...[Porter's Five Forces analysis of market structure The competitive structure of an industry can be analysed using Porter's five forces. This model attempts to analyse the attractiveness of an industry by considering five forces within a market. According to Porter (1980) the likelihood of firms making profits in a given industry depends on five factors: 1. The likelihood of new entry i.e. the extent to which barriers to entry exist. The more difficult it is for other firms to enter a market the more likely it is that existing firms can make relatively high profits. The likelihood of entering a market would be lower if: the entry costs are high e.g. if heavy investment is required in marketing or equipment there are major advantages to firms that have been operating in the industry already in terms of their experience and understanding of how the market works (this is known as the "learning effect") government policy prevents entry or makes it more difficult; for example, protectionist measures may mean a tax is placed on foreign products or there is a limit to the number of overseas goods that can be sold. This would make it difficult for a foreign firm to enter a market the existing brands have a high level of loyalty the existing firms may react aggressively to any new entrant e.g. with a price war the existing firms have control of the supplies .e.g. entering the diamond industry might be difficult because the majority of known sources of diamonds are...
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...some interesting ideas about various types of motion along a single direction. We gain some valuable insights and tools so that when we generalize to study the motion of objects in the real three-dimensional world we are well prepared for that undertaking. The case studies in this chapter include motion when the net force is constant (we study the local gravitational force near the Earth), one-dimensional motion of an object in a fluid (where we show that there are frictional forces that vary with time), and the oscillatory motion of an object attached to a spring. After learning something about springs, we next consider the deformation of an elastic solid and the phenomenon of viscoelasticity. This is a topic of special interest in the study of structural biomolecules such as bone and blood vessels. We conclude the chapter with a discussion of the structure and dynamics of macromolecules, specifically illustrating how to apply Newton’s second law to the difficult problem of determining the molecular motions (here in one dimension) of the constituent atoms of a protein. 1. THE CONSTANT FORCE Very frequently in dealing with mechanics problems, we know the forces acting on an...
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...Porter’s 5 Forces Analysis = Suppliers, Customers, New Entrants, Substitute Products, Competitors What is Porter’s 5 Forces Analysis? Porter’s 5 forces analysis represents the competitive environment of the firm. It is a strategic foresight to avoid putting the competitive edge at risk and ensure the profitability of products on a long term. For the company this vision is quite important because the firm is able to direct its innovations in terms of choice of strategies and investments. The profitability of businesses within the industrial structure depends on the following forces: Competitive rivalry within the industry; Threats of new entrants; Threats of substitutes products; Bargaining power of customers; Bargaining power of suppliers. Golden Rules 6th force = Often the model is adjusted with a 6th force, the public authorities. This is important because the law and the norms can influence each of Porter’s 5 forces. Key factors for success = The key success factors of the environment have to be identified. To have a competitive advantage some strategic elements should be controlled. Threats of new entrants Public Authorities Bargaining power of suppliers Competitive rivalry within the industry Bargaining power of customers Threats of substitute products © Copyright 2008 LUXINNOVATION G.I.E., The National Agency for Innovation and Research in Luxembourg 1/2 Porter’s 5 Forces Analysis = Suppliers, Customers, New Entrants, Substitute Products...
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...Design of Body Slip Angle Observer Based on Nonlinear Tire Model for Electric Vehicle Stabilization Control with In-Wheel Motors Geng Cong, Hori Yoichi (The University of Tokyo) Abstract: Body slip angle is important for electric vehicle stabilization control with in-wheel-motors. However，as sensors to measure body slip angle are very expensive, it needs to estimate β from variables measurable. The most difficult forβestimation is that the strong non-linear characteristics of vehicle, especially non-linear characteristics of tire force makes vehicle model parameters change greatly as vehicle running in nonlinear conditions. This paper proposes an observer based on nonlinear tire model which can describe the tire lateral force in its nonlinear region. Simulation and experimental analysis demonstrate the observer’s effectiveness, especially when the vehicle running in nonlinear cornering regions. Key words: electric vehicle, vehicle stabilization control, body slip angle, nonlinear observer, nonlinear tire model 1. Introduction In recent years, considering environmental protection and energy conservation, electric vehicles (EVs) are intensively developed. Due to the improvement of motor design and control technology, modern configurations are developed for EV. One of the latest configurations is motor-in-wheels, which means motors can be fitted into all the driving wheels of EV independently. For vehicle chassis control, such configuration brings much more advantages...
