...this experiment it uses Fabric softener. Downy Fabric softener is a household chemical that is full of nitrogen, constantly exposed to the environment, and also claims to be biodegradable. Nitrogen is a limiting nutrient in plants and therefore the aid of nitrogen should effect growth. Early active ingredient of fabric softener is dimethyl ammonium chloride (DHTDMAC), which belongs to the materials known as quaternary ammonium compounds, or quats (Fig. 1). Fabric Softener was observed to be toxic to the plants by inhibited production. Each day for one week, the plants effects would be recorded and the designated amounts of concentrations were added. I chose concentrations 1ml, 5ml and 9ml because it was believed that fabric softeners have a strong agent of chemicals. There were studies also conducted that showed how fabric softener affects the plants. I preferred this kind of test using fabric softener because it is very interesting, since fabric softener is commonly used by people in the laundry works. Fig. 1 Dimethyl Ammonium Chloride (DHTDMAC). This kind of ingredients is useful because part of the molecule has positive charge that attracts and binds it to negatively charged fabric fibers. HYPOTHESIS: The higher the concentration, the more it inhibits the growth of the mungbean plants. OBJECTIVES: The effects of different amounts of concentrations of Downy fabric softener will be tested on Mungbeans to determine whether or not this certain fabric softener is affecting...
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...MGM 350 Production Schedule and loom assignment Decision Variable X1: Yards of fabric 1 on dobbie loom X2: Yards of fabric 2 on dobbie loom X3: Yards of fabric 3 on dobbie loom X4: Yards of fabric 4 on dobbie loom X5: Yards of fabric 5 on dobbie loom X6: Yards of fabric 3 on regular loom X7: Yards of fabric 4 on regular loom X8: Yards of fabric 5 on regular loom X9: Yards of fabric 1 purchased X10: Yards of fabric 2 purchased X11: Yards of fabric 3 purchased X12: Yards of fabric 4 purchased X13: Yards of fabric 5 purchased Profit Contribution per yard |Fabric |Manufacturing (Selling-Variable) |Purchasing (Selling-Purchasing) | |1 |0.33 (0.99-0.66) |0.19 (0.99-0.8) | |2 |0.31 (0.86-0.55) |0.16 (0.86-0.7) | |3 |0.61 (1.1-0.49) |0.5 (1.1-0.6) | |4 |0.73 (1.24-0.51) |0.54 (1.24-0.7) | |5 |0.2 (0.7-0.5) |0 (0.7-0.7) | Working Hour Dobbie: 8*24*30=5760 hours Regular: 30*24*30=21600 hours Hour per yard |Fabric |Dobbie |Regular | |1 |1/4.63=0...
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...Downy is a brand name of fabric softener produced by Procter & Gamble and sold in the United States. It entered the U.S.test market in August 1960 and went nationwide in December 1961. It was also sold in Philippines, Malaysia, Indonesia, Singapore, Thailand, Vietnam, Egypt and Latin America. Lenor is a brand name of fabric softener and dryer sheets, also produced by Procter & Gamble, sold in Europe, Russia, China and Japan. Plans to rebrand Lenor as Downy in the UK were dropped in 2002. Downy is the World’s No. 1 Fabric Conditioner launched in 1961. Downy has delighted families in the Philippines with its freshness since 1996, and today is the No. 1 Fabric Conditioner in the Philippines. Downy transforms your fabrics into those you’d love to be in. Using Downy after wash gives your clothes long lasting freshness that will delight your senses. Now Meet Best Ever Downy with an upgraded formula to include “Freshness Bubbles” which deposit on clothes and contain perfume oils that burst when you rub your clothes, so you enjoy instant freshness when you need it… and this is what we call Downy Rub-ada-Bango. World’s leading experts gather in NYC to discuss the changing face of fashion and fabric care and examine the emotional and unconscious relationships people have with their clothe. The P&G vision “P&G Fabric Care has had innovation at its heart for more than 60 years, and today is no different,” said Shailesh Jejurikar, President, P&G Fabric Care North America...
