The Rice Subsidy Programme in Malaysia

The Rice Subsidy Programme in Malaysia Rice is an important security crop which acts as a staple food in Malaysia. During the last 30 years, rice cultivation in Malaysia was converted from a subsistence farming crop, to a commercial crop which is highly controlled and subsidized by the Malaysian government. As rice is a major staple food in the country, a large range of protective policies has been introduced by the government to protect rice farmers’ incomes and to ensure the existence of sufficient rice supply in the nation due to the country’s interest in food security. Local rice farmers produce approximately 60-70% of the domestic rice supply in the nation, while imports fill up the remaining 30-40% of the rice supply. Another interesting aspect of the Malaysian rice market is that rice firm Malaysias Padiberas Nasional Bhd (BERNAS) acts as the sole importer for foreign rice. On top of that, BERNAS is also responsible for the distribution of paddy price subsidies to local rice farmers and acts as a last resort buyer at Guaranteed Minimum Price (GMP), fixed at RM550 per metric tonne. According to the Finance Ministry of Malaysia, the government allocated RM528 million as subsidy for approximately 700,000 metric tonne of rice as of 2013, under the nation’s Rice Subsidy Programme. The cheapest type of rice which is subsidized by the Malaysian government is the Super Tempatan 15%, priced at RM1.80 per kg. The Malaysian government aims to protect the interest of local farmers as well as low income earners via its Rice Subsidy Programme. One of the main reasons as to why the nation’s government should continue subsidizing rice is to increase the self-sufficiency level of the local rice market. According to BERNAS, the firm imports around 30% to 40% of Malaysias domestic rice demand to fulfil the nation’s rice requirement. This shows that the local rice market’s sufficiency level is only around 60% to 70%. Therefore, in order for Malaysia to achieve a 100% sufficiency level, rice production in the country must increase.   Ã‚   Diagram 1: Subsidy graph Referring to Diagram 1, S0 refers to the supply of rice that the local rice farmers can produce without subsidy. With the introduction of subsidy by the government, local rice farmers collect RM248.10 for every tonne of paddy that they harvested. This indirectly lowers the cost of paddy production for the farmers, which allows them to expand their production from S0 to S1. If the subsidy provided by the local government continues, it is possible to further increase the production rate of paddy in Malaysia and thus increasing the self-sufficiency level of the rice market. Furthermore, Malaysia will be less dependent on foreign rice to meet the nation’s rice requirement, and a self-sufficiency rice market will prepare the nation to face any food crisis similar to the rice crisis in 2008, which might occur in future. According to Christopher Teh Boon Sung who is a senior lecturer at Universiti Putra Malaysia, the nation would need to increase the rice yield per capita to a minimu m of 106 kg in order for Malaysia’s rice market to be 100% self-sufficient by 2015. Rice production in Malaysia is largely restricted by the fact that most local farmers do not have enough modal or funds to further expand their supply. Therefore, the nation’s Rice Subsidy Programme will provide the necessary benefits to assist the rice farmers to increase the nation’s rice supply. Besides being beneficial to the producers, the continuation of the Rice Subsidy Programme by the government of Malaysia will also help lower the cost of living for the low income earners. While the subsidies provided by the government are distributed to the rice producers only, it has a direct effect on consumers as well. Diagram 2: As shown in Diagram 2, the subsidy given to the producers shifts the supply curve to the right from S0 to S1, thus lowering the equilibrium price of rice from P2 to P1. This will benefit the low income earners as the reduction in price equilibrium of rice allows them to consume more rice at a lower price. Furthermore, producers will not suffer any loss from selling rice at a price lower than equilibrium as the amount subsidized by the government (P3-P1) covers the full market price. In other words, with the existence of the Rice Subsidy Programme, it assists both local rice farmers and low income earners to ease the burden of rising costs of living due to other developments in the nation. On top of that, the reduced prices of rice due to subsidy will also protect local rice companies against competition from imported foreign rice. Consumers will be more attracted by the cheaper prices of local rice, which will result in local rice being the preferred choice over the others. One of the main reasons why the Malaysian government should discontinue subsidizing essential goods such as rice is due to the fact that subsidies require massive amount of funding for it to be financed. While giving out subsidies to rice farmers has been a norm in the country for many years, the government of Malaysia should also consider the fact that it is very costly for the nation to continue funding them. According to the Finance Ministry of Malaysia, the government allocated a staggering RM528 million to fund subsidies for 700,000 metric tonne in 2013. Moreover, the rice subsidy provided by the government inevitably comes with an opportunity cost. As a large portion of government’s funds being allocated for the rice subsidy, the government is unable to increase the budget of other essential sectors in the nation such as education and infrastructure development. By discontinuing the subsidy for rice in the country, the government will obtain additional funds to increase its expenditure in other sectors which could reduce the burden of citizens even further. With that, the government is able to execute other essential policies such as free education. Besides that, the government should also take into