The problem with public relations Essay Example for Free

The problem with public relations Essay Budd and Ruben (1988) stressed that the absence of data sources signals mass media’s inevitable downfall and destruction. Once and for all, information is media’s main (product). Thus, it is pretty impossible for media organizations to deliver such (product) if there is an apparent lack of supplier. PR is therefore instrumental in sustaining media’s existence and survival. PR departments of business establishments can supply industry-based news and stories. Likewise, government agencies utilize PR to increase the public’s awareness about the government’s projects and endeavors. Similarly, it can be noticed that advocacy and interest groups capitulated on public relations to voice out their views and opinions. However, while it is true that public relations aid the media in satisfying the market for information, it cannot be denied that PR’s sole purpose is still grounded on the principle of building publicity and creating massive media exposure. The marriage of press releases and news items make it too difficult and confusing for the public to distinguish plain news materials from press releases. The implications of the above-mentioned scenarios are pretty compelling and cannot be readily ignored. For one, the dependence of media organizations on PR departments as news sources raises question regarding the quality of news production. For one, media practitioners are trained and expected to conduct heavy research and collect different news sources to ensure accuracy. Relying on a single source is a cardinal sin for many journalists and broadcasters primarily because news items must ensure that all angles of the story are presented. Relatively, this also served as a challenge to the degree of professionalism practiced by individuals that work in the media. Data gathering and verifying information are essential routines in news production. This means that journalists and broadcasters are expected to go out of their comfort zones and look for socially relevant topics that serve the public’s interests. The notion that media practitioners should develop a keen eyes for details and nose for news, imply that media outfits must exert effort in providing news rather than merely sit and wait for PR handouts. But more than anything else, this situation readily surrenders mass media’s freedom. Mutual connections of news organizations and PR departments manifest media’s subtle suppression and independence from the powerful influences of external environments. Indeed, PR departments, due to its strong links to business organizations, governmental agencies and even advocacy groups, now has the upper-hand in the overall process of how news is produced and delivered to the public (Fitzpatrick Bronstein, 2006) . Drawing on Dahrendorf’s idea of power legitimacy, business establishments and government agencies have the authority to transform news materials into mere promotional or propaganda copies (Slattery, 2003). These actors are well positioned in the social strata that grant them a good grasp of influence. The uneven distribution of authority and rule (Slattery, 2003) readily legitimizes the position of business organizations and government agencies in the social, political, cultural and legal hierarchy. PR subsequently becomes a tool for control and manipulation via exerting pressure to distort and fabricate news items. It is important to note that media outfits are also business endeavors that depend on profiteering to sustain their survival. Profit, in the media context is measured by high ratings and wide audience reception. But this can be only achieved if newspapers and television programs alike have enough information to offer for public consumption (Craig, 2004). It is the information—the news stories that function as lifebloods of the media industry. When PR departments become involved in news making, they are very much capable of withholding data and information that leaves journalists and broadcasters at their mercy. This is most especially true in situations wherein corporate reputation is very much at stake. In these times, media practitioners must exercise neutrality and objectivity. However, neutrality in this case does not work well for PR. One must readily take sides. What happens then is that journalists and news anchors are compelled to transform press releases into (well-researched) news reports that simply explain the sides of the affected party. However, a closer look into the matter shows that these simple explanations are no less than defense mechanisms that are pursued to protect capitalistic aims and orientations. Other business organizations would even push media practitioners to exaggerate press releases and resort to sensationalism (Whitaker, Ramsey Smith, 2004). On the other hand, government agencies can impose legal sanctions to influence news coverage and to a certain extent—silence media groups. These institutions can very much exercise censorship to dismantle media’s critical stand. This situation is highly evident in communities governed by extremely authoritarian regimes. Likewise, if government offices fail to garner favorable media attention, they can create their own media system and thus capitalize on PR. Nowadays, it is not too much of an extraordinary thing to see government agencies publish their own newsletters or newspapers (Franklin Murphy, 1991). A deconstruction of these media contents clearly show that campaign materials are readily expressed as news. Yes, these copies may well increase the public’s awareness. But news, in the truest sense of the word, is not self-serving. Apparently, this scenario manifests a blatant abuse of freedom of expression. However, press releases are also exploited by other media practitioners. This can be specifically observed in journalists and broadcasters who are active members of advocacy groups. Their ideological beliefs may very much interfere with the way they handle news stories. Biases may occur in treating subjects that have differing opinions and perspectives. There are instances wherein released statements of their respective groups are customized to look like news items. But then again, no matter how noble the intentions are, this does not erase the fact that the public is deceived and mislead. The inability of media individuals to distance themselves from their respective affiliations is a subtle and unconscious way of placing more PR content in news items. The agenda-setting model states that mass media in general have the ability to dictate and redefine the audience’s perception (Botha et. al, 2007). News organizations, regardless of the ethical standards that govern broadcast, print and online media can tell the public which issues should be considered important and which should be immediately dismissed as irrelevant. The agenda-setting function of media is manifested through giving focus and emphasis on particular subjects (Botha et. al, 2007). When certain events or personalities receive much media attention, the public is made to believe that these are important. It can be observed that majority of released news items are mainly concern on few large-scale issues. Yet, it seems that there is diversity in newspapers and television news programs. But the truth is, these issues are simply dissected and articulated from different angles. Public relations officers know this very well and PR agencies are readily capitulating on these situations (Burns, 2002). Even though it is a common practice for news producers to identify news angles, this has been nonetheless, abused. Consequently, this scenario is also instrumental in the prevalence of unethical practices in mass media. These include biases, data fabrication, inaccuracy, and conflicting interests. Under this context, news and media in general becomes a tool of the elite to retain their positions in the social and political ladder. Media becomes a hegemonic machine of the ruling class. This situation further reaffirms Althusser’s argument that media is part of the so-called â€Å"ideological state apparatuses or ISA (Fourie, 2007). † Conclusion PR is indeed, a good source of news stories. However, there should be a clear distinction between press releases and news items. Media organizations must assert their independence and autonomy from certain groups that could very well affect news production. It should be always remembered that providing relevant information is not synonymous to creating â€Å"praise releases. † Ethical practices in the media must be strictly observed. The public’s demand for information should not be perceived from a business-oriented view. News stories are not commodities. The public needs to know because the public needs to make a decision. Media, more than anything else is accountable to the public, not to PR agencies. Reference List Benkler, Y. (2006). The Wealth of Networks How Social Production Transforms Markets and Freedoms. Connecticut: Yale University Press Botha, D; Chaka, M; du Plessis, N; Krause, B; Rawjee, V. P; Porthen, D; Veerasamy, D and Wright, B. (2007). Public Relations Fresh Perspectives. Cape Town: Pearsons Education South Africa (Pty) Ltd. Budd, R. and Ruben, B. (1988) Beyond Media New Approaches to Mass Communication. New Jersey: Transaction Publishers Burns, L. (2002). Understanding Journalism. London: Sage Publications Ltd. Clear, A. and Weideman, L. (2001) Dynamics of Public Relations and Journalism. (2nd ed). Cape Town: Juta Co. Ltd. Craig, G. (2004). The Media, Politics and Public Life. North South Wales: Allen Unwing Davies, A. (2003). Public Relations and News Sources. In S. Cottle (Ed. ), News, public relations and power. London: Sage Publications Inc. Fleming, C; Hemmingway, E; Moore, G and Welford, D. (2006). An Introduction to Journalism. London: Sage Publications Inc. Fitzpatrick, K and Bronstein, C. (2006). Ethics in Public Relations. London: Sage Publications Inc. Fourie, P. (Ed. ) (2007). Media Studies Media History, Media and Society (Vol. 1). Cape Town: Juta Co. Ltd. Franklin, B. and Murphy, D. (1991). What News?. London: Routledge L’Etang, J. (2004). Public Relations in Britain. New Jersey: Lawrence Erlbaum Associates Inc. Ray, S. (2007) And Now for the good News. Massachusetts: Moment Point Press Schultz, R. (1998) Reviving the fourth estate. Cambridge: Cambridge University Press Slattery, M. (2003). Key Ideas in Sociology. Cheltenham: Nelson Thornes Ltd. Sloan, W. and Parcell, L. (Eds) (2002). American Journalism History, Principles, Practices. North Carolina: McFarland Company Inc. Whitaker,W; Ramsey, J and Smith, R. (2004). MediaWriting Print, Broadcast and Public Relations. (2nd ed). New Jersey: Lawrence Erlbaum Associates Inc.

