurements. Supply chain management Supply chain management is the coordination and management of a complex network of activities involved in delivering a finished product to the end-user or customer. It is a vital business function and the process includes sourcing raw materials and parts, manufacturing and assembling products, storage, order entry and tracking, distribution through the various channels and finally delivery to the customer. A companys supply chain structure consists of external suppliers, internal functions of the company, and external distributors, as well as customers (commercial or end-user). Firms may be members of multiple supply chains simultaneously. The management and coordination is further complicated by global players spread across geographic boundaries and multiple time zones. The successful management of a supply chain is also influenced by customer expectations, globalization, information technology, government regulation, competition and the environment. Performance management and measurement Corporate performance measurement and its application continue to grow and encompass both quantitative and qualitative measurements and approaches. The variety and level of performance measures depends greatly on the goal of the organization or the individual strategic business units characteristics. For example, when measuring performance, companies must consider existing financial measures such as return on investment, profitability, market share and revenue growth at a more competitive and strategic level. Other measures such as customer service and inventory performance (supply, turnover) are more operationally focused, but may necessarily be linked to strategic level measures and issues. Overall, these difficulties in developing standards for performance measurement are traced to the various measurement taxonomies. Example taxonomic considerations include: management level to measure à ¢Ã¢â€š ¬Ã¢â‚¬Å" strategic, tactical, or operational; tangible versus intangible measures; variations in collection and reporting; an organizations location along the supply chain or functional differentiation within organizations (e.g. accounting, versus marketing or operations). Similar to the performance measurement used, the performance measurement system may be unique to each individual organization, or unit within an organization, reflecting its fundamental purpose and its environment. Several studies have investigated the universal principles of performance measurement (Adams et al., 1995; Gunasekaran et al., 2001; Sink and Tuttle, 1990). These studies arrived at a number of conclus

Chpl 500

The Early History of The Chaplaincy Liberty University Theological Seminary A Writing assignment Presented to Dr. Steve Smith In partial fulfillment for the course Introduction to Chaplaincy ministry CHPL 500 By Watson Rugano (L223514216) May 17th, 2011 Although it is still open for debate, there are suggestions that chaplaincy, as a function in the military, can be traced in the Old Testament. Consider the battle of the Israelites and the Amalekites.The children of Israel experienced victory as long Moses held his hands up in Prayer to God. Another example that is discussed in the book deals with the Priests who carried the Ark of the Covenant in some of the battles the Israelites were engaged in. Gideon is also looked at as playing the roles of a prophet, priest, and general. Doris Bergen is of the opinion that, â€Å"pointing to ancient precedents lends legitimacy and prestige to modern military chaplaincies, but it does not always accurately always reflect development in the pas t. The word chaplain as we know it today was coined from the Latin word capellanus which was derived from what Doris Bergen says was â€Å"the great royal relic of the patron saint of the Franks, the cappa. † But evidence of chaplains accompanying soldiers in battle was first noted with the Romans army in fifth century. Some of the duties that they performed involved caring for them by offering prayers and conducting mass. But an important aspect in the duties of the chaplain in those early days is best understood by a term Doris Bergen credits to Michael McCormick, which is, â€Å"liturgy of war. In liturgy of war, the chaplains â€Å"were not only part of an effort to achieve victory, they also represented a promise to warriors that their actions were just as good. † Some liturgical texts contain words uttered by soldiers in battle suggesting the influence of â€Å"religion. † The Roman soldiers were known to cry out loud, â€Å"Nobiscum, Deus! †-†Å"God is with us! † The Frankish warriors on the other hand would, together with their king, march around their camp â€Å"in