account that the continuation of rice subsidy will lead to long-term environmental issues. As the government aims to protect local rice farmers and encouraging them to increase rice production in the nation via its subsidy programme, it might also encourage the rice farmers to use intensive farming methods in order to gain faster yields. Those intensive farming methods might be a huge threat to the sustainability of the country’s ecological resources. If that happens, concerned non-governmental organizations or angry citizens will possibly stage mass rallies and protests which could tarnish the nation’s image in the eyes of global investors. Moreover, With so much taxpayer’s money being allocated as subsidy for rice by the Malaysian government, there are surely questions on who benefits more from the subsidy. A suitable policy which could possibly satisfy all parties is that the government removes all trade barriers for the rice market in Malaysia. This policy has a slight similarity to the one executed by Thailands military government which dismissed all rice price-support scheme imposed by the former civilian government. In order to run free market policy for the rice industry, the policy will require BERNAS to be removed as a sole importer for rice, and the abolishment of the Rice Subsidy Programme in Malaysia. The objective of this policy is to allow the prices of rice to be set by the forces of supply and demand without government intervention. As a direct result of this policy, rice supply in the country is expected to decrease due to the fact that local rice farmers no longer have the aid to increase their production capacity. However, this will not be a major problem as the gap between production and consumption can now be filled up by rice vendors importing rice from foreign coun tries. As BERNAS no longer holds the rice import monopoly, rice imports are expected to increase as vendors face competition among one another. More importantly, the government will no longer have to fund over RM500 million each year and can allocate the extra funds to other sectors. One of the disadvantages of this policy is that the prices of rice are expected to rise slightly following the removal of subsidy. However, that will only affect consumers for a short term, as competition in the market will set a lower equilibrium price sooner or later. Also, removal of subsidy might cause dissatisfaction among farmers and low income earners who no longer have additional aids to bear the high costs of living. In conclusion, the Rice Subsidy Programme in Malaysia has its advantages and disadvantages.

Change Model Essay

The aim of this essay is to critically analyse the background of the Qantas and its decision to launch Jetstar on May 2004 that operated around 800 flights a week across network of 14 destinations within Melbourne, Sydney and Brisbane. Secondly, this essay will evaluate how Data Collection Feedback Cycle change model is used to gather major information and to critically analyse it. Thirdly, this essay will critically evaluate the background of Qantas and Virgin Blue and will also highlight various reasons that eventually led the Qantas group for the launch of the Jetstar. Fourthly, this essay will also critically analyse the revenue and profit performance of Qantas prior the introduction of Jetstar i.e. 2002. Fifthly, it will continue to critically evaluate the trend in Qantas and Virgin Blue in 2003. Then the sixth paragraph will also critically evaluate the trend in Qantas after the launch of Jetstar. Lastly, the essay will also look into the annual reports of the year 2005-2009 and critically analyse the significant value added by the Jetstar to the Qantas group; and will critically analyse whether the executive decision of Qantas to launch Jetstar in order to retain the 60% domestic aviation market from its competitors has been a strategic success or not. This paragraph will critically analyse the change management information gathered to launch Jetstar low cost airline in May 2004 by using the Data Collection Feedback Cycle change model. Nadler (1977) as cited in Cumming and Worley (2009:122) highlights that the Data Collection Feedback model consists of five phases that are (1) planning to collect data, (2) collecting data, (3) analysing data, (4) feeding back data and (5) following up on the data collected. In planning to Gather information to justify change Nadler (1977) argues that primary methods such as, direct interviews with CEO and key change agents, observing and identifying the need for change and the use of un obstructive measure as sampling technique, force field analysis and scatter diagrams, could be used to gather major information. In contrast Danaher have used various published data to trace the evolution of the Jetstar strategy of its initial position, to its efforts to attain price competitiveness and service parity, followed by its highly focused, cost-effective service delivery strategy. Based on it they have developed a hierarchical model with parameters estimated at the  individual level. This allows us to study not only how service design and pricing initiatives shift the perceived performance of Jetstar relative to its competitors but also how the airline can move market preferences toward areas in which it has competitive advantage. After done with the planning of the collection of data from competitors performance on its revenue, sales profits, passenger numbers and market share in 2002, 2003 and 2004 against Qantas key performance indicators for the same period between 2002, 2003 and 2004 from the Annual Reports of both Virgin Blue and Qantas domestic operations. Nadler (1977), after the data has been collected data they are analysed using the qualitative change data such as directors report, World Business Briefing /Australia: Airline Profit(2004).The reminder of this essay will critically analyse the data collected from secondary sources such as Annual Reports, newspaper articles and journal articles to