The Unusual History of Microsoft Windows

On November 10, 1983, at the Plaza Hotel in New York City, Microsoft Corporation formally announced Microsoft Windows, a next-generation operating system that would provide a graphical user interface (GUI) and a multitasking environment for IBM computers. Introducing Interface Manager Microsoft promised that the new product would be on the shelf by April 1984. Windows might have been released under the original name of Interface Manager if marketing whiz, Rowland Hanson had not convinced Microsofts founder Bill Gates that Windows was the far better name. Did Windows Get Top View? That same November in 1983, Bill Gates showed a beta version of Windows to IBMs head honchos. Their response was lackluster probably because they were working on their own operating system called Top View. IBM did not give Microsoft the same encouragement for Windows that they gave the other operating system that Microsoft brokered to IBM. In 1981, MS-DOS became the highly successful operating system that came bundled with an IBM computer. Top View was released in February of 1985 as a DOS-based multitasking program manager without any GUI features. IBM promised that future versions of Top View would have a GUI. That promise was never kept, and the program was discontinued barely two years later. A Byte Out of Apple No doubt, Bill Gates realized how profitable a successful GUI for IBM computers would be. He had seen Apples Lisa computer and later the more successful Macintosh or Mac computer. Both Apple computers came with a stunning graphical user interface. Wimps Side Note: Early MS-DOS diehards liked to refer to MacOS (Macintosh operating system)as WIMP, an acronym for the Windows, Icons, Mice and Pointers interface. Competition As a new product, Microsoft Windows faced potential competition from IBMs own Top View, and others. VisiCorps short-lived VisiOn, released in October 1983, was the official first PC-based GUI. The second was GEM (Graphics Environment Manager), released by Digital Research in early 1985. Both GEM and VisiOn lacked support from the all-important third-party developers. Since, if nobody wanted to write software programs for an operating system, there would be no programs to use, and nobody would want to buy it. Microsoft finally shipped Windows 1.0 on November 20, 1985, almost two years past the initially promised release date.    Microsoft become the top software vendor in 1988 and never looked back - Microsoft Corporation    Apple Bytes Back Microsoft Windows version 1.0 was considered buggy, crude, and slow. This rough start was made worse by a threatened lawsuit from  Apple Computers. In September 1985, Apple lawyers warned  Bill Gates  that Windows 1.0 infringed on Apple  copyrights  and  patents, and that his corporation stoled Apples trade secrets. Microsoft Windows had similar drop-down menus, tiled windows and mouse support. Deal of the Century Bill Gates and his head counsel Bill Neukom, decided to make an offer to license features of Apples operating system. Apple agreed and a contract was drawn up. Heres the clincher: Microsoft wrote the  licensing  agreement to include use of Apple features in Microsoft Windows version 1.0 and all future Microsoft software programs. As it turned out, this move by  Bill Gates  was as brilliant as his decision to buy QDOS from Seattle Computer Products and his convincing IBM to let Microsoft keep the licensing rights to MS-DOS. (You can read all about those smooth moves in our feature on  MS-DOS.) Windows 1.0 floundered on the market until January 1987, when a Windows-compatible program called Aldus PageMaker 1.0 was released. PageMaker was the first WYSIWYG desktop-publishing program for the PC. Later that year, Microsoft released a Windows-compatible spreadsheet called Excel. Other popular and useful software like Microsoft Word and Corel Draw helped promote Windows, however, Microsoft realized that Windows needed further development. Microsoft Windows Version 2.0 On December 9, 1987, Microsoft released a much-improved Windows version 2.0 that made Windows based computers look more like a  Mac. Windows 2.0 had icons to represent programs and files, improved support for expanded-memory hardware and windows that could overlap. Apple Computer saw a resemblance and filed a 1988 lawsuit against Microsoft, alleging that they had broken the 1985 licensing agreement. Copy This Will You In their defense, Microsoft claimed that the licensing agreement actually gave them the rights to use Apple features. After a four-year court case, Microsoft won. Apple claimed that Microsoft had infringed on 170 of their copyrights. The courts said that the licensing agreement gave Microsoft the rights to use all but nine of the copyrights, and Microsoft later convinced the courts that the remaining copyrights should not be covered by copyright law. Bill Gates claimed that Apple had taken ideas from the graphical user interface developed by Xerox for Xeroxs Alto and Star computers. On June 1, 1993, Judge Vaughn R. Walker of the U.S. District Court of Northern California ruled in Microsofts favor in the Apple vs. Microsoft Hewlett-Packard copyright suit. The judge granted Microsofts and Hewlett-Packards motions to dismiss the last remaining copyright infringement claims against Microsoft Windows versions 2.03 and 3.0, as well as HP NewWave. What would have happened if Microsoft had lost the lawsuit? Microsoft Windows might never have become the dominant operating system that it is today. On May 22, 1990, the critically accepted Windows 3.0 was released. Windows 3.0 had an improved program manager and icon system, a new file manager, support for sixteen colors, and improved speed and reliability. Most important, Windows 3.0 gained widespread third-party support. Programmers started writing Windows-compatible software, giving end users a reason to buy Windows 3.0. Three million copies were sold the first year, and Windows finally came of age. On April 6, 1992, Windows 3.1 was released. Three million copies were sold in the first two months. TrueType scalable font support was added, along with multimedia capability, object linking and embedding (OLE), application reboot capability, and more. Windows 3.x became the number one operating system installed in PCs until 1997, when Windows 95 took over. Windows 95 On August 24, 1995, Windows 95 was released in a buying fever so great that even consumers without home computers bought copies of the program. Code-named Chicago, Windows 95 was considered very user-friendly. It included an integrated TCP/IP stack, dial-up networking, and long filename support. It was also the first version of Windows that did not require  MS-DOS  to be installed beforehand. Windows 98 On June 25, 1998, Microsoft released Windows 98. It was the last version of Windows based on the MS-DOS kernel. Windows 98 has Microsofts Internet browser Internet Explorer 4 built in and supported new input devices like USB. Windows 2000 Windows 2000 (released in 2000) was based on Microsofts NT technology. Microsoft now offered automatic software updates over the Internet for Windows starting with Windows 2000. Windows XP According to Microsoft, the XP in Windows XP stands for experience, symbolizing the innovative experiences that Windows can offer to personal computer users. Windows XP was released in October 2001 and offered better multi-media support and increased performance. Windows Vista Codenamed Longhorn in its development phase, Windows Vista is the latest edition of Windows.