procession, singing kyries and responding to their assembled priests’ chants: To Lord Charles and his army of the Franks, long life and victory! with the proto-Romance refrain, â€Å"Tu lo juval! † â€Å"(O God) Help him. The liturgy of war reveals how those entrusted with the spiritual care of the soldiers were used and also how those soldiers were affected by the words of the religious men among them. Constantine is known to have claimed seeing a vision of the cross which was an indication of divine help. And if his soldiers were to paint the symbol of the cross on their shields then, victory would be granted.His victory over the Roman Empire begun what was to be the Christianization of the conquered territory. But it was during the rise of the Carolingian monarchy that seems to have changed the history of war rituals. Doris Bergen men tions three factors that contributed to this change. These were, interest in performance of liturgy, nature of warfare had changed and ambition of the new monarchy which believed that both their activities were divinely sanctioned and that the ruler bore personal responsibility for subjects’ minds and souls.The revival of liturgy credited to the Carolingians and the application of a different kind of warfare in the middle east by the warriors of the first crusade that resulted in great success, would later give birth to what Doris calls â€Å"A new kind of war, a crusade, and with it, the liturgical rites that appeared to have stood the warriors of God in such good stead. Swathed in the success of the conquest of Jerusalem, the future of the liturgy of war was assured. †

What Is a Raja

A raja is a monarch in India, parts of Southeast Asia, and  Indonesia.  The term can designate either a prince or a full-fledged king, depending on local usage. Variant spellings include rajah and rana, while the wife of a raja or a rana is called a rani. The term  maharaja  means great king, and was once reserved for the equivalent of an emperor or the Persian shahanshah (king of kings), but over time many petty monarchs bestowed this grander title upon themselves. Where Does the Word Raja Come From? The Sanskrit word raja comes from the Indo-European root reg, meaning to straighten, rule, or order. The same word is the root of European terms such as rex, reign, regina, reich, regulate, and royalty.   As such, it is a title of great antiquity. The first known use is in the Rigveda, in which the terms rajan  or rajna designate kings.   For example, the Battle of Ten Kings is called the  Dasarajna. Hindu, Buddhist, Jain, and Sikh Rulers In India, the term raja or its variants were most often used by Hindu, Buddhist, Jain, and Sikh rulers.   Some Muslim kings also adopted the title, although many of them preferred to be known either as Nawab or sultan.   One exception is those ethnic Rajputs  (literally sons of kings)  who live in Pakistan;  although they long ago converted to Islam, they continue to use the word raja as the hereditary title for rulers. Thanks to cultural diffusion and the influence of subcontinental traders and travelers, the word raja spread beyond the borders of the Indian subcontinent to nearby lands. For example, the Sinhalese people of Sri Lanka referred to their king as the raja. As with Pakistans Rajputs, the people of Indonesia continued to designate some (although not all) of their kings as rajas even after most of the islands had converted to Islam. The Perlis The conversion was complete in what is now Malaysia.   Today, only the state of Perlis continues to call its king a raja.   All of the other states rulers have adopted the more Islamic title of sultan, although in the state of Perak they use a hybrid system in which kings are sultans and princes are rajas. Cambodia In Cambodia, the Khmer people continue to use the Sanskrit borrowed word  reajjea  as the title for royalty, although it is no longer used as the stand-alone name for a king.   It may be combined with other roots to indicate something associated with royalty, however.   Finally, in the Philippines, only the Moro people of the southernmost islands continue to use the historical titles such as raja and maharaja, along with sultan.   The Moro is primarily Muslim, but also rather independent-minded, and deploy each of these terms to designate different leaders. Colonial Era During the colonial era, the British used the term Raj to designate their own reign over greater India and Burma (now called Myanmar).   Today, just as men in the English-speaking world may be named Rex, many Indian men have the syllables Raja in their names.   It is a living link with a very ancient Sanskrit term, as well as a gentle boast or claim of status by their parents.