analysis the data sourced to evaluate what would be the most effective change to be implemented by Qantas in responding to Virgin Blue competition the Australian aviation domestic sectors. This paragraph will evaluate the basic background of Qantas and Virgin Blue and will also highlight various reasons that eventually led the Qantas group for the launch of the Jetstar. After the deregulation of Australian aviation market there were several airline companies entering the market however the most significant entrance was of low fare airlines Impulse in June and Virgin Blue in August 2000. The arrival of Impulse Airlines and Virgin Blue doubled the number of players and dramatically challenged the stable duopoly of Qantas (after its merger with Australian Airlines) and Ansett, setting off a vicious price war (Traca, D., 2004). However, Impulse facing a major trouble in the cash flow agreed on May 1, 2001 to hand over its operations to its biggest rival, Qantas Airways. As per the deal Impulse stopped its passenger service under its own name on May 14 and leased 21 aircraft as well as cabin crews and pilots to Qantas. The deal led the stock of Qantas heaved by 26% closing at $3.40 per share giving Qantas a significantly stronger position in the Australian market (Gaylord, 2001). Qantas, Australia’s leading domestic and international carries launched a budget airline called Jetstar in May 2004 (Qantas annual report, 2004). With Jetstar Qantas’s aim was to cover the low fare segment of the aviation  industry, which came into existence in the year 2000 with its competitor, Virgin Blue. Virgin had been successfully eating up QANTAS market share by attacking it from below as a no frills provider. In 2001 the collapse of Ansett in domestic market, led Qantas to lease extra flights, add hundreds of special flights in order to help stranded travellers due to Ansett crisis. At the time Qantas flew more than 50,000 former Ansett passengers for free and other 65,000 on heavily discounted fares. Due to this Qantas was able to deliver a profit before tax of $631m and net profit after tax of $428 million at the end of 2002, 30 June, despite of the fact that the world’s aviation market was suffering from â€Å"constant shock syndrome†, due to the September 11 attack followed by bombings in Bali, the war in Iraq and of course the devastating outbreak of Severe Acute Respiratory Syndrome (Qantas annual report, 2003). The shutdown of Ansett also highly benefitted Virgin Blue, since the event provided a wide opportunity for Virgin Blue to grow rapidly and become Australia’s second leading domestic carrier. In 2000 it started with only one route (Brisbane to Sydney) with two aircrafts and a team of just 200 people. In 2001, with the opportunity to widen its market segment, 14 new routes were launched (virginaustralia – history). The aim of this paragraph is to highlight how Qantas and Virgin Blue became the only two players in the Australian domestic aviation market in 2002. It will also look in to the key financial indicators of both the companies so that a comparison could be drawn out. In 2002 there were only two companies that survived the fare war of 2000-2001. One of them was Qantas that gained 80% of the domestic market share following Ansetts cessation. Whereas, the number of international passenger declined by 11% which makes an average decline of about 25% in global aviation market (Traca, D., 2004). In the same year Qantas domestic carried 1485 million passengers making a RPK of $2034 million and the ASK of $2503 million (Traffic and capacity statistics, 2002). Qantas announced its financial results for the year ended 30th June 2002. As per the financial result the company had $631 million of profit before tax, a net profit after tax of $million, revenue of $ 10,968.8 million and earnings per share of 29.1 cents (Qantas annual report, 2002). The other survivor of the fare war, Virgin Blue managed to emerge as second Australian Domestic carrier, covering of about 20% of the domestic market  (Traca, D., 2004). Due to its strategic low operating cost and soaring market share, it was able to achieve net profit before tax of $34.8 million and revenue of $388.3 million. In this year the airline carried 3.2 million passengers, its traffic as measured by RPK’S was 3169 million, capacity measured by ASK’S was 3898 million (Virgin Blue annual report, 2004). In March 2002 Patrick Corporation, the premier port cargo handler, bought 50% of the airline. This change made Godfrey, chief executive of Virgin Blue confident about the enlargeme nt of the domestic operation and also expansion into the international market with service to South Pacific (Traca, D., 2004). This paragraph critically analyses the key financial indicators of the Qantas and the Virgin Blue of the year 2003. It will also highlight how Virgin Blue concentrating only of the leisure domestic market was slowly overcoming the market share of Qantas. In 2003 Qantas domestic carried 1768 million passengers making a RPK of $2262 million and the ASK of $2683 million (Traffic and capacity statistics, 2003). Qantas announced its financial results for the year ended 30th June 2003. As per the financial result the company had $502.3 million of profit before tax, a net profit after tax of $343.5 million, revenue of $11,374.9 million and earnings per share of 20 cents (Qantas annual report 2003). Speaking of announcements, in the Annual General Meeting held on 16th October 2003 it was announced that â€Å"the airline is investigating the establishment of separate domestic low cost airline to service the leisure market in Australia† (Preliminary monthly traffic and capacity statistics, July 2003).In this same year Virgin Blue carried 6.8 million passengers, its traffic as measured by RPK’S was 7194 million, capacity measured by ASK’S was 9078 million. Taking advantage of the fact that Virgin Blue had no other competitor serving the price sensitive market of Australia, it earned revenue of $914.6 million, compared