Enzo Ferrari Leadership Strategy

Enzo Ferrari Leadership Strategy Enzo Ferrari was born in Moddena (Italy).He was Italian race car driver and entrepreneur. He founded the great motor racing team in history The Scuderia Ferrari f1 team and Ferrari car manufacturers .During the world war one Ferrari served in the Italian army and upon his return from the army he found that his family business collapsed. he then settled for mechanic job ,he left this job at 1920 to work for Alfa Romeo and also racing their cars. Ferrari had lot of success in local racing. Ferrari was manager of the Alfa Romeo car factory and also had a team of 40 drivers including him to participate in races. This was done under the banner of Alfa Romeo in the early days. Then on Ferrari started to get more grip on Alfa Romeo Company. When Alfa Romeo took more control of the racing Ferrari left Alfa to form his own racing team . First formula 1 race of Ferrari was in 1950. Ferrari is the only team in history of formula one to participate in every single championship. After their first victory in the British grand prix in 1951 what happened that is all history return in golden words .Car manufacturer whose every car enter the market is a success and a formula one which every driver want to drive at some point in their career. This is what Ferrari is. He died at age of 90 in 1988 I have chosen Enzo Ferrari as my leader because I admire him on what he have achieved from being a mechanic in workshop to a leading car manufacturer . Whatever I do I do it with a passion . And the leader I have chosen was highly regarded for his passion for fast moving cars , racing, and above all success in his area of expertise manufacturing cars. He was determined and achieved the level of success he wanted to be in. He motivates me to achieve the impossible . So I didnt had second thought in picking Enzo from my favourites for the position of leader profile that I am gone to work on for the leadership assignment. Analysing the leader based on Leadership Theories Trait Theory Traits refer to the trend in personnel behaviour. Effectiveness of the leader can be valued based on the traits possessed by the leader .we get more information on traits when we keep constant eye on consistent pattern of behaviour. How people behave in weak situations also comes into account when referring to trait theory. Enzo Ferrari analysed based on trait theory . Enzo Ferrari is regarded as effective leader during his era. Ferrari possessed various traits. When considering all traits he had there are some traits worth mentioning here. Self confidence, trustworthiness, assertiveness, enthusiasm. Incidents which Ferrari showed immense self confidence were starting scuderia on 1929, serving as manager and driving high speed cars, his ability to put things together at bad times to ripe better results in future. Self confidence is trait which all leaders have in their custody .so what made Ferrari a stand out in that. Self confidence is one thing that each motor sport racer have in their pocket .Because when you are speeding at 100 mph per hour in old times with no much protective gears in the cars you ought have some confidence to press the pedal even on sharp bends. Ferrari also showed his self confidence while entered into formula one without much support or sponsorship. The confidence Enzo had is still seen in the Ferrari team evidently. Enzo Ferrari has transferred one of his trait to his team that is assertiveness. which Ferrari car manufacturer have and Ferrari formula one team always shows in the entire history of motorsport . This trait was seen in Ferrari either in selecting drivers , making strategic decisions ,resolving company issues etc . Enzo always valued trust . give and take policy was usually adopted in the case of trust by Enzo . Alfa Romeo ,and other partners of Ferrari sees Ferrari as a trust worthy person .Enzo Ferrari always created enthusiasm in the people who he deals with . As a person who is really enthusiastic about the formula 1 racing , he poured that enthusiasm into his workers and formula 1 drivers . The level of enthusiasm Scuderia Ferrari is showing now in motor sport was from their dear leader Enzo Ferrari .This is main reason why which Ferrari team is winning championship and hunger to go for more. High energy and physical stamina helped Ferrari to participate in racing events apart from being the manger of scuderia.Ferrari was a reserved character , and usually not found of interviews .Enzo had all qualities in work related characteristics of a leader , when Alfa Romeo withdraw their entire support Ferrari fought against the obstacles and hardships through determination and desire to excel. His friends and technicians were sure that one Enzo is going to be great man . Enzo was practical and had responsibility in achieving the goals. Every time his decisions were not right , like once they lost a championship due to wrong selection of tyres by Ferrari .Winning racing and making unbeatable sports cars are resulted from team effects but Ferrari consider himself only accountable for all wrong moves and for success he made sure that credits usually goes to his team members. Behavioural Theory This approach says that anyone who adopts appropriate behaviour can be good leader. We usually consider two approaches ( autocratic and democratic) to analysis a leader. Behavioural theory and Enzo Ferrari In the early days itself sucedria Ferrari had policy of splitting the responsibility .Enzo Ferrari usually delegates the responsibility among the his crew . when Enzo was working under Alfa Romeo , Alfa used to share responsibities with Enzo like giving the control of racing team , positioning the strategies etc. Ferrari when started his own car manufacturing he used to share the authority to good and sound technicians to develop some best cars. Enzo also valued the comments of his mechanics and drivers ,This is also due to the fact that his profession also demanded him to be a democratic leader. He is not a person who is leading a country but a person who leads group of mechanics to produce world class sports cars . country can be run by a autocratic leader but a car company cannot . According to the workers of Ferrari car company Enzo Ferrari was charismatic and affectionate leader. Leadership style of Ferrari was a combination of boss centred and subordinate centred leadership. Applying Gardners roles on Ferrari ,he had goal to become world class car manufacturer and wanted his cars to won in formula 1 races , he managed and fixed values for the team . Ferrari served as racer for initial time and manged Alfa Romeos racing department. Ferrari was successful in achieving a workable unit with him Ferrari roped in some finest drivers like Fangio, Hill etc and got some really good mechanics from British car companies and Italian companies like Bugatti . Rene Dreyfus an ex Bugatti driver Says that he learned the business of motor racing from Ferrari . Ferrari was a great motivating factor for the team ,in the initial years Ferrari was a manger and racer used to attend races while other drivers are driving for scuderia .In last few years he didnt attended much races ,he got information about the races over phone from his employees but this was not his workers and mechanics want to see him in the motor sport arena and in the paddock with them as motivational factor .Such was the effect of Enzo Ferrari on his team.Constant conversations and explanation happened between Ferrari and his racing team . He used to explain about the car to his formula one drivers because in this sport good understanding about the car is essential for the success.Also the conversation between mechanics and manager Enzo was crucial in developing some of finest formula 1 cars Ferrari has ever produced .Till death in 1988 Ferrari served as a symbol of Scuderia Ferrari motor sport . Ferrari named one their cars as Enzo Ferrari in the remembrance of their great founder. The team Ferrari was represented by Enzo not only in the name but also in and out of the formula 1 field. As a leader of Ferrari motor racing team and car manufacturing Enzo always representative for his mechanics and drivers in the public . Although Ferrari was a reserved character and rarely gave interviews to media, his passion for the motor sport and love for cars made him the ideal representation of sc uderia Ferrari . Enzo Ferrari was consistent but adaptable to change in situation , when Alfa Romeo wanted more control in racing Ferrari thought of starting own car manufacturing using all limited resources available and bringing in new talents to his team . During 1960s Ferrari had financial crisis so he had talks with Fiat and got their support and over these years Ferrari team also followed the same tactics ,that is getting new support like shell, Pirelli etc as partners in formula 1 sport. Enzo Ferrari in the Leadership context Taking whole leadership context into account, there are certain things which are really applicable to Ferrari . There is nothing much to say on his traits and behaviours as there are already mentioned above. There werent much values that Ferrari used to put into his leadership style, nor much of an ethical approach. Ferrari is considered as a pure business man, although he love cars there is no sentimental relation with cars that is he was ready to sell old cars for scrap value if they are not working properly .In a way Ferrari used path goal theory to accomplish his vision. At that time face to face was reliable communication method although telephone was also there. When Ferrari started to not attending races his employees would convey the information about the races over the phone to Ferrari . Ferrari was a charismatic leader according to his friends and I also fee l the same . He was more of a transactional leader .This is evident from the strategy he adopted when there was a sho rtage of money, drivers will get the percentage of the winning money from the races . Drivers who have passion for motor racing work for fun and money , the fun they get from driving high speed cars and money from winning races ,so being a transactional leader Ferrari was able to employ some 40 drivers during 1940s They won him races and he paid them well . Enzos contribution to Ferrari company is what made him truly special . His vision was to make some unbeatable cars in the history of formula one and he and his crew was able to achieve it . Also the entire motorsport industry benefited from the advanced techniques introduced by Ferrari .Enzo Ferrari was job oriented than people oriented but still took a good care about his racing drivers. He used to remember the drivers who shed their life in the track with great pain and agony. Ferrari had structural frame of reference than human resources frame in gather information, make decisions, and exercise power. During the last years of his careers may be due the experiences he gathered, Ferrari turned into human resource frame of reference . Power and influence Power means the ability of the Ferrari to influence the people in his organization to bring desired outcomes . Influence in this context means how Ferrari was able to influence people in attitudes, actions etc .Ferrari had personal power He was an expert in the field of motor racing ,the knowledge he acquired during the days as manager of Alfa Romeo racing department, through his relation and experience with drivers and mechanics is what made him an expert in his area .So subordinates followed his ideas .Referent power are visible if leader is charismatic , Ferrari is regarded charismatic leader . This has effect on Ferrari formula one team even after 21 years of Enzos death .Reason is that Ferrari team is made up of passion and love for fast cars and racing .The influence Enzo had on his team in the early days was hunger for victory .This is still continuing even after his death through the never lasting thirst for victory in races for ferrari formula one team . The response to the type power Ferrari had was commitment from his workers .This commitment was really essential for building up of successful formula one team. Conclusion In the entire human history we come across many varieties of leader ,some truly great and some people want to forget from their memory . So what makes one a great leader. There is no single recipe answer for that. All the ingredients in right mixture makes a good dish same for leader also , effective traits, behaviour, influence on people, the way leader carry himself etc will result in evaluating him as a successful leader or not . Enzo Ferrari was a great business man and visionary but was he one of the greatest leader of all time ?, not really because he was the leader of a business empire, he has not transformed any individual to another level of potential or hasnt done something exceptional for mankind. Then what makes Enzo Ferrari special, a man who started as a mechanic after the collapse of family business, went through all hardships, fought against all odds to build an empire, a truly amazing car company which glitters in the car industry world .Ferrari was able to convert h is passion into reality. He was combination all effective traits for leader but didnt had anything more than a limit, like everything in proportion, that made him stand out. More job oriented character invited some criticism from his friends in early days, but he didnt changed his style. Being consistent that is what I liked about Ferrari. The stamina and self confidence from being a race driver helped him in his decision making. Life is like a chocolate box you dont no what you going to get from it this is applicable for race driver. A race driver is not sure what will be the result at the end of the race he just push the pedal and hope for a win ,same was done by Ferrari he wanted to win in the races and in business his drivers won the races for him and his leadership style and strategies combined to form the success in business. From a simple life to a millionaire life the journey of Ferrari was as exciting as a formula one race from start to chequered flag. When we look back int o the life history of Enzo Ferrari only thing he likes to convey is dreams will go in speed of f1 car but the control should be yours.

