Playing monopoly Essay Example for Free

Playing monopoly Essay Pretend to embrace a technology and become the major source for that technology like buy out the competitors. Declare it obsolete because your original way is better. Wait long enough for a technique or idea to be forgotten by the majority of people or just long enough that the majority of your followers are naive newbies. Bring out the old idea and present it as a new invention. For example, many things in Visual Studio . Net are presented as new ideas even though they have existed in RAD tools like Delphi for over a decade. Why this works? because the majority of new software geeks have no idea what Delphi is and didnt know that you could do everything exactly the way Microsoft claims you can in their â€Å"new† invention. It is very much clear about incidences that Microsoft has been unethical in its approaches. Rather that applying their own thoughts, most of the products they have released by copying ideas unethically from other competitor’s products. Rather than having the fair competition in the market Gates always tried to monopolize the market. Though all the monopoly has brought him profit but ethically Microsoft didn’t 2. Some of the characteristics of the market that created monopoly market that Microsoft’s operating system enjoyed are as follows: Incorporation of various Microsoft applications like Windows Digital Media Player and Internet Explorer in 1995 with its operating system gave an advantage to the company as this monopoly worked out for them. Users using Windows didn’t want themselves to get into trouble of purchasing a different browser and different Media Payer. Users were also not ready to pay extra money for buying other companies’ applications, as all those applications were readily available with Microsoft’s operating system. Every company was releasing their applications and operating systems in the market and every time Microsoft was able to know their programs. Using those programs Microsoft created monopoly in the market by releasing advanced version of competitors’ products. As when Navigator came in 1994, Microsoft launched Internet Explorer which was borrowed from Spyglass Inc. and made it similar to Navigator. It incorporated Internet Explorer with Windows. Media player was also incorporated in Windows. Sun Microsystems’s Java was also licensed to Microsoft first and then Microsoft built its own Microsoft java permitting Windows Users to be compatible with it. In the software industry users did not want to shift to new products or applications until proper training and workshops are organized. Microsoft’s used good PLAYING MONOPOLY: MICROSOFT Javier Ian Gonzalez Lopez 1449556 – 9zi strategies for training users. With the Installation disk, a proper tour of Windows is provided to facilitate user. Attorney General Janet Reno filed an antitrust suit against Microsoft in the court of Judge Thomas Jackson. Microsoft made the computer companies using Windows as their operating system not to license, distribute or promote competitive software products of other companies. It embedded Internet Explorer with Windows and thus demolished consumer freedom to go for any other Browser plus it also degraded windows performance. In the agreements with computer companies those using Windows, Microsoft wanted them to leave Internet Explorer as the default Web–Browser and didn’t allow installation of any other browser. The judge was having complete authority to take hard actions against Microsoft’s unethical business strategies. As per the case study it is evident that Microsoft has used various unethical business strategies to make their business profitable. Microsoft copied the copyright of Apple’s OS/2 and developed its own operating system on the same line. Moreover they forced users to use its Internet Explorer and digital media player. They suppressed the platform independent functionality of Sun’s Java by releasing Microsoft’s Java and making it cross platform language. In my view, government should not have sued Microsoft. Consumers were well satisfied by Windows which was evident from the market share of its use. So signing of agreement involves approval of computer companies and Microsoft and if computer companies have signed that agreement that means they weren’t having any problems and neither consumers upon implementing the agreement. So Microsoft just used a marketing strategy over here. Judge Jackson’s order was fair for the competitors as well as for the software industry because Microsoft has really invoked the monopoly situation in the market. It was essential to have fair competition in the market. As an operating system and applications are totally two different aspects and Microsoft should not club these two aspects. This order would have helped competitors and users to choose their favorite applications. From Microsoft’s point of view it was not the fair decision, as they never wish to separate their business into two domains. It was a marketing strategy adopted by Microsoft so that it can withstand with the PLAYING MONOPOLY: MICROSOFT Javier Ian Gonzalez Lopez 1449556 – 9zi competition. According to them it also facilitated consumers for not spending their money in buying other corresponding software and also playing a risk of installing and uninstalling. According to the settlement between Microsoft and DOJ, Microsoft was asked to share its application programming interface with other software rivals and to allow users to hide Internet Explorer icon from the screen. It was asked not to prevent other competitors programs to install on its operating system and not to retaliate