Personal Development Plan †Setting Your Vision (Milestone One) Essay

In the last two weeks of taking this class I have learned a lot about myself, or at least thought a little more about who I am as a person and how I handle different situations. I have endured many things in the last two years that I’m sure many people go through, but should never have to. I have fallen to my lowest, and brought myself back up to my highest. This ranges anywhere from being homeless and sleeping in my truck and having no one around to help me out, to getting my own apartment, attending school again, and getting the best job I’ve ever had that actually pays the bills. With the self-assessments we have taken in the last two weeks I have come to realize I am apparently dangerously close to burning out due to being overly stressed. With everything going on in my life I don’t feel like I am close to burn out. I feel like I could take on a lot more and still be ok mentally and physically. The stress scale that I filled out indicated I had a â€Å"High or very high risk of illness.† This is probably of the most accurate test out of the five tests I took. Between working full time, part time school, bills and supporting my live-in boyfriend who is currently unemployed my stress level is through the roof. This gives me a much deeper respect for families with only one income who live this way constantly, even more so when children are involved. By writing out my development plan I hope to get an even better understanding of myself. How I now handle different situations, and getting feedback and suggestions on better ways. I also hope to learn more about career choices and ways to handle the stresses of work and the many thought processes of management thinking. I don’t want to stay in the position I currently hold forever and would definitely like to move up in the company that I now work for. There are many opportunities for advancement at United Healthcare, but I know that to really succeed and thrive I would need to make a couple of self-adjustments and some self-growth before I could truly  grow and thrive. This is why this development plan is so important to me. By writing out my goals and watching myself grow as a person, intellectually and emotionally I can really gather my thoughts and get them organized and really get my goals situated. This organization would help greatly with my motivation. As we read about motivation theories in chapter two, I agree that in on theory there are basic needs that need to be met in order to keep motivated. I also agreed with another theory that sometimes more than one of those could be wanted at any given time [1]. By doing this plan, I hope to be able to find out what my immediate needs are, or the most important that I feel, and be able to keep those needs satisfied in order to stay motivated to advance in my career as well as schooling.

Diabetes Research Essay

Diabetes is often referred to by doctors as diabetes mellitus. This describes a group of diseases in which the person has high blood glucose (blood sugar). This could be because either insulin production is inadequate or the body’s cells do not respond properly to insulin. There are 3 types of diabetes: 1)Type 1 Diabetes: The body does not produce insulin. People usually develop type 1 diabetes in early adulthood or teenage years. Approximately 10% of all diabetes cases are type 1, it is nowhere near as common as type 2. Patients with type 1 diabetes will need to take insulin injections for the rest of their life and carry out regular blood tests and a special diet to ensure proper blood-glucose levels. 2)Type 2 Diabetes: The body does not produce enough insulin for proper function, or the cells in the body do not react to insulin. Some people may be able to control their type 2 diabetes symptoms by losing weight, a healthy diet, and doing lots of exercise. They would also have to monitor their blood-glucose levels. Although the patients will most likely end up having to take insulin in tablet form because type 2 diabetes is typically a progressive disease. 3)Gestational Diabetes: This type affects woman during pregnancy, some woman have very high levels of glucose in their bodies and are unable to produce enough insulin. The majority of gestational diabetes patients can control their diabetes with exercise and diet. Undiagnosed or uncontrolled gestational diabetes can raise the risk of complications during childbirth. History For 2,000 years diabetes has been recognized as a devastating and deadly disease. In the 17th century a London physician, Dr. Thomas Willis,  determined whether his patients had diabetes or not by sampling their urine. If it had a sweet taste he would diagnose them with diabetes mellitus- â€Å"honeyed† diabetes. In the early 20th century, diabetologists such as Dr. Frederick Allen prescribed low calorie diets-as little as 450 calories per day for his patients. His diet prolonged the life of people with diabetes but kept them weak and suffering from near starvation. In his book, The Discovery of Insulin, Michael Bliss describes the painful wasting death of many people with diabetes before insulin: â€Å"Food and drink no longer mattered, often could not be taken. A restless drowsiness shaded into semi-consciousness. As the lungs heaved desperately to expel carbonic acid (as carbon dioxide), the dying diabetic took huge gasps of air to try to increase his capacity. ‘Air hunger’ the doctors called it, and the whole process was sometimes described as ‘internal suffocation.’ The gasping and sighing and sweet smell lingered on as the unconsciousness became a deep diabetic coma. At that point the family could make its arrangements with the undertaker, for within a few hours death would end the suffering.† Then in 1921 something truly miraculous occurred in Ontario, Canada. A young surgeon Frederick Banting, and his assistant Charles Best, kept a severely diabetic dog alive for 70 days by injecting it with a murky concoction of canine pancreas extract. Since insulin’s discovery, medical breakthroughs continued to prolong and ease the lives of people with diabetes. In 1935 Roger Hinsworth discovered there were two types of diabetes: â€Å"insulin sensitive† (type I) and â€Å"insulin insensitive† (type II). By differentiating between the two types of diabetes, Hinsworth helped open up new avenues of treatment. In the 1950s, oral medications-sulfonylureas were developed for people with type II. These drugs stimulate the pancreas to produce more insulin, helping people with type II diabetes keep tighter control over their blood sugars. In the 1960s urine strips were developed, and Becton-Dickinson introduced the single use syringe in 1961. This greatly reduced the amo unt of pain from injections as well as the time-consuming ritual of boiling needles and glass syringes. Chemistry behind diabetes Diabetes is characterized by elevated levels of glucose in the body. The management of insulin therapy in relation to carbohydrates can be hard to deal with for most diabetics. Carbohydrates lead to increased blood sugar. Once digested, carbohydrates break down into glucose molecules, which are then converted into ATP in the cells with insulin. Too little insulin causes an excess of unconverted glucose, and too much insulin causes low blood sugar. Carbohydrates are necessary when a diabetic is experiencing hypoglycemia to compensate for the excess insulin in the blood stream, which can lead to serious consequences, such as seizure or even death. Social Impacts Diabetes is more than a health condition. For most people, it’s a new way of life, and it affects relationships in all areas as much as it affects eating and physical activity. One challenge facing a diabetes student is the ongoing medical care required during school hours. It is up to the parents to make sure the school officials, nurses, and teachers are educated and comply with their child’s needs. Another challenge is helping the child fit in. often other children have no knowledge or understanding of diabetes and with a perception that the child is being treated differently this could lead to teasing and possibly bullying. Sports are an important part of many people’s lives. Teamwork and physical activity are vital parts of a well-rounded life. Diabetes doesn’t have to alter that Exercise is essential in diabetes management, and participation in sports can provide this and other benefits. But it does require some extra effort by the diabetic. Economic impacts Diabetes is a disease that occurs worldwide, and therefore its economic impact is experienced globally. With increasing concern among providers about the rising cost of health care, economic assessments of the impact of various diseases are growing in importance. This imposes a large economic burden on the individual, national healthcare system and economy. Environmental impacts Environmental factors appear to play an important role in the pathogenesis of childhood-onset of type 1 diabetes. Breastfeeding, the early presence or lack of certain foods, birth weight, childhood over-nutrition, and negative stress events have been shown to be related to the prevalence of type 1 diabetes. More studies are starting to show that pollution can affect the symptoms of diabetes by increasing inflammation and contributing to weight gain. People who live in urban areas are more likely to breathe polluted air, which is believed to be a factor in insulin resistance. Moreover, diabetics have a harder time controlling blood flow during times where air pollution is increased leading to intensified cardiovascular problems.