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... |Jaya Laxmi Tripathi | Q1. Identify the Structures followed by Omega & Achme. Ans. From the case, it is evident that: ACHME was following a very Centralized & Mechanistic Structure. Omega was following an Organic Structure with some amount of decentralization. Q2. Which organization succeeded in developing the prototype better?? Give structural reasons for the same. Ans. Omega. Reasons: 1) The interaction factors were effectively deployed in Omega. Direct Contact was highly visible. Hierarchy of Authority, Jim Rawls reviewed the progress with team regularly. Organic Structure facilitated the participation of different departments to make it happen. The positive results were evident in following ways: • Electrical department suggested an alternative to a sourcing issue of a critical part. • Methods Engineer & Production workmen worked together displaying mutual adjustments to avoid problems that ACHME faced. • People from all crucial departments i.e. Electrical, Mechanical, Industrial & Production worked together to ensure no snag in producing the prototype again displaying mutual adjustments & Team work. Q3. Which organization got the final contract? Give structural reasons for the same. Acme got the final contract. Reasons: Centralised and mechanised structure, which proved to be a weakness when uncertainty was high as they have to develop a new prototype...
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...just trying to get papers please • Organisational structures Within the process of strategy development the paradigm acts as a filter interpreting understanding of those within the organisation so that external forces and organisational capabilities have an indirect influence the strategy, whilst potentially having a more direct impact upon the performance of the organisation. One consequence of this process is that the organisation risks strategic drift if its understanding of the strategic context is at variance with reality. The Icarus Paradox is a particular version of this problem that can affect previously successful organisations. Never the less, an organisation’s culture can be a key source of strategic capabilities. Mapping and re-mapping of the cultural web can be useful in ensuring the successful implementation of pa r interpreting understanding of those within the organisation so that external forces and organisational capabilities have an indirect influence the strategy, whilst potentially having a more direct impact upon the performance of the organisation. One consequence of this process is that the organisation risks strategic drift if its understanding of the strategic context is at variance with reality. The Icarus Paradox is a particular version of this problem that can affect previously successful organisations. Never the less, an organisation’s culture can be a key source of strategic capabilities. Mapping and re-mapping of the cultural...
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...For this assignment, I had researched various types of structures that would provide strength, cushion, and lightweight materials to build it. I used wooden dowels since they are lightweight and durable. Styrofoam balls for each vertice so that they can reduce the impact. The elastic bands on each side of the pyramid allowed for a safety net that allowed the large styrofoam ball to bounce around. Moreover, I made a hole in the large styrofoam ball which ensured its safety. Most designs had a similar concept having a cushion with stuffing surrounding the egg reducing impact. Some had crushing zones which absorbs the impact. On the day of the egg drop, it was dropped from a stairwell and hit the stairs and then tumbled to the ground. This made a loud sound and I knew the egg would be safe because the styrofoam balls would absorb the impact, then the elastic bands will toss the egg around and the large ball would protect the egg. Altogether my...
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...brings strategy, context and structure into a natural integration. For instance, some organisations achieve integration through product innovation while others achieve through efficient machines. However, in recent years, Mintzberg has come to realize that not all effective organizations slot themselves in the any of the above forms. Instead, some organizations have opted to take their own courses to solve their unique problems. Mintzberg’s thus proposes a mix of these two frameworks in order to achieve ultimate effectiveness. This paper will review the configurations model, and review Mintzberg’s modified views on the model. Configurations Model Different organisations operate differently and the results of similar strategies may not be the same across organisations. An organisation may achieve commendable success by using strict controls while a similar organization would fail terribly by employing the same structure. This is one of the reasons why start-up businesses have to evolve their structure as they grow in line with the changes in both structure and environment (Brickley, Smith, Zimmerman and Willett 2002). Successful companies successfully integrate and coordinate core internal and external elements. Determining the best structure can be tricky especially because there are so many factors at play, as well as possible combinations. According to Mintzberg (1989), the structure of an organisation emerges, from the structure itself,...
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...Internal Political Economy or Global Political Economy (IPE or GPE). Although there are some blind spots in her theory and mode, and she was not able to predict many things. She was still able to accurately describe the four main structures, which affect structural and relational power structures thereby directly affecting IPE. * The model she proposes in this book is not based on rigid theories of international relations that give no room for debate, which are erroneously based on some preconceived assumptions. First, one must understand how the author defines certain ideas and concepts differently. According to Strange “ Firstly a great deal of social theory is no more then description” (Strange, 10, 1994). She expands with the facts are well known but are arranged in a different order or category (Strange, 10, 1994). Susan Strange’s security structure is not rigid, like most other security models and it does not dictate a set of conditions nor does it bias itself to one nation. It is not a uniquely American perspective that assumes military dominance nor is it a British Empire that demands subjugation. It is more easily applied to developing nations that lack the military might of a super power due to its assumption of conventional forces only and lack of military. She theorizes that without protection, there is no prosperity, this stops commercial trade, regular commerce, and destabilizes markets like when Russia attacked the Ukraine. The Ruble dropped as low as...