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...Enterprise Information System is generally any kind of computing system that is of "enterprise class". This means typically offering high quality of service, dealing with large volumes of data and capable of supporting some large organization [ ("an enterprise"). Enterprise Information Systems provide a technology platform that enables organizations to integrate and coordinate their business processes. They provide a single system that is central to the organization and ensure that information can be shared across all functional levels and management hierarchies. Enterprise systems are valuable in eliminating the problem of information fragmentation caused by multiple information systems in an organization, by creating a standard data structure. A typical Enterprise Information System would be housed in one or more Data centers, run Enterprise software, and could include applications such as Content management systems and typically cross organizational borders. The word enterprise can have various connotations. Frequently the term is used only to refer to very large organizations. However, the term may be used to mean virtually anything, by virtue of it having become the latest corporate-speak. Implementing enterprise systems can contribute to achieving operational excellence because when an employee enters information into an enterprise system, it means that that much less time goes into sharing that information through other mediums. It takes time to print out and distribute...
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...understand the effects of leadership, objectives, individual characteristics and action, and employee behavior and attitudes within an organization. It also explains the effects of internal environments, such as culture, the structure of the organization, resource and task allocation, and external environments such as competition or government regulation. These factors contribute to the performance, success or failure, and survival or fall of an organization. Organizational-behavior theories help to explain the collapse of Enron and how leadership, management, and organizational structure contributed to its failure. Organizational Structure With a market capitalization of nearly $74 billion, Enron was one of the world’s leading energy companies by the late 1990s. However, it had gained this status through the perpetration of illegal activities at the very highest levels of the organization. Enron’s fall was because of the organizational-level corruption that grew from its structure and trickled down to the collective behavior of its employees. Enron’s top-down, hierarchical structure by unit grouping meant that the top management team either directly or indirectly through their subordinates influenced the actions of the organization. For example, the structure of the accounting department allowed it to disregard legal requirements through “structural secrecy” that Enron’s executives could exploit (Beenen & Pinto, 2009, p. 283). As part of its strategy to grow its business, Enron’s...
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...Models of Organized Crime Jalaine Franklin University of Phoenix CJA/384 Week-2 Mario Honore November 08, 2012 Models of Organized Crime Patron-Client Orgnizations When it comes to models of organized crime there are two organizations that this paper will refer to, the first is the Patron-Client organization and the second is the Bureaucratic organizations. The Patron-Client is a group of criminals that united together to establish connections that would benefit the groups clients later on. They were structured to run with just one leader and then a chain of command that follows. If an order is given it has to come from the leader and then it is passed down through the chain of command to the members. In order to become a member of a patron-client organization everyone has to be initiated (University of Phoenix, 2007). Bureaucratic Organizations Bureaucratic organizations are slightly different than patron-client organizations in the way they are structured. They are structured with rules and procedures. Bureaucratic organizations also have one main leader and a chain of command that leads to their members. Here the lower managers are not allowed to make any orders; all orders must come from only one person. When it comes to conducting business only high ranking individuals can look for new resources and proceed with new contacts but they still have to have the approval of the leader. Similarity/ Differences Both the patron-client...
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...Week 3 Management Structures By: Misty Ladnier The organization is run by people chosen best to handle the stressful situations that we are faced on a daily basis. I have been trained to make sure that my victims are treated correctly to their individual cases. In order to do so I need an organizational structure. I will explain the advantages and disadvantages of Departmentalization, Matrix organizations, the project team, and the collegial model. Departmentalization is very tricky; you have to pair individuals up so that the department runs smoothly. Sometimes you have people that need to be trained to do this kind of work so that the department does have great communication skills to understand what is going on at all times to keep your patients happy. Matrix organizations have resources that can be shared amongst the department or company. They run on getting ideas from whatever can be tapped at that particular time. What would lead to complications are two or more people that are management and the lack of communication. This can lead to frustrations with the staff that are one step below or one step higher. The project team is the people that come up with ideas. They are the people that have events for the employees or the patients. These events can bring fundraisers for things needed for the organization. But disagreements can put any planning at a standstill and then it can become too late to have it. The collegial model is people within the company that have...