Management matters in retail Essay

Management matters in retail Management matters in retail Working paper 13, APRIL 2010 The Institute for Competitiveness & Prosperity is an independent not-for-profit organization established in 2001 to serve as the research arm of Ontario’s Task Force on Competitiveness, Productivity and Economic Progress. The mandate of the Task Force, announced in the April 2001 Speech from the Throne, is to measure and monitor Ontario’s competitiveness, productivity, and economic progress compared to other provinces and US states and to report to the public on a regular basis. In the 2004 Budget, the Government asked the Task Force to incorporate innovation and commercialization issues in its mandate. Working papers published by the Institute are intended to inform the work of the Task Force and to raise public awareness and stimulate debate on a range of issues related to competitiveness and prosperity. The Task Force publishes annual reports to the people of Ontario each November. How to contact us Executive Director To learn more about the Institute and the Task Force please visit us at: www. ompeteprosper. ca James Milway 416 920 1921 x222 j. milway@competeprosper. ca Should you have any questions or comments, you may reach us through the web site or at the following address: The Institute for Competitiveness & Prosperity 180 Bloor Street West, Suite 1000 Toronto, Ontario M5S 2V6 Telephone 416. 920. 1921 Fax 416. 920. 1922 It is the aspiration of the Task Force and the Institute to have a significant influence in increasing Ontario’s competitive ness, productivity, and capacity for innovation. We believe this will help ensure continued success in creating good jobs, increasing prosperity, and building a higher quality of life for all Ontarians. We seek breakthrough findings from our research and propose significant innovations in public policy to stimulate businesses, governments, and educational institutions to take action. Researchers Tamer Azer 416 920 1921 x228 t. azer@competeprosper. ca Katherine Chan 416 920 1921 x231 k. chan@competeprosper. ca Anam Kidwai 416 920 1921 x238 a. kidwai@competeprosper. ca Lloyd Martin 416 920 1921 x223 l. martin@competeprosper. ca Aaron Meyer 416 920 1921 x224 a. meyer@competeprosper. ca Comments on this working paper are welcome and should be directed to the Institute for Competitiveness & Prosperity. The Institute for Competitiveness & Prosperity is funded by the Government of Ontario through the Ministry of Economic Development and Trade. Adrienne Ross 416 920 1921 x230 a. ross@competeprosper. ca Ying (Sunny) Sun 416 920 1921 x227 s. sun@competeprosper. ca Copyright  © April 2010 The Institute for Competitiveness & Prosperity ISBN 978-0-9809783-6-0 Project Team Design Hambly & Woolley Inc. www. hamblywoolley. om Illustration Blair Kelly Daniela Scur Project Manager Jack Bolland Supervisor Sean Brandreth Supervisor Blaise Bolland Joshua Booth Vadim Dorfman Raswinder Gill Alison McMeekin Nikolina Miljevik Alam Aguilar-Platas Scott Sameroff Management matters in retail Working paper 13, APRIL 2010 Exhibits Exhibit 1Pressure and support drive all three elements of the Innovation System13 Exhibit 2 Managers pl ay an important part in creating Pressure and Support in all elements of the Innovation System14 Exhibit 3 Canadian managers are less well educated than their US counterparts5 Exhibit 4New management techniques are associated with increases in productivity and prosperity16 Exhibit 5 Canada’s retail management matches US performance25 Exhibit 6 Most of Canada’s best managed retail operations are US-owned multinationals26 Exhibit 7 Canada trails the US in adoption and implementation of best practice operations processes26 Exhibit 8 Canada lags world’s best performers in most operations management questions27 Exhibit A Manufacturers are better managed than retailers in the three countries surveyed28 Exhibit B Manufacturers out perform retailers29 Exhibit 9 Canada is among the leaders in best practice for setting and managing goals30 Exhibit 10In performance management, Canada scores very well, but still has improvement opportunity30 Exhibit 11In people management, Canada is not statistically different from the US31 Exhibit 12In people management, Canada performs well32 Exhibit 13 Better managed firms have more educated managers32 Exhibit 14 Multinationals out perform non-multinationals in all countries33 Exhibit 15 Larger firms tend to be better managed4 Exhibit 16Publicly held firms are significantly better managed than privately held or family-owned firms everywhere35 Exhibit 17Ontario retailers trail US peer states, and match Western and Atlantic Canada38 Exhibit 18Ontario under performs counterparts in US peer states, particularly in operations management38 Exhibit 19In operations management, Ontario retailers lag peer state counterparts39 Exhibit 20In most areas of performa nce management, Ontario retailers are not statistically different from counterparts in peer states40 Exhibit 21In people management, Ontario retailers lead in retaining high performers41 Contents Foreword and acknowledgements4 Executive summary6 Strong management delivers prosperityManagement talent is important in the Innovation SystemCanada lacks sufficient sophisticated management capabilitiesManagement innovation delivers higher productivityManagement practices can be measured11 12 14 15 Lean Retailing is best practice operating strategy17 17 19 Canada’s retailers score well but have opportunities to improveWhere can Canadian retailers improve? Public policy and business strategies lead to strong management24 26 31 Ontario trails US peers and matches most other Canadian regions37 Opportunities to strengthen managementEnsure businesses aspire to excellence in management42 43 44 44 References46 Previous publications48 International research evaluates management practicesBroaden innovation policy to include management skillsEmbrace international competition in our economy policy4 institute for competitiveness & prosperity Foreword and acknowledgements I am pleased to present Working Paper 13 of the Institute for Competitiveness & Prosperity. In this Working Paper, we extend our study of the impact of management talent on our economic prosperity. Last year, we presented the results of the first-ever research on the quality of Canada’s and Ontario’s management in the manufacturing sector. This Working Paper focuses on management capabilities in the retail sector. Strong management is a critical element in the innovativeness of our economy, and hence its productivity and prosperity. Strong management drives the demand for innovation through well developed and ably executed business trategies; it affects the ongoing supply of high quality innovation by setting research priorities and orchestrating technical resources; and it is key to the financing of innovation by assembling resources and allocating them wisely to promising investments. Research in the United Kingdom indicates that better management leads to higher sales per employee. â€Å" Strong management is a critical element in the innovativeness of our economy, and hence its productivity and prosperity. † But government innovation strategies in Canada do not take adequate account of the importance of management. They still focus on increasing scientific and technical resources that drive new-to-the-world inventions; but they do not adequately consider innovations that create economic value in meeting societal needs by drawing on existing technologies and knowledge. Both are important for our prosperity, and we need public policies that attend to each. Our findings for the retail sector are consistent with the research on manufacturing management. Better educated managers produce better performance. For manufacturers and retailers, in Canada and internationally, the link between managers’ education and business performance is powerful. We also find that large-scale, multinational retailers are better managed than those focused only on their home market. This holds true in Canada and other countries. Firms that expand globally have dramatically better management, though identifying cause and effect is difficult. More than likely, there is a virtuous circle at work. Firms with global aspirations need effective management to expand, and expanding firms attract better managers.5 The research indicates that Canadian retail managers are as effective as their US counterparts whether they are working for a multinational or a domestic-only company. Yet, our overall retail productivity, as measured by sales per employee and our retail wages, trails the US retail sector significantly. So we have to acknowledge that the management of store level operations may not be the major challenge we face in improving our retail productivity. However, the quality of corporate management is an important factor; our Canadian retail sector has generated only one global leader – Couche-Tard – while we have twenty-three global leaders in our manufacturing sector. Other factors, such as population size and density as well as competitive intensity, are also likely at play. In public policy, we continue to recommend that our innovation strategies become more sophisticated and balanced. We need to recognize that supporting science for new inventions is not enough; we need to create an environment where business people draw on new science and many other disciplines to innovate products, services, and processes. We need to ensure that our markets are as open as they can be to foreign competition and foreign investment, because they improve the level of management and innovation in Canada. And we need to be investing adequately in post secondary education to develop world-class management talent. We gratefully acknowledge the ongoing funding support from the Ontario Ministry of Economic Development and Trade. We look forward to sharing and discussing our work and our findings. We welcome your comments and suggestions. Roger L. Martin, Chairman Institute for Competitiveness & Prosperity Dean, Joseph L. Rotman School of Management, University of Toronto 6 institute for competitiveness & prosperity Executive summary C ompetitive and prosperous countries in the world, as defined by Gross Domestic Product (GDP) per capita. Ontario, in turn, is also one of the most prosperous jurisdictions in the world. Still, we are not realizing our full prosperity potential. For eight years, the Institute has been reporting on a persistent and growing prosperity gap with the United States, which stands at $8,700 for Canada and the United States, and $7,000 for Ontario and our US peer stat es. anada is one of the most Our major challenge is to raise our productivity and innovation performance. The two sources of higher prosperity are working more hours and producing more output per hour of work. On the former measure, hours worked per capita, we are near the top of developed economies – through a combination of high rates of participation in the labour force, low unemployment rates, and high hours worked per worker. But on the latter measure – that is, the value we add per hour worked – we trail many developed economies. management matters in retail 7 We have already identified some of the factors behind this poor productivity and innovation performance. While Ontario has a mix of industries that are by their nature productive and innovative, these industries do not operate as effectively as their counterparts in the US economy. Some of these factors relate to broad economic factors – we tend less to live in metropolitan areas, and we are less well educated than our counterparts in the United States. But some other factors relate to how our businesses compete. For example, compared with their US counterparts across the economy, Canadian managers invest less in productivity enhancing machinery nd equipment, particularly information and communication technology (ICT), and they produce fewer patents. Our past research and the work of others indicate that our senior and middle managers do not have fundamentally different attitudes from their US counterparts toward competition, risk taking, and innovation. But our innovation and productivity performance is inhibited by limited management capabilities – such as lower educatio nal attainment and less diffusion of best management practices – and by context – such as lower competitive intensity in the markets and fewer sophisticated customers. Effective management leads business innovation. Innovation is the result of the ongoing interaction of three elements – the supply of innovation, the demand for innovation, and the financing of innovation – in an Innovation System. These elements are driven by competitive pressure and broad support that activate the Innovation System. Effective management provides pressure and support across the Innovation System in strengthening demand for innovation, providing supply of innovation, and driving the quantity and quality of financing for innovation. It is safe to conclude, therefore, that management is an important factor in the prosperity of a jurisdiction. But hard evidence to support this conclusion has been limited. In one research initiative, University of Toronto professor Michelle Alexopoulos has developed a methodology for measuring the diffusion of innovative management techniques, going as far back as Taylor’s scientific management in 1911. Her measures track Library of Congress management book publication records, supplemented with counts of relevant academic journal articles, to determine the adoption of management techniques. Her research indicates that increased diffusion of new management techniques is correlated with growth in productivity, measured by Total Factor Productivity (TFP), and prosperity, measured through GDP. She concludes that economic growth results not only from increases in â€Å"tangible technology† (R&D, machinery & equipment) as most economists agree; but it also is the result of advances in â€Å"intangible technologies,† like management techniques and new processes disseminated in part through publications. 8 nstitute for competitiveness & prosperity In another initiative, in 2008, the Institute partnered with Stanford professor Nick Bloom to extend his pioneering global research in measuring management practices to Canada. His research started as a detailed approach to evaluating how well manufacturing operations have implemented advanced management techniques. It encompassed the level of managers’ knowledge of these techniques, the company-wide commitment to setting targets, measuring and monitoring results, and managing people well. In the manufacturing sector, the research had already been conducted in advanced economies, such as the United States, the United Kingdom, and Japan, and developing economies like China, India, and Brazil. The quality of management, as captured by this study, correlates well with firm and industry productivity. The results of our research were published in the Institute’s Working Paper 12, Management Matters. We found that the Canadian manufacturing sector is among the best managed in the world. Our production management teams are leaders in implementing specific techniques in the area of Lean Manufacturing. They are solid performers in effecting good performance management, though with room for improvement. But, while they match management teams in other leading economies in people management, Canadian firms trail US practices significantly. Our results also indicated that some of the key variables that drive – or at least are correlated with – better management are education, ownership, and winning global strategies. In Ontario, our results indicated that the quality of manufacturing management is higher here than in the other regions of Canada, and that the province’s results are within statistical range of US results overall. Nevertheless, against the fourteen US peer states we have identified, Ontario under performs, especially in the area of people management – the willingness of managers to keep and promote high performers and to deal promptly with poor performers. In this Working Paper, we further extend this management research into another important industry in our economy: our retail businesses. In the summer of 2009, a team of analysts at the Institute for Competitiveness & Prosperity interviewed senior managers at 661 retail outlets in total – 409 in Canada, 152 in the United States, and 100 in the United Kingdom. The research was slightly adapted to fit the retail sector, but still remains largely comparable to that in manufacturing in approaches to measuring and monitoring operations performance, setting and achieving performance targets, and managing people. management matters in retail The results for Canada are encouraging. The overall results indicate that we are among the leaders in retail management, scoring statistically no differently than the United States. Results vary across the three sub-indexes that make up the overall measure. In operations management, we stand statistically behind the United States, but ahead of the United Kingdom. In performance management, we tie with the United States for the top spot and stay statistically ahead of the United Kingdom. In people management, though our score is lower than the US result, it is not statistically different, and we stand statistically ahead of the UK score here as well. Some of the key variables that are correlated with better management in manufacturing are also important in retail, such as education and global reach. More highly educated management teams out perform other retail managers. Retailers who have successfully expanded beyond their borders are much better managed than those who are still domestic competitors only. We also found that firm size and scale are important in explaining better management – larger retail firms are better managed. Our results indicate that quality of retail management in Ontario is not statistically different from that in the rest of Canada. Ontario scores statistically worse than our fourteen peer states group; however, unlike our manufacturers, the retailers’ disadvantage is strongest in store operations and not statistically significant in performance and people management. In summary, this Working Paper reinforces our conclusion that management capabilities are important contributors to provincial and national prosperity. And our Canadian retail management is among the best. Ontario, however, while being no different than the rest of Canada, trails the US peers significantly. Overall, our retail businesses have significant opportunities to improve. 9 10 institute for competitiveness & prosperity The implications for Ontario and Canada are clear: If we want an economy built on innovation, we have to include managerial education in our policy development. Developing our cientific and technical skills is important to our prosperity – but not building the capabilities of our managers is an oversight that holds back our prosperity.  ¦ Consistent with the recommendations of the Competition Policy Review Panel, chaired by Red Wilson in 2008, and our own research, we need to encourage an openness to foreign investment in our industries. This Working P aper shows how such investments attract best management practices and performance in our economy.  ¦ At the same time, we need to encourage the global aspirations of our successful companies. In turn, global expansion will drive he development of stronger management in Ontario and Canadian firms.  ¦ management matters in retail 11 Strong management delivers prosperity C its full prosperity potential. Relative to the United States, the economy most similar to ours and our largest trading partner, we have a growing prosperity gap. Canada’s lag in GDP per capita grew from $2,600 in 1981 to $8,700 in 2008. 