The Hysteria Of Salem Witch Trials Essay - 1753 Words

In 1692, a town in Massachusetts by the name of Salem Village found itself in one of the most well-known cases of mass hysteria. This saga started with three girls Elizabeth Parris, Abigail Williams, and Ann Putnam a neighborhood friend. Abigail Williams, the niece of the town’s minister, began to display weird and questionable behavior. The town’s physician William Greggs, was called to determine the cause of this sporadic behavior. The town’s physician determine that the three girls were under â€Å"the Devil’s influence† and they had been bewitched. What started as a silly game between children, slowly brought the town of Salem to the edge of insanity. This insanity lead to the killing of 25 innocent people due to their crimes of witchcraft. When scholars look back at the Salem Witch Trials they often time ask the question â€Å"What were the key factors in the spread of hysteria throughout the town of Salem?† Most scholars contribute the widespread of hysteria to three important factors; these factors include social, political, and religious tension that occurred in Salem Village. Each one of these factors played a key role in the start of the Salem trials and why it spread so rapidly throughout Salem Village. When discussing the economic conditions that lead to the events in Salem, there are usually two theories that historians use; These two theories are the economic disparity between Salem Village and Salem town, and a period known as the â€Å"little ice age†. In the book â€Å"JournalShow MoreRelatedThe Hysteria Of The Salem Witch Trials1463 Words   |  6 PagesAmong these issues, is the hysteria of the Salem Witch Trials that prosecuted women to be found worshippers of the devil. The Puritans found the necessity to exercise this crusade in order to stay by their moral codes of conformity which included witchcraft to be the greatest crime, punishable by death. However, the true reasons of the trials was not to simply follow their religious constitutions. It is mainly in part from corruption of religion and how some had used the trials as a form of personalRead MoreSalem Witch Hysteria And Trials1620 Words   |  7 PagesSalem Witch Hysteria and Trials Joshua Furman History 121: Early America to the Civil War Dr. Phillip Hamilton November 18, 2015  The Salem Witch Trial consisted of heinous accusations implicated by Cotton Mather which effected society as a hole and gave reasoning to the numerous amount of witch stories we hear today. Cotton Mather was the eldest son of Increase Mather, Massachusetts most influential and well known Puritan minister, and the grandson of John Cotton, Salem’s spiritualRead MoreSalem Witch Trials : The Witch Trial Hysteria920 Words   |  4 PagesSalem Witch Trial Hysteria In 1692 the actions of three girls quickly launched Salem onto the path of committing one of the largest witch hunts the New World has ever known. The witch hunt was fueled by a mass hysteria among the townspeople, this hysteria was the result of the strictness of their society and a number of internal and external stressors. The initial wave of panic when rumors of witchcraft arose gave way to compete hysteria when accusations began. Salem massachusetts was the perfectRead MoreThe Salem Witch Trial Hysteria1196 Words   |  5 PagesXochitl Neri Erick Felix In 1692-1693, the Salem Witch Trial Hysteria occurred, resulting in 20 deaths out of the 200 accused of practicing the Devil’s magic, a practice that women were commonly accused of. Salem, Massachusetts, was a colony that consisted of Puritans, both Separatists and non Separatists alike. From the start, the Puritans believed that the Bible was true in all aspects: every word, every idea, every thought--was true. The Puritans also had minimal understanding of science, whichRead MoreThe Hysteria Of The Salem Witch Trials1366 Words   |  6 PagesWalter Kirn, an American novelist and literary critic, stated that ‘‘Everyone loves a witch hunt as long as it’s someone else’s witch being hunted.’’ (Web. Walter Kirn Quote) Although the Salem Witch Trials took place over 300 years ago, in 1692, and we claim that we have come a long way since then, the truth is we have not. The hysteria that took place during the witch trials occurred because peo ple refused to take responsibility for their actions. The same thing is happening in modern day AmericaRead MoreThe Hysteria Of Salem Witch Trials871 Words   |  4 Pageswhat caused the hysteria of the Salem Witch Trials of 1692. This is a question that has been debated about for centuries. Some think that witchcraft was very much alive in Salem although others believe that the first girls who were accusing the witches were crazy and making up stories. In this paper I am going to prove to you my point which is: the hysteria about the Salem Witch Trials in 1692 was due to a small lie or prank that went bad. The girls who started the Salem Witch Trials were just crazyRead MoreSalem Witch Trial Hysteria Essay818 Words   |  4 PagesTwenty people were put to death for witchcraft in Salem during the 1692 Salem Witch Trial Hysteria. In The Crucible, a woman, Elizabeth Proctor, gets accused of witchcraft by a young girl by the name Abigail Williams, who just so happens to be having an affair with Elizabeth’s husband, John. Once John finds out Abigail accused his wife, he starts trying to find proof that all of these young girls are pretending that they are being hurt by these older women, just so that they will be hanged. The officialsRead MoreThe Mass Hysteria Of Salem Witch Trials Essay2129 Words   |  9 PagesMassachusetts community called Salem. It ended less than a year later, but not before the hanging of 20 men and women, including an elderly man who was crushed to death. The hysteria spread quickly, involving the most educated men and prominent politicians in Salem. Aside from suffrage, the Salem witch trials represent the only moment when women played a central role in American history. There are many theories as to what caused the mass hysteria of the Salem witch trials and the bewitchment of severalRead MoreThe Salem Witch Trial Hysteria Of 1692879 Words   |  4 PagesThe Salem Witch Trial hysteria of 1692 caused 20 people to be hung or p ressed to death and 4 perished in jail. In addition, 200 people in Salem were accused of being witches. On June 10 of 1692, Bridget Bishop was charged with practicing witchcraft and she was also accused of bewitching her husband to death. The result of her not confessing was that she was hung to her death. All of this frenzy started in the house of Samuel Parris. His daughters were consumed by the bizarre tales told by their IndianRead MoreThe Salem Witch Trials : An Outbreak Of Hysteria1794 Words   |  8 PagesIn 1692, Salem village in Massachusetts saw an outbreak of hysteria, most commonly known today as the Salem witch trials. Over a period of several months, more than 200 people found themselves facing suspicions from those around them of witchcraft, with 19 executed, 14 arrested and many others who pleaded guilty pardoned but made social outcasts. Typically, the majority of those living in Salem were Puritans, who regarded all other activity excluding common Puritan practice as sinful distractions

Distinctivly Visual Douglas Stewart Essay - 1196 Words

Composers use distinctively visual images to convey distinctive experiences within our lives, such as feelings we have felt, places we have been and images we have seen. This then helps emphasise the different purposes distinctively visual images can create. This is exemplified through Douglas Stewart’s poems â€Å"Wombat†, â€Å"The Snow-Gum† and â€Å"Fireflies† as well as Frederick Mccubbin’s painting â€Å"Down On His Luck†. Stewart conveys his experiences of Feelings towards nature, as well as his past situations in relation to nature. This is demonstrated through the use of various techniques, such as personification, similes’, imagery and contrasts. Mccubbin, however uses visual techniques such as vector lines, colour and salience. Ultimately, both†¦show more content†¦To evoke this distinct image Mccubbin uses visual techniques such as vector lines. For example, the tree branch working as a vector line carrying your eyes away from the man and onto the Australian scenery. By having this link between man and nature it is clear that Mccubbin wanted to express the idea of nature working with man. Mccubin also uses various painting techniques such as brush styles to give the illusion of depth within the Australian outback. This contrasts against the distinct man and plants at the centre of the painting and helps the viewer’s eyes to move through the painting. The use of this compari son helps the viewer understand that even though nature is far bigger than man, man can still rely on nature as a home. This distinctive image of the bush being far bigger than the man helps portray the purpose of nature being a sharable place for humans. Through the use of distinctive images nature can be compared as having human qualities. This is evident through Stewart’s poem â€Å"The Snow-Gum†. Stewart wrote this poem about a tree he had seen which had a spiritual feel to it. Stewart expresses nature being given human qualities through the technique Anthropomorphism. In the poem, Stewart feels an association with himself and also a connection to the royalty of the tree. Anthropomorphism is used as Stewart interoperates the tree to be human-like as it has a â€Å"Crown†. The â€Å"Curve† of the tree

Does attachment theory provide a sound basis for advice...