Smart objectives of bp

Smart objectives of bp Task Three SMART Objectives of BP BP Objectives are prepared according to SMART (Specific, Measurable, Achievable, Realistic, and Timed).That means it should be particular about what we are going to achieve and should quantify about the objectives. There are a several types of objectives that all can be done in the SMART format. Process objectives Impact objectives Outcome objectives Personal objectives BPs five year plan objectives are, Increase profitability by 20% Increase production Financial gain by serving to the increasing demand Build brand value that was affected by the oil spills Five year development plan for BP Business plan is a statement about companys future goals and plans to achieve those goals. This can be externally focus or internally focus. BPs Strategies in progress can state as, Upstream growth Downstream turnaround Alternative Energy: focused disciplined Corporate simplification In the upstream will focus on cost and capital efficiency to deliver profitable growth. In the downstream will drive further efficiencies and a focus on quality and integration. They will maintain their disciplined approach to alternative energy and will continue to unlock corporate efficiency through a culture of continuous improvement. Five year development plan for BP # Objective Strategy Actions Performance Indicators Time Period 1 Increase profitability by 20% Research and development Hire most qualified researchers Innovative ways of doing things One year 2 Increase production Acquisition of north sea area. Negotiations with governments and agreeing for a joint profit sharing. Coming into an agreement with relevant governments Two years 3 Financial gain by serving to the increasing demand Sales and Marketing approaches to increase market share Recruiting experienced sales and marketing people and objective training Acquiring new market opportunities, increase the market share One year 4 Build brand value that was affected by the oil spills Communication and promotion strategy Using new media opportunities of social media to build brand name again, invest in CSR activities in Go Green. Reduce the black mark 3 years Evaluating and implementing the plan In corporate strategy, Johnson, Scholes and Whittington present a model in which strategic options are evaluated against three key success criteria Suitability (would it work?) Feasibility (can it be made to work?) Acceptability (will they work it?) (Source-: http://en.wikipedia.org/wiki/Strategic_management) # Objectives Time Line 1 year 2 year 3 year 4 year 1 Increase profitability by 20% X 2 Increase production X X 3 Financial gain by serving to the increasing demand X 4 Build brand value that was affected by the oil spills X X X Conclusion When it is mention about the strategic management and the leadership strategic planning is a major part of it. Strategic planning can divide in to three stages as strategic Analysis, Strategic Options and Evaluation and Implementation. The British petroleum Corporation is a well established organization in petroleum industry and here it is mentioned about the strategy and competitive advantages of the BP and the technical tools which could they can use to analysis situations. The porters five forces investigation helps identify the competitive environment BP analysis their market for Quality production. There are so many competitors like Solar, sharp in the market and BP establish with mass production. By doing the SWOT analysis its helping company to identify the internal and external environment of the company. BP is focused on customers and they believe in their productions. They used the oil plus solar power combination and they used product segmentation, improve cost efficiency and some more strategies to increase their profits. They have created value through technology and this is a barrier for their competitors. Company can use strategy clock, Ansoff growth matrix tools to analysis their position in the market. To develop strategic options first it should identify the external context and priorities and clusters. Then it should develop the strategic options. SOP matrix is best tool to identify the strategies of the company.

The Bush Stimulus Package :: Essays Papers

The Bush Stimulus Package President Bush has just unveiled his new $674 billion economic stimulus package. The Democrats, although they have little chance of getting it passed in the GOP-controlled Senate, have countered with a plan of their own, with a much lower tab of $136 billion. The centerpiece of the Bush plan is arguably the elimination of the tax on dividends paid by shareholders, which makes up a hefty $364 billion of the entire sum. The reasoning is that it is unfair to tax corporate earnings once and then again tax them when they are paid out as dividends to shareholders. However, the president’s logic is faulty in that there are many instances of so-called double taxation in our society. For example, when one earns a dollar as part of one’s income, it is taxed and then it is taxed again in the form of sales tax when the dollar is spent. Another criticism lodged at the White House is that the repeal of the dividends tax benefits the wealthy in a disproportionate manner. Democrats charge that the wealthiest one percent of Americans would stand to gain over forty percent of the benefits. This is partly due to the fact that the wealthiest generally receive the greatest percentage of their income from dividends. Analysts say Mr. Bush is trying to appeal to the new â€Å"investor class†, which now includes the majority of Americans. Interestingly enough, senior citizens and retirees comprise a significant portion of stockholders who collect on dividends. That is what allows George W. Bush to claim that repeal of dividends tax is designed to benefit seniors, when wealthy investors will reap the most reward. The purpose, in theory at least, of ending double taxation is to put more money in the hands of investors, and to encourage more Americans to invest in the ailing stock market, which is now near an all-time low. Another beneficial effect will be to encourage large corporations to pay dividends, thus giving more money to Americans. If this money goes towards consumption and private and capital investment, the economy will inevitably get a much-needed boost, since GDP=C+I+G+X. In addition to elimination of dividend taxation, the Bush plan proposes to make the 2001 tax cuts permanent. Again, one can argue that the wealthy are the primary beneficiaries of Mr. Bush’s tax cuts. But part of the problem stems from inherent inequities in the tax code.