against computer makers in releasing their products. This settlement was officially approved by Judge Kollar-Kotelly on November 1, 2003. The decision was really fair for the competitors as well as users. The decision has created free competitive market in the software industry. It allows users to use other available applications and allow them to hide icons which they do not want to use. From competitors point of view market became much more open to release more products with advanced technologies. This move also helped people to think out of Microsoft’s box and helped to showcase their technical skills. As a result various new operating systems with better performance than Windows like Linux, Suse, Monopoly of Microsoft’s operating system has harmed everyone from users to computer producers. Due to unavailability of fair market the users were bound to use Microsoft’s operating system and applications. They were unable to hide icons of the Microsoft’s applications from their operating system. From producer’s point of view, they were not free to launch Windows compatible applications due to unavailability of Windows application programming interface in the market. The competition became minimal in the market due to monopoly enjoyed by Microsoft. Due to monopoly in the market one single company Microsoft was holding maximum market share. It hampered the technical advancement and innovation in the market as well. Some of the following public policies could be used to deal with monopoly †¢Government should issue some standards for a given technology/system/product which should be followed by everyone in the industry. †¢Anti-monopoly law can be created to prevent monopoly to occur in the market. †¢Some policies can be incorporated in the system to motivate and encourage newly launched companies to increase the innovation in the market. PLAYING MONOPOLY: MICROSOFT Javier Ian Gonzalez Lopez 1449556 – 9zi †¢Some policies should be made to share information among the companies whose applications are inter dependant.

Pictorial Narratives: Hogarth’s Marriage àla Mode Essay -- Essays Pa

Pictorial Narratives: Hogarth’s Marriage à   la Mode One of Hogarth’s bitterest satires, Marriage à   la Mode, showed the disastrous results of a marriage of convenience concluded between the son of a poverty-stricken nobleman and the daughter of an aspiring merchant (Jarrett 88). Yet this background information is not necessary to appreciate each painting independently. From the first painting, in which the ambitious fathers of the couple exchange money and titles, to the final two prints that show the husband and wife’s melodramatic deaths, each of the six prints tells both a episode in the story of this doomed arranged marriage and a story in and of itself. The first two Marriage à   la Mode prints, The Marriage Settlement and Shortly After the Marriage, both contain numerous works of art, architecture, period dress and other carefully placed props that allow each work to tell a story without being dependent on the context of the series. Because of its immense detail, The Marriage Contract is perhaps one of the easiest prints to appreciate. Even without any prior knowledge of this work, an inexperienced art critic can still ascertain that the scene takes place in an aristocratic home. Copies of paintings after the old masters hang in gilt frames, the ceiling is painted and the walls hung with green damask. Two men sit at a table in some sort of business transaction, as evidenced by the presence of three lawyers, numerous documents and money. The gentleman on the right’s portrait hangs on the wall above the table, indicating that the deal is being brokered in his home. He is correspondingly dressed in fine clothes, whereas the other gentleman is more modestly attired. The skill with which Hogarth has represented the swelling aristocratic pride of the Earl and the lower-bred, commercial demeanor of the Sheriff was regarded by eighteenth-century critics, best acquainted with the social manners of their age, as masterly (Webster 103). A document that reads â€Å"Marriage Settlement of the Rt. Honble Lord Viscount Squanderfield† rests in the hand of the non-artistocratic gentleman, his careful perusal of the document indicating that he is the bride’s father. In turn, he has handed over a sum of money to the Viscount’s father (who the inexperienced viewer can assume holds the title earl). In turn, the Earl points to his contribution to the marriag... ...m each other. The Roman bust with a broken nose on the mantle and the painting above it, featuring Cupid playing a song on the bagpipes ironically titled â€Å"O Happy Groves† amidst falling ruins, suggest the similarly ruined and collapsing state of the couple’s marriage. Hogarth's remarkably exuberant satire of marriage for money, his pungent details of upper-class life, and his mastery of complex scenes find perhaps their highest expression in this series, generally considered his finest work. (Encarta). Although critics have commented that the series progresses somewhat abruptly, with little idea of what occurs in between the six scenes, rarely is any one painting referred to independent of the others. But because of the complexity of each scene, the paintings, The Marriage Contract and The Tà ©te-à  -Tà ©te in particular, can easily stand by themselves as brilliant satires of arranged marriage in the 18th century. Such is the genius of Hogarth. Works Cited Hallett, Mark. Hogarth. London: Phaidon Press, 2000. Jarrett, Derek. England in the Age of Hogarth. London: Hart-Davis, MacGibbon Ltd, 1974. Webster, Mary. Hogarth. Danbury, CT: MasterWorks Press, 1984.