1 This growing gap reflects a failure to reach our full economic potential. It means that our generation has not created as much economic value as possible from the human, natural, and physical resources endowed to us. nada is not achieving A key component of closing our prosperity gap is for Canada to broaden its approach to innovation. Strong management practices are a cr itical contributor to more innovation. So we need stronger commitment to strengthening the capabilities of our business managers to implement best practices. Following on our work in manufacturing, in this Working Paper, we extend our exploration of management capabilities in Canada and Ontario to the retail sector. 1 2007 Canadian dollars; US dollars converted at 2007 Purchasing Power Parity. 12 The retail sector is full of innovation. One classic example lies in the success of Walmart and its pioneering introduction of â€Å"cross-docking† at its distribution centres. This revolutionary system enabled Walmart to achieve excellent productivity and customer responsiveness without the usual inventory and handling costs attached. By enabling its goods to be continuously delivered to its warehouses, then immediately selected, repackaged and transferred to their stores, Walmart has been able to streamline its inventory pipeline by crossing its goods from one loading dock to another without its goods ever spending valuable time and space in the arehouse. 2 Through effective management and innovation, Walmart was able to transform itself from a small niche retailer to the largest and most profitable retailer in the world today. Other examples of innovation in retail include big box retailers with a focused, but very expansive product selection, and Carrefour, which ushered in the concept of combining supermarket an d department store into one roof, known today as a â€Å"hypermarket. † It should be noted that these examples and other specific ones in this Working Paper are from business literature and in no way indicate that they were mong the companies we interviewed in our research. Such information is confidential. The benefits of improved management practices also apply in many other sectors. For example, a Washington Post article describes a study conducted in hospitals in the United States, where they implemented a simple management tool, a â€Å"surgical checklist† in surgical procedures. The â€Å"low-cost, low tech invention† led to a decrease of in-patient deaths by more 2G. institute for competitiveness & prosperity than 40 percent and a fall in the rate of serious complications of 36 percent. The article captures the essence of this ool very well: â€Å"The human brain can’t remember everything, so it’s best to focus on the complicated challenges and leave the simple reminders to a cheat sheet. †3 Management tools such as the surgical checklist, the equivalent of the retail store’s â€Å"daily to-do list,† are small changes that can substantially decrease the rate of waste in a business – be it of time, resources, or lost revenue because of product shortages. In this Working Paper, we focus on management capabilities in the retail sector. We define â€Å"retail† as those firms engaged in the selling of consumer goods to the public, ranging from utomotive and furniture stores to pharmacies, clothing, and grocery stores. We first briefly review the importance of management talent for innovation and prosperity. 4 We then set out key findings from research we have recently conducted into the current state of management capabilities in Canada’s and Ontario’s retail sector, and how retail fares against the manufacturing sector in Canada, the United States, and the United Kingdom. Ma nagement talent is important in the Innovation System As we have discussed in previous reports,5 innovation is a result of the ongoing interaction of three elements supply, demand, and financing of innovation – in an Innovation System. These elements are driven by competitive pressure and broad support (Exhibit  1). Each of the elements is critical for success, but all three need to work together in balance. The supply of innovation includes the factors dedicated to increasing the stock of innovation, including highly qualified personnel, businesses’ facilities, resources, and activities. The demand for innovation is the combination of customer insistence on new products and process breakthroughs and corporate demand for innovation within a firm. The financing of innovation is an important bridge between demand and supply since, even if these two factors are in balance, significant funding is typically required to commercialize new ideas and scientific breakthroughs. Innovation requires pressure and support in each of these areas. Strong management is important in each element of the Innovation System. The management function includes goal setting, organization building, resource allocation, and monitoring of results. It also includes actions in enterprise finance, sales and promotion, production and delivery, and people evelopment (Exhibit  2). Hence, in building an innovative firm or an innovative economy, management talent matters. Senior managers in successful companies develop strategies where innovation is a critical component. Innovation strategies typically follow one of two paths: †¢ Innovation to reduce costs. Cost reductions can be realized in two ways. – First, improved management and operating proce sses can reduce the producer’s costs. For example, Harlequin determined that producing romance novels consistently with the number of pages that coincided with one sheet on the printing press would educe its printing costs, standardize shipping requirements, and simplify display for the retailer. Harlequin also determined that mail order distribution would cut costs and build Stalk, P. Evans, and L. Shulman, 1992, â€Å"Competing on capabilities: The new rules of corporate strategy,† Harvard Business Review, Mar/Apr, 1992, p. 58, available online: http://my. execpc. com/~jpurtell/HBR-CompetingonCapabilities. pdf Washington Post, January 15, 2009, â€Å"Surgery checklist lowers death rate†, available online: http://www. washingtonpost. com/wp-dyn/content/article/2009/01/14/AR2009011402831. tml 4 For a more extensive discussion see Roger Martin and James Milway, Strengthening management for prosperity, Institute for Competitiveness & Prosperity, 2007, available on line: http://www. competeprosper. ca/images/uploads/ManagementPaper_May07. pdf 5Institute for Competitiveness & Prosperity, Working Paper 12, Management matters, March 2009. 3 13 management matters in retail repeat purchase behaviour among loyal customers. The lower operating costs could be passed on as lower prices for consumers. But true innovation means that the producer captures some of the value added by not reducing prices at the same rate s costs. –Second, innovation can reduce costs for retailers or other parts of the distribution channel. McCain’s became one of Canada’s global leaders by eliminating the need for restaurants and food service operations to buy whole potatoes and peel them. Instead, they could buy fully prepared frozen fries from McCain’s and simply finish the frying. †¢ Innovation to enhance customer experience. Four Seasons, the world’s leading luxury hotel chain, has succeeded by relentlessly studying what its guests wanted and by improving the customer experience. Cirque de Soleil, the world’s leading ircus company, recognized the customers’ experience of circuses left much to be desired and reinvented the circus world to delight them. Such innovations draw as much on management capabilities – competitive analysis, customer research and segmentations, cost analysis – as they do on technological capabilities. Indeed, our research into high technology firms in Canada shows that, as these firms succeed and mature, the importance of technical skills at the top of the organization is matched by the importance of other skills, including management capability. 6 And below the CEO level, evidence is mounting hat the economy is requiring greater numbers of sophisticated conceptual thinkers and those with the strong analytic and people skills required to lead innovation and upgrading. 7 Exhibit 1 Innovation system has three components Exhibit 1Pressure and Support drive all th ree elements of the Innovation System The Innovation System PRESSURE PRESSURE Strong Management Source: Institute for Competitiveness & Prosperity. 6 7 Demand for Innovation SUPPORT Financing of Innovation SUPPORT Supply of Innovation The Strategic Counsel, â€Å"Assessing the Experience of Successful Innovative Firms in Ontario,† 2004, p. 1, available online: http://www. competeprosper. ca/images/uploads/InnovationInterviewStudyRep. pdf Ibid, p. 41 14 institute for competitiveness & prosperity Canada lacks sufficient sophisticated management capabilities An important opportunity for improving Canada’s innovation and productivity performance is to strengthen management talent in our economy. In our research over the years, we have consistently found that our managers generally have lower educational attainment than their US counterparts, and CEOs of our largest corporations are less likely to have formal business education at the graduate level. Half of US managers hav e a bachelor’s degree or above compared to just over a third of Canadian managers (Exhibit 3). Further, innovative, hightech firms report disadvantages in access to management talent as a key constraint. 9 A key part of Canada’s prosperity under performance is attributable to its lack of management talent. Management skills are a critical complement to science and engineering skills in creating a high quality supply of innovation, driving sophisticated demand for innovation, and putting in place the required quantity and quality of financing to make the Innovation System work effectively. Exhibit 2 Managers play an important part in creating Pressure and Support in all elements of the Innovation System The Innovation System PRESSURE PRESSURE Strong Management Source: Institute for Competitiveness & Prosperity. 8Institute 9R. Demand for Innovation SUPPORT Financing of Innovation SUPPORT Supply of Innovation for Competitiveness & Prosperity, Working Paper 6, Reinventing innovation and commercialization policy in Ontario, October 2004, p. 40 Martin and J. Milway, Strengthening management for prosperity, p. 11 15 management matters in retail Management innovation delivers higher productivity Contemporary research often focuses n two measures of productivity: †¢ output per unit of labour input, such as hours worked or employment; and †¢ total factor productivity (TFP), which measures the extent to which actual economic output is higher than capital and labour employment data would suggest. Many researchers and policy makers believe that productivity changes are i ntimately linked to changes in technology in the traditional sense; that is, productivity growth results from improvements in machinery, equipment, or techniques of production. Thus, the key to higher productivity is technological advances, as evidenced in higher R&D expenditures or more patents. Professor Michelle Alexopoulos of the University of Toronto presents an alternative, though less intuitive, view. 10 She argues that anything that improves producers’ ability to transform inputs into final goods and services deserves the title â€Å"technology. † For her, productivity is indeed influenced by the traditionally understood types of technology – such as machinery and new products – that she calls â€Å"tangible. † But productivity is also influenced by â€Å"intangible† technology – such as management techniques and production processes. She posits that it is important to distinguish between these wo types of technologies, since they affect the types of policies governments may want to put in place. It is generally agreed among management experts that changes in intangibles – such as corporate work rules, team structures, communication channels, morale, or managerial leadership – raise productivity and workfo rce efficiency. While this is not a controversial statement, quantifying the effect of improvement in management techniques at the aggregate level is extremely difficult because of measurement issues. Professor Alexopoulos’ measure tracks the development and diffusion f management techniques through a count of Library of Congress management book titles, supplemented with counts of relevant academic journal articles. She has demonstrated that changes in management techniques are an important factor in US productivity growth. 11 With the index of management book publications serving as a proxy for diffusion, her regression analyses reveal that available management books are positively associated with growth in an economy’s TFP and GDP. In particular, following the introduction of a new management technique that causes a 10 percent increase in new management books, GDP and TFP Exhibit 3 Canadian managers are less well educated than their US counterparts Managers’ educational attainment, average 2005–2007 12% 18% Advanced degree 35% Bachelor’s degree 26% Some post secondary 18% High school 23% 39% 19% 7% Canada 3% United States Less than high school Source: Institute for Competitiveness & Prosperity analysis based on Statistics Canada, Labour Force Survey, and U. S. Bureau of Labor Statistics, Current Population Survey 10M. Alexopoulos and T. Tombe, â€Å"Management Matters,† forthcoming working paper, University of Toronto. 11Ibid. 16 institute for competitiveness & prosperity row at statistically significantly higher rates than average for approximately six years. In fact, the impulse response estimates suggest that by year five, GDP would be 2. 1 percent higher and TFP would be 1. 4 percent higher in an economy with innovation in management techniques (Exhibit 4). A 2 percent increase in our GDP per capita would increase avera ge disposable income per family by $1,500 in Canada and Ontario. 12 Alexopoulos does not assert that the research definitively leads to this direct impact – but it does suggest that improved management has a significant effect on a region’s or nation’s prosperity. She concludes that Canadian managers, have access to the same resources as our American neighbours, but many lack the expertise to employ the most productive management innovations. Increasing the number of graduates from economics, business, or management programs and raising funding for research in business management and related fields may help alleviate this deficiency. This kind of â€Å"business R&D† is to management what science is to engineering, and deserves more attention from the government. It is intuitively likely that stronger management capabilities lead to more innovation and higher rosperity. But the impact of management capabilities on regional prosperity has not been well studied. Our research and that of others indicate that management matters. The development of improved management techniques, their diffusion, and their implementation by capable managers lead to higher prosperity. Exhibit 4 New management techniques are associated with increases in product ivity and prosperity Effect on Gross Domestic Product and Total Factor Productivity Response to a 10% increase in management publications Percentage increase 2. 5 % Gross Domestic Product 2. 0 1. 5 Total Factor Productivity . 0 0. 5 0 1 2 3 4 5 Years following unanticipated increase in management publications Source: M. Alexopoulos and T. Tombe, â€Å"Management Matters,† forthcoming working paper, University of Toronto. 12Calculation based on a 2 percent increase in the Canadian 2008 income per capita, personal disposable income as a percentage of GDP, and average household size. 6 management matters in retail 17 Management practices can be measured C learly, good management is an important factor in firm innovation and productivity and, to the extent that a region’s firms are well managed, overall prosperity will be higher. But economists and management researchers have paid little attention to measuring effective management practices and their impact on firm productivity. A major stumbling block has been the lack of useful, consistent measurements of the quality of management across firms and countries. While researchers recognize the importance of effective management, they typically refer to it as an empirically unobservable variable in their research to account for the differences in productivity across firms within the same country and industry. International research evaluates management practices To fill this research gap, professors Nick Bloom, John Van Reenen, and Raffaela Sadun developed a methodology to measure management practices first within a manufacturing operation,13 and now have expanded this methodology to include 13 See, for example, N. Bloom and J. Van Reenen, â€Å"Measuring and Explaining Management Practices Across Firms and Countries,† NBER Working Paper No. 12216 and N. Bloom, J. Van Reenen, â€Å"Why do Management Practices Differ across Firms and Countries? † Journal of Economic Perspectives, Vol. 24, No. 1, pp. 203–244. 18 institute for competitiveness & prosperity the retail sector as well as forthcoming esearch on management of schools and hospitals. They have applied this methodology since 2004 and have interviewed over 7,000 firms in eighteen countries,14 including developed economies, such as the United States, Germany, and Japan, and developing economies like China, India, and Brazil. The Institute collaborated closely with Pro fessor Bloom to interview Canadian manufacturing firms through the summer of 2008. In 2009, the Institute further collaborated to extend the methodology to the retail sector, for the first time in a large-scale project, including Canada, the United States, and the United Kingdom. Bloom, Van Reenen, and Sadun’s ethod to measure management practices in the firm is based on an interview evaluation tool that scores firms on a scale of 1 to 5, indicating from worst practice to best practice across eighteen management practices, developed originally by McKinsey & Company, a leading international management consulting firm. The management practices cover three distinct, but related areas of management: †¢ Adopting effective operations management approaches. How well have firms implemented retailing management systems that are generally regarded by academics and consultants as best practice? â€Å"Lean Retailing† is a fairly recent concept erived from the original â€Å" Lean Manufacturing,† which is generally regarded as the most effective management system. Based on the production methods developed by Toyota, but applicable beyond the automotive (and manufacturing) industry, Lean achieves highly efficient operations through a relentless drive to reduce waste of time and resources. It is characterized by an ethos of 14For continuous improvement, backed by close tracking of the operation to identify problems and improvement opportunities. †¢ †¢ Managing targets effectively. Do firms’ management teams set stretch yet realistic targets, monitor performance against these targets, and ake corrective action when necessary? Effective management in this area means that companies are finding the right balance of targets to aspire to for maximum achievable performance. Setting targets too low means under performance; setting them too high will discourage improvements by workers and managers. Effective management also means determining how to measure performance and to follow through with actions when targets are not met. Managing people well. Are companies promoting and rewarding employees based on performance, and systematically trying to hire and keep their best employees? The cliche that people are a firm’s most mportant asset is true. Skilled workers and effective people management together are an important element of productivity in firms and across the economy. Well managed firms are able to attract and retain their top talent through effective reward and incentive programs. They also deal effectively with problem performers. Professor Bloom and his team designed the research process according to rigorous academic research standards. Our analysts, who were business and economics students, were trained to conduct the interviews consistent with analysts in other countries. We randomly selected retail locations for elephone interviews from a comprehensive industry list of firms categorized by Standard I ndustrial Classification (SIC) retail codes. 