My Experience With My Mentor - 883 Words

I can still remember the talk with my friends before September when I told them how scared I was to take this course since I could not imagine me, myself, to handle a 90-minute class on my own. When I was informed that I was assigned to an ALI level 6 class, I was shocked. I could not help thinking about that I was actually a level 6 student last year and how could I teach students that had the same language proficiency as I did. I was anxious, panic, confused and unsure about myself before my first observation. I kept emailing my supervisor and told her how I was not confident about myself; I remember I failed to speak English fluently for the beginning few weeks since I noticed that my mentor and my students were judging me while I was speaking; I rewrote my lesson plan for more than three times to meet my mentor’s expectations†¦ my voice might be a little bit shaky when I was first observed. And I kept talking to make the class more teacher-centered so that I could con trol the class better. It is so magic that as soon as I accomplished my first class being observed, I felt released and I felt that I learned something. It cannot be expressed verbally, but I could feel it. I gained confidence and much more. Being more confident, my second lesson plan designing process still nearly killed me. This time I had to search the materials myself. I went through the YouTube videos and Google, pages after pages. I could not help even thinking about the lesson plan and designing themShow MoreRelatedReflection Of A Reflective Individual1448 Words   |  6 PagesReflection can be defined as an active process that evaluates experiences, draws on previous learning and provides an action plan for future experiences (Kemmis, 1985). Kolb (1984) stated that reflection is required for effective learning to occur. Therefore, as a practitioner, reflection is a significant aspect of the role. This is because, a reflective individual is able to critically analyse their actions, allowing them to become self-aware. In turn, reflection gives them an insight of how theyRead MoreMentor And Mentee Relationships From The Army1320 Words   |  6 PagesMentor and Mentee Relationships in the Army Matthew P. Styles 24 October 2017 Abstract In this paper I will be discussing the dynamic and effects of the mentorship relationship in relation to the Army. I will accomplish this by using Army doctrine and personal experience. First I will explain mentorship as defined by the Army. I will then discuss the characteristics of a mentorship relationship. I will cover the basic principles to be used to define the relationship. Next I will discuss considerationsRead MoreMy Experience With A Patient With Chest Pain1542 Words   |  7 PagesThe aim of this ten minute reflection is to show my experience of how my mentor and I used the ABCDE approach when dealing with a patient with chest pain. The concept of this ten minute reflection is to outline the areas that I can develop on for my future placements. This ten minute reflection will show my emotional state and my knowledge that I applied in this situation. It will outline my learning and development when in my placement area and help me to decide if a better outcome could have beenRead MoreFacilitation of Learning1390 Words   |  6 Pagesill look at how my role as a mentor can facilitate learning and promote effective assessment in practice and also explore my role to support the students who are failing. The Nursing and Midwifery Council (NMC 2008a), defines â€Å"the role of a mentor as someone who facilitates learning, supervises and assesses learners in practice setting.† The mentor is a key support to students in practice, this is where students apply their knowledge, learn key skills and achieve the required competence for registrationRead MoreMentoring Paper1131 Words   |  5 Pagesaccomplish by a mentoring program. I personally would base my mentoring program around the auto industry. With the auto industry I would begin with all the front line supervisors. I first feel a mentor is a good coach that is able to teach a specific skill to others no matter what their background knowledge is in the area. Also I feel a good mentor must challenge the mentoree and take them out of their comfort zone. In designing a mentoring program my main focuses would be make everyone familiar with theRead MoreBecoming An Effective Manager For Ssa Essay795 Words   |  4 Pages During my years of service here, I have successfully accomplished my Associate degree in Public Administration, Bachelors in Business Administration and in August of this year, I will have my Master’s in Business Administration. I am also a veteran who served during Desert Storm and former Revenue Officer for the IRS. My future aspiration is to become an effective manager for SSA. To do that I will need precise guidance, training and experience. While serving in this program, my intentionsRead MoreEarly Childhood Education: Kindergarten Reflection Essay1530 Words   |  7 PagesKindergarten Reflection Entering my kindergarten teaching experience in the last quarter of school year I had to quickly become familiar with kindergarten content standards and the school’s curriculum. To do this I observed my mentor teachers instructional time with the children and gained as much information as I could about the children’s educational standing by developing a professional relationship with the my mentor teacher and the children. I learned that the majority of my kindergarten children hadRead MoreReflection On Learning Objectives930 Words   |  4 Pagesfilm-making and creative problem-solving in a Christian environment. My assessment from said supervisors was very positive with few critiques. The overall experience was astounding, yet at times perplexing. Being away from home was a new and surreal experience yet it met my expectations. My personal goal was to put my full efforts into the placement and wanting to leave knowing I did all I could with no regrets; I succeeded in this goal. My mindset for achieving said objectives was to maintain patienceRead MoreNursing Reflection on Clincial Prcatice Essay1290 Words   |  6 PagesCARE) Reflection on Clinical Practice – First Placement (Year 1) The following essay is a reflective account on an event that I, a student nurse encountered whilst on my first clinical placement in my first year of study. The event took place in a nursing home. All names have been changed to protect the confidentiality of the patient (NMC, 2008). Throughout this essay I shall be using Gibbs model of reflection. The following reflectiveRead MoreReflection Paper About Mentoring1695 Words   |  7 PagesProtà ©gà ©s My life, admittedly, has been one of grace and privilege. I was born into a loving home and grew up attending church with my mother and two sisters. My father, while unsaved, was exemplary in his provision for our family. To date, I have attended three excellent institutions of higher education and currently am serving full-time within a ministry of consequence - one that actively seeks to make disciples both locally and internationally. Throughout my life I have had men and women mentor me.

1984 Comparative Essay - 1569 Words

Since the beginning of humanity, there have always been the rulers, and the ruled. The rulers have always been the government, and the ruled has always been the people. One would believe that the government would be truthful and be interested in their peoples well being, but clearly, this is not the case. In fact, lies are often more common than the truth. Facts are changed based on the governing partys current needs. The government wants to control their people, to have an unquestioning, thoughtless population that make them more powerful, as this is their main priority. As a generalisation, the government is more interested in their well-being than that of the people who drive it. It has been said that you cannot rewrite history, as†¦show more content†¦In conclusion, governments are more interested in their well-being than that of their people. Governments are not bothered by lying to their people, nor are they above changing the past, falsifying fact, or any other tactic that may be needed to become more powerful. They are only interested in power, absolute control over everything. One needs to be careful when trusting their government, or better yet, not trust them at all. -Bibliography- Orwell, George. 1984. New York, NY: Published by Signet Classic, 1977. Print. The Press Corpse Lyrics. ANTI-FLAG LYRICS. Web. 07 Mar. 2013. The Press Corpse The {Downing Street} memo says... ...We gotta work to make the facts fit the false charges Pull the wool over the eyes of the filthy masses Stab the people in the back for the corporate choice Roll the propaganda out using The Peoples Voice We dont want to talk about it... The press scribble, scribble every half-truth spoke Then shoot it round the country like an April Fools joke Hype the nation for a Desert Storm love affair Wave the stars and stripes like you just dont care! They talk it up all day, they talk it up all night They talk until their face turns blue - Red white and blue! But when the truth escapes the night and crawls into the day We find the picture still askew They dont want to... talkShow MoreRelatedComparative Politics Essay1392 Words   |  6 Pagesway to test theory. (Peters, 1998) This essay seeks to describe the different aspects of the ‘art of comparing’ and also to detail the reasons why the comparative method is a necessary tool in the belt of any political scientist. Comparative politics is one of three main subfields in political science, alongside political theory and international relations. While political theory deals with theoretical issues about democracy, justice et cetera, comparative politics deals with more empirical questionsRead MoreWhat Does The Label Has Changed Over The Past Decades?1500 Words   |  6 Pageswhat does the label Made in mean to consumers today? The aim of this essay is to illustrate how the