Decision Making Essay

Managers run organizations by the decisions they make on a daily basis. The quality of these decisions, to a smaller or greater degree, impacts the success or failure of an organization. Managers encounter challenges and opportunities every day. Some situations require actions that are very straightforward; others, not so simple. Some decisions need to be made right away, while others take a long period of time to be made. Decision making can be challenging, and it’s important we understand why. In this paper, we will cover the main characteristics of managerial decisions, the stages of decision making, and the tools a manager has to achieve efficient decision making in a challenging and uncertain work environment. Characteristics of Managerial Decisions Structure: For most routine decisions, there is a determined procedure, or structure, that helps managers solve a problem. If it’s a routine problem, then they have standard responses. In these situations, managers only have to implement previously stated solutions, from past experiences in the organization. Unfortunately, not all decisions are programmed. New problems arise all the time in an organization, and that’s when managers have to get creative to solve them. Past experience helps, so does intuition, but the decision maker, in this case, has to create, or rely on a method for making the decision. In this case, there’s no standard response. Uncertainty and Risk: As Schermerhorn, Hunt, & Osborn (1994) point out, problem solving decisions in organizations are typically made under three different conditions or environments: certainty, risk, and uncertainty. When information is sufficient, and outcomes of decisions are predictable, you are working in an environment of certainty. However, for most important decisions, uncertainty is to be expected. Uncertainty exists when a manager doesn’t have enough information to assign probabilities to the consequences of different possible decisions. A manager might have a good guess, or opinion, but doesn’t know for sure if something will or won’t happen. Whenever there’s uncertainty, and something to lose, then there’s risk. Risk isn’t a bad thing; it’s just the fact that comes with any managerial decision. Choosing one alternative over another can imply losing time, or money, so every decision entails risk. Managers have to be aware that with their decisions they manage risk. With good planning and problem resolution, risk can be minimized and controlled. Contending Interests: J. Davids (2012) talks about decisions that affect people with contending interests. An example of this is a CFO who argues in favor of increasing long-term debt to finance a purchase. On the other hand, the CEO wants to minimize long-term debt and find the funds somewhere else. In another example, a marketing department wants more product lines to sell, the engineers want higher quality of products, and the production manager wants less variety of products to lower costs. In these situations, it’s up to the decision maker to fashion a workable decision that reflects an appreciation of all these antagonizing point of views. If a key player’s perspective isn’t taken into consideration, and the manager pushes forward in the decision process, the outcomes will probably not satisfy the decision makers’ plans. There are different approaches to managing participation of multiple players that we’ll touch on a bit later. Stages of Decision Making Situation: The first step in the decision making process is knowing the situation. This means, recognizing a problematic situation that exists, and must be fixed. This usually implies comparing things the way they are now, to what they should be. An example of this is comparing the actual expenses to the budgeted expenses. Another example is looking at this quarter’s sales, and comparing them to the previous quarter. The problem that needs to be solved is usually an opportunity that managers seek to take advantage of. Bowen, Lewicki, Hall, Hall (1997) present an interesting approach of looking at a problem. It’s a technique referred to as â€Å"framing† or â€Å"reframing†. There are four essential perspectives of organization and management theory that help us define a situation. * Structural.  This perspective deals with the activities, functions assignments, tasks and so forth. It’s basically who does what and who reports to whom. * Human. This point of view looks at issues of how people and organizations relate, how organizations satisfy people’s needs, provide meaningful work, productivity, and relationships in the organization. * Political. This frame of mind looks at the organization as a system with shifting bases of power, and conflicts between different groups fighting for limited resources. * Symbolic. The symbolic frame references the culture of the organization, made up by ceremonies, rites, stories, and so on. When dealing with a problem difficult to resolve, the manager can look at it, and use these different vantage points. This will help see the problem from a new perspective, and define the situation with a different understanding, and meaning of the problem. Options: Bateman and Snell (2011) refer to this stage in the decision making process, as â€Å"generating and evaluating alternative solutions†. What they mean by this is, once the problem is defined, the manager, or decision maker, has to develop different courses of action aimed at solving the problem. Solutions might be found by using similar tactics used in previous problems. Custom made solutions are the other option. These take creativity and probably more resources. This step is key in the decision making process. Many times managers don’t take the time to brainstorm and come up with alternatives. In a hypothetical situation where the decision maker is trying to improve the