15 The analysts conducted telephone interviews that lasted an average of fifty-seven minutes with the most senior store managers available and occasionally district managers. Through a series of structured, but open-ended questions, the analysts scored each company on a scale of 1 to 5, across eighteen factors. These results generated scores on each of the three factors described above, which in turn generated an overall score for the quality of management at the operation. The structure of the retail interview followed the manufacturing one, in which sixteen out of the eighteen topics were comparable between the two sectors. Analysts also â€Å"double scored† fourfifths of the interviews. That is, while one analyst conducted the interview, another, who was not taking part in the interview, listened and independently scored the company. Subsequent comparisons of the scores showed a high degree of consistency between analysts. We conducted interviews from June to August 2009 from a central location in Toronto. To ensure the comparability of the retail scores with the previous year’s anufacturing scores, our analysts were trained using the same methodology, and two analysts from the previous year’s manufacturing project returned to supervise and double-score the interviews. Thus we conclude that, as much as possible, the retail interviews were scored in the same way as those in the manufacturing sector, and therefore are comparable to the rest of the management sample. Further, the distribution of completed interviews across Canada and the United States matches the distribution of actual retail locations. more information on the research methodology, see Professor Nick Bloom’s website: http://www. tanford. edu/~nbloom/index_files/Page371. htm on the Dun & Bradstreet database, using SIC codes 50–57 and 59. For more information, see http://www. dnb. ca/ 15Based 19 management matters in retail Lean Retailing is best practice operating strategy Lean Retailing is an example of a best practice operating strategy that management needs to adopt to maximize the efficiency of the retail operation process. including those in insurance companies, hospitals, airline maintenance organizations, government agencies, retail industries, and many others. 16 In the retail sector, the same Lean approach as now developed to improve operations flows; these principles are known as Lean Retailing. What is Lean Retailing? H ow does Lean Retailing work? Business success lies in effective management. This is especially critical today, as retailers continue to face the increasing challenge of competing against falling prices alongside rising operating and labour costs. Now, more than ever, retailers are turning toward adopting a more Lean approach in their management operations to improve profitability. At the core of Lean Retailing is a dedication to the elimination of waste. Similar to the manufacturing sector, the ajor types of waste targeted by the Lean approach include excess inventory, product defects, unnecessary motion, under used employees, and wait times. Managers can now apply similar tools and principles to identify these forms of waste to improve their operations efficiency. These Lean techniques include: But what is Lean Retailing? Lean Retailing refers to the operating strategy that seeks to maximize efficiency by identifying and eliminating waste. It focuses on simplifying the work process to eliminate wasted effort, time, materials, and motion. By adopting a Lean approach, managers who employ these tools and principles are able to educe non-value adding activities, detect and prevent problems early, and improve overall operating flow. †¢ †¢ Using â€Å"pull† to drive replenishment. Ensuring that the supply of goods is pulled by actual demand of customers as opposed to forecast or estimated demand so that inventory levels are kept low and space is conserved †¢ Removing bottlenecks through the supply chain. Eliminating inefficiencies to shorten delivery times, lower transportation costs and defects, and improve product flow and operational performance †¢ Today, the Lean approach has evolved from the manufacturing industry to apply to operations of all kinds, 16S. To win in this increasingly competitive environment, retailers need to adopt a relentless focus on delivering value cost effectively. For, despite steadily falling prices, store operating costs are trending upwards because of more expensive operating overheads and labour costs as well as higher investments in shop fittings to match increasing trends to improve the customer experience. 17 Retailers must pursue a Lean perspective in their core operations, including best practices in operations management, performance management, and people management. (See A guide to best practices in Lean Retailing. ) Doing so will produce a more fficient cost structure, more productive workers, less waste, lower effort, and shorter wait times – all of which generate significant improvements in store profitability and customer satisfaction. Today, more and more businesses are focusing on streamlining their key operations to reduce unnecessary processes and waste and to improve customer experien ce. Lean Retailing is a best practice that, once implemented, can improve productivity and contribute to higher overall economic performance. Our research allows us to measure the quality of retail management through the lens of Lean Retailing – and to provide guidance for retailers in dentifying and implementing Lean Retailing best practices. Eliminating wasted effort, time, materials, and motion. Identifying the core value of operations by eliminating excess motion, time, and materials used in the process flow to reduce and prevent extra work, problems and wait times Where did Lean Retailing originate? Pioneered by Toyota Motor Corporation, the concept of Lean was conceived as a set of tools and methods to eradicate waste and inefficiency in their manufacturing system, famously known now as the Toyota Production System (TPS). This revolutionizing manufacturing strategy fuelled Toyota’s rise from a ash-strapped company to becoming one of the most successful automobile manufacturers in the world. Simplifying work design. Organizing individual work processes to be more feasible and manageable so that these efforts have clear start and finish points Why is Lean Retailing important? Corbett, â€Å"Beyond Manufacturing: The evolution of Lean production,† McKinsey Quarterly, 2007, 3, pp. 94-96. Voisin, â€Å"The ‘Industrial revolution’ of European retailers in underway,† McKinsey Quarterly, 2004, available online at: http://www. mckinsey. com/practices/retail/knowledge/index_full. asp? startval=20&sort=title 17Jean-Baptiste 0 institute for competitiveness & prosperity A guide to best practices in Lean Retailing For each topic in the study, we define the best practice and provide an example drawn from the 661 retail interviews conducted across North America and Europe Operations management Rationale for Lean retailing techniques Adoption of Lean practices store operations Has the store implemented all the major Lean store ope rations practices? For example, does the manager have a standard to-do list to follow daily? Is there an automated inventory control system determined by the pull of demand? Is the backroom organized systematically? Example of best practice: A Canadian bookstore has a point-of-sale system that automatically orders an item as soon as it is sold. The managers and employees check off every item on their set to-do list every morning. The manager has a â€Å"store clock,† where she plans for what is happening in the store every hour of the day. Some inventory is kept, and what is on hand in the backroom is organized by aisle with bin codes, keeping the backroom clutter-free. scheduling Has the store implemented all major Lean scheduling practices? Is the scheduling done automatically, based on store traffic and transactions data? Are there defined roles within the staff? Example of best practice: Scheduling at a US supermarket is based on a computer system that is linked to its sales results system. The computer system bases the schedule on transactions per hour and allocates more labour to peak hours. Roles in the store are clearly defined, and employees rarely have to respond to unexpected traffic increases. What was the reasoning behind the adoption of any or all Lean Retailing techniques? Were managers implementing changes because all their competitors were doing it? Did managers believe it would merely reduce costs and thus ecided to make the switch? Or did Lean fit the businesses’ goals, which often include increasing quality, reducing waste, and reducing injuries while increasing profits? Example of best practice: A UK specialty apparel store introduced techniques to improve customer service, raise product availability, decrease waste, and increase efficiency and productivity. Process problem do cumentation If an operational/procedural problem in the store occurs, what happens? Do managers wait for problems to happen to address them or do they search for ways of improving processes and avoiding potentially costly product shortages or mistakes? Is there a specific way that shop floor workers, who are executing most of the tasks, can suggest process improvements? Example of best practice: A UK supermarket uses a checklist system for checking the store every hour. Managers document all issues and have weekly business strategy meetings to discuss them and identify solutions. Action plans encompass targeted completion dates and everything is reported to corporate headquarters. There is a standard system whereby employees can suggest improvements, and managers review them weekly with potential rewards for the employee whose suggestion gets implemented. management matters in retail atters Operations performance tracking What types of Key Performance Indicators (KPIs) are the managers tracking? For example, do managers only track sales per day or does the set of KPIs include a comprehensive list of all productivity factors, such as average transaction value and conversion rates? And are these KPIs available for all to see, or is i t only the senior managers who are privy to this information? Example of best practice: A Canadian bookstore manager tracks all major performance indicators daily, weekly, monthly, and yearly. Sales are tracked by shift, and if targets are not being met, the manager follows up mmediately with the sales staff to improve performance. All information is posted for employees to see and updated as new data become available. Operations performance review Does a manager review KPIs with other managers and staff? Is there a meeting to review them? Who is involved in these meetings? Who gets to see the results of this review? What are the typical next steps after a meeting? Example of best practice: A hardware store in Canada has weekly management meetings to review the basic KPIs, and routinely invites floor staff to attend as well. Every meeting, they create a follow up plan with five to six main oints they have to focus on in the coming week with specific timelines and accountability. Res ults are tracked daily and shared with employees in small team huddles and storewide meetings twice a week. The managers keep a scorecard to help track how they are doing. a 21 Operations performance dialogue Here managers are asked to describe a KPI meeting. Is there a set structure to the meeting; for example, a set agenda used every week? If KPI data are needed to discuss specific issues, are the data always available? Do discussions lead to the root cause of problems? Example of best practice: The manager at an American eneral merchandise store has a set agenda for the meetings (part of it from corporate, part of it open to managers’ discretion), which is distributed ahead of time. All involved are expected to have reviewed it and to come prepared for discussion. Problems are identified and conversations are only finished when the root cause is found. The manager often uses root cause analysis tools such as fishbone diagrams and the 5Ys. a All items are documented and fol lowed up on. Consequence management How do managers deal with a business unit that is under performing? What are the consequences for the under performing unit? Are there parts of the business that seem to fail repeatedly to carry out agreed actions? Example of best practice: A general merchandise store in Canada has a computerized system where follow-up plans are logged. Outstanding items are flagged (red, yellow, or green). In-store issues have a â€Å"sundown rule,† where problems need to be fixed by sundown. External issues require progress reports, and status is frequently reviewed until the item is no longer red-flagged. 5Ys is a management technique used to solve problems by asking â€Å"why† five times. By the time the fifth why is asked, the root cause of the problem has already been found. 2 institute for competitiveness & prosperity Performance management Types of goals What types of goals are set for the company? Are there specific goals for the store? Are there any non-financial goals? Example of best practice: A hardware store in Canada has a range of financial and operational goals in place, and also has specific non-financial goals for community involvement (charitable donations/fundraising) and environmental targets. The manager was concerned with â€Å"making money† but felt that supporting their community was just as important. Interconnection of goals Is there a clear motivation behind the goals? For instance, oes the company clearly communicate goals, such as â€Å"we want to be the leader in the industry† or â€Å"we want to grow by 4 percent in the next two years†? How are the goals cascaded down to the individual workers? For example, are workers aware of how their work fits within the larger framework of the company? Example of best practice: The motivation behind a US general merchandise store’s goals is to create shareholder value and deliver customer satisfaction. Corporate headquarters divides goals by region, division, and store. The manager then further divides those goals by department and individual associates, so that all ave personal targets l inked to the store’s overall goal. Company goals are communicated through storewide meetings and newsletters. Time horizon What is the time scale of the targets? Do managers focus more on short-term or long-term goals? Do the short-term goals form a â€Å"staircase† to the long-term goals? Example of best practice: A Canadian department store has daily, weekly, quarterly, annual, three- and five-year goals and ten-year strategic goals. The goals are all linked in a staircase; if the store meets all the short-term goals, they will inevitably meet the long-term goals. Setting stretch goals How tough are the goals? Do managers feel pushed by them? Are any goals obviously too easy or too hard? In other words, are there goals that are always met and some that are never met? Do all departments have the same level of difficulty in the targets or do some get off easy? Example of best practice: A UK clothing store has rigorous goals for all departments, based on a specific store growth plan. The manager feels the targets are very tough, but attainable. She meets them between 75 to 80 percent of the time. Clarity of goals Do all employees in the store know what their personal targets are? Does anyone complain that the targets are too omplex – that is, not that they are too stretching, but that they are difficult to understand? Is performance between teams or shifts openly compared to others? Example of best practice: A Canadian bookstore manager sets clear individual targets for her employees and keeps them accountable to them during weekly huddles. She posts performance in the break room and e mployees are encouraged to compare individual performance, as the manager believes this leads to friendly competition. Instilling a talent mindset Do senior managers discuss attracting and developing talented people? Do managers get any rewards for the talent ool they create? Are managers held accountable for creating a talent pool? Example of best practice: Managers at an American department store participate in university/college job fairs, and actively seek talented people to join the company. The company has a â€Å"human capital report,† and the number and quality of the people a manager hired are important in his appraisal and affect (positively or negatively) his bonus at the end of the year. management matters in retail 23 People management Promoting high performers If a worker is exceptionally good, can he or she be promoted on a fast track? Are top performers routinely identified and developed? Is length of service unduly important in promotions? Rewarding top performers How does the appraisal system work? How does the bonus system work? Are there non-financial rewards? How do these systems compare to the competitors’ systems? Example of best practice: An American hardware store holds appraisal meetings every six months – one full appraisal meeting and one update meeting. There is a bonus for both shop floor employees and managers, based on a review of personal performance. For the shop floor employees, there is a reward system where employees et â€Å"stars† in a staircase structure for outstanding performance. For each set number of â€Å"stars,† there is a financial reward. When employees reach the highest level, they get a gift. There are also gift cards/movie tickets and other financial rewards for good customer service performance. Addressing poor performance If a worker is continuously under performing, what is the course of action? Is there a set procedure that is followed? How long would under performance be tolerated? Example of best practice: A US department store has a performance improvement plan, whereby managers meet with poor performers, identify their improvement pportunities, develop a plan, and give them tools to make them work more effectively. Once under performance is identified, weekly meetings are set up to update the status. The manager tries to retrain and/ or move the employee to other departments, but under performance is only tolerated for a maximum of three months. Example of best practice: An American grocery store has a formal career path plan for all employees and a succession plan for managers. Promotions are based solely on performance, and tenure does not play a role. The manager uses regular performance appraisals to identify op performers and look for â€Å"diamonds in the rough. † The company has a mentoring program that tra ins the best to be future managers, and encourages workers to take courses outside the store. Attracting high performers Does the company offer a distinctive work environment that is attractive to top talent? Example of best practice: An American hardware store offers competitive wages, strong performance incentives, and clear career paths. The managers believe it is important to get employees involved in the decision-making process to make them feel like a valued part of the company. Retaining high performers What special practices are in place to retain top performers who want to leave the company? Example of best practice: A hardware store manager in Canada keeps an eye on the top employees and, if they seem unhappy or are thinking about leaving, senior management will meet with them to discuss their career. For a top performer, the manager would adjust hours, increase pay, and offer more responsibility. The manager mentioned an example where he helped the employee’s mother move to their town so they could live closer together and the employee would stay with the company. 24 institute for competitiveness & prosperity