Does the attachment theory provide a sound basis for advice on how to bring up children? To answer this question for advice to parents I will explore some of the details of the attachment theory showing, 1) earlier studies and more up to date criticisms, 2) how it proposes family members and day care can affect a child’s upbringing. Attachment is the bond that develops between caregiver and infant when it is about eight or nine months old, providing the child with emotional security. Meshing commences from when the child is being fed, onto taking part in pseudo-dialogue and then following on to the child taking part in a more active role of proto dialogue, illustrated by Kaye (1982), other concepts such as scaffolding and†¦show more content†¦Bowlby’s maternal deprivation theory (1951,1953)was enthused by the Konrad Lorenz’s(1966 ) imprinting study on young animals. He believed that like imprininting one permanent figure should be the caregiver and children deprived of those maternal links could be disastrous to the child’s mental health and could lead to delinquency. His views on long term institutional care were that if a child was fostered before the age of 2yrs and six months it may not be delayed in emotional, social and cognitive development but some of his studies show that there have been various forms of parting in youths with severe behavioural problems Attachment behaviour according to Mary Ainsworth (1985; Ainsworth and Bell, 1974; Ainsworth et al., 1978) forms the groundings for all potential associations and this develops up to two years after the child is born. She also harmonized with Bowlby on the view that the attachment bonding occurred within the age of two years old. Approximately when the child is seven months old they become wary of strangers and unknown surroundings. This continue until the child is about two years old. The procedure Ainsworth (1969) investigated to measure if a child was securely or insecurely attached was the ‘strange situation paradigm’. This entailed a sequence of short partings and reunions. The child’s parent and a stranger took part in theShow MoreRelatedCase Study148348 Words   |  594 Pagesthat you can download or listen to online †¢ Video cases that show real managers talking about their own organisations †¢ Revision flashcards to help you prepare for your exa ms †¢ A multi-lingual online glossary to help explain key concepts †¢ Guidance on how to analyse a case study †¢ Links to relevant sites on the web so you can explore more about the organisations featured in the case studies †¢ Classic cases – over 30 case studies from previous editions of the book †¢ The Strategy Experience simulationRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesan OB Model 23 An Overview 23 †¢ Inputs 24 †¢ Processes 25 †¢ Outcomes 25 Summary and Implications for Managers 30 S A L Self-Assessment Library How Much Do I Know About Organizational Behavior? 4 Myth or Science? â€Å"Most Acts of Workplace Bullying Are Men Attacking Women† 12 An Ethical Choice Can You Learn from Failure? 24 glOBalization! Does National Culture Affect Organizational Practices? 30 Point/Counterpoint Lost in Translation? 31 Questions for Review 32 Experiential Exercise WorkforceRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pagesstudies The main text of this book includes 87 short illustrations and 15 case examples which have been chosen to enlarge speciï ¬ c issues in the text and/or provide practical examples of how business and public sector organisations are managing strategic issues. The case studies which follow allow the reader to extend this linking of theory and practice further by analysing the strategic issues of speciï ¬ c organisations in much greater depth – and often providing ‘solutions’ to some of the problemsRead MoreMarketing Mistakes and Successes175322 Words   |  702 Pagesarena of business to come. NEW TO THIS EDITION In contrast to the early editions, which examined only notable mistakes, and based on your favorable comments about recent editions, I have again included some well-known successes. While mistakes provide valuable learning insights, we can also learn from successes and find nuggets by comparing the unsuccessful with the successful. With the addition of Google and Starbucks, we have moved Entrepreneurial Adventures up to the front of the book. WeRead MoreManaging Information Technology (7th Edition)239873 Words   |  960 Pagesleft blank PREFACE Today’s private and public organizations are increasingly dependent on information technologies for achieving their strategic and operational objectives. Over the past decade alone, enterprise systems have been expanded to provide secure, electronic linkages with suppliers and customers, and the Internet has become a mainstream channel for communications and business transactions. As a result, decision making about information technology resources has also become even more

Esssential of Negotiation Free Essays

string(108) " or less appropriate given the type of conflict and situation in which \(compromising\) the dispute occurs\." Helsinki School of Economics Advanced Negotiation Practices Course Book Summary Assignment Essentials of Negotiation Lewicki, Roy J. , David M. Saunders, and John W. We will write a custom essay sample on Esssential of Negotiation or any similar topic only for you Order Now Minton. 2001. Essentials of Negotiation: 2nd Edition. New York: McGraw-Hill/Irwin Reviewed by Mohammad Moshtari February 2008 Book Summary Assignment Essentials of Negotiation Book Introduction This book represents authors’ response to faculty who wanted a briefer version of the longer text, Negotiation. The objective of this shorter volume is to provide the reader with the core concepts negotiation in a more succinct version. The book is organized into 9 chapters. The first four chapters introduce the reader to ? Negotiation Fundamentals?. The first chapter introduces the field of negotiation and conflict management, describes the basic problem of interdependence with other people, and briefly explores the problems of managing that interdependence. The second chapter introduces the concept of ? framing? or how parties come to decide what a negotiation is all about, and how parties need to plan for an upcoming negotiation. Chapter 3 and 4 then present the two core approaches to negotiations: the basic dynamics of competitive (win-loss) bargaining (chapter 3) and the basic dynamics of integrative (win-win) negotiation (chapter 4). The next two chapters present two key sub processes of negotiation: cognition and communication, and power and persuasion. In chapter 5, basic processes of cognition and communication in negotiation is reviewed, especially communication dynamics is examined as well as a number of common cognition and judgment biases made by negotiators. In chapter 6, authors looked at the tools negotiators can use to pressure the other side, using the tools of persuasion and power to get the other to change his or her perspective or give in to our arguments. The next two chapters review two key context elements of negotiation. In chapter 7, authors examined the ethical context and standards that surround negotiation and create unique challenges for negotiators in deciding how fully and completely they are going to disclose their bargaining positions. In chapter 8, authors attempted to clarify how national cultures around the world shape the diverse ways parties approach negotiations. The last chapter emphasizes strategies that can be used by the parties to resolve breakdowns in the negotiation process. Chapter 9 explores the techniques that negotiators can use on their own to get negotiations back on track. Authors made some of related materials (secondary chapters) accessible on the World Wide Web (at www. mhhe. com/business/managment/lewicki) including social context of negotiation, multiparty negotiations or managing difficult negotiations: theirs party approaches. The organization of the book also parallels more closely the organization of a companion volume, Negotiation: Readings, Exercises and Cases by Roy J. Lewicki. , David M. Saunders, and John W. Minton. Contents in Brief ? ? ? ? ? ? ? ? ? The nature of negotiation Negotiations: framing, strategizing, and planning Strategy and tactics of distributive negotiation Strategy and tactics of integrative negotiation Communication, perception and cognitive biases Finding and using negotiation leverage Ethics in negotiation Global negotiation Managing difficult negotiations: individual approaches Book Summary Assignment Essentials of Negotiation Chapter 1: The nature of negotiation The structure and processes of negotiation are fundamentally the same at personal level as they are at the diplomatic and corporate level. Negotiations occur for two