to previous year the revenue earned up roared by 135.5% and the number of passengers carried also increased by 107% (Virgin Blue annual report, 2003). This paragraph will critically analyse the launch of Jetstar in May 2004 and the changes that it brought in the key financial indicators of Qantas and as well as of Virgin Blue. Following the announcement made in 2003 Annual  General Meeting Qantas Introduced Jetstar in May 2004. In the first year Jetstar alone carried 273,000 passengers. Prior Jetstar Qantas already had Qantas Domestic and Qantas Link serving domestic passengers. With these three Qantas in total carried 1973 million passengers. Compared to 2003/04 the number increased by 9.4% (Traffic and capacity statistics, 2004). In the same year Total Domestic (Qantas, Qantas Link and Jetstar) traffic was measured in Revenue Passenger Kilometres (RPKs) of $2451 million while capacity, measured in Available Seat Kilometres (ASKs) increased to $3021 million (Traffic and capacity statistics, 2004). On 19 August 2004, Qantas announced its financial results for the year ended 30 June 2004. In the announcement it was stated that the company had achieved a profit before tax of $964.6 million and a net profit after tax of $648.4 million. Similarly, $11.4 billion of revenue, earning per share of 35.7 cents (Qantas annual report, 2004/05). Despite increasing domestic competition during the year Virgin Blue continued to show strong growth and profitability. During the year Virgin Blue carried over 10million (m) passengers, an increase of 53% compared to previous year. Doubling its passenger number the third time in a row in this same year it welcomed its 20 millionth passenger. Its revenue for the 2004 financial year was $1362.3million which is 49% more than the previous year. In the same year profit before tax was up by 45% to 226.2million and a Net Profit After Tax of 158.5million (Virgin blue annual report, 2004). Till March 31, 2004 Virgin Blue had 44 Boeing Net Generation 737 – 700 & 737 -800 aircraft out of which 36 were leased and 8 were owned. However, during the year the fleet was increased by 15 aircrafts. Since the day of establishment Virgin Blue was committed to keep its cost base low and they are continuously working through it so that they could consistently provide their customers with low fares travel. Their cost per ASK for the financial year 2004 was 8.16 cents whereas a year before it was 8.48 cents. A decrease of 3.5% put the company on a good front in terms of scale and productivity (Virgin blue annual report 2004). The Australian discount airline Virgin Blue, has won 30% of the market from Qantas, the national carrier, which will introduce a low-fare airline, Jetstar. Fare surcharges are being imposed by both groups as fuel pr ices rise (Shaw, 2004). Jetstar’s initially offered $48 for Melbourne to Hobart route and from $54 for Sydney to the resorts south of Brisbane. The price was similar  to what the price Virgin Blue was offering at the same period. All Jetstar flights offered one class of travel, with unreserved seating. In contrast Virgin Blue offered assigned seating and baggage connections to final destinations (Henly, 2004). This paragraph critically analyse the key indicators for Qantas and Virgin Blue for launching Jetstar in May 2004. It is very clear with the annual report that Jetstar has been profitable ever since it was launched in the year 2004 (Jetstar Media centre). However, the road wasn’t quiet smooth in the initial years. From its launch Jetstar was exclusively using a â€Å"low price† message in its communication, but it was lagging way behind Virgin Blue in terms of quality. The Jetstar overall quality disadvantage was greater at 22.3% (6.02 versus 7.75) (Danaher et.al, 2011. pp. 586 -594, Fig 3). Jetstar was already appealing on the price front, and then it addressed its deficit in quality and tackled that by focusing on some specific sub attributes (not disclosed by the company) that provided Jetstar a good opportunity to overcome the point of difference with Virgin Blue. Then the price perception of Jetstar relative to Virgin Blue dramatically improved from 6.9% deficit in March 2008 to 2.5% deficit in only 3months i.e. 7.42 versus 7.62 (Danaher et.al, 2011. pp. 586 -594, Fig 3). Since the establishment the main concern as a parent company for Qantas Group was that whether Jetstar would financially be profitable in its own right. Hence, it did by earning revenue of $1.020 billion, $1.414 billion, and $1.605 billion in the year 2007, 2008, and 2009 respectively. It was 7%, 10%, 12% of Qantas group revenue respectively (Qantas annual report, 2009). Similarly, in the same order the profit earned was $79 million, $104 million and $118 million (Danaher et.al, 2011. pp. 586 -594, Table 2). Similarly, speaking of market share of Jetstar, it has increased by 29% from the year 2008-2009. Earlier with the perceived mediocre price competitiveness and low quality it was in a poor position as compared to Virgin Blue, whereas, with the necessary remedies taken within the 1st quarter of 2008 it was in position almost equal to Virgin Blue in terms of covering the large proportion of the target market. Jetstar Market Share of Domestic Australian Leisure Air Travel was 14% in the first quarter of 2008, with the changes made the market share increased to 14.6% and it gradually kept on increasing and it had 18.1% of market share in March 2009. Further, with the increase in profit it improved its perceptual position, whereas,  Virgin Blue has remained relativ ely stationary. In conclusion if we are to pay close attention to the domestic growth strategies of the country’s largest airline company; Qantas, its decision of launching Jetstar seems be a successful strategic decision. It was matter of concern that the Virgin Blue an airline company focusing on the price sensitive market would whether survive the competition with 82 year old veteran airline company. However, with its striking approach of low fare Virgin Blue