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From today painting is dead - Essay Example The essay "From today painting is dead" discusses the aesthetic impact of photography on the art world of the 19th century. WhÐ °t freed theÃ'•e pÐ °interÃ'• from portrÐ °iture, pÐ °Ã'•torÐ °l lÐ °ndÃ'•cÐ °peÃ'•, propÐ °gÐ °ndÐ ° Ð °nd phyÃ'•icÃ'•? The totÐ °litÐ °riÐ °n dictÐ °torÃ'• Ð °rgued thÐ °t it wÐ °Ã'• decÐ °dence, Ð °nd Ã'•ometimeÃ'• bÐ °nned or burned theÃ'•e eÐ °rly 20th-century EuropeÐ °n workÃ'• or blÐ °ckliÃ'•ted their imitÐ °torÃ'• or Ã'•tudentÃ'•. One could Ð °lÃ'•o Ð °rgue the influenceÃ'• of Ð ° Turner or VÐ °n Gogh or JÐ °pÐ °neÃ'•e Ð °rt, which were certÐ °inly tÐ °ngible Ð °nd viÃ'•ible in Ã'•pecific Ð °rtiÃ'•tÃ'• or workÃ'•. Or the reductionÃ'• in the coÃ'•t of mÐ °teriÐ °lÃ'• Ð °nd the generÐ °l proÃ'•perity of Europe thÐ °t Ð °llowed for more experimentÃ'•. But Ð ° more cogent Ð °rgument cÐ °n be mÐ °de thÐ °t it wÐ °Ã'• photogrÐ °phy, more thÐ °n à  °ny other fÐ °ctor, which chÐ °nged the wÐ °y we think of Ð °rt Ð °nd the role we expected viÃ'•uÐ °l Ð °rt to plÐ °y. The grÐ °phic reproduction of workÃ'• of Ð °rt hÐ °Ã'• Ð ° long Ð °nd diverÃ'•e hiÃ'•tory. PhotogrÐ °phy followed Ð ° trÐ °dition in which the depiction of the fine Ð °nd decorÐ °tive Ð °rtÃ'• beÃ'•towÃ'• Ã'•ome kudoÃ'• on the reprogrÐ °phic proceÃ'•Ã'•eÃ'• uÃ'•ed. Ð t the time of photogrÐ °phy'Ã'• invention Ð ° plethorÐ ° of reprogrÐ °phic proceÃ'•Ã'•eÃ'• were Ð °vÐ °ilÐ °ble Ð °nd theÃ'•e were being exploited to meet the riÃ'•ing demÐ °nd for looÃ'•e grÐ °phic reproductionÃ'• Ð °nd the buÃ'•ineÃ'•Ã'• opportunitieÃ'• offered by rÐ °pidly expÐ °nding Ð °nd diverÃ'•ifying commerciÐ °l mÐ °rketÃ'•. Both DÐ °guerre Ð °nd TÐ °lbot Ð °ppreciÐ °ted the importÐ °nce of reproducing workÃ'• of Ð °rt (including pÐ °intingÃ'•, drÐ °wingÃ'•, engrÐ °vingÃ'•, Ã'•cul pture, Ð °nd decorÐ °tive Ð °rt), not only to demonÃ'•trÐ °te their reÃ'•pective photogrÐ °phic proceÃ'•Ã'•eÃ'•.