reasons: (1) to create something new that neither party could do on his or her own, (2) to resolve a problem or dispute between the parties. There are sev eral characteristics common to all negotiation situations: (1) there are two or ore parties, (2) there is a conflict of interest between them, (3) The parties negotiate duo to get a better deal (4) the parties, at least for a moment prefer to search for agreement, (5) when they negotiate they expect to give and take, (6) successful negotiation involves the management of intangibles (such as need to look good) as well as resolving the tangibles (such as the terms of agreement) In negotiations both parties need each other. This situation of mutual dependency is called interdependence. Interdependent relationships are characterized by interlocking goals; the parties need each other to accomplish their goals. The structure of the interdependence (wind-lose or win-win), determines the range of possible outcomes of the negotiation and suggests the appropriate strategies and tactics that the negotiators should use. Interdependent relationships are complex. Both parties know that they can influence the other’s outcomes and their outcomes in turn be influenced by the other. This mutual adjustment continues throughout the negotiation as both parties act to influence the other. Making and interpreting concessions is no easy work, especially when there is little trust between negotiations. The search for an optimal solution through the processes of giving information and making concessions is greatly aided by trust and a belief that you are being treated honesty and fairly. Two efforts in negotiation help to create such trust and belief: perceptions of outcomes that attempts to change a party’s estimation of the perceived importance of something and perception of the process may help convey images of equity, fairness and reciprocity in proposals and concessions. One potential consequence of interdependent relationship is conflict that can be duo to the highly divergent needs of the two parties, a misunderstanding that occurs between two people, or some other intangible factors. One way to classify conflicts is by level, and four levels of conflicts are commonly identified: intrapersonal conflict, interpersonal conflict, intra-group conflict, inter-group conflict. Conflict may be destructive or productive, so the objective is not to eliminate conflict but to learn how to manage it so that the destructive elements are controlled while the productive aspects are enjoyed. Negotiation is a strategy for productively managing conflict. Many approaches to managing conflict have been suggested. The below two dimensional framework is represented as the dual concerns model. The model postulates that individuals in conflict have two independent levels of concern: concern about their own outcomes and concern about the other’s outcomes. As mentioned in the figure, there are five major Problem Yielding strategies for conflict management. Each strategy has its Solving advantages and disadvantages and is more or less appropriate given the type of conflict and situation in which (compromising) the dispute occurs. You read "Esssential of Negotiation" in category "Papers" Thus, conflict theory and research have moved toward a contingency approach advocating that the Inaction Contending strategy selected should be based on the objectives of the parties and the nature of their dispute. Two major mechanisms for resolving conflicts-third parties and Concern about own outcomes conflict management systems- extend above and beyond the strategies of the parties themselves. Concern about others’ utcomes 3 Book Summary Assignment Essentials of Negotiation Chapter 2: Negotiations: framing, strategizing, and planning In this chapter, authors discuss what negotiators should do before sitting down at the table: framing, strategizing, and planning. Framing is the means by which the parties in a negotiation define the problem. They mention that there are three ways to understand frames: as cognitive heuristics, at categories of experience, and as a process of issue development. In continuation, they try to introduce the negotiator to the power and prevalence of frames via: different types of frames, how certain frames may be invoked or ignored in a given situation, the consequences of framing a conflict in a particular way and the approaches that negotiators can use to manage frames more effectively. Understanding frames- which means understanding how parties define the key issues and how conversations can shift and transform those issues- is the first step in effective planning. After framing, negotiators must anticipate what they want to achieve in a negotiation and must prepare for these events in advance. The preparation must include attention to substantive items including goals, goal priorities, and multi-goal packages as well as procedural concerns dealing with agendas and bargaining histories. the choice of goals and frames are strongly interactive and the existence of one will rapidly produce evidence of other. Afterwards negotiators move to the third element in the sequence: selecting and developing a strategy. According to below suggested model, negotiators have some choices of a negotiation that is reflected in the answers to two simple questions: how much concern does the actor have for achieving the substantive outcomes at stake in this Substantive outcome important? negotiation and how much concern does the Yes No negotiator have for the current and future quality of relationship with the other party. Yes Collaboration Accommodation In the last part of chapter, authors explain the importance of planning. hile success in negotiation is affected by how one plays the game, the most important step for success is No Competition Avoidance how to one gets ready for the game. effective planning also hard work on a number of specific steps: ? Defining issues ? Assembling issues and defining the bargaining mix ? Defining interests ? Consulting with others ? Identifying limits ? Setting targets ? Developing supporting arguments ? Analyzing the other party Frames, goals, strategies and stages set the background for an effective planning process. If the negotiator is able to consider and evaluate each of these factors, the negotiator will know what he or she wants and will have a clear sense of direction on how to proceed. The sense of direction, and the confidence derived from it will be the single most important factor in achieving a desired negotiation outcome. Rational choice important 4 Book Summary Assignment Essentials of Negotiation Chapter 3: Strategy and tactics of distributive negotiation In a distributive bargaining situation, the goals of one party are usually in fundamental and direct conflict with the goals of the other party. Resources are fixed and each party will use a set of strategies to maximize their share of resources to be obtained. While distributive strategies are useful, they can also be counterproductive and costly. Often they cause the negotiating parties to focus so much on their differences that they ignore what they have in common. These negative effects notwithstanding, distributive bargaining strategies are quite useful when a negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important. Both parties to a negotiation should establish their starting, target and resistance points before beginning a negotiation. Starting points are usually in the opening statements each party makes. The target point is usually learned or inferred as negotiations get under way. The resistance point, the point beyond which a person will not go and would rather break off negotiations. The spread between the resistance points, called bargaining range, settlement range or zone of potential agreement, is particularly important. In this area the actual bargaining takes place, for anything outside these point will be summarily rejected by one of the two negotiators. It is rare that a negotiation includes only one item; more typically there is a set of items, referred to as a bargaining mix. Each item in a bargaining mix can have opening, target and resistance points. The bargaining mix may provide opportunities for bundling issues together, logrolling or displaying mutually concessionary behavior. Negotiators by employing strategies attempt to influence each other perceptions of what is possible through the exchange of information and persuasion. Regardless of the general strategy taken, two tasks are important in all distributive bargaining situations: discovering the other party’s resistance point and influencing the other party’s resistance point. The negotiator’s basic goal is to reach a final settlement as close to the other party’s resistance point as possible. Four