today covers 35% market share of the domestic aviation sector. By critically evaluating the financial indicators of both companies for the year 2002-2004 and also following the series of events, it becomes quiet clear that though Virgin Blue had started small it managed to cover 20% of the target market in 2002. In further years concentrating only in the no frill travel it was able to hold the 30% of the market share, which became a matter of concern for Qantas because though it was making more profits then Virgin Blue it was losing it domestic market grip, therefore, led to the launch of Jetstar. However, even after the Launch of Jetstar Qantas performance was not like it was expected because in the year 2004 Qantas domestically carried only 2061 million passengers which were only 88 million more than the last year. However, with the necessary major changes (not disclosed by the company) Jetstar alone was able to regain the market share of 18.1% by March 2009. REFERENCE LIST Gaylord, B. (2001). Qantas to Absorb Competitor As Fare War Takes a Victim. The New York Times; Business Day. 11Shaw, J. (2004). World Business Briefing /Australia: Airline Profit. The New York Times; Business Day. Henly, G, S. (2004). Travel Advisory; New Offshot of Qantas Offers Lower Fares. The New York Times; Travel Danaher. J. P., Roberts. H. J., Roberts. K., Simpson. A. (2011). Applying a Dynamic Model of Consumer Choice to Guide Brand Development at Jetstar Airways. Marketing Science, 30(4), 586 – 594. Doi: 10.1287/mksc.1100.0619 Traca. D., (2004). Virgin Blue Fighting With National Champion. INSEAD, 5179. Traffic and Capacity Statistics. Retrieved from: http://www.qantas.com.au/travel/airlines/investors-traffic-statistics/global/en Jetstar Media Centre. Retrieved from: http://www.jetstar.com/mediacentre/facts-and-stats/jetstar-group Nadler, D. (1977). cited in Cumming and Worley (2009). Organization development & change, 9th edition, South- Western Cengage Learning. Qantas annual report (2002). Retrieved from http://www.qantas.com.au/infodetail/about/investors/2002AnnualReport.pdf Qantas annual report (2003). Retrieved from http://www.qantas.com.au/infodetail/about/investors/2003AnnualReport.pdf Qantas annual report (2004). Retrieved from http://www.qantas.com.au/infodetail/about/investors/2004AnnualReport.pdf Virgin Blue annual report (2004). Retrieved from http://www.virginaustralia.com/cs/groups/internetcontent/@wc/documents/webcontent/~edisp/annual-rpt-2004-a3.pdf

What Is So Fascinating About Commonwealth Scholarship Essay Samples?

What Is So Fascinating About Commonwealth Scholarship Essay Samples? With this, you must make certain you will read and fully-understand the directions about developing a specific scholarship essay. There are various ways to begin an essay and all you have to do is to use one that can supply the most positive impact to the individuals who will review your scholarship essay. You won't be required just to wait around for the essay to be finalized, but you'll have a function in the manner it's going to be transcribed. Getting mindful of common essay mistakes and the way to repair them can help you make an impressive scholarship essay. 1 facet of the nursing course that maynot be overlooked is writing essays. Ensure you know all the needs of the nursing essay you demand. Anyway, should you need help with a nursing essay, don't forget that you aren't alone. Nursing essay examples can enable you to understand how to compose a fantastic thesis statement. What Does Commonwealth Scholarship Essay Samples Mean? When it has to do with writing a residency personal statement, then it's a document constructed to find the training opportunity in the appropriate program. Being invited for a scholarship application is a wonderful experience that is why you ought to make the absolute most out of it. When there are in fact many abilities and individual characteristics which make an excellent nurse, described below, you will see the top five strengths necessary for success in the nursing profession. Not just that but you also display your understanding of the subject region and willingness to pursue it further. With the s killed writers of our team, you do not need to fear about anything once it comes to nursing essay writing help. Inspiring other students to look for knowledge kindles my own search to understand the world and the folks around me. The introduction should immediately catch the reader's interest. It must provide a total understanding of what the audience is about to search. The scholarship essays can be found in heaps online, but all of them might not be of the exact same quality. To purchase essay online, you simply will need to fill in the application form and you'll get excellent work on the desired topic. It's possible to get nursing application essay examples at inexpensive prices from us. It's evident that most students find it tricky to submit absolutely free error sample essay for financial need scholarship since mostly they give plagiarized content only because they copy the precise information found on the web. When you get your completed essay, be certain that you t ell all your friends what an excellent service it is and what's the ideal place to get cheap essays. Your future is dependent on it. That means you can order for our high school scholarship essay examples without needing to be concerned about your private information. Wrap-up the essay by offering a strong message about the full discussion. The cost of an essay rides on the total amount of effort the writer has to exert. A specialized essay writing service gives essay services on all kinds of essays. Freelance essay writer You are able to look for freelance essay writers on the net also. You don't need to possess the ideal writing skills as a way to be creative and compose an effective essay. Once you have discovered a school which you really appear to favor, you ought to make a great impression on them. Do not attempt to bring the unnecessary details the