The Colossian Heresy Essay -- essays research papers fc

The city of Colossae Located on the South bank of the Lycus River in the province of Phrygia stood Colossae. Before the Christian era, Colossae was a principle city in the Lycus Valley . Part of a major trade route in Asia minor from Ephesus to Miletus, the city was most known for its production of textiles, especially its purple wool . With other large cities such as Laodicea and Hierapolis, this was a well-populated and high business area in the Lycus Valley. Yet, with changes in the road system, Laodicea became a more important trade city than Colossae. And though once a city of great prominence, by A.D. 61, Colossae had suffered a great deal. An earthquake shook the city that year, Eusebius writes, and had disappeared from the literature of its day . However, there is much more to the story of this once prominent city. For instance, the city is written to by the Apostle Paul in the late 50’s A.D., concerning what was considered to be dangerous teachings that might be infiltrating the church in that city. What was this false teaching that Paul was concerned enough to write about? Was there truly a danger? What did this teaching consist of? These questions will attempt to be answered in the following pages. It would be wise to first begin with the church in Colossae. The Church in Colosssae had a problem   Ã‚  Ã‚  Ã‚  Ã‚  The church in Colossae was not planted by Paul. Rather, many believe that one of his students, Epaphras, was the man who built this Gentile church . It is believed that Epaphras is the man who first sent word to Paul about the problems facing the church there. And while it is generally agreed that Paul writes to a specific problem affecting the church in Colossae, it is not agreed upon what exactly the problem was. There are as many possibilities as there are scholars who have written on the subject. For the time being, some of the more likely views will be briefly examined. The heresy   Ã‚  Ã‚  Ã‚  Ã‚  Often referred to as the â€Å"Colossian Heresy†, many debated as to who might be the ones responsible for the false teachings and wrong influences that Paul was so concerned about. Arnold writes that though Paul had probably not visited the church in Colossae before he wrote, he believed the teaching to come from a Pagan and Jewish style of thought and law . This would imply that two different groups were responsibl... ...rand Rapids, Michigan 1996. Baird, Cliff. What Was nailed to the Cross. Memphis 1989. Barclay, William. The All Sufficient Christ: Studies in Paul’s Letter to the Colossians, Westminster Books, Philadelphia 1974. Furnish, Paul Victor. Colossians, Paul’s Epistle to the Anchor Bible Dictionary, ed. Freedman, David Noel. Doubleday, New York 1992. Gray, Crete. The Epistle of St. Paul to the Colossians and Philemon, Lutterworth Press, London 1948. Jones, Allen H. Essenes, University Press of America, Lanham, Maryland 1985. Kachelman, John L. Jr. Studies in Colossians: The Saviors Supremacy, Quality Publications, Abilene, Texas 1985. Lewis, C.S. Colossians, Paul’s Epistle to the, The International Standard Bible Encyclopedia, ed. Orr, James, Wm. B. Eerdmans Publishing Co. Grand Rapids 1952 Lightfoot, J.B. Saint Paul’s Epistles to the Colossians and to Philemon, Macmillan and Co., London 1900. Robertson, A.T. Paul and the Intellectuals, Broadman Press, Nashville 1959. Schweizer, Eduard. The Letter to the Colossians, Ausburg Publishing House, Minneapolis 1982. Simon, Marcel. Jewish Sects at the Time of Jesus, Fortress Press, Philadelphia 1967.   Ã‚  Ã‚  Ã‚  Ã‚   The Colossian Heresy Essay -- essays research papers fc The city of Colossae Located on the South bank of the Lycus River in the province of Phrygia stood Colossae. Before the Christian era, Colossae was a principle city in the Lycus Valley . Part of a major trade route in Asia minor from Ephesus to Miletus, the city was most known for its production of textiles, especially its purple wool . With other large cities such as Laodicea and Hierapolis, this was a well-populated and high business area in the Lycus Valley. Yet, with changes in the road system, Laodicea became a more important trade city than Colossae. And though once a city of great prominence, by A.D. 61, Colossae had suffered a great deal. An earthquake shook the city that year, Eusebius writes, and had disappeared from the literature of its day . However, there is much more to the story of this once prominent city. For instance, the city is written to by the Apostle Paul in the late 50’s A.D., concerning what was considered to be dangerous teachings that might be infiltrating the church in that city. What was this false teaching that Paul was concerned enough to write about? Was there truly a danger? What did this teaching consist of? These questions will attempt to be answered in the following pages. It would be wise to first begin with the church in Colossae. The Church in Colosssae had a problem   Ã‚  Ã‚  Ã‚  Ã‚  The church in Colossae was not planted by Paul. Rather, many believe that one of his students, Epaphras, was the man who built this Gentile church . It is believed that Epaphras is the man who first sent word to Paul about the problems facing the church there. And while it is generally agreed that Paul writes to a specific problem affecting the church in Colossae, it is not agreed upon what exactly the problem was. There are as many possibilities as there are scholars who have written on the subject. For the time being, some of the more likely views will be briefly examined. The heresy   Ã‚  Ã‚  Ã‚  Ã‚  Often referred to as the â€Å"Colossian Heresy†, many debated as to who might be the ones responsible for the false teachings and wrong influences that Paul was so concerned about. Arnold writes that though Paul had probably not visited the church in Colossae before he wrote, he believed the teaching to come from a Pagan and Jewish style of thought and law . This would imply that two different groups were responsibl... ...rand Rapids, Michigan 1996. Baird, Cliff. What Was nailed to the Cross. Memphis 1989. Barclay, William. The All Sufficient Christ: Studies in Paul’s Letter to the Colossians, Westminster Books, Philadelphia 1974. Furnish, Paul Victor. Colossians, Paul’s Epistle to the Anchor Bible Dictionary, ed. Freedman, David Noel. Doubleday, New York 1992. Gray, Crete. The Epistle of St. Paul to the Colossians and Philemon, Lutterworth Press, London 1948. Jones, Allen H. Essenes, University Press of America, Lanham, Maryland 1985. Kachelman, John L. Jr. Studies in Colossians: The Saviors Supremacy, Quality Publications, Abilene, Texas 1985. Lewis, C.S. Colossians, Paul’s Epistle to the, The International Standard Bible Encyclopedia, ed. Orr, James, Wm. B. Eerdmans Publishing Co. Grand Rapids 1952 Lightfoot, J.B. Saint Paul’s Epistles to the Colossians and to Philemon, Macmillan and Co., London 1900. Robertson, A.T. Paul and the Intellectuals, Broadman Press, Nashville 1959. Schweizer, Eduard. The Letter to the Colossians, Ausburg Publishing House, Minneapolis 1982. Simon, Marcel. Jewish Sects at the Time of Jesus, Fortress Press, Philadelphia 1967.   Ã‚  Ã‚  Ã‚  Ã‚  

Father and Son Relationship, Angela’s Ashes Essay

One of the strongest things in this world is the love that forms between a father and his son. Many boys grow up with the desire to be just like their fathers but for Frank McCourt having an alcoholic father causes him to grow up with the mentality of being the opposite of him. In Angela’s Ashes the interesting relationship between Frank and Malachy creates positive and negative impacts on Frank’s life. At times, Frank despised his father for drinking the dole money but he knew that in the morning he would have his father to himself. Sitting on his father’s lap and hearing stories about Cuchulain was what made Frank feel loved. Although Malachy managed to make his son feel special, the sufferings that were caused by him made negative impacts on Frank’s life. One of the positive impacts that Malachy created for Frank was the Cuchulain story. Cuchulain symbolized Malachy’s fatherly side which only happened when he was sober. Cuchulain was something that Frank shared with his father which made it extremely special for him. He hold on to the memories he spend with his father and no matter how mad Frank was at Malachy he knew that the best thing to do was hold his anger in and not put their relationship in danger, â€Å"My heart is banging away in my chest and I don’t know what to do because I know I’m raging inside like my mother by the fire and all I can think of doing is running in and giving him a good kick in the leg and running out again but I don’t because we have the mornings by the fire when he tells me about Cuchulain and DeValera and Roosevelt and if he’s there drunk and buying pints with the baby’s money he has that look in his eyes Eugene had when he searched for Oliver and I might as well go home and  tell my mother a lie that I never saw him couldn’t find him† (McCourt 185). Frank knows his father’s addiction is what made the family suffer. The special moments that Frank created with his father was what stopped him from kicking him in the leg. Although Frank saw his father drink his little brother’s money, it was Frank’s love toward his dad that made him walk away from the pub. Malachy’s addiction affected the way Frank solved his problems. Since Malachy was always out in pubs it created a negative impact on his relationship with Frank. When Frank got troubled for hearing the word â€Å"piss† he turned to the Angel on the Seventh Step for help instead of his father. Malachy’s drinking often causes Frank to distance himself away from him during times where he was in need. Since Frank noticed that Malachy’s fatherly side only came out when he was sober he decided to seek help somewhere else. When he received help from the angel, Malachy felt the feeling of being denied by his son, â€Å"All right. Tell the priest if you like but the Angel on the Seventh Step said that only because you didn’t tell me first. Isn’t it better to be able to tell your father your troubles rather than an angel who is a light and voice in your head?† (McCourt 125). Malachy ruined the relationship he had with his son the moment he picked alcohol over his family. He turned his back to his family when they needed him the most. Frank was affected by his father’s addiction at an early age. Watching his father come home at night shaped Frank’s perspective on life. He often referred Malachy as the Holy Trinity because of his various attitudes, â€Å"I think my father is like the Holy Trinity with three people in him, the one in the morning paper, the one at night with the stories and prayers, and then the one who does the bad thing and comes home with the smell of whiskey and wants us to die for Ireland† (McCourt 210). Frank always found a way to have pity over his father but when he move to England, Frank no longer felt pity over him but anger. The moment Malachy stepped foot in England was the moment where Frank grew anger towards him. He was furious at his dad for being selfish and  causing his family to go through starvation. The negative impact that Malachy created caused Frank to get a job as a telegram boy. Since he was a lot older his mentality started changing towards his father. He no longer looked as his father as the one who made him feel special through the Cuchulain stories but as a selfish father who spent money on drinks. Malachy’s bad actions caused Frank to grow up with the mentality of being the opposite of his father. The bad example that Malachy demonstrated benefited Frank because it showed him what a man is not suppose to do.