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...Implement a matrix structure. Similar in some ways to the divisional structure described in action one, a matrix structure can benefit from the functional divisions formed in the divisional structure but also supplement these divisions with divisions based on products as well. Employees are grouped by both function and product in a matrix and frequently teams of employees will be assigned to a project to accomplish a specific goal. This type of structure can take advantage of the best parts of divisional and team based structures. If Appex were to consider a matrix format I would recommend a balanced/functional matrix. This form of a matrix structure is one in which a project managers are assigned to oversee projects and these project managers must share power with the functional managers who are the normal chain of command. One of the disadvantages of this arrangement is the division of power between the managers but if Appex’s managers could overcome the difficulty inherent in such a power sharing scheme then this could be a beneficial way to structure the company. 4) A classical hierarchy. I believe that this time-tested structure is what Appex needs as it has grown too large and complex to operate efficiently in any of the structures described above. Although some consider this to be an impersonal form which would not allow for the employees of Appex to operate in the unstructured way that they did at the beginning, the simple fact of the matter...
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...words « In this age of hyper-competition, organisations should adopt a decentralised structure ». Businesses have entered in a new era, the era of hyper-competition, more competitive as they become more global. Business has shifted dramatically from a slow-moving stable environment to an environment where competitive advantages are no longer sustainable but temporary as new competitors enter the market. Aveni argues that, to have a chance to survive in this constantly changing environment, firms should adopt a new strategy that best suits with these unpredictable variations. In recent years, organisations have been reassessing their strategy and structure because of this growing competition, thinking that their success is widely related with re-matching to its environment. (Johnson, 1988; Miller and Friesen, 1980) Tom Peter (1987) and Michael Porter (1990) claimed that adopting this attribute if changing ability will in some sense guarantee competitive advantage. In this assignment, we will base our discussion on managing theories in order to explain organisations’ structure choice by describing how they respond to their changing context. We will comment on the view that structure depends on the contingency theory and contrast both decentralised and centralised structure in each contingency factor, using resources to support statements. Finally, we shall decide which structure best fits with this context of hyper-competition. It is possible to characterize the...
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...Differentiation:- It is the process by which organization allocates people and resources to organizational task and establishes the task and authority relationships that allow the organization to achieve its goals. Organizational Roles An organizational role is a set of task-related behavior required of a person by his or her position in an organization. Organizational structure is based on a system of interlocking roles, and the relationship of one role to another is defined by task-related behaviors. Authority:- is the power to hold people accountable for their actions and to make decisions about how to invest and use organizational resources. Subunits: Functions and divisions In organizations, people with similar and related roles are grouped into a sub unit. The main subunits that develop in organizations are functions or departments. A function is a subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs. A division is a subunit that consists of a collection of functions or departments that share responsibility for producing a particular good or service. The number of different functions and divisions that an organization possesses is a measure of organizations complexity – its degree of differentiation. As organizations grow in size, they differentiate kinds of functions. Support functions: - facilitate an organizations control of its relations with its environment...
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...From the past up to now, the organization has changed a lot in order to make the jobs and employees to become more effective and efficient. Among these changes, we have noticed many organizations nowadays try to restructure their organization’s structure to move toward “virtuality”. According to the Modern Management book, virtual organizations refer to as network organizations or modular corporation (Samuel & S. Trevis, 2012). There are both pros and cons for having a virtual organization. To begin with the positive points, organizations can reduce the cost by having a virtual organization. In this way, they can reduce some cost for working spaces and as well as utility expenses such as rent, maintenance, insurances, water, electricity, and raw materials. Secondly, some employees may find themselves to work faster at home rather than in the company’s office. Working at the office can sometimes be very disturbed as there can be a lot of people in one office. Thus, virtual organization can increase productivity for those who like to work at home or in a silent place. Finally, virtual organization allows firms to redesign jobs to make employees more effective and efficient. For example, some jobs do not require employees to come to office every day as the jobs require employees to work directly with customers, so it is not important for them to be present at the office every day. As a consequence, they can get access to the customer more quickly and save time. Moving onto the...