admission committee doesn't have anything to do with. Many scholarships are provided to very specific groups or kinds of students, so be sure you fit inside that group. Most nursing students understand how to conduct researches and incorporate them with the other concepts that they've learned in class in the actual world application. Except for the Chevening Scholarship which permits you to begin the application before getting an admission, the vast majority of scholarships need you to experience an admission before applying. With their assistance, you can properly lean when to empathize your abilities and talents on the essay along with your achievements. Not everybody can afford excellent education, which explains why some men and women choose to join the institution's scholarship program. Students lead busy lives and frequently forget about a coming deadline. Remember that all scholarship applications are different, and that means you might need to design your essay to satisfy those particular requirements. Now, almost all scholarship applications ask you to compose a scholarship essay as a portion of the application. To be able to qualify for this scholarship, you must finish your education. To be able to convince the judges you need to get the scholarship rather than the other applicants, you've got to tell the judges what makes you a better candidate.

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Building Mentorship Capability from Build-a-Bear Workshop...

Build-A-Bear And Mentoring: Building Mentorship Capability from Build-A-Bear Workshop Build-A-Bear’s CEO, Maxine Clark, left her corporate career to follow her own vision. She is the founder of the Build-A-Bear empire and has had much success since starting the company in 1997. Her great success has put her at a perfect position to give back to others. She now serves as a mentor for young entrepreneurs and business students. We will be interweaving the experiences Maxine Clark used in business throughout her career and how those experiences measure within the Career Stage Model as discussed in Chapter 17. Each of the team members will be discussing one of the four stages of the model in depth with many examples not only from†¦show more content†¦I say â€Å"for now† because Maxine Clark is 64 years old, she retired from Build-A-Bear in 2013, but staying on to help them through the transition, these are two indications that Maxine Clark would be placed in the withdrawal career stage instead of maintenance. Build-A-Bear was named on FORTUNE best companies to work for in 2013 the 5th year in a row thanks to Maxine Clark and before stepping down from Chief Executive she was still showing so much ambition for building on the Build-A-Bear success giving the ideas such as putting stores in zoo’s and stadiums, and even had the idea of T-Rex Cafà ©Ã¢â‚¬â„¢s for Build-A-Dino. This wouldnt be the first time Maxine Clark has left a company either, she was the the President of Payless before stepping down and becoming the founder of Build-A-Bear in 1997. As Maxine leaves Build-A-Bear she joins the Board of Directors for Footlocker, adding on to the list of other things shes is already associated with such as, â€Å"serving on the Board of Trustees of Washington University in St.louis and being a member of the Executive Committee, She is a member of the Teach For America National Board and the local St. Louis regional board, the National Board of Donorschoose.org and the KETC Channel 9 PBS Board of Directors. She and her husband Bob Fox are founding donors of KIPP Inspire Academy and Maxine is the chair of theShow MoreRelated65 Successful Harvard Business School Application Essays 2nd Edition 147256 Words   |  190 PagesIp Anonymous Anonymous Cabin Kim 209 212 215 218 220 222 viii ACKNOWLEDGMENTS The motivation to create the second edition of 65 Successful Harvard Business School Application Essays came from a recent rise in business school applications. 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Rheumatoid Arthritis Free Essays

1. Introduction/Thesis Statement. Rheumatoid arthritis, RA, is a chronic autoimmune disease in which both genetic and environmental factors contribute to the disease process. We will write a custom essay sample on Rheumatoid Arthritis or any similar topic only for you Order Now It is characterized by flare-up and remission periods affecting over 1. 5 million people in the United States, in which approximately 300,000 of those people are children. Rheumatoid arthritis is by far the most serious, painful, and potentially crippling form of arthritis. It is often called â€Å"the great crippler† because it can lead to deformities and debilitation. People living with RA live in fear that they might one day become disabled, but we have learned through research that early detection is the best preventive measure against disability. While RA has no cure and is somewhat of a mystery disease, researchers are making great advances in modern medicine to help with the symptoms and the progression of RA. These biologic medicines have made life much more manageable for RA patients improving their quality of life and overall health. 2. Disease definition and patient prevalence A. Definition of RA B. Age, sex, prevalence related to RA . Diagnosis and prognosis of RA A. What causes RA? B. How it is diagnosed C. Other risk factors associated with RA. 4. Patient experiences A. Symptoms and signs of RA B. Treatment available (medications, etc. ) 1. New treatment hope with biologics. C. Prognosis of patients with RA. 5. Living and coping with RA. A. Coping with the disease. References: www. webmd. com/rheumatoid-arthritis/default. htm http://ww w. mayoclinic. com/health/rheumatoid-arthritis/DS00020 www. arthritis. org/conditions-treatments/disease-center/rheum   www. cdc. gov/arthritis/basics/rheumatoid. htm How to cite Rheumatoid Arthritis, Essay examples

Review Sustainability Samples for Students †MyAssignmenthelp.com