Business Plan for Early Childhood Development

Business Plan of Early Childhood Development Center in Gilgit Balistan Glowing Pearl Education Center (GPEC) Prepared By: Muniba Islam (Registration No. 55093) Najumus Sehar (Registration No. 55226) Kanwal Gill (Registration No. 54468) Contents AKNOWLEGMENT3 EXECUTIVE SUMMARY4 INTERNAL RESOURCE ANALYSIS5 ?Resources5 ?Capabilities7 EXTERNAL ENVIRONMENT ANALYSIS8 1. 1. GENERAL ENVIRONMENT ANALYSIS8 a. Demographics8 b. Economic Segment9 c. Socio Culture Segment10 d. Environmental Segment18 1. 2. INDUSTRY ENVIRONMENT ANALYSIS19 . 3. C OMPETITOR E NVIRONMENT A NALYSIS28 AKNOWLEGMENT Firstly we would thank Allah for giving us the opportunity and the resources to be able to do something productive with our lives. Without His blessings we would not have been able to come as far as we have. Then our sincere thanks to SIR ADNAN ANWAR helping us throughout this report. His guidelines have been very useful for us in preparing this report. This report would not have been possible without his coop eration and continuous direction.I would like to express my gratitude to my facilitator SIR ADNAN ANWAR whose continuous encouragement and support to solve the case. This report has enabled us to apply all that we studied in class and gave us the chance to enhance our knowledge. EXECUTIVE SUMMARY This project involves establishing a Montessori school in big cities of GILGAT BALISTAN, starting classes from early childhood development to Class I. The target market of this school is children, 0 – 6 years of age, belonging to the middle income group and also target working woman.The school will provide quality education starting at the primary level charging an affordable fee. The school will practice advanced educational procedures – teaching an extensive curriculum and using modern teaching methodology in sync with international standards. Qualified and experienced faculty will be hired. The school will have sophisticated infrastructural facilities, spacious classrooms, and wide-ranging learning material from books to toys for a good educational experience.Schools with high reputation have a stringent admission selection process, for which, Montessori schools provide the necessary training. This has given rise to high demand for Montessori school systems that can prepare children for admission to reputable Primary schools. With the growing population and a limited number of schools, establishment of elementary schools has become a requirement for necessary educational training starting at an early age. The total project cost for setting up this school is estimated at Rs. illion out of which the Capital Cost is estimated at Rs. 2. 0 million. The overall proposed capacity of the school is 300 students. Each class level from Early Childhood development (ECD) – Class I has two to four sections. The maximum number of enrollments per class is limited to 20 students from ECD till KG II and 30 students for class I. The proposed building will be acq uired by own, covering an approximately area of building is 500 SQM to accommodate the proposed student strength. INTERNAL RESOURCE ANALYSIS * Resources Tangible Resources|Resource| Description| Source| | LAND| 500 Square Yard| OWN| BUILDING | 10 Bed room house| OWN| INITIAL WORKING CAPITAL| Rs. 2. 0 Million| SAVING| IT- EQUIPMENT| 5 LAPTOPS, Audio & Music accessories| OWN| ECD REQUIRED MATERIAL| Chairs, tables, book storage, carpets, cribs, Block play accessories, Strollers and other ECD required materials| OWN| Intangible Resources| Resource| Description| | HUMAN CAPITAL RESOURCE| * Expertise in early childhood development and Montessori directors (best knowledge in children psychology). Expertise of different area like MBA – Education Leadership, MBA HRM, MBA-Marketing * Knowledge of local business environments (specially small and medium business)| INNOVATION RESOURCE| * Innovative ideas to analyze business requirements with specialized software tools * Variety of ideas t o develop complex business software * Innovative ideas to educational products| REPUTATIONAL RESOURCE| Reputation for exceptional customer/ parents * Having good reputation with educational services due to affordable cost.Reputation with universities * Good reputation with educational institutes and teachers training and management institutes for competent young graduates resources for cheap source of input Reputation with universities * Good reputation in educational industry| TRAINING RESOURCE| * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management| * Capabilities Functional Area| Resources| Capabilities| |PROJECT FEASIBILITY| Montessori directors and educational professional / ECD required materials / Computer equipment and building| Business plan for early childhood development center and its impact on into children development center’s profitability| REQUIRED EDUCATIONAL STAFF | Montes sori directors and educational professional / Innovative resources/ ECD required materials / Computer equipment’s| Art of translating business requirements into children development center for maximum customer/ parents satisfaction| MARKETING| Marketers| Promoting and marketing children development center and also promotes the teacher training program | TEACHER TRAINING PROGRAM| Training professionals| * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management * Financial management * Excellent Relationship with parents and children| EXTERNAL ENVIRONMENT ANALYSIS 2. 1. GENERAL ENVIRONMENT ANALYSIS a. Demographics Population by Age Groups ; Pakistan Projection (000s)| AGE GROUP 2005 2010 2015 2020 2025 2030 | TOTAL M+F 155,772 173,383 192,262 211,397 229,377 246,272| MALES 0? 4 9,562 11,886 12,429 12,711 12,350 12,062| 5? 9 10,047 9,287 11,631 12,205 12,513 12,180| 10? 4 10,130 9,936 9,210 11,55 4 12,133 12,446| 15? 19 9,897 10,047 9,878 9,161 11,503 12,084| 20? 24 7,885 9,767 9,958 9,801 9,089 11,428| 25? 29 6,240 7,729 9,655 9,859 9,706 9,001| 30? 34 5,077 6,099 7,627 9,555 9,763 9,617| 35? 39 4,460 4,957 6,008 7,536 ,459 9,673| 40? 44 4,042 4,349 4,869 5,919 7,440 9,354| 45? 49 3,465 3,926 4,249 4,770 5,812 7,320| 50? 54 2,796 3,331 3,795 4,120 4,637 5,664| 55? 59 2,035 2,633 3,155 3,609 3,932 4,440| 60? 64 1,543 1,854 2,416 2,911 3,346 3,662| 65? 9 1,199 1,341 1,625 2,133 2,587 2,992| 70? 74 841 973 1,100 1,346 1,782 2,179| 75+ 921 1,077 1,271 1,482 1,796 2,315| TOTAL 80,140 89,190 98,874 108,670 117,849 126,417| Source: World Bank's World Development Indicators (WDI) database| * Age structure * 0-14 years:  35. 4% (male 34,093,853/female 32,278,462) * 6. 5% population lies in the age group of 0-5yrs * 15-64 years:  60. % (male 58,401,016/female 54,671,873)   * 65 years and over:  4. 2% (male 3,739,647/female 4,157,870) Interpretation: * 60% of population falls under age of 35 means large market of young people and approx. 36% teen-ager have niche market for childhood development center. * Males and females constitutes around 51%, 49 % of the population respectively. * Population is migration from rural areas to urban to seek better economic opportunities. * Population growth rate is 1. 57% per year. b. Economic Segment Interpretations: * Inflation is the major factor of weak economic condition of Pakistan * Due to high discount rate local investment has been educed to around 50% * Government borrowing from private sector has created the liquidity crunch in the financial sector * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. * Due to week investment in large sector SME sector is growing at rapid pace * GDP growth at around 2. 4 % due to devastating flood c. Socio Culture Segment Interpretations: * Pakistan is the 10th large st country in the world according to the size of the labor force * In 200809, the estimated labor force grew by 3. % * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Population is migration from rural areas to urban to seek better economic opportunities * Pakistan is the most urbanized nation in South Asia making up 36% of its population, (2008) Urbanization rate is 3% (2005? 10). * Urban population in Pakistan will constitute 50% of the total. The rate of urbanization in Pakistan will continue to increases due to the past high growth rates. * More than 50% of urban population (2005) lived in eight urban areas: Karachi, Lahore, Faisalabad, Rawalpindi, Multan, Hyderabad, Gujranwala and Peshawar. Interpretations: * 2008? 9, the estimated labor force grew by 3. 7%. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Population of Major Cities of Pakistan| CITY| 1981| 1998| CAGR (%)| 2010| | | | | | | KARACHI| 9,339,023| 5,208,132| 3. 49| 13,386,730| | LAHORE| 5,143,495| 2,952,689| 3. 32| 7,214,954| | FAISALABAD| 2,008,861| 1,104,209| 3. 58| 2, 912,269| | RAWALPINDI| 1,409,768| 794,834| 3. 43| 2,013,876| | MULTAN| 1,197,384| 732,070| 2. 93| 1,610,180| | HYDERABAD| 1,166,894| 751,529| 2. 62| 1,521,231| | GUJRANWALA| 1,132,509| 600,993| 3. 79| 1,676,357| | PESHAWAR| 982,816| 566,248| 3. 29| 1,386,529| |QUETTA| 565,137| 285,719| 4. 09| 871,643| | ISLAMABAD| 529,180| 204,364| 5. 7| 972,669| Interpretations: * In 1950, only 29. 