organization’s bottom line, there are many options. You can increase prices to improve margin, advertise your products’ quality to increase sales, drop prices to increase sales, open new service lines that will give you higher participation in the market, just to name a few. The point is: it’s important for the manager to take his time and consider all the options. Once managers have different options, they have to evaluate them, and come up with the best one. The best way of evaluating the options is measuring the consequences of the different alternatives. Measures such as lower costs, higher market share, bigger bottom line, employee satisfaction, customer satisfaction, just to name a few. Ethical aspects of decision making should also be considered in this step. Richard Ritti and Steve Levy (2010) combine what we previously mentioned about certainty, risk, and uncertainty, with alternative decisions. We can have an alternative solution that implies increasing production of a service line by 15%, but based on the uncertainty of the environment, we have a decrease in the demand by 20%. This, in retrospect would be a bad choice. What I mean by this is, not all results can be predicted with perfect precision. In an uncertain environment, what decision makers have to consider, is creating contingency plans. These are plans that will be implemented if the future develops differently than what expected. Choose: Once you’ve generated different options, and evaluated them, it’s time to choose which one is best. The manager must have an assertive attitude, and not over think the decision. Once the decision maker has all the information he’s going to have, he just has to take the leap and make the decision. Bateman and Snell (2011) bring in a few interesting concepts to this decision making step. These steps are maximizing, satisficing, and optimizing. * Maximizing: Maximize means, to make the most out of something, in this case, the decision. Maximizing requires looking carefully for a complete variety of alternatives, evaluating them, and then choosing the best. Maximizing is the better strategy for important decisions. Managers that are maximizers, plan systematically in solving problems, and their high expectations of quality drives them to achieve great results. * Satisficing: Satisficing is choosing the first satisfactory option, rather than looking for the optimal decision alternative. This concept was originally referred to by Herbert Simon (1947). He stated: â€Å"Most human decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives; only in exceptional cases is it concerned with the discovery and selection of optimal decisions. When managers make decisions, many times they are facing limitations, such as time barriers, unavailability of information, and other situations that make finding the optimal option impossible. When the decision isn’t of great importance, satisficing could be the optimal approach. * Optimizing: Managers have to balance their decisions. Since there are contending interests in many of the imp ortant decisions in the organization, managers have to find an alternative that meets multiple criteria, and achieves the organization’s goals. Act:  Once the problem has been recognized, alternatives generated and evaluated, and the choice has been made, someone has to act. Also known as the implementation process, managers have to plan it vigilantly. Sometimes there’s a â€Å"disconnect† between what was planned, and what is implemented. The people involved in the process assume things are just magically going to occur. This isn’t the case, so it’s up to the manager to ensure things are taking shape. Good communication is essential in this implementation process, especially since this is when all the change happens. People aren’t naturally comfortable with change, so the manager has to be clear with the steps that have to take place. The manager must manage the chronological order in which things have to happen and delegate the individuals responsible for each task. He must ensure everyone understands their role, and knows what the final outcome should look like. The buy-in from the different players in the organization, when implementing decisions that cause change, will dictate the outcome of the implementation stage. If needs were ignored when making the decision, or if the paths of communication haven’t been fluid in the process, it will be very hard to implement change effectively. The manager must take these things into consideration if he wants to avoid potential problems that arise in this step of the process. Evaluate: Evaluating the decision is the last step in the decision making process. It’s time for the results to determine whether the manager’s choice is having the effect it was intended to have. For this stage to be successful, there has to be measurable results; they must be quantifiable. For an adequate evaluation of the decision, a validating mechanism collects information and compares it to an expected value. That validating mechanism can be set and developed even before the solution to the problem is determined. If the decision made proves to be effective, and the results show that the goals were met, then this decision could serve another purpose elsewhere in the organization. The positive feedback will be welcomed by the manager, and reinforce the decision making process. If the results demonstrate negative results, then it’ll take some good analysis to see where things have gone wrong. Things might have gone wrong in any of the previous stages. It’ll take brainstorming, and effort to assess what things need to happen to put things on the right track. Participation in Decision Making As Bowen et al. (1997) point out, most changes in organizations not only require technical modifications, but alterations in the work and social satisfactions