International Marketing Essay Example | Topics and Well Written Essays - 1500 words - 2

International Marketing - Essay Example It is one of the most powerful elements in international marketing. It is stated that advertisement though impersonal in character, could create profound influence in persuading prospects to become customers. It is true that advertisement carries only a message to the consumers and does not substantiate the consumers with any physical attributes. Nowadays, advertising is becoming exceedingly important in everyday life. The use of the Internet has augmented the importance of advertising as advertisements about a specific brand or product reach people easier. Many advertisements have deeper meanings than when seen at first sight especially in magazines where the main goal of the advertisement is to convey a message to the readers through the use of text or symbols. Central to much of modern day advertising in glossy magazines is the use of the metaphor. (Proctor et al, 2005). Metaphors are often used to broaden the way of understanding things. They also lead to a high level of ambiguit y in the metaphoric form.

Managing Cultral Diversity Essay Example | Topics and Well Written Essays - 1000 words

Managing Cultral Diversity - Essay Example Employing a diverse workforce helps the organization to deal with diverse groups of clients. However, these companies will need to have effective diversity and inclusion strategies in order to retain their diverse workforce. This paper will seek to analyze how Nike, Adidas, and Puma handle diversity through a review of information on their websites. The company with the best diversity policy would be the best to work in for most people on the job market. For Nike, their mission has to do with the athletes and innovation, as well as inspiration that they give these athletes. Additionally, the company has various guiding principles that they expect their staff to adhere to, including that their main goal is innovation and that they should maintain Nike’s brand image (Nikeinc.com 1). When it comes to diversity, Nike’s website has a lot of information on their policy for inclusivity. According to their website, Nike relies on a diverse workforce in order to diversify their perspective, background, and opinion. They also harness their diversity to inspire ideas and innovation. From their website, it is clear that innovation is a central theme. In fact, Nike has a Diversity and Inclusion team whose responsibilities include sharing the essential nature of diversity and inclusion with the aim of building understanding and awareness, the utilization of diversity and inclusion in order to create inspiration for new ideas, and to encourage connections between players in their supply chain and within the organization (Nikeinc.com 1). According to the website, Nike also develops Nike Networks that seek to aid Nike in making increased strides towards diversity (Nikeinc.com 1). For example, in the United States, there are six networks for employees that are designed to focus on important communities working for the company. Each of the network’s intended purpose is to improve work performance, professional development, assist the company to recruit divers e skilled employees, and improve interaction and teamwork across their various work groups. These networks are central to the company given their prominence on their website, and they include the Native American employee network, the Latino employee network, the African American employee network, Asia-Pacific employee network, and the LGBT employee network (Nikeinc.com 1). The next website of the study was that belonging to Adidas, which also dealt with the issue of diversity, albeit not as prominently as Nike. The Adidas group, like Nike, aims to become the global leader in the industry by creating brands that have a passion for sports and the accompanying lifestyle (Adidas-group.com 1). Information on the website says that they are committed to the continuous strengthening of their products and brands to improve their competitiveness, that they are leaders in design and innovations seeking to aid athletes in reaching their highest skill levels with each product, and that they are focused on their clients with continuous improvements in quality (Adidas-group.com 1). In addition, the company is also a global entity with increased focus on environmental and social responsibility, which seeks to embrace diversity and creativity, whereas also being financially rewarding to shareholders, as well as employees. According to Adidas’