8 % of people lived in urban areas whereas by 2020, an estimated 57% will live in c cities. * Karachi city’s population is growing at about 5% per year including an estimated 45,000 migrant workers coming to the city every month. * Urban expa nsion can be the key to continuing economic success * It will unfold opportunities for investment in many new markets for example, infrastructure, transportation, healthcare, education and character building. Table: Civilian Labor Force, Employed and Unemployed for Pakistan (in millions)| | 03-04| 05-06| 06-07| 07-08| 08-09| | Labor Force | 45. 5| 50. 05| 50. 33| 51. 78| 53. 72| | Employed | 42| 46. 95| 47. 65| 49. 09| 50. 79| | Unemployed | 3. 5| 3. 1| 2. 68| 2. 69| 2. 93| | Source: Various issues of Labor Force Survey Federal Bureau of Statistics| | Interpretations: * Unemployment rate is higher as compared to the last statistics. * The change is due to female than male and urban than rural unemployment rates. Interpretations: * Employment comprises all persons ten years of age and above who worked at least one hour during the reference period and were either â€Å"paid employed† or †self-employed†. The labour force is growing and the growth in FY09 is greater t han that in FY 08. Table : Employment Status by Sex (%) | 2007? 08| 2008? 09| | Total Male Female| Total Male Female| Employers| 0. 9| 1. 2| NA| 1. 2| 1. 5| 0. 1| Self employed| 34. 2| 39. 6| 12. 8| 33. 3| 38. 7| 13. 1| Unpaid family Helpers | 28. 9| 19. 7| 65. 0| 29. 7| 20. 2| 65. 0| Employees| 36. 0| 39. 5| 22. 2| 35. 8| 39. 6| 21. 8| Total| 100. 0| 100. 0| 100. 0| 100. 0| 100. 0| 100. 0| Interpretations: * 2008? 09 employees increased both in rural and urban setting. * Employers almost remained the same during 2007? 08 and 2008? 09. * Self-employment increased in 2008? 09.This emphasizes the fact that in formalization of our sectors is taking place. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing. * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self? employed workers while increase in the case of employers Interpretations: * The self? emp loyed males have decreased while female self-employed has increased. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Employment status shows marginal changes i. e. ecrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. Interpretations: * 45. 1% labour force is employed in agriculture. * 13. 6% labour force is employed in services. * 50% 0f population is residing in urban areas so emphasis will shift towards other sectors. Table: Employed labour force by sector sector| 2007-08| 2008-09| | total| male| female| total| male| female| Agriculture | 44. 6| 36. 9| 75. 0| 45. 1| 37. 3| 74. 0| Manufacturing | 13. 0| 13. 3| 11. 8| 13. 0| 13. 3| 11. 9| Construction| 6. 3| 7. 8| 0. 4| 6. 6| 8. 3| 0. 4| Transport| 5. 5| 6. 8| 0. 2| 5. 2| 6. 6| 0. 2| Services| 13. 7| 14. 4| 10. 6| 13. 66| 11. 1| 11. 6| Others| 2. 3| 2. 9| 0. 2| 0. 10| 2. 9| 0. 3|So urce: Labour Force Survey 2008-09 Federal Bureau of statistics Interpretations: * 11. 6% female and 11. 1% males are in services, which indicate as compared to males females are more in service sector. * 24. 4% females are working in other sectors. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Table: Employed-Pakistan and provinces Area/Province| Employed| | 2007-08| 2008-09| | Total| Male| Female| Total| Male| Female| Pakistan| 49. 09| 39. 06| 10. 03| 50. 79| 40. 04| 10. 75| Rural| 34. 48| 25. 79| 8. 69| 35. 54| 26. 46| 9. 09| Urban| 14. 1| 13. 27| 1. 34| 15. 25| 13. 59| 1. 66| Punjab| 28. 97| 22. 07| 6. 9| 29. 95| 22. 68| 7. 27| Sindh| 12. 26| 10. 43| 1. 83| 12. 72| 10. 67| 2. 05| KhyberPukhtoonkhua| 5. 73| 4. 65| 1. 08| 5. 97| 4. 77| 1. 2| Balochistan| 2. 13| 1. 91| 0. 22| 2. 15| 1. 92| 0. 23| Source: Labour Force Survey 2008-09| Interpretations: * This table gives a comparison between employmen t figures in FY 07-08 and 08-09 * The general trend is a rise in employment in both rural and urban areas, and in both genders * Higher rate of rise is registered in Punjab as compared to other provinces Table: Formal and Informal Sectors? Distribution of non?Agriculture workers (%) Sector| 2007-08| 2008-09| | |   | | Total| male| female| total| male| female| Total| 100| 100| 100| 100| 100| 100| Formal| 27. 2| 27. 2| 27. 4| 26. 7| 26. 6| 27. 6| Informal| 72. 8| 72. 2| 72. 6| 73. 3| 73. 4| 72. 4| Rural| 100| 100| 100| 100| 100| 100| Formal| 24. 9| 25. 9| 23. 2| 23. 8| 24| 22. 2| Informal| 75. 1| 74. 1| 76. 8| 76. 2| 76| 77. 8| urban| 100| 100| 100| 100| 100| 100| formal| 29. 5| 29. 2| 29. 4| 29. 4| 29. 1| 32. 8| Informal| 70. 5| 70. 8| 70. 6| 70. 9| 70. 9| 67. 2| Source: Labour Force Survey 2008? 09 Federal Bureau of Statistic | Interpretations: Large amount of in formalization is evident both in agricultural as well as non-agricultural sectors * In formalization is rising and that it is more pronounced in rural than urban areas. * According to gender, males are shifting from the formal sector so are females. d. Environmental Segment Interpretations: * Pakistan is at high risk of climatic vulnerability which results in heavy floods in the country and poses threat to agricultural sector 2. 2. INDUSTRY ENVIRONMENT ANALYSIS *Map may not be accurate or to scale . It is a mere representation Gilgit-Baltistan formerly known as the Northern Areas is the northernmost political entity within Pakistan. Gilgit-Baltistan covers an area of 72,971 km? (28,174 mi? ) and is highly mountainous . It has an estimated population approaching 1,000,000.Its administrative center is the city of Gilgit (population 216,760) Gilgit Baltistan is administratively divided into two divisions which, in turn, are divided into seven districts Division| District| Area (km? )| Population (1998)| Headquarters| Baltistan| Ghanche| 9,400| 88,366| Khaplu| | Skardu| 18,000| 214,848| Skardu| Gilgit| Gilgit| 39,300| 383,324| Gilgit| | Diamir| 10,936| 131,925| Chilas| | Ghizar| 9,635| 120,218| Gahkuch| | Astore| 8,657| 71,666| Gorikot| | Hunza-Nagar| | | Aliabad, Sikandarabad| Gilgit-Baltistan totals| | | | | | 7 districts| 72,971| 970,347| Gilgit| DEMOGRAPHICS OF GILGIT BALTISTAN: * Population statistics for the research are based on the Gilgit Population Censes carried out in 1998, according to which total population of Gilgit is approximately, 0. million * 85% of the total population lives in rural areas. * Gilgit Baltistan is traditionally male dominated, with women working primarily in the home or in agriculture. * Average household size is approximately eight people. Characteristics | Gilgit Baltistan| National| Per capita Income | US $350 | US $1046 | Literacy rate| 38% | 56% | Population Doctor Ratio | 1:4100 | 1:1183 | Maternal Mortality Rate | 600/100000 | 272/100000 | Total Fertility Rate| 4. 6 children per woman | 3 children per woman | * The study reveals that the ag e structure of the population was typical of a society with a youthful population * . t shows a pyramidal age structure due to a large number of children less than 15 years of age * 52% of the population is in age group of 15-64 * Less than 4%were over 65 years of age. * About half of the total women population was in the reproductive age group15-49 years. This is a major reason for population growth. * Education turned out to be an important factor influencing individual’s attitude and approach on various aspects of life. Majority(77%) of married women in Gilgit Baltistan are not educated, * Despite this it is encouraging to note that a significant proportion (39%)of the women is engaged in gainful employment. CURRENT FERTILITY ASFR| Urban| Rural| All Areas| 5-19| 44. 5| 66. 2| 58. 2| 20-24| 171. 7| 219. 2| 201. 1| 25-29| 245. 7| 279. 5| 267. 1| 30-34| 181. 1| 218. 2| 204. 7| 35-39| 73. 2| 143. 1| 119. 4| (NIPS Quarterly Newsletter issue no 9, march 2010) * Total fertility r ate in Gilgit Baltistan is 4. 6 children per woman,whereas fertility rate in rural (5. 1 children per woman) is higher as compared to urban areas( 3. 8 children per woman). Education level is the most conspicuous differentials in fertility. EDUCATION SECTOR SUMMARY We have selected the educational industry and analysis is as follows: Legend: Size of Industry Statistical Summary of Education Sector of Gilgit-Baltistan: Institutions|District| Primary Schools| Middle Schools| High Schools| Colleges| | Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Gilgit| 58| 50| 119| 227| 35| 21| 9| 65| 27| 20| 0| 47| 4| 2| 0| 6| Ghizer| 44| 17| 118| 179| 7| 3| 8| 18| 13| 1| 3| 17| 1| 1| 0| 2| Diamer| 128| 18| 25| 171| 21| 0| 0| 21| 8| 1| 0| 9| 1| 0| 0| 1| Astore| 46| 21| 49| 116| 19| 11| 0| 30| 13| 2| 1| 16| 1| 0| 0| 1| Skardu| 187| 86| 118| 391| 50| 21| 7| 78| 20| 9| 3| 32| 3| 1| 0| 4| Ganche| 57| 30| 112| 199| 17| 11| 4| 32| 20| 3 | 1| 24| 1| 0| 0| 1| Estimate: * In Pakistan especially in Gilgat Balistan have very competitive environment of educational industry. * Many of organization and NGOs are working on this industry.Legend: Industry growth Estimate: * In Gilgat Balistan have chance for growth in educational industry. * Below 6 year education school are not available in Gilgat Balistan. Legend: Employment growth Teachers| District| Primary Schools| Middle Schools| High Schools| Colleges| Grand Total| | Male| Female| Total| Male| Female| Total| Male| Female| Total| Male| Female| Total| Male| Female| Total| Gilgit| 302| 432| 734| 252| 225| 477| 348| 127| 475| 87| 38| 125| 989| 822| 1811| Ghizer| 226| 245| 471| 122| 15| 137| 156| 10| 166| 15| 0| 15| 519| 270| 789| Diamer| 273| 37| 310| 168| 0| 168| 96| 11| 107| 21| 0| 21| 558| 