of the employees. This makes the challenge of implementing change even greater. It’s not only important that the new methods are efficient; they must also be accepted by the employees who will be implementing these changes. In this context, managing the participation of the employees in making a decision plays an important role. There are different approaches when making decisions that involve change. They can be grouped into different variants of authoritative decisions, mutual problem solving, and consultative decisions. In the authoritative decision alternative, the manager makes the decision alone. Then he puts together arguments and rational information to show the employees the advantages of change. In the mutual problem solving approach, the manager shares the problem with his employees, and the group works together to come up with a final decision. The consultative approach is a middle ground; the manager shares the problem with the group, obtains ideas and suggestions, and then makes a decision that may or may not reflect the employee’s contribution. There are advantages and disadvantages in making group decisions. The biggest one is that the acceptance of participants is high, mainly because they’ve had an opportunity to give their opinion. They feel like they’ve had a say in the new process, so they’ll naturally support it. It’s also a huge advantage in the implementation stage, because the employees understand what management is trying to achieve. Many times the subordinates bring knowledge and experience that even the manager might not have. It’s the employees who work in the details, and they might have good input in solving problems. One of the disadvantages of group decision making is the time it takes. A lot of time can be wasted meeting in groups to come up with good ideas. Another negative aspect is that groups tend to make riskier decisions because the responsibility doesn’t fall on just one person. In the same sense, group embers might not put that much effort into thinking of all the ramifications of their decisions, because they think someone else is probably thinking of that already. The main takeaway from participation in decision making is that it really depends on the situation, and the problem being solved. The challenge for the manager is to know when he should employ each of the decision making approaches according to the situation. A smart manager will know how to use these managing tools to make decisions that are not only efficient, but will also have the support and buy-in from the employees. Conclusion A good manager will assess each situation and find opportunities where change can be made; always looking for the organization’s best interest. When making important decisions, the manager will see the type of environment he’s in, if there’s certainty or not, and always account for the contending interests his decisions will undoubtedly face. A wise decision maker will recognize a situation that requires an intervention on his behalf. He will generate and evaluate different options, and apply the concepts of maximizing, satisficing, and optimizing to make the best decision. Not only does the manager choose; he acts. He takes responsibility and accountability for his choices, and makes sure there’s follow through in the implementation stage of the process. The decision maker will then evaluate the results, to validate that his decisions are having the results that were intended. If not, he’ll go back to the drawing board. Organizations live and die by the decisions made by managers, and to the extent that they can define problems, and make smart choices. Good decision making is found at the heart of all successful businesses.

Operations Management in Business - WH Smith - Free Essay Example

Sample details Pages: 8 Words: 2345 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Research paper Level High school Did you like this example? Operations Management in Business Contents WH Smith Introduction Task 1 Task 2 Task 3 Referencing WH Smith Introduction WH Smith was first created by Smith Family in 1792 as a newsagent, in then became the company with the name à ¢Ã¢â€š ¬Ã…“WH Smithà ¢Ã¢â€š ¬Ã‚  in 1828 and launched the website WHSmith.co.uk in 1999. This success fully growing company opened many stores in Rails stations, High Streets, Shopping Centers and gradually lost its profit of  £135m. The arrival of Kate Swann made WH Smith to run as the profitable company in a decade. The success of her achievement is based on how she organized and worked towards her goal. Throughout this report there are many explanations related to WH Smithà ¢Ã¢â€š ¬Ã¢â€ž ¢s success using operation management skills by Kate Swann. Don’t waste time! Our writers will create an original "Operations Management in Business WH Smith" essay for you Create order Task 1 Operation is the key part of the business which produces goods and services. It involves in planning organizing, controlling an organization operations. Organization without a planning will never be able to success in its business. According to the scenario, the success of profit is based on the Operation Management, which involves a complex set of management activities involved in planning how they wanted to improve their sales organizing leading, by cutting the costs. Kate Swann managed to achieve the target of turning WH Smith into a profitable company by taking into account of the operational management. Following the principles of operation management in an organization will help the company to reduce the cost of products and services and also in the mean time it will help to increase the customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s satisfaction towards the product quality and the services. As the operations function is responsible in goods and services, it is important to