tactical tasks are suggested for a negotiator in a distributive bargaining: (1) to asses the other party’s outcome values and the costs of terminating negotiations, (2) to manage the other party’s impressions of the negotiator’s outcome values, (3) to modify the other party’s perception of his or her own outcome values, and (4) to manipulate the actual costs of delaying or aborting negotiations. The other decision to be made at the outset of distributive bargaining concerns the stance to adopt during negotiations. A reasonable bargaining position is usually coupled with a friendly stance and an extreme position is usually couple ith a tougher, more competitive stance. A key concept in creating a bargaining position is that of commitment. The purpose of a commitment is to remove ambiguity about the actor’s intended course of action. There are several ways to create a commitment: public pronouncement, link with an outside ally, increase the promi nence of demands, reinforce the treat or promise. There are a set of hardball tactics to beat the other party. Such tactics are designed to pressure targeted parties to do things they would not otherwise do, and their presence usually disguises the user’s adherence to a decidedly distributive bargaining approach. Some of them are: good guy/bad guy, highball/lowball, bogey, the nibble, chicken, intimidation, aggressive behavior, snow job. The authors suggested three ways for responding to typical hardball tactics, including ignore them, discuss them and respond in kind. 5 Book Summary Assignment Essentials of Negotiation Chapter 4: Strategy and tactics of integrative negotiation In many negotiations there need not be winners and losers; all parties can be winner. In integrative negotiation- variously known as cooperative, collaborative, win-win, or problem solving- the goals of the parties are not mutually exclusive. The fundamental structure of an integrative negotiation situation is such that it allows both sides to achieve their objectives. Integrative negotiation requires a process fundamentally different from that of distributive negotiation. Those wishing to achieve integrative results find that they must manage both the context and the process of the negotiation in order to gain the willing cooperation and commitment of all parties. The following processes tend to be central to achieving almost all integrative agreements: ? creating a free flow of information ? ttempting to understand the other negotiator’s real needs and objectives ? emphasizing the commonalities between the parties and minimizing the difference ? searching for solutions that meet the goals and objectives of both sides There are four major steps in the integrative negotiation process: 1. Identifying and defining the problem, ? define the problem in a way that is mutually acceptable to both sides ? keep the problem statement clean and simple ? state the problem as a goal and identify the obstacles to attaining this goal ? epersonalize the problem ? separate the problem definition from the search for solution 2. understanding the problem and bringing interests and needs to the surface (focusing on interests will allow the parties to move beyond opening positions and demands to determine what the parties really want, what needs truly must be satisfied) 3. generating alternative solutions to the problem (tactics such as expand the pie, logroll, nonspecific compensation, cut the costs for compliance, find a bridge solution 4. Evaluating those alternatives and selecting among them ? narrow the range of solution options ? agree to the criteria in advance of evaluating options ? evaluate solutions on the basis of quality and acceptability ? be willing to justify personal preferences ? be alert to the influence of intangibles in selecting options ? use subgroups to evaluate complex issues ? take time out to cool off ? explore different ways to logroll ? keep decisions tentative and conditional until all aspects of the final proposals are complete ? inimize formality and record keeping until final agreements are closed Authors identified seven fundamental preconditions for successful integrative negotiation: some form of shared or common goal, faith in one’s own ability to solve problems, a belief in the validity and importance of the other’s position, the motivation and commitment to work together, trust in the opposing negotiator, the ability to accurately exchange information in spite of confl ict conditions, and an understanding of how the process works. 6 Book Summary Assignment Essentials of Negotiation Chapter 5: Communication, perception and cognitive biases Communication is at the heart of the negotiating process. This chapter focuses on the processes by which negotiators communicate their own interests, positions, and goals and in turn make sense of those of the other party and of the negotiation as a whole. Weather the intent is to command and compel, sell, persuade or gain commitment, how parties communicate in negotiation would seem to depend on the ability of the speaker to encode the thoughts properly as well as on the ability of the listener to understand and decode the intended messages. There are two critical sub-processes of communication: perception and cognition. ? Perception is defined as the process of screening, selecting and interpreting stimuli so that they have meaning to the individual. The complexity of environments makes it impossible to process all of the available information, so perception becomes selective, focusing on some stimuli while turning out others. As a result people have several shortcuts in their perceptual systems that allow them to process information more readily. Unfortunately these shortcuts come with cost-perceptual errors such as stereotyping, halo effects, selective perception or projectionswhich typically occur without people being aware that they are happening. Stimulus Attention Recognition Translation Behavior Perception ? Rather than being perfect processors of information, negotiators have a tendency to make systematic errors when they process information. These errors, labeled cognitive biases, tend to impede negotiator performance: the irrational escalation of commitment, mythical fixed pie belief, the process f anchoring and adjustment, issue and problem framing, negotiators overconfidence, the winner’s curse, self-serving biases, ignoring others’ cognitions, the law of small numbers and reactive devaluation. Failures and distortions in perception, cognition and communication are the most dominant contributors to breakdowns and failures in negotiations. Three main techniques have been proposed for improving communic ation in negotiation: the use of questions, listening and role reversal. 7 Book Summary Assignment Essentials of Negotiation Chapter 6: Finding and using negotiation leverage In this chapter, the authors focus on leverage in negotiation that means the tools negotiators can use to give themselves an advantage or increase the probability of achieving their own objectives. Leverage is often used synonymously with power. Authors explain three major sources of power: information and expertise, control over resources, and location in an organizational structure and then point to the process for using power as an attempt to change the other’s position, view or perspective. During negotiations, actors frequently need to convince each other, influence the other party’s positions, perceptions and opinions and for doing these they employ a group of tactics that are called persuasion. Authors consider four key elements of persuasion: ways in which sources of information can be powerful, ways in which messages can be structured to be more powerful, ways in which targets of persuasion can enhance or reduce their power and ways in which the elements in social context can exert indirect influence on the target. There are some ways in which to think about the key factors in the persuasion/ leverage process. One of them is shown in below figure. Message factors Resultant attitudes (positions) Initial attitudes (positions) ? Message content ? Message Structure ? Persuasive style Source factor ? Credibility ? Attractiveness Target factors ? attending to the other ? Resisting the other’s arguments Context factor Reciprocity, Commitment, Social proof, Use of reward and punishment, Scarcity Central Route Peripheral Route ? ? ? ? Message factors or ways in which he content of the message can be structured and presented to enhance its effectiveness Source factors or ways in which the sender of the message can enhance his or her credibility and attractiveness in order to make the message more believable or more friendly Receiver factors or ways in which the receiver of the message can either shape and direct what the sender is communicating or intellectually resist the persuasive effects of the message Context factors or elements inherent in the social structure (such as the relationship between the parties, the setting in which the message is sent or the amount time taken to communicate the message) that can determine whether a message is more or less likely to be received and complied with. There are at least three major things that you as the listener can do to resist the other’s influence efforts: have a best alternative to a negotiated agreement (BATNA), make a public commitment (or get the other pa rty to make one) and inoculate yourself against the other’s persuasive message. 