Question: Discuss about the Literature Review Sustainability. Answer: Introduction Sustainability chiefly means possession of the resources which is helpful to survive in future without compromising the present well-being. The term possesses a great significance for every kind of organisation and industrial sector. It teaches the organisation/company to function and operate in such a manner which ensures the future stability in every aspect (e.g. social, economic aspects, environmental). Planning a suitable sustainability plan is very much important. Taking the point into consideration, in the presented work an attempt has been made to understand the concept and principle of sustainability. An explanation regarding its importance and significance is given, followed by an illustration of two aspects concerning the term. An attempt has been made to state relevant innovations which can help to attain sustainability. The concept and principle of sustainability Sustainability, the term can be divided into halves to get two other meanings, sustain and ability. Hence it can be said that the term refers to the ability to continue living or to sustain in the long run. Chiefly speaking, the term comprises of three elements, environmental sustainability, economic sustainability and social sustainability (Barkemeyer et al. 2014, p.17). Environmental sustainability refers to the ability to sustain non-renewable resources and to maintain the harvest of renewable resources. It suggests the proper maintenance of pollution creation and avoidance of depletion of the non-renewable resources. Economic sustainability suggests the maintenance of a definite level of economic/financial production which can stay for an indefinite period (Ciegis et al. 2015, p.62). Social sustainability refers to the ability which enables an organisation to coexist peacefully with the society and establishing a healthy relationship with the society and its population. It needs to be stated that the three elements possess certain similar characteristics, sustainable, bearable, equitable. Every organisation, be it industrial or health care sector and community try to seek sustainable development (Clark et al. 2016, p.4616). This is because all the organisations want to sustain and survive in the future period and want to experience extensive growth and development. Sustainability holds its certain specific principles which need to be mentioned. Considering these principles help an organisation to prosper and flourish, leading to more scope for further growth and improvement. Enhancement of environmental quality, suggest that the organisation must try to improve its relationship with the surrounding environment (Day, 2016, p.7). This suggests the effort of the organisation to lower its negative impact on the environment, for instance, excessive emission of harmful waste materials, emission of harmful factory gases, and cessation of projects which can cause sufficient environmental harm. The organisation should try to work voluntarily with environmental welfare community and should try to take steps accordingly (Holden et al. 2016, p9). The economy is important which really needs to be considered. The organisation, for instance, should try to stress on the growth of its economy and its profit so that it can possess the required stability to stren gthen its market position. It is important to note that the company should have the required measures for risk prevention. Enhancement for a quality life, this suggests the effort to improve the life of people. This refers to both the internal and external people associated with the organisation (Imran et al. 2014, p.134). It is required for every organisation to observe and improve the quality of people of the different stakeholders. The organisation, for instance, should try. At the same time, the company must try to improve the quality of people of the general population, the customers who are responsible for the generation of the organisational sales growth. Another factor which needs to be stated is the promotion of generational and social equity (Nellemann et al. 2014, p.12). This means indicates the equity observed in the two terms. The organisation, for instance, must try to maintain a balance of relationship with the society. Lastly is the point of the factor of disaster re silience. It suggests that the company needs to appropriate measures to manage and control the potential risk or threats of the organisation which can lead to disaster (Pearce et al. 2013, p.52). Two aspects of sustainability Chiefly speaking there are four aspects of sustainability, environmental, social, cultural and economic. The environmental aspect is one of the most important aspects. This aspect highlights need for maintenance and enhancement of the biophysical system which is necessary in order to sustain the life. This aspect suggests that it is necessary for every organisation to maintain a balanced relationship with the surrounding environmental (Steurer and Hametner, 2013, 241). This means the company should try not to harm the surrounding environment. It is true that every organisation emits a particular amount of waste materials during the production phase of its products. However, in spite of the issue, the companies should try its best to reduce the amount of emitted waste products as much as possible. This effort can be fulfilled in many ways. The companies, for instance, should possess advanced technologies and machines which promise energy conservation (Warburton, 2013, p.71). The level of harmful gases such as CFC, carbon dioxide should be reduced to a certain extent. The companies must follow the legal rules and regulations concerned with the welfare of the environment. Apart from this, the organisation must try to conserve energy such as electric energy. Excessive and unnecessary usage of electric appliances and devices must be restricted. Regarding the point, it needs to be remembered that this effort of energy conservation rests on all the members of the organisation. Taking this point into