support the input an d output to be delivered on time scale. Various input such as capital, labor, and information should be measured in order to obtain desired outputs. The role of operation management is to improve productivity which will help to improve the organizations financial and also to meet customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s competitive priorities. In the scenario it shows that Swann has targeted the teenagers and as well as young women for stationeries this make the targeted users to be satisfied as well increase the sales in WH Smith. The key elements of Operation managements are known as Business logic, System theory. Kate Swann has understood the business logic in how to increase the profit for WH Smith. She understood how to target the customers and increase the profitable margin. In her success we can see that she has cut the cost persistently which is one of the element in business logic. Applying system theory to a business helps to find out how the environment impacts business process. According to the report of à ¢Ã¢â€š ¬Ã…“Our Quality Commitments to Our Customersà ¢Ã¢â€š ¬Ã‚  in WH Smith website it clearly says that WH Smith is responsible to fulfill the minimum standards required by the law. If WH Smith reduces the standards and quality towards their customers due the cost effective they might not be able to success in our goal. For example Funky Pigeon greeting card shop which was open online is a best known website because customers get best services. Even though it was introduced to the market 2 years ago it has been famous. The reason behind this is their quality and services that they have been giving to their customers so far. The customers get the opportunity to choose their cards with uploading their own pictures and also the cards ordered by the customers are delivered very next day to their required address. This will impress the customers and make them come back. The online strategy objective of WH Smith is to launch the Funky Pigeon which s ells greeting cards, personalized gifts and cards according to the customers need. The products that are sold in this website are very quality as well as cost effective. The services given to the customers are very dependability as funky pigeon is a fastest delivery service. It has the next day delivery services for their customers. More customers may prefer to visit their website as they are not limited by options in cards. The customers got the verity of option in choosing cards. As funky pigeon allows the option of personalizing the gifts or cards the customers may be satisfied in choosing any of the products from them. System is known as the collection of parts which can function independently for the success of the common purpose. For example, System contains the Input à ¢Ã¢â€š ¬Ã¢â‚¬Å" Process- Output in an organization. It is essential that all the collection part in a system work collaborate for a company to be successful. WH Smith should follow each parts as Input and P rocess and output to make their company to run in organize planning and control and to be on right track Sub-system is known as the complex collections of many Systems in order to achieve the common purpose. In other words it contains many Input many process and many output to achieve the goal of the company. WH Smith may contain many system and sub-system diagram for the organization. Following diagram shows the system function in WH Smith. Task 2 Strategic planning is an organizational management activity which helps to set priorities, strengthen operations, and to ensure that employees work towards the goals to achieve success. An effective strategic planning articulates not only where and what actions needed to make progress, but also how it will know if it successful. In order to implement success strategic planning need to follow the performance of operational management. Operational management is essential for all organizations. The strategic planning mostly deals with activities of any business organizations such as operations, sales, finance concerned with different level managers. Operational management is focused with the production / services provider level of organizations. There are three stages of strategic planning. They are known as Economy, Efficiency and Effectiveness. To achieve the profit margin Swann has introduced the stationeries targeting the teenagers and young women. WH Smith started to sell station eries and sweets at the checkouts. This is a good example that Swann has used one of the strategic planning elements known as Economy. As it is essential assign that right resources has been used at the right time at the right place and right cost which a management should consider in business objectives. In other hand WH Smith has the big online strategy Funky Pigeon where they work in very cost effective. à ¢Ã¢â€š ¬Ã…“Swann announced she was pulling out of selling music and DVDsà ¢Ã¢â€š ¬Ã‚ , she has compared the market and in order to increase the profit margins. And the comparison stores such as HMV thinks that ità ¢Ã¢â€š ¬Ã¢â€ž ¢s brave. As she consider the Efficiency, she has compared the performance target she kept to increase the profit of WH Smith. Even though WH Smith has its high street retail it has target the online retailers by introducing Funky Pigeon card site. Effectiveness is determined by examining the objectives and achievement of a company. WH Smith was be en losing by 135m due to Swannà ¢Ã¢â€š ¬Ã¢â€ž ¢s strong operational management the company has turn into profit of  £106m. Quality is very important for an organization. An example of good quality product with less cost is when a customer who consumes the product and services has nothing or less to complain about the product. In the scenario it says à ¢Ã¢â€š ¬Ã…“WH Smith now sells roughly  £65 of goods for