8 Book Summary Assignment Essentials of Negotiation Chapter 7: Ethics in negotiation In this chapter authors explored the question of whether there are or should be accepted ethical standards for behavior in negotiation. Ethics are broadly applied social standards for what is right or wrong in a particular situation or a process for setting those standards. Ethics proceed from particular philosophies, which purport to (a) define the nature of the world in which we live and (b) prescribe rules for living together. The authors present a model to help explain how a negotiator decides whether to employ one or more deceptive tactics. Intentions and motives for using deceptive tactics Consequences: 1. Impact of tactic: does it work? 2. Self-evaluation 3. Feedback and reaction from other negotiator, constituency and audiences Influence Situation Identification of range of influence tactics Selection and use of a deceptive tactic Explanation and Justification Deception and disguise may take several forms in negotiation as follows: misrepresentation of one’s position to another party, bluffing, falsification (introduction of factually erroneous information), deception (collection of true and/or untrue arguments that leads the other party to the wrong conclusion) and selective disclosure or misrepresentation to constituencies. The authors predicted that (1) when motivated to be competitive and when expecting the other to be competitive the negotiator would see the marginally ethical tactics as appropriate and (2) when both parties were competitively motivated they would exhibit the greatest tendency to employ marginally ethical tactics. From the negotiator’s perspective the primary motivation to use a deceptive tactic is to gain a temporary power advantage. Using these tactics then produces consequences: the tactic may work (produce desired results) or not work; people evaluate their own use of the tactics( asking themselves if they were satisfied with the results, and if using the tactic was personally acceptable) and people also may receive evaluative comments from the other negotiator from constituencies and from audiences. Those evaluative comments may serve to increase or decrease the use of similar tactics in the future. If using the tactic allows negotiators to attain rewarding outcomes that would be unavailable to them if they behaved ethically and if the unethical conduct is not punished by others the frequency of unethical conduct is likely to increase because the negotiator believes he or she can get away with it. Negotiators frequently overlook the fact that although unethical or expedient tactics may get them what they want in the short run these same tactics typically lead to diminished effectiveness in the long term. (Consequences of these tactics on the negotiator’s reputation and trustworthiness, other party retaliation and revenge) If negotiators think the other party is using deceptive tactics he/she can do the following acts: Ask probing questions and recognize the tactic. 9 Book Summary Assignment Essentials of Negotiation Chapter 8: Global negotiation In this chapter authors examined various aspects of a growing field of negotiation that explores the complexities of negotiating across borders. Negotiators from different cultures (countries) use different negotiation strategies and communication patterns when negotiating intra-culturally than when negotiating cross-culturally. Two overall contexts have an influence on cross border negotiations: the environmental context, includes forces in the environment that are beyond the control of either party but that influence the negotiations, and immediate context, includes factors over which the negotiators have influence and some measure of control. To know more cultures, Hofstede suggested that there are four important dimensions that can be used to describe cultural differences: power distance, individualism/collectivism, masculinity/femininity and uncertainty avoidance. Foster suggests that culture can influence global negations in several ways, including: the definition of negotiation, the selection of negotiators, protocol, communication, time, risk propensity, groups versus individuals and the nature of agreements. The chapter concludes with a discussion of how to manage cultural differences when negotiating across borders. Weiss presented the options that people have when negotiating with someone from other culture. According to him, when choosing a strategy, negotiators should be aware of their own and the other party’s cultures in general, understand the specific factors in the current relationship, and predict or try to influence the other party’s approach. His suggested responsive strategies may be arranged into three groups, base on familiarity (low, moderate, high) that a negotiator has with the other party’s culture. Within each group there are some strategies that the negotiator may use individually (unilateral strategies) and others that involve the participation of the other party (joint strategies). Low familiarity ? Employ agents or advisors (unilateral Strategy) ? bring in a mediator ? Induce the other party to use your approach Moderate familiarity ? Adapt to the other party’s approach ? Coordinate adjustment High familiarity ? Embrace the other party’s approach ? Improvise an approach ? Effect symphony 10 Book Summary Assignment Essentials of Negotiation Chapter 9: Managing difficult negotiations: individual approaches Through any number of different avenues – breakdowns in communication, escalation of anger and mistrust, polarization of positions and refusal to compromise, the issuance of ultimatums or simply the inability to invent options that are satisfactory to both sides – negotiations often hit an impasse. Productive dialogue stops. The parties may continue talking but the communication is usually characterized by trying to sell or force one’s own position, talking about other’s unreasonable position and uncooperative behavior or both. This chapter reviewed actions that the parties can take to return to a productive dialogue. In general there are five major conflict reduction strategies that can be applied in contentious situations: 1. Reducing tension and managing the de-escalation of hostility (via methods such as tension release, acknowledgment of the other’s feelings (active listening), separating the parties, synchronized de-escalation) 2. Enhancing communication, particularly improving each party’s understanding of the other’s perspective (via methods such as role reversal or imaging) 3. Controlling the number and size of issues in the discussion ? Reduce the number of parties on each side ? control the number of substantive issues involved ? state issues in concrete terms rather than as general principles ? restrict the precedents involved, both procedural and substantive ? search for ways to fractionate the big issues ? depersonalize issues: separate them from the parties advocating them 4. Establishing a common ground on which the parties can find a basis for agreement (via methods such as determining super ordinate goals, clarifying common enemies, agreement on the rules and procedures) 5. Enhancing the desirability of the options and alternatives that each party presents to the other (give the other party a â€Å"yes-able† proposal, ask for a different decision, sweeten the offer rather than intensify the threat, use legitimacy or objective criteria to evaluate solutions) The order of above steps is the one most frequently used by third parties in resolving disputes and hence we believe it also will be the most effective if employed by negotiators themselves. If the conflict cannot be controlled effectively, third-party intervention may become necessary. 11 How to cite Esssential of Negotiation, Papers

Fundamental Part of Organizational Management