Cost-benefit analysis of the ban on drugs in netherlands Essay

Cost-benefit analysis of the ban on drugs in netherlands - Essay Example Cost-benefit analysis of the ban on drugs in netherlands The case under study will consider the use of cost-benefit analysis as one of the economic approach to testing the cost that the society will incur if they opt for either of the mentioned policies (Cleveland, 2008, p. 563). On the other side of the coin, the benefit that each of the two options will accrue will also be measured, and the further systematic test procedure qualifies one to be adopted. Economic policies across the world have been influenced by both political and social factors. It is worth noting that the general welfare of people is given priority. In any economic idea in the society, critical analysis needs to be carried out to ascertain its benefit or loss to the people. Various concepts are applicable in this respect but their uses also depend on the nature of economic variables under question (Chris & Wilhite 2004, pp. 108-9). Cost-benefit analysis is an economic concept that has a wide use. In project appraisal it is one of the recommended methods of testing the vi ability of a project. . It is a double faced in-depth analysis of the various cost that would be incurred in making a given investment policy and comparing with the benefit that would be obtained from successfully undertaking the project under question. Its application is not only limited to economic projects but also covers the political decisions that are pegged on economic results. An example includes decisions by the government to introduce a given statute that will regulate a given behavior of a specific group of people. In this regard, the Netherlands is faced with a policy dilemma of whether to legalize the aforementioned drugs or to put a ban. Some of the challenges that it faces are the issue of a high influx of tourists who pose a threat to the law regulating the consumption of these drugs (Miron & Zwiebel, 2005, pp.67-8). It is, therefore, important to draw a cost-benefit model that would check which way is the best to go. Social cost of prohibition tends to be higher as it triggers various socials ills in the society, which translates to retrogressive economic direction of the country. On the other side, legalization comes with some costs of formulating and harmonizing the legal policy across the various groups of people that include citizens and foreigners without creating any negative impact on the diplomatic relations with other states and the tourism sector (Miron, 2001, p. 851). In estimating the costs, there is a breakdown of various tangible and intangible costs, and this is a characteristic of the legal proposals that the Dutch authorities are trying to put across. Benefits in terms of economic policy also have a wide use and sum up all the positive contributions of a given idea which includes reduction of negative factors. In applying the concept of cost-benefit analysis in the case of this country, we are simply assuming that the cost has a negative sign while the benefits have positive signs. When the two are summed up, a positive sign i s deemed acceptable; the negative result, on the other hand, is considered a burden while zero may mean that other factors are taken into consideration. In relation to the case of imposing a ban on the drugs, a lot of social costs are eminent (Chris & Wilhite, 2004, p. 114; Cleveland, 2008, p. 577). One of them is the

Direct marketing. An advertising campaign Essay

Direct marketing. An advertising campaign - Essay Example Direct marketing is perceived by many customers as an undesirable way of marketing products. Direct marketing includes techniques such as telephone sales and unsolicited emails. When companies rely on these techniques their credibility as a firm is downgraded. There are other forms of legit direct marketing techniques that have been used by marketers for years to generate revenues. Some of these good direct marketing techniques include catalogs, leaflets, brochures, and coupons. A company that has been very successful globally using a direct marketing approach to sell its products is Amway. Interactive marketing involves having contact with the customer in order to obtain a reaction and feedback from them. The tool that is utilized the most in the 21st century in the application of interactive marketing is the internet. Social websites such as Facebook provide great interactive mechanisms that can be used by marketers to communicate with the customers. A website that revolutionized t he way people watch programming is Hulu.com. Hulu offers television programs in its website free of charge. The programming has very short commercial breaks. During these commercials many advertisers used interactive marketing by providing short one question questionnaires. 7. Samir - participation I like your response but you failed to mention a direct marketing method that is often by companies which is direct telephone sales calls. This method of marketing is very outdated and his perceived in a negative connotation by the customers of today. Nobody likes being pressure into buying a consumer product they don’t want or need. I think that the government should regulate telemarketers to avoid the invasion of privacy these sales phone calls represent. Most of these companies are obtaining their sales leads number using unethical practices. I think that interactive marketing has a lot of potential for companies doing business the US marketplace as well as abroad. 8. Kelly â₠¬â€œ participation Convenience is one of the attributes customers look for the most in their shopping experience. A company that has revolutionized the supermarket industries is Sainsbury’s. This UK firm has a service that allows shoppers to purchase their groceries through the website. The online order is subsequently delivered to the person’s home. This service saves shoppers a lot of time and it saves them money in commuting expenses. At $4 a gallon customers have to save gasoline any way they can. Other companies such as Walgreens are achieving interactive marketing by offering special offers that can only be redeemed online. For example when the customer completes an online survey at the corporate website they are eligible for coupon savings. DQ1 An advertising campaign that was very successful due to its ingenuity, creativity, and ability to captivate the minds of the viewers was the Geico ads. Geico has been running a series of ads using the Gecko character in o rder to transmit a Geico’s slogan, â€Å"15 minutes could save you 15% or more on car insurance.† The ads are very funny due to the Gecko character. The Gecko has become such a sensation that Geico created an autobiography online video story of the Gecko on its corporate website. This is all great stuff. I believe that this character is the reason Geico has become such a successful auto insurance company. Prior to the start of the Gecko series of commercials Geico was not a household name in the minds of American consumers. An ad campaign that lacks a marketing message due to its simplicity is Corona’s beer advertisements. These commercials consist of a man and woman in the beach in lawn chair, the actors done move while stuff occurs around them at the admiration of the Corona beer. The commercial are poor because they do not send a clear marketing message and they are not emphasizing any of the attributes of the product such as quality, flavor, and price. The c ommercial seem like a low budget project in comparison with the spectacular commercials its competitor