48| 606| Astore| 192| 74| 266| 13| 44| 157| 112| 7| 119| 15| 0| 15| 432| 125| 557| Skardu| 564| 385| 949| 239| 99| 338| 108| 24| 132| 38| 22| 60| 949| 530| 1479| Ganche| 252| 148| 400 | 155| 44| 199| 244| 21| 265| 15| 0| 15| 666| 213| 879| Total| 1809| 1321| 3130| 1049| 427| 1476| 1064| 200| 1264| 191| 60| 251| 4113| 2008| 6121| Emerging Trends in an Industry Trend| Trend Nature| Description| 1| Level of education| | 2| Required for best teacher| | 3| | | 4| | | Educational Statistics Gilgit-Baltistan Important information / Statistics Regarding the Education Sector of Gilgit-Baltistan| | Literacy Rate| Year| Male| Female| Both| | 1981| 24%| 3%| 15%| | 1998| 53%| 22%| 33%| | 2008 (Projected)| 57%| 27%| 43%| | | | | | | Teacher Student Ratio| Level| Institutions| Teaching Staff| Enrollment| Student Teacher Ratio| Govt.Schools| 1672| 5870| 151508| 1:26| Govt. Colleges| 15| 251| 6233| 1:25| Total| 1687| 6121| 157741| 1:26| | | | | | District Wise Comparison (Government Vs Private)| District | Government| Private| | Institutions| Enrollment| Institutions| Enrollment| Gilgit| 345| 43188| 160| 21070| Ghizer| 216| 18458| 146| 23303| Diamer| 202| 16457| 11| 1213| Astore| 163| 12610| 29| 2729| Skardu| 505| 44588| 116| 18575| Ganche| 256| 22440| 70| 6882| Total| 1687| 157741| 532| 73772| | | | | | % age Govt. Vs Private| 76%| 68%| 24%| 32%| 1) Threats of New Entrants Threats in education sector: * Poverty – Cost of education * Low enrolment and high dropout * Gender inequities Lack of availability of well-resourced educational institutions * Geographical and cultural constraints * Lack of awareness about value of education * Reluctance of teachers to serve in hard areas * Lack of special education institutions Threats of New Entrants| Analysis| Barriers to Entry| | Economies of Scale| | Product Differentiation | | Capital Requirement| | Switching Cost| | Access to Distribution Channel| | Cost disadvantages independent of scale | | Government Policy| | Interpretation: * 73% has access to Primary Education * 27% are out of Schools age 5-9 Years * Dropout Rate is 9% at primary level * Projected literacy rate (64 Male, 38 Female )overall 51% * Stu dent Teacher Ratio 1 : 23 5-9 Years Population( 92554 Male, 85942 Female) Total 178496 * 5-9 Years Enrolment ( 74638 Male, 55166 Female) Total 129804 * Children attending primary schools in Gilgit-Baltistan in 2009-10 is 73% where as 81% Boys and 64% Girls. 2) Bargaining power of Buyer 3) Bargaining power of Supplier 4) Intensity of rivalry among Competitors Intensity of rivalry among competitors| Analysis| Numerous or Equally Balanced Balance Competitors| | Fast Industry Growth| | High /low Fixed or Storage Cost| | Lack of Differentiation or Low Switching cost| | High Strategic Stakes | | High Exit Barriers| | 2. 3. C OMPETITOR E NVIRONMENT A NALYSISCompetitor Name| Size of Competitor| Specialization| Product line categories| Shining Star| Medium| vocational training and middle school , vocational trained staff| | Mehnaz Fatima| large| montessori and special education, montessori trained| | Mountain School| Small| montessori – middle school, trained staff| | ECDC KU| Small| early childhood developmental center, montessori experienced teachers| | APS| Large| | | | | | | RESULTS FROM INTERNAL ; EXTERNAL ANALYSIS 2. 1. RESOURCES T O B UILD Intangible Resources| HUMAN CAPITAL RESOURCE| * Marketing Research experts to conduct research for launching new software products for small and medium size segments * Accountants required to receive fees from parents | ORGANIZATIONALRESOURCE| * Management resources required to formulate organizational structure * SOP for school day to day business operations for creating exceptional value to parents or customers| Access to the Promotional Platform| * PR department to establish that requires people have exceptional PR with the exhibiting authorities, print and electronic media for promoting products on promotional channel| Tangible Resources| Additional Financial Resources | * Additional financial resources required with working capital requirement either from borrowing or investment from investor| 2. 1. S. W. O. T ANAL YSIS 2. 1. Strengths: * Low student-teacher ratio * English as a medium of instruction * Affordable to income group Accessible location for Pakistan steel worker’s children * Well-trained and qualified teaching staff * Up-to-date and extensive curriculum * Well maintained order and discipline * Environment conducive to joyful learning * Adequate security measures * Availability of adequate and modern facilities * Contribution to societal development * Weakness: * Time required for gaining recognition in the society * Higher rental cost for accessible locations * Insufficient area for playing fields to practice sports such as cricket, hockey etc. * Opportunities: * Overall increase in demand, linked with the growing population. * Government incentives and policies conducive for private investment in * education sector Gap between number of school going age children and actual enrolments in schools * Growing general public awareness (especially in urban areas) about * importanc e of quality education * Limited access to affordable, quality education. * Minimal budget allocation by government to education sector * Limited number of government/public schools * Poor facilities in government schools * Threats: * New entrants can easily share the business * Difficulty in retaining qualified teachers * Revival of public/government schools in the future through effective * Government policies and regulations. Company Information 4. 1 Company NameGlowing Pearl Education Center (GPEC) 4. 2 Company logo 4. 3 Company Vision The early Child Hood Development Centre will provide a broad, holistic early childhood education that follows the highest International standards of excellence. The Centre’s curriculum will be taught by competent early Childhood educators, is designed to help lay strong foundations for a child’s continuing education and growth 4. 4 Company Mission Our mission is to develop young men with active and creative minds, a sense of understa nding and compassion for others, and the courage to act on their beliefs. We stress the total development of each child: spiritual, moral, ntellectual, social, emotional, and physical . Each child is an individual; that all children are creative; that all children need to succeed. Therefore, School respects the individual needs of children; fosters a caring and creative environment; and emphasizes the social, emotional, physical, intellectual development of each child. To provide a safe, caring, therapeutic environment where students with psychiatric, educational, and social challenges can best develop the skills and character necessary to rejoin their communities with success. The school will design programs and learning experiences that promote academic achievement and the personal and social growth of every student.As a richly diverse community of learners that values all its Members School will provide a safe and productive learning environment in which students can communicate effectively, think critically, solve problems and are technologically literate through a variety of curricular and extra-curricular activities. Through a challenging course of study with high standards, students will become responsible learners who can not only work collaboratively, but also be accountable for their own academic and developmental progress. 4. 5 Short –term Objectives: Year| Objectives| April 2012- July 2012| * Advertising campaign at first level to introduce our brand GPEC (Glowing pearl educational center), your child glow as pearl in all among children. Aug 2012- Nov 2012| * By using current resources will establish school * Hiring of helping staff which are trained as Montessori trainer. | 4. 6 Long –term Objectives: Year| Objectives| Dec 2012- Dec 2015| * We would get 50% education market share in 3 years * More than 50% people of Gilgat Balistan should be aware of our brand GPEC. in 3 years * 50% people of Gilgat Balistan should be preference to o ur brand GPEC. in 3 years * We should at least 2 campus (one in Gilgat and other in Diyamer) of our brand GPEC to become market leader in 3 years| Jan 2016- Jan 2018| * We would open more campus other than Gilgat, we target the Khyber pakhtoon khowan which have more close nvironment and people life style etc * At least 5 campuses open in Khyber pakhtoon khowan during next 3 years. | 4. 7 Partner Profile: Muniba Islam| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | Najum-us-Sehar| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | Kanwal Gill| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | BUSINESS LEVEL STRATEGY 5. 1 Competitor product Detailed Analysis the product feature analysis before conducting the survey: Features| Competitor 1| Competitor 1| Substitute product| Our product| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 5. 