every  £100 of customà ¢Ã¢â€š ¬Ã‚  the success is they have carefully reviews the objectives. WH Smith has to review the existing products carefully in order to compare the function of the product required by the customer, who demands them in lower cost. Kate Swann has carefully reviewed and decided that selling of Music and DVDà ¢Ã¢â€š ¬Ã¢â€ž ¢s are not profitable and not worth of reducing cost. So she completely stopped selling DVDà ¢Ã¢â€š ¬Ã¢â€ž ¢s and started introducing new ideas on selling new products in WH Smith. They target certain age grou p to boost their sales. As we can see in the scenario that it says the teenagers and the young woman have been aimed for stationeries. What Kate Swann has done leads WH Smith for its success. Following the performance objective it helps to add value to the customers in delivering quality products or services. The Quality, speed, dependability, flexibility and the cost may defer as performance objectives. Quality services as known as error-free services. There may be no any complains about the product satisfaction. This can be improved by getting customers feedbacks. For example if we take WH Smith the quality can defer as the store cleanliness, an appropriate and attractive outlet and also very friendly and helpful staff so the customer may like to visit the store often. It also includes the goods conditions. As we see WH Smith has a big online strategy Funky Pigeon card site. If they fail to deliver their customers goods on time, they may have bad viewpoint against their service s and none of the customers like to continue doing shopping with them. When we look at the WH Smith store it all depends on a customer asking for a product or services and getting it to them, in another word satisfactory of their shopping in WH Smith. As we see in the scenario it says that Swann plans to open more shops which are stuffed with stock and screaming promotional banners. This is a role of operational management to achieve as ità ¢Ã¢â€š ¬Ã¢â€ž ¢s based on dependability. It increases the product or service in the market. WH Smith has sold stationary targeting the teenagers and young women and they also started to display sweets at the checkout make customers to purchase them. If they have not been flexible in introducing new lines to their sales they will not be able to achieve success in their business. Swann also cuts down the cost in order to boost her profit margins. These are the importance five performance objectives that underpin operation managements. Task 3 For a good operational planning is very important, this will lead the organizations to know what they have to do next, in order to deliver best services to the customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s demand. Planning and controlling related to each other. It is essential to consider these methods in an organization like WH Smith as they helps for the effective outcome. Planning helps what to do and when to do in other hand controlling involves making sure that the plans are taken place. The planning and controlling involves cost estimation, work measurement, planning, routine concerns. Based on this scenario we can see that WH Smith has planned how to fulfill the needs of their customers. Kate Swann for example knew that young women and teenagers will purchase their stationeries and mean time the sweet has been display near the counter in order to promote it to their clients. If Kate Swann didnà ¢Ã¢â€š ¬Ã¢â€ž ¢t think of what customers normally demand, WH Smith may not be able to satisfy thei r customers. Linear program is a mathematical technique designed to help to plan and make decisions. This will help to maximize or minimize some quantities such as profits or cost. Liner program requires action on what to choose, where Kate Swann need to introduce displaying sweets near the checkout. One of the examples of WH Smith success in applying linear program in operational management is when Kate Swann stops selling music and DVDs to increase the profit margin. For renovating WH Smith shops there are certain tasks need to be planned. The following table is the tasks listed down for the shop renovation. Activity Duration A Structure repair 4 B Ceiling 2 C Flooring 4 D Electrical Power require 1 E Main Shop area tidy 3 F Exterior Walls repair 2 G Paint outside 1 H Check out area 1 I Shelf 2 J Alarm 1 D must follow A G must follow A and F H must follow A, C, D and F I must follow A, C and E J must follow A and D The above network diagram is an for an WH Smith renovation. WH Smith was running with lose until Swann take over to make it a profit. When we look into the operational outcomes we can see clearly that the WH Smith lose of  £135m turned into profit of  £106m. Another example of operational outcome is targeting of displaying sweets at the checkout and also selling stationery aiming teenagers and young women. Quality can defined by the process through which a business seeks to make sure that the product quality is maintained or improved meantime reduces the errors. It requires both management and employees make every effort for perfection. And according to the Scenario it sets an example Kate Swann stops selling music and DVDs and also the checkout assistants attempt to force-feed the chocolates displayed at the checkout areas. Without planning and controlling an organization will be hard to monitor. It is essential to follow the concepts of Operational mana gement in order to achieve success in an organization. Kate Swannà ¢Ã¢â€š ¬Ã¢â€ž ¢s success is based on how she followed the operation management skills in order to bring the profit to a company which was running in loss. As Kate Swann follows these skill it states in the scenario that she has the ability to make a unpleasant shops to have profit business. 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