Question: Discuss about the Fundamental Part of Organizational Management. Answer: Introduction Strategic management involves the procedures of formulating and implementing the key goal, objectives as well as the initiatives taken by the business organization top management on behalf of all stakeholders, based on the consideration of key company resources and the assessment of internal and external environment which the company operates. Strategic management is one of the fundamental hard skill in business management, strategic management entails management of business organization and projects proactively with the main objectives of initiating long-term strategies. Inside the business environment comprises figuring the association which influences the accomplishment and approach of operation (David, 2013).. The external business environment has the control over the entryway and the threats that affect the business operation. It is important to ensure that, the internal business operations are strategically formulated and implemented, this ensures the strategic goals and object ives of the organization are achieved. Therefore, strategic management involves the procedure of analyzing the cross-functional business decision, which is reached by the management while they anticipate for better performance of the organization. Strategic management exhibits the role of management in an organization, whether they are eligible in delivering the best management services to shareholders of the company, it also necessitates the commitment of strategic planning which represents the organizational ability to set goals and objectives which define the direction for the company. About Nestle Company Nestle is a Swiss transnational food and drink company, with its headquarters is located at Vevey, Switzerland. The company is the largest food company in the world; this is by measure of its revenues and other metrics for 2014, 2015 and 2015 consecutively. It is also ranked number 72 on the Fortune Global 500 in 2014, Number 33 on Forbes Global 2000 list of largest public companies. Nestle products comprise baby food, breakfast cereals, coffee and tea, frozen food, pet foods among other products, the company brands have the annual sales which are estimated to be over $1.1 billion. Nestle company has 447 factories which operate in 190 countries, it employee more than 339, 000 people. The company is the main stakeholder of L'Oreal, which the world largest cosmetic company. Nestle origin is dated back to 1866 when two companies were founders the two companies latter formed the Nestle company. After the formation of Nestle Company, the management of the two organization combined their efforts and expanded the business activities of Nestle Company across Europe and United States. The company is focusing to be a leaders in food industry especially, health, nutrition, and wellness. Despite its success in food industry market, Nestle Company is still operating under some issues, which needs the company management to strategically implement on relevant parameters, the company needs to overcome these issues in order to achieve its goals and objectives. Nestle company vision is to Meet the Various needs and demands of consumers in their everyday live, this is by marketing and selling food products which are of high quality. The objectives of this are to ensure that, they deliver the very best quality products in every activity they do, especially from the primary produce, choices of suppliers and transport, to recipes and packaging materials. The company mission is to strive towards bringing consumers food products that are safe and contributes to health and wellness. Nestle Company aids to provide the selection for all individual in all ages groups in the market. Therefore, the main purpose of the company is to offer, safe, tasty as well as nutritious foods to improve health and well-being of consumers in the market. They tend to meet current and future demands from the consumers. The success of Nestle company is primarily based on the commitment of the management all the stakeholders. The primary objectives of the company are to provide to its customers variety of Nutritious products which have different test option, this will allow the consumers to choose the test they like. The long-term strategy and success of Nestle Company is due to the overall investment of scientific research which is done on specific nutrition aspects. Organizational structure The organizational structure is also called the organizational chart, it typically demonstrates the relationship between various individual in an organization, and it defines the relationship between managers, shareholders and employees. An organizational structure depends on the size of the company. Where when the chart grows to be large, it is splinted into smaller charts that will represent different departments within the business entity. Nestle company used relevant organizational structures which are defined to contributes toward achieving their missions. Nestles Corporation is decentralized organization that organizes its operations according to the matrix organizational structures. A matrix organizational structure is a structure which the reporting relationship between the employees and management are set up as a matrix form, employees have dual relationship especially to functional managers and the product manager. Nestle as a decentralized organizational structure that allows the subordinate to make decision and present the same decision to the management, other may have dual commitment with their management while they implement on decisional matters in an organization. Although the overall reportings are made to the top management, the daily operations of the organizations are left back to the employees, where the operation decisions are pushed down to subordinates. Nestle Company is categorized to belong to an organic organization type which is characterized as highly adaptive and flexible to both employees and management, and including the stakeholders. The employee within the company are not eligible to be given more rules and regulations or rather direct supervision from the management. In promoting the organic organizational system, the organization has been able to have highly skilled and trained professional which are encouraged to form teams within the company. Due to high level of influence from internal and external business environment, the employees form teams and group in order to solve specific issues affecting the company, for instance the scientific research in food industry. Therefore, teamwork in an important element and asset which us used by the company in striving towards achieving its strategic The corporate strategy of the company: For accomplishing the organizational mission, Nestl uses three strategies that allow the company to maintain a competitive advantage over its rivals. It includes operational pillars, growth drivers and competitive advantage (Nestle.com., 2017). Operational pillars: Innovation and renovation: As mentioned in the company website, Nestl concentrates upon innovation and renovation. The company has largely focused on product development and facility management with the help of innovation and renovation. With the industry leading research and development wing, the company supports constant innovation of the food and beverage portfolio. It helps the company to use effective processes and market attractive products (Nestle.com., 2017). Operational efficiency: the company opts for using the best raw materials, procedures and serves the highest quality and safest products to the consumers. Nestl Continuous Excellence is the organizational approach for supporting efficiency, eliminating wastage, and improving the quality of the product (Nestle.com., 2017). Whenever, wherever, however: for providing the best quality service the company opts for the most effective marketing mix, which includes the diverse product line of the company, the reasonable pricing strategy for the products, appropriate promotional strategies and the accessible distribution channel (Nestle.com., 2017). Growth drivers: Nutrition, Health, and Wellness: the company has the mission of offering the good quality products and thus, enhancing the quality of lives of the consumers and address the chronic medical condition through nutrition (Nestle.com., 2017). Emerging markets and popularity positioned products: the company has opted for positioning its popular products in the emerging markets for the low income customer base (Nestle.com., 2017). Out-of-home consumption: the company has opted for a smart strategy of Out-of-home by introducing products for leisure and others via kiosks, gourmet restaurants, institutional catering, schools and hospitals (Gassmann, Frankenberger Csik 2016). Premiumisation: the company understands the need of pleasure moments among the customers. Hence, Nestl has opted for Premiumisation strategy in which the company offers premium products of the highest quality in a bit extra payment (Laforet, 2015). Competitive