meaning of the Made in label has changed over the past decades because of the fragmentation of production activities. Therefore, we have to first look at what this label meant to consumers in the past and will then go on explore why it is hard for us to define clearly where a certain product is made nowadays. Finally, this essay attempts to explain how the Made in label s impacts on consumers Read MoreFighting The War On Heroin1378 Words   |  6 Pagesdrugs in regards to its use and its treatment. Treatments such as methadone maintenance, LAAM(Levomethadyl acetate) and naltrexone have definitely raised questions in terms of their effectiveness in combatting heroin/opiate addiction. This essay will be a comparative on the different treatments and how naltrexone is the most effective treatment that can help individuals overcome heroin addiction. Heroin (diacetylmorphine) products are refined from morphine and it is an opioid. The United States DrugRead More new zealand politics 1984-1993 Essay2518 Words   |  11 Pages On July 6 1984, the fourth Labour government were elected into parliament after defeating the National party in a snap election. 1984 can be regarded as a major turning point in New Zealand political history in the sense that significant political changes affected the whole of the New Zealand society, economy and political structure. New Zealand government’s experimented with radical Neoliberal policy programmes to achieve economic and social progress during this period. The essay shall discussRead MoreAnalysis Of Henrik Ibsen s A Doll s House 1325 Words   |  6 Pagesbetter than Oedipus, despite being blind. In one line (Oedipus the king, 469), Tiresias says: So, you mock my blindness? Let me tell you this. You [Oedipus] with your precious eyes, you re blind to the corruption of your life ... (Robert Fagles 1984) Oedipus gouges out his own eyes when he learns the truth about his true identity and his father and mother and confronts his family s secrets, What good were eye s to me? Nothing I could see could bring me joy(Section 7. Lines 1471-1472). The lossRead MoreMinutes of Glory1451 Words   |  6 Pagesmunu102 writing Ngugi Wa Thiong’o: A Profile of a Literary and Social Activist. Ngugi wa Thiongo, currently Distinguished Professor of English and Comparative Literature at the University of California, Irvine, was born in Kenya, in 1938 into a large peasant family. He was educated at Kamandura, Manguu and Kinyogori primary schools; Alliance High School, all in Kenya; Makerere University College (then a campus of London University), Kampala, Uganda; and the University of Leeds, Britain. He is recipientRead MoreHow the Social Importance of Religion Has Receded with Modernity1617 Words   |  7 Pagescivilization and their society. This essay will argue that as modernity has progressed the social importance of religion has receded, but the gradient of this recession and by how much varies upon the society. Modernity typically refers to a â€Å"post-medieval historical period, one marked by the move from feudalism toward capitalism, industrialization, secularization, rationalization, the nation-state and its constituent institutions† (Barker, 2000). This essay will focus on the degradation of theRead MoreOutline Of A Comparative Essay1111 Words   |  5 PagesSkylar Windholz English 12 Period 5 Outline for Comparative Essay Topic Sentence #1: The novels are seen as a warning sign for future generations about the consequences of technology, science, and uncontrolled power. Topic sentence: 1984 focuses on the uncontrolled power of the state. â€Å"In the end the party would announce that two and two make five, and you would have to believe it† (page 80). The party was absolute to the point that anything they said and did would eventually become true. â€Å"ThisRead MoreThe Political Decision Making Sphere2002 Words   |  9 PagesThe study of comparative politics is largely influenced by the conflicting importance placed on ‘institutions’ by theorists and researchers alike. This split is broadly characterised by its relationship to other actors in the political decision making sphere, most notably ‘the state’. This paper aims to initially define institutions, demonstrating its vast characterisations, before assessing their real value in comparative research. It will then compare this value with that of traditional theoriesRead MoreCritically Evaluate Maslow’s Hierarchy of Needs as Way of Understanding Employee Motivation in Contemporary Chinese Business.1372 Words   |  6 Pagessince China was established. The differences between the U.S. and China in the social system, stratum and employees’ values indicate that Maslow’s theory cannot be used as a way to understand employee moti vation in contemporary Chinese business. This essay will firstly introduce the disparity of the social system between the U.S. and China. Then pay attention to the attitudes of employees in different stratum in America and China. Finally look at the effects of Maslow’s theory in Chinese business and