2 Survey Quest ionnaire SummaryThe survey is conducted among 100 peoples Around 73% Around 47% 67% of 33% of businesses uses paper based system 26% using SMS 7% of 20% CHARTS ; GRAPH MARKETING STRATEGY * Market Segmentation Segmentation Variable a) Geographic :City b) Demographic : working Woman, Income * There are two broad market-positioning options available to a Montessori School Based on the household income; the target market will be middle income group. * Based on the target market’s preference, the school will provide quality education at an affordable fee. * Irrespective of the education services, income based target market will play a crucial role in the overall positioning of the school. Any entrepreneur planning to open up a Montessori school should first decide upon the objective of the venture. Various options available in this regard may include: * To plan a Montessori school with emphasis on Daycare services. * To establish a school as a Preparatory School for other reputed Primary Level Schools. * To establish a Montessori School with incremental expansion of services into primary and high school level. * Based on income level, the school can position itself for any of the following three broad income groups; THE HIGH INCOME GROUP: The upper income group segment is quality and reputation conscious. Most parents of the children enrolled in these schools belong to the different section of the society i. e. elf-employed businessmen, high paid government or private sector executives. Existing schools in the category charge a fee ranging from Rs. 5,000–10,000 per month. These schools are characterized by large custom built campuses, swimming pools, indoor as well as outdoor physical activities areas, and furnished spacious classrooms with heaters and air conditioners. These schools offer well designed modern course work, and employ highly trained Montessori teachers. MIDDLE CLASS INCOME GROUP: Schools in this category normally charge a fee ranging f rom Rs. 1,500-5,000 per month. These schools cater to children of well-educated and professionally employed parents.The important characteristics of these schools include well located school buildings that may be custom built or rented premises, modern course work adopted by other modern school systems, and comfortable class rooms with some provisions for playing area. LOW INCOME GROUP: The concept of Montessori education is not very old in this income bracket; however an increasing number of parents in this category have also now started sending their children to these schools. One of the major reasons is that most of the private schools at primary level now do not accept students directly in Class 1. This category of schools charges a monthly fee up to Rs. ,500. These schools have small buildings with little or no provisions for physical activities. KEY SUCCESS FACTOR: At a Montessori school level, teachers/attendants play a critical role in the success of learning process. Theref ore, it is suggested that staff employed by the school should be highly educated and properly trained for Montessori education. Before starting education services, it is recommended that teacher training program should be imparted. In addition to the quality of teachers employed, the teacher student ratio should be kept at a well-researched optimum level. The education curriculum should be well researched and comprehensive.In addition to paper course work, it is suggested that visual and other teaching tools should also be optimally used. Parents are conscious about the well being and safety of their children at schools, therefore, it is suggested that the school environment ensures security and should be free from any apparent hazards. The school should preferably not be located in a highly populated location or at a location with high traffic hazards. The area of the classrooms should be in line with the number of students in each classroom. Moreover, the classrooms should either be air-conditioned or at least well ventilated. Classrooms should also be well equipped with teaching as well as extracurricular activity aids.Adequate provisions for physical, either indoor or outdoor or both facilities should be made available. Continuous teacher parent interaction should also be a regular feature of the school education system. Formal registration is required for the setup of new Montessori and elementary schools 6. 2 Market Targeting a) City Variable b) Working Woman REGULATIONS: Formal registration is required for the setup of new Montessori and elementary schools with the Executive District Officer (EDO) Education. The application is to be submitted on a prescribed form which can be obtained from the department along with Rs. 5,000 registration fee and Rs. 500 annual subscription.Domestic rates apply on the utility bills if an institution is registered with the department. HUMAN RESOURCE MANAGMENT position| number| Monthly salary| Annual salary| Principal| 1| 20,000| 240,000| Teacher coordinator| 1| 12,000| 144,000| Activity teacher| 1| 10,000| 120,000| Computer teacher| 1| 12,000| 144,000| Teacher play ground| 6| 10,000| 720,000| Teacher KG1| 3| 10,000| 360,000| Teacher KG2| 2| 10,000| 240,000| Class1| 1| 10,000| 120,000| Class2| 1| 10,000| 120,000| Game teacher| 1| 12,000| 144,000| Accountant| 1| 12,000| 144,000| Student attendant| 5| 10,000| 600,000| Guard| 2| 8,000| 192,000| Peon| 1| 7,000| 84,000| cleaner| 2| 7,000| 168,000| PrincipalThe principal should be responsible for coordinating all the activities of the school including the hiring of teachers, developing liaison with the parents, maintaining and developing the brand name of the school for appropriate positioning, course design, admission tests and extracurricular activities. Teacher’s coordinator An experienced and trained Montessori school teacher is recommended for this post . The Coordinator would be assisting the principal in all school matters. He/she will be res ponsible for teachers’ attendance, their performance and evaluation. He/she has to collaborate with students, parents, staff and volunteers to ensure that group activities run effectively. Supervise and monitor the tutoring of students. Coordinate any special projects to increase coaching awareness among teachers including arranging guest speakers, visits and workshops. AccountantThe accountant will be responsible for book keeping and maintaining accounts, salaries, and other administrative expenditures. Teachers Experienced teachers or fresh graduates with a natural aptitude for teaching should be employed. A balanced mix of experienced and fresh teachers is recommended for efficient running of the school. Each teacher shall be given a class and held responsible for proper training, imparting knowledge, arranging co-curricular activities for the children and their performances in the examinations. Student Attendants The students in the elementary institutes are very young an d may also need attendants or baby-sitters. One attendant will be requiring for every two classes. Librarian / Activity TeacherOne person is recommended for running the library and for activity room. Computer Teacher The person should be responsible for the introduction of information technology to the young students and for proper arrangement of students’ games and basic computer learning. EQUIPMENT REQUIRMENT: The details of the different equipment required for the project is given in the following table. EQUIPMENT| QUALITY| COST PER UNIT| TOTAL COST| Computers | 3| 25000| 75000| PRINTERS| 1| 10000| 10000| AIR CONDITIONS| 3| 40000| 160000| FAX MACHINE| 4| 12000| 12000| TELEPHONE SET| 1| 10000| 4000| UPS| 4| 7500| 22500| TOTAL EQUIPMENT| 16| | 283,500| LAND AND BUILDING: AREA REQUIRMENT:For three hundred (300) students, 2. 5 canals of land comprising double story building would be sufficient. A purpose built building may also be purchased. The covered area should have 13 cla ssrooms, one common room for teachers, one room for principal, one for teacher coordinator and one room for the administration staff. Appropriate numbers of washrooms are suggested for teachers, principal, children and administration staff. A big hall should be allocated with proper divisions for library/ entertainment room, and tools. Space Requirements| REQUIRED AREA| Class Rooms| 6000| Teachers Staff Room| 144| Library/Entertainment Room| 500| Admin Rooms| 575| Computer Class| 400|Washrooms ; Kitchen| 270| Grounds| 6961| Total Covered Area Requirement| 14850| Market Segmentation and Targeting Graphical Representation . 6. 3 Positioning Perception Map: 6. 4 Product: Product Information: 6. 4. 1 Product Name We offer two different type of product of three different segments which are: 1. Child care system which target only one segment which are: a. Children Age between 0- 1. 5 years 2. Education development system which target on two segments which are: b. Children Age between 1. 5 - 3. 5 years c. Children Age between 3. 5- 6. 5 years 6. 4. 2 Product Features 6. 5 Price Fixed cost = Rs. Variable cost = Rs. ariable Cost= 0 ( As once software is developed there is no additional overhead involved in licensing the software) No Licenses to be issued=70 Cost Per License Per Year= 764,700 /70= Rs 10,924. 29 Cost Per License Per Month=10,924. 29/12= Rs. 910. 36 Markup Profit Percentage = 10% Profit= 910. 36 * 10% =91. 04 Price Will be Charged= Cost Per License Per Month+ Profit=910. 36 + 91. 04=Rs. 1,001. 4 (approx. 6. 6 Promotional Strategy Promotion type| Detail | Advertisements in newspapers| | Company website| | Facebook | | | | 6. 7 Distribution Strategy ORGANIZATIONAL STRUCTURE Glowing Pearl Education Center organizational chart CVS Appendix I FOR QUESTION Appendix II FOR Budgeting