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...be interpreted as a statement from the perspective of a critical theorist (Green 2004) and if left unchallenged this statement would prove absolute. However, using a modernist perspective it can be argued that understanding would lead to quantification (Hatch, 2006) that could in turn, lead to greater efficiency. Solely from referencing the two theories above and the 2 ways of looking at a single statement we can ascertain that a combination of perspectives gives us a greater understanding than a single perspective. This essay explores how using a multi perspective approach would provide the individual with a more comprehensive and well ronded understanding to organisations, an increased capacity to understand how to better embrace structure and its implications and the holistic simplification and explaination of cultural effects. It also brings to light the conflicting nature of these theories and its inherant biasness. The first advantage of using a multi-perspective approach to understanding an organisation would be that it provides us with a more comprehensive and well-rounded understanding to organisations. This greater understanding begins with the internalisation of the different perspective’s ontology and epistemology, which are the assumptions about the nature of reality and the method in which knowledge is attained respectively (Marianne, 2002). The modernist epistemology is positivism, which states that “truth is discovered through valid conceptualisation...
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...Using of anisotropic bars with a specific orientation of stiffness axis relative to the cutting forces, result in a significance increase in dynamic stability. Another technique involves making solid bars with materials having high youngs modulus or high damping materials. Typical examples include sintered tungsten carbide and sintered tungsten carbide alloyed with copper and nickel. These materials are expensive but give stable machining for l/ratios up to...
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...consciously coordinated activities or forces of two or more persons.” Usually, an organization can be viewed either as an economy, or an adaptive social structure. For Selznick, to view the organization as an economy is scientific and measurable, while an adaptive social structure leans toward the non-exact behavioral sciences. He thus advocated the wide adoption of ‘structural-functional analysis’ as the basis of theory and method of analysis of organization, which addresses the composite of mechanical structures and individual personalities that make up the cooperating, structured system of organization. The three major ideas in his theory of organization based on this reading are: organizations as cooperative, adaptive social systems; the conflict of personal and organizational goals and needs; and controlling conflict for the good of the organization. Finally, he talks about co-optation, which is a method of protecting the organization and its mission by inviting threatening elements into the policy making process. From my perspective, Selznick seems to overemphasize the rational structures and mechanistic processes of organizational activities. What is clear in examining this reading is the idea that a well-functioning organization has to proceed in unison-as a whole unit rather than as individual parts attempting to meet individuals’ goals. The whole organization functions like the human body that when any of the elements within the structure begins to fail, it must has a deleterious...
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...Organization design is a process where employees, information and technologies are integrated to achieve objectives of the organization. Organization structure is explaining about the roles of individuals in the organization and who is the authority in this structure. Managerial planning are explaining why an organization exists, what goals the organizations wants to achieve, what is required to achieve this goals and how long the time it takes to achieve this goals. The author will attempt to explain in this paper the “misfit” between organizational design and structure and managerial planning. It’s a difficult process to align and integrate the objectives and goals of all associated with an organization. There are always different opinions...
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...But shared meaning is about more than fulfilling your mission statement—it’s about forging and maintaining powerful connections between personal and organizational values. When you do that, you foster individuality and a strong culture at the same time (Goffee & Jones, 2013). the dream organization is free of arbitrary restrictions. But it does not obliterate all rules. Engineers, even at Arup, must follow procedures and tight quality controls—or buildings will collapse. Organizations need structure. Markets and enterprises need rules. As successful entrepreneurial businesses grow, they often come to believe that new, complicated processes will undermine their culture. But systematization need not lead to bureaucratization, not if people understand what the rules are for and view them as legitimate. Take Vestergaard Frandsen, a start-up social enterprise that makes mosquito netting for the developing world. The company is mastering the art of behavior codes that can help structure its growing operations without jeopardizing its culture. Hiring (and firing) decisions are intentionally simple—only one level of approval...
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...college located in Upper Clapton, London in the United Kingdom. It officially opened in September 2002, giving students in Hackney the opportunity to study at a college close to where they live. It provides student courses for the right appropriate level. It provides a-level courses such as chemistry, maths and business. Tesco has a hierarchical structure because it has a lot of layers and a lot of people reporting into more than one person before that information get to the boss. A hierarchical structure has many levels. Each level is controlled by one person. A hierarchical company tends to be a very big company just like Tesco is. In a hierarchy instructions are generally passed down from one person to another until it gets to the bottom of the hierarchical structure. If there was a problem in a hierarchical structure it would move up through the structure again from one person to another until it gets to where it is supported to be. Strengths of a Hierarchical structure are that there is a close control of workers. Workers in Tesco will know exactly what they have to do so they don't wait around until they are told. This sort of structure allows the workers in Tesco to know precisely what they have to do so they don't hang around until they are told. There is clear authority and responsibility within the organisation that makes sure that everybody knows what they are undertaking and know...
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