consideration, it should be stated the proper session and planning can be conducted to fulfil this objective. All the members must play their role equally accordingly. Another aspect which is important to consider is the cultural factor. This factor stresses on the necessity of giving importance to diversity and appreciating this aspect of differences. The point suggests that everyone has the right of expression and this must be respected. Each individual possesses unique differences, in terms of custom, tradition, belief and this must be respected and acknowledged. The aspect also encourages the concept of sharing and states that the differences of values and beliefs must be shared and appreciated among each other. it further suggests the freedom of politics, urges everybody to express their respective opinion. This factor can be effectively used in organisations. In many places, it is observed that the factor of cultural sustainability is not observed in many places but this should be avoided. Fortunately, at present, many organisational workplaces are encouraging and supporting this aspect. For instance, employees are able to express their ideas and thinking, enabling the organisation to open new avenues of working approach. This has been beneficial in most of the cases. This approach is very much effective in the process of decision making. Another point which needs attention, the cultural aspect allows the organisation to understand the specific needs and wants of the customers depending on the overall differences of the latter. This factor stresses the importance of being considerate towards the differences of the employees as well as the customers, helpful to establish resilience, beneficial for future sustainability. Various companies are trying their best to ensure sustainability. The first and the foremost step which can be taken, compliance to follow the legal rules and policies made for the purpose. It is true that certain laws and norms often put the company in a tricky situation. As a result, the company incurs losses (Welford, 2013, p.81). However, in order to tackle the issue the company needs to have strategic measures which can enable the organisation to work in harmony without getting much affected by the stated rules. Important sessions can be conducted to state the necessity and beneficial side of observing sustainability and how it can be done to get the effective result. Along with this, views and suggestions should be shared and discussed to get a suitable plan for fulfilling the objective. Instead of using electrical energy, organisations can try using non-renewable resources, for instance, solar energy. Solar energy can be easily acquired during the daytime. Wind energy, tidal energy can also be harnessed with proper machines. It is true that the devices needed to convert these energies into usable energy are expensive however with proper budget planning and the vision to get future sustainability, the issue can be resolved. Communication is a very important aspect which facilitates social and cultural sustainability (Wheeler and Beatley, 2014, p.3). The organisations, a, for example, can try to provide the space which can give the scope and freedom to express their views and suggestions eve n if the opinions are critical. This applies both to employees and the general population, the potential customers. In terms of economic sustainability, it can be said that the company needs to make effective short and long term planning assessing the economic condition of the market sphere. Conclusion In conclusion, it can be said that the sustainability is very much important. This is because it helps an organisation to retain the resources which are needed for future use. Sustainability development allows an organisation to find ways in which it can sustain in the market, making sure the organisation possess sufficient resources to retain in future. In order to attain the goal of sustainable development, the organisation must try to take innovative approaches to fulfil the objective. References Barkemeyer, R., Holt, D., Preuss, L. and Tsang, S., (2014). What happened to the developmentin sustainable development? Business guidelines two decades after Brundtland.Sustainable Development,22(1), pp.15-32. Ciegis, R., Ramanauskiene, J. and Martinkus, B., (2015). The concept of sustainable development and its use for sustainability scenarios.Engineering Economics,62(2). Clark, W.C., Tomich, T.P., Van Noordwijk, M., Guston, D., Catacutan, D., Dickson, N.M. and McNie, E., (2016). Boundary work for sustainable development: natural resource management at the Consultative Group on International Agricultural Research (CGIAR).Proceedings of the National Academy of Sciences,113(17), pp.4615-4622. Day, K.A., (2016).China's environment and the challenge of sustainable development. Routledge. Holden, E., Linnerud, K. and Banister, D., (2016). The Imperatives of Sustainable Development.Sustainable Development. Imran, S., Alam, K. and Beaumont, N., (2014). Reinterpreting the definition of sustainable development for a more ecocentric reorientation.Sustainable Development,22(2), pp.134-144. Nellemann, C., Henriksen, R., Raxter, P., Ash, N. and Mrema, E., (2014).The environmental crime crisis: threats to sustainable development from illegal exploitation and trade in wildlife and forest resources. United Nations Environment Programme (UNEP). Pearce, D., Barbier, E. and Markandya, A., (2013).Sustainable development: economics and environment in the Third World. Routledge. Steurer, R. and Hametner, M., (2013). Objectives and indicators in sustainable development strategies: similarities and variances across Europe.Sustainable Development,21(4), pp.224-241. Warburton, D., (2013).Community and sustainable development: participation in the future. Routledge. Welford, R., (2013).Hijacking environmentalism: Corporate responses to sustainable development. Routledge. Wheeler, S.M. and Beatley, T., (2014).Sustainable Urban Development Reader. Routledge.