advantage: Unmatched Product and Brand Portfolio: in the sector of nutrition, health and wellness, the company has the largest number of diversified product line in food and beverages. It serves a huge level of competitive advantage to the company (Gassmann, Frankenberger Csik, 2016). Unmatched Research and Development capability: with a mission of being the leader in nutrition, health and wellness, the company is constantly focusing on research and innovation in developing the product quality and organizational process (Nestle.com., 2017). Unmatched geographic presence: the company is operating in 194 countries with more than 447 factories, which serves as the competitive advantage and a proof of the customer preference for the brand (Nestle.com., 2017). People, culture, values and attitude: the company values its employee base and indentifies them as the pillar of success over 150 years. Hence, it has opted for a commendable HRM policy to motivate and retain the talents within the organization (Nestle.com., 2017). Issues facing Nestle Company It is on record by Forbes 400, there is no entity that works best faces no issues. Every entity works hard to fight its issues and one that does the same is Nestle Company. Nestle is adored by many in the globe and has been termed to be world leader in foodstuffs. Amidst all the popularity, Nestle faces a number of issues that will send one chilling. There are various issues facing Nestle (Hitt, 2017). The issues facing Nestle Company include; Climate change, child labor and raw material issues. Climate change Most of the products of Nestle come from Agricultural produce and climate change forms a strong contender issue to the firm. Climate change has un-presented effect on the companys supplies. According to Forbes 500, climate has been changing bringing out adverse effects to the company supplies. Child labor There has been a number of alleged use of cheap and child labor by the company. The company has faced many court cases as to child labor. This has affected right to center the companys turnover as they have had to hire legal minds to represent them in courts. The child labor has been reported in most of Nestle cocoa production. It has been an issue that have attracted international players of food stuff industries. In most regions that nestle company has planted cocoa the families are poor thus resulting school going children to seek employment in a bid to vent for their families. To this tame this issue, Nestle need to design supplier code and monitor most of her participants in the supply chain. In case there are no other workers and should they have to employ children, let the company come up with training programs about child labor and its consequences. Raw materials The issue surrounding this is high unexpected demand by her clients. In everyday the client list at Nestle grows without increase of raw materials. As earlier stated, climate change is one strong contributor of low levels of raw materials. Shifts of the climate have insignificant effects to the raw materials of the company. For instance, prolong drought have reduce the cocoa plant from reaching maturity on time. There are some natural disasters that negatively influence raw materials of the product. Floods, thunderstorms and storms have affected the availability of raw materials in a negatively manner. To curb the menace, Nestle Company management should come up with compound relationship with the rest material suppliers. In case to reduce bulk products at the store Nestle Company should sell most of the products on promotion. Last but not least, Nestle Company should design Dealer Management system that aids in inventory, sales, service and business management. Opting for online presence: Since a long age, the company is following the traditional placing strategy. The company has opted for the FMCG strategy of distribution which involves breaking the bulk policy. The typical distribution channel of the company product is as follows: In spite of having a strong and effective supply chain model, the over dependency on the physical distribution makes the company experience issues like lack of product availability in the market and increase in the price of the product. It is detrimental for the brand name of Nestl. Hence, the company can make the products available for the consumers with online channels. In the modern business environment, the usage of the online distribution channel helps the companies to directly interact to the customers, identify their needs and control the pricing. The company can opt for supplying the products like chocolates and refreshment beverages via online stores (Blackshaw, 2014). The company can also make the products available in the online retail apps like Amazon.com or the apps of the food retailers. It will help the company to make itself more available and approachable to the customers (Rezaeegiglo et al. 2014). Partnership or strategic alliance with the supplier organizations: As mentioned earlier, the company is facing the issue of low quality raw material and the lack of its availability. The previously discussed issue of environmental degradation can be cited as one of the major reasons for the lack of availability of the raw materials. Hence, it is important for the company to opt for a strategy that will ensure consistent supply of the raw agricultural products. Here, the company can opt for the strategy of creating alliance with big farming organization. The company can follow the strategy of investing into the company with the condition of using the Nestl stated regulations for farming. Here, the company needs to lay down own policies for farming which would support the strategy of organic agricultural practices. The partner farming organization needs to conform to the farming policies of Nestl and sell their product exclusively to them (Wolf, 2014). This strategy will be helpful for Nestl to promote its current corporate strategy of providing the best quality product to the employees and eliminate the present issues like lack of raw material and environmental challenges. For the implementation of this strategy, the company can use these organic raw materials for its premium product line in the initial stages. As the new strategy is likely to increase the cost of the company in the first place, the company can collect the profit from its premium product line by using the raw material in its production. Moreover, by promoting the usage of this organic farming strategy, the company can improve its brand image as an environment friendly organization (Payaud, 2014). Thus, by altering its strategy of supply chain management, Nestl can achieve a good level of market success in a sustainable way. Recommendations Be it internal or external every company have its own issues with Nestle Company included. You are only presented with change and acceptance of it makes the difference. The market is fierce when it comes to chocolate and Nestle should break into block chocolate and run on the platform as her competitor, Cadbury. Research done by the university of Chicago postulates current market share of Nestle chocolate to be 20.0% while that of Cadbury standing at 34.1%. Nestle should come up with plans and develop Block chocolate. Number two, Nestle motto for confectionary need to be enhanced. Good food good life slogan need to be re-modified, Nestle is a global company in food and beverage. In that case I would recommend Nestle have the good food good life for other sections of the company and try design something like Chocolate Champions or something Nestle would benefit at the end. In addition, media reports and detailed financial data indicates that Nestle spends huge amounts to advertise on annual basis. It is quite high as compared to her competitor. To respond to it, I do recommend Nestle to change her strategy and embark seriously on uplifting her old sellers and distribution joints across the entire globe. Nestle should shy away from introducing new product in the market and work hard to boost her immediate products by upgrading them. Conclusion Nestle is the world leader in food and beverage industry. It sells products of high quality with her revenue increasing on yearly basis. The achievements poised by Nestle is driven by good business management with good leadership that stand tall in realizing the core objective of the company. Operational managers are given mandate to liaise with local marketers and customers on the kind of products they need. The production manager on the same note ensures the customer needs are answered in the product. The product of the company is not a single job but collective efforts that are well-organized and portend realization of Nestle core objective. 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