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...employees. Therefore, external as well as internal equity play an important role in an organization’s design of its compensation structure. In this essay, it shall examine the total compensation plans for the Home Depot Corporation and IBM Global Services, focusing on internal as well as external equity. Additionally, it shall also review the various advantages as well as disadvantages of internal and external equity for both organizations. Finally, it will provide an explanation to how each plan supports each organization total compensation objectives as well as the relationship of the organization’s financial situation to its plan (University of Phoenix, 2009). Internal and external equity An Organization that notably uses internal equity to form its pay structure is the Home Depot. The Home Depot’s internal equity exist because of its pays wages and hiring processes designed to fit each store budget, instead of hiring people with the skills to do the job at a market rate pay. The Home Depot’s decentralized stores use an elitist compensation system with different compensation plans by organization level and incentives offered only to specific employees or units. The Home Depot’s internal equity compares each pay level to other employees and business units in the company’s hierarchy. This process exists to balance the compensation structure appropriate to a job profile in comparison to the pay wages of its senior and junior level executives in the company. However...
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...had identified what we considered that the best way to implement MBO was byfollowing our own seven step process.Step 1. Organisational goals should be clearly clarified and communicated to all membersof the organisation. This way everyone involved would have a clear understanding of thenew goals, in terms of what the organisation wants to achieve, what is expected of themand the importance of their involvement to accomplish them. There should be morecommitment and an increase in efforts towards the accomplishment of those set goals.Step 2. The organisational structure must now be reviewed and designed so that it isflexible and promotes effective communication, quick decision making and promptfeedback. Frankly, the structure that the Goodman Company had employed before thenew process clearly could not work after the process was implemented since the structurecould not facilitate group work. Mr. Goodman would have to structure the groups in terms of specifying roles, norms, status, size and the degree to which members areattracted to each other and are motivated to stay in the group. Moreover, Mr....
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...that take hold of structures that are built today and three – quarters of a century ago. These structures are designed and tested for weaknesses using computer simulation and this seems to be a problem that has caused loss of life as well as large financial loss. In order to keep these disasters from occurring the investment in a computer monitoring system, which would monitor the structural integrity of various buildings and bridges, would be beneficial from a safety and financial stand point. The implementation of this system should be begun immediately to prevent any further happenings. Further research into perfecting this system needs to be a top priority due to the fragile nature of the problem. INTRODUCTION By investing in a computer monitoring system that would monitor the structural integrity of structures, like bridges and buildings, the benefit would be much more valuable in the long run by saving lives and money. Instead of waiting for a disaster and then sending experts out to the scene to find out what happened there needs to be a monitoring system to give warning before the disaster even comes to pass. This technology would be a lot like using seismographs. The system would have to be wireless and would connect to a hub within a certain parameters. These hubs would be sporadically built in areas around the world. The individual hubs would monitor a certain number of structures for any sign of structural failure. The structures would be fitted with...
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...Problem: In the case of “Thomas Green: power, office politics, and a career in Crisis”, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to choose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion. After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to McDonald. I’m going to analyze the issue for Green and suggest solutions to solve the problem. Conclusion and Recommendation: Green had strong ambition and willingness to achieve a high selling growth for the company. However, Green was so concentrated on goals without observing the surrounding situation; it caused a failure for him to adapt his work style. Plus lacking a managerial experience, Green wasn’t able to look at issues based on a structural and long term view. Thus he would decide to avoid interactions with Davis after the first criticism, rather than improving his performance and rebuilding the relationship with Davis. In addition, both roles that Green and Davis had were dependent upon collecting information; however, it seemed that...
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