New Paradigms in the Study of the Civil War Essay Example for Free

New Paradigms in the Study of the Civil War Essay A civil war is a war between organized groups within the same nation state or republic, or, less commonly, between two countries created from a formerly united nation state. The aim of one side may be to take control of the country or a region, to achieve independence for a region, or to change government policies. Civil wars since the end of World War II have lasted on average just over four years, a dramatic rise from the one-and-a-half year average of the 1900-1944 period. While the rate of emergence of new civil wars has been relatively steady since the mid-19th century, the increasing length of those wars resulted in increasing numbers of wars ongoing at any one time. For example, there were no more than five civil wars underway simultaneously in the first half of the 20th century, while over 20 concurrent civil wars were occurring at the end of the Cold War, before a significant decrease as conflicts strongly associated with the superpower rivalry came to an end. Since 1945, civil wars have resulted in the deaths of over 25 million people, as well as the forced displacement of millions more. Civil wars have further resulted in economic collapse; Somalia, Burma, Uganda and Angola are examples of nations that were considered to have promising futures before being engulfed in civil wars. Formal classification James Fearon, a scholar of civil wars at Stanford University, defines a civil war as a violent conflict within a country fought by organized groups that aim to take power at the center or in a region, or to change government policies. The Correlates of War, a dataset widely used by scholars of conflict, classifies civil wars as having over 1000 war-related casualties per year of conflict. This rate is a small fraction of the millions killed in the Second Sudanese Civil War and Cambodian Civil War, for example, but excludes several highly publicized conflicts, such as The Troubles of Northern Ireland and the struggle of the African National Congress in Apartheid-era South Africa. That the Party in revolt against the de jure Government possesses an organized military force, an authority responsible for its acts, acting within a determinate territory and having the means of respecting and ensuring respect for the Convention. That the legal Government is obliged to have recourse to the regular military forces against insurgents organized as military and in possession of a part of the national territory. That the de jure Government has recognized the insurgents as belligerents; or That it has claimed for itself the rights of a belligerent; or That it has accorded the insurgents recognition as belligerents for the purposes only of the present Convention; or That the dispute has been admitted to the agenda of the Security Council or the General Assembly of the United Nations as being a threat to international peace, a breach of the peace, or an act of aggression. That the insurgents have an organization purporting to have the characteristics of a State. That the insurgent civil authority exercises de facto authority over the population within a determinate portion of the national territory. That the armed forces act under the direction of an organized authority and are prepared to observe the ordinary laws of war. That the insurgent civil authority agrees to be bound by the provisions of the Convention. Causes of civil war in the Collier-Hoeffler Model Scholars investigating the cause of civil war are attracted by two opposing theories, greed versus grievance. Roughly stated: are conflicts caused by who people are, whether that be defined in terms of ethnicity, religion or other social affiliation, or do conflicts begin because it is in the economic best interests of individuals and groups to start them? Scholarly analysis supports the conclusion that economic and structural factors are more important than those of identity in predicting occurrences of civil war. A comprehensive studies of civil war was carried out by a team from the World Bank in the early 21st century. The study framework, which came to be called the Collier-Hoeffler Model, examined 78 five-year increments when civil war occurred from 1960 to 1999, as well as 1,167 five-year increments of no civil war for comparison, and subjected the data set to regression analysis to see the effect of various factors. The factors that were shown to have a statistically significant effect on the chance that a civil war would occur in any given five-year period were: Availability of finance A high proportion of primary commodities in national exports significantly increases the risk of a conflict. A country at peak danger, with commodities comprising 32% of gross domestic product, has a 22% risk of falling into civil war in a given five-year period, while a country with no primary commodity exports has a 1% risk. When disaggregated, only petroleum and non-petroleum groupings showed different results: a country with relatively low levels of dependence on petroleum exports is at slightly less risk, while a high-level of dependence on oil as an export results in slightly more risk of a civil war than national dependence on another primary commodity. The authors of the study interpreted this as being the result of the ease by which primary commodities may be extorted or captured compared to other forms of wealth, for example, it is easy to capture and control the output of a gold mine or oil field compared to a sector of garment manufacturing or hospitality services. A second source of finance is national diasporas, which can fund rebellions and insurgencies from abroad. The study found that statistically switching the size of a countrys diaspora from the smallest found in the study to the largest resulted in a sixfold increase in the chance of a civil war. Low per capita income has been proposed as a cause for grievance, prompting armed rebellion. However, for this to be true, one would expect economic inequality to also be a significant factor in rebellions, which it is not. The study therefore concluded that the economic model of opportunity cost better explained the findings. Population size The various factors contributing to the risk of civil war rise increase with population size. The risk of a civil war rises approximately proportionately with the size of a countrys population. Gleditsch et al. did not find a relationship between ethnic groups with polygyny and increased frequency of civil wars but nations having legal polygamy may have more civil wars. They argued that misogyny is a better explanation than polygyny. They found that increased womens rights were are associated with less civil wars and that legal polygamy had no effect after women’s rights were controlled for. Duration of civil wars Ann Hironaka, author of Neverending Wars, divides the modern history of civil wars into the pre-19th century, 19th century to early 20th century, and late 20th century. In 19th-century Europe, the length of civil wars fell significantly, largely due to the nature of the conflicts as battles for the power center of the state, the strength of centralized governments, and the normally quick and decisive intervention by other states to support the government. Following World War II the duration of civil wars grew past the norm of the pre-19th century, largely due to weakness of the many postcolonial states and the intervention by major powers on both sides of conflict. The most obvious commonality to civil wars are that they occur in fragile states. Civil wars in the 19th and early 20th centuries Civil wars through the 19th century to early 20th century tended to be short; the average length of a civil war between 1900 and 1944 was one and half years. The state itself was the obvious center of authority in the majority of cases, and the civil wars were thus fought for control of the state. This meant that whoever had control of the capital and the military could normally crush resistance. If a rebellion failed to quickly seize the capital and control of the military for itself, it was normally doomed to a quick destruction. For example, the fighting associated with the 1871 Paris Commune occurred almost entirely in Paris, and ended quickly once the military sided with the government. The power of non-state actors resulted in a lower value placed on sovereignty in the 18th and 19th centuries, which further reduced the number of civil wars. For example, the pirates of the Barbary Coast were recognized as de facto states because of their military power. The Barbary pirates thus had no need to rebel against the Ottoman Empire, who were their nominal state government, to gain recognition for their sovereignty. Conversely, states such as Virginia and Massachusetts in the United States of America did not have sovereign status, but had significant political and economic independence coupled with weak federal control, reducing the incentive to secede. The two major global ideologies, monarchism and democracy, led to several civil wars. However, a bi-polar world, divided between the two ideologies, did not develop, largely due the dominance of monarchists through most of the period. The monarchists would thus normally intervene in other countries to stop democratic movements taking control and forming democratic governments, which were seen by monarchists as being both dangerous and unpredictable. The Great Powers, defined in the 1815 Congress of Vienna as the United Kingdom, Habsburg Austria, Prussia, France, and Russia, would frequently coordinate interventions in other nations civil wars, nearly always on the side of the incumbent government. Given the military strength of the Great Powers, these interventions were nearly always decisive and quickly ended the civil wars. There were several exceptions from the general rule of quick civil wars during this period. The American Civil War was unusual for at least two reasons: it was fought around regional identities, rather than political ideologies, and it was ended through a war of attrition, rather than over a decisive battle over control of the capital, as was the norm. The Spanish Civil War was exceptional because both sides of the war received support from intervening great powers: Germany, Italy, and Portugal supported opposition leader Francisco Franco, while France and the Soviet Union supported the government . Civil wars since 1945 In the 1990s, about twenty civil wars were occurring concurrently during an average year, a rate about ten times the historical average since the 19th century. However, the rate of new civil wars had not increased appreciably; the drastic rise in the number of ongoing wars after World War II was a result of the tripling of the average duration of civil wars to over four years. This increase was a result of the increased number of states, the fragility of states formed after 1945, the decline in interstate war, and the Cold War rivalry. Following World War II, the major European powers divested themselves of their colonies at an increasing rate: the number of ex-colonial states jumped from about 30 to almost 120 after the war. The rate of state formation leveled off in the 1980s, at which point few colonies remained. More states also meant more states in which to have long civil wars. Hironaka statistically measures the impact of the increased number of ex-colonial states as increasing the post-WWII incidence of civil wars by +165% over the pre-1945 number. While the new ex-colonial states appeared to follow the blueprint of the idealized state centralized government, territory enclosed by defined borders, and citizenry with defined rights -, as well as accessories such as a national flag, an anthem, a seat at the United Nations and an official economic policy, they were in actuality far weaker than the Western states they were modeled after. In Western states, the structure of governments closely matched states actual capabilities, which had been arduously developed over centuries. The development of strong administrative structures, in particular those related to extraction of taxes, is closely associated with the intense warfare between predatory European states in the 17th and 18th centuries, or in Charles Tillys famous formulation: War made the state and the state made war. For example, the formation of the modern states of Germany and Italy in the 19th century is closely associated with the wars of expansion and consolidation led by Prussia and Sardinia, respectively. Such states are considered weak or fragile. The strong-weak categorization is not the same as Western-non-Western, as some Latin American states like Argentina and Brazil and Middle Eastern states like Egypt and Israel are considered to have strong administrative structures and economic infrastructure. Historically, the international community would have targeted weak states for territorial absorption or colonial domination or, alternatively, such states would fragment into pieces small enough to be effectively administered and secured by a local power. However, international norms towards sovereignty changed in the wake of WWII in ways that support and maintain the existence of weak states. Weak states are given de jure sovereignty equal to that of other states, even when they do not have de facto sovereignty or control of their own territory, including the privileges of international diplomatic recognition and an equal vote in the United Nations. Further, the international community offers development aid to weak states, which helps maintain the facade of a functioning modern state by giving the appearance that the state is capable of fulfilling its implied responsibilities of control and order. The formation of a strong international law regime and norms against territorial aggression is strongly associated with the dramatic drop in the number of interstate wars, though it has also been attributed to the effect of the Cold War or to the changing nature of economic development. Consequently, military aggression that results in territorial annexation became increasingly likely to prompt international condemnation, diplomatic censure, a reduction in international aid or the introduction of economic sanction, or, as in the case of 1990 invasion of Kuwait by Iraq, international military intervention to reverse the territorial aggression. Similarly, the international community has largely refused to recognize secessionist regions, while keeping some secessionist self-declared states such as Taiwan in diplomatic recognition limbo. While there is not a large body of academic work examining the relationship, Hironakas statistical study found a correlation that suggests that every major international anti-secessionist declaration increased the number of ongoing civil wars by +10%, or a total +114% from 1945 to 1997. The diplomatic and legal protection given by the international community, as well as economic support to weak governments and discouragement of secession, thus had the unintended effect of encouraging civil wars. There has been an enormous amount of international intervention in civil wars since 1945 that served to extend wars. While intervention has been practiced since the international system has existed, its nature changed substantially. It became common for both the state and opposition group to receive foreign support, allowing wars to continue well past the point when domestic resources had been exhausted. Superpowers, such as the European great powers, had always felt no compunction in intervening in civil wars that affected their interests, while distant regional powers such as the United States could declare the interventionist Monroe Doctrine of 1821 for events in its Central American backyard. However, the large population of weak states after 1945 allowed intervention by former colonial powers, regional powers and neighboring states who themselves often had scarce resources. On average, a civil war with interstate intervention was 300% longer than those without. When disaggregated, a civil war with intervention on only one side is 156% longer, while intervention on both sides lengthens the average civil war by an addition 92%. If one of the intervening states was a superpower, a civil war is extended a further 72%; a conflict such as the Angolan Civil War, in which there is two-sided foreign intervention, including by a superpower, would be 538% longer on average than a civil war without any international intervention. Effect of the Cold War The Cold War provided a global network of material and ideological support that perpetuated civil wars, which were mainly fought in weak ex-colonial states, rather than the relatively strong states that were aligned with the Warsaw Pact and North Atlantic Treaty Organization. In some cases, superpowers would superimpose Cold War ideology onto local conflicts, while in others local actors using Cold War ideology would attract the attention of a superpower to obtain support. Using a separate statistical evaluation than used above for interventions, civil wars that included pro- or anti-communist forces lasted 141% longer than the average non-Cold War conflict, while a Cold War civil war that attracted superpower intervention resulted in wars typically lasting over three times as long as other civil wars. Conversely, the end of the Cold War marked by the fall of the Berlin Wall in 1989 resulted in a reduction in the duration of Cold War civil wars of 92% or, phrased another way, a roughly ten-fold increase in the rate of resolution of Cold War civil wars. Lengthy Cold War-associated civil conflicts that ground to a halt include the wars of Guatemala, El Salvador and Nicaragua . See also The Logic of Violence in Civil War War of Independence Wars of national liberation References