An exploration of notions of 'order' present in Bernard Tschumi's Dissertation

An exploration of notions of 'order' present in Bernard Tschumi's deconstructive architecture of the late 70's - Dissertation Example From the mid-1970s, small pockets of resistance began to form as architects in advanced, post-industrial cultures began to adopt a system of defamiliarization from the established norms. The new mediated world reflected and reinforced dismantled reality. Architecture incorporated such dismantling and fragmentation, through â€Å"celebrating the culture of differences, by accelerating and intensifying the loss of certainty, of centre, of history†4. Deconstruction as a style of architecture has become increasingly influential among architects, educators, policy makers, and developers of prestige projects. Numerous recent projects are based on the deconstructive style. Besides visual fashion, this type of architecture is conceived around form, function and aesthetics. The main characteristics of deconstructive architecture are a â€Å"lack of human-scale details, jagged and convoluted figures, disjointed masses and planes, glittering glass and polished metal surfaces†5. De constructive architecture is rooted in a branch of philosophy whose chief proponent was the late French philosopher Jacques Derrida. To create order in an architectural composition, form, space and other principles play an important part. Order does not refer only to geometric regularity, but to a â€Å"condition in which each part of a whole is properly disposed with reference to other parts and to its purpose†6, towards producing a harmonious arrangement. A natural diversity and complexity is present in the program requirements for buildings. The forms and spaces of any building should acknowledge the hierarchy that is fundamental to the functions they facilitate, the users they serve,... The importance of a theoretical framework in architecture, for increasing the aesthetic and functional value of the built environment has been underscored. Bernard Tschumi’s work which introduces the urban setting into the Parc de la Villette has a distinctive characteristic emphasizing contemporary deconstructive trends. A theoretical framework elucidates the reasons why some buildings affect human beings in specific ways. Nikos Salingros, a colleague and adversary of Tschumi who promotes traditional aesthetics in architecture, also supports this view . He adds that one of the essential requirements of architectural theory is to integrate and organise scattered and seemingly unrelated observations of the ways in which human beings interact with built form. Another significant element of theory is to formalize those observations into an easily applicable framework usable for design. Architecture’s recent embarking on a formulation of its theoretical basis has been long overdue. Until now architecture has been based on personal notions and fashion, rather than on theoretical support.

Case Study Essay Example | Topics and Well Written Essays - 1500 words - 13

Case Study - Essay Example On the other hand, Ralph has low energy but he has significant experience and he is a potential candidate because of his experience and expertise in the industry. The third candidate Yingzi is a very talented woman and she can bring new innovative managerial practices in the company and retaining her in the organization is very important. The first solution is to promote Carmen because for being an ethical organization, company has to show concern towards employees especially the women and minority. Carmen is one of those who is both an African American and she is also qualified for the position. However, following is the SWOT analysis of making this decision. Image of company â€Å"concerns towards employees† will further improve. From maternal ethics concept, the consideration given towards mother-child relationship can improve the nature and quality of workplace interactions (Frederick, 2002). Company will be able to improve its public relations through this decision. Actually in business world activities which appear as a result of generosity are the attempts of companies to make public relations (Flynn, 2008). The promotion of Carmen can appear as a strong example of it, if she is promoted. No doubt Carmen and Yingzi are the suitable candidates for the managerial position however, Ralph should be promoted because he has worked twenty years with the company and he is the most experienced as compared to other two. What should be the criteria of the company while promoting people? Most of the policies of organizations promote employees based on seniority bases; however, even the ethical nature of policy is sometimes challenged. The promotions which are based on seniority alone seem mindless whereas, the decisions which are based on qualification seem heartless, therefore, companies should take it as a challenge to merge the dual responsibilities of qualification

Analyzing Pro Forma Statements Essay Example for Free

Analyzing Pro Forma Statements Essay The Home Depot is the world’s largest home improvement retailer. The tagline for The Home Depot is â€Å"More savings more doing that’s the power of The Home Depot.† The catchy and recognizable tagline can be heard on nearly every TV and radio station in the United States. The Home Depot realizes that in order to maintain its title as the world’s largest home improvement retailer the company will need more than its catchy tagline. Therefore, The Home Depot has decided to extend the time in which small household appliances are available to its customers. Analysis of Pro Forma Data The Home Depot does not usually sell small house appliances like coffee pots, toasters, mini convection ovens, blenders, and irons through the year. The mentioned small appliances were only sold during the Christmas season. The Home Depot has decided to extend the time frame in which small appliances could be purchased. In 2014, The Home Depot sold the small appliances from the Christmas season until March 2015. The extension of the availability of the small appliances increased sales revenue by %. The increase in revenue prompted The Home Depot to employ the idea for the 2015 Christmas season until March 2016. There was an increase in revenue of % for 2016. The same model was used for the Christmas season of 2016 to March 2017, and again there was an increase in annual sales, %. The Home Depot decided that since sales revenues were increasing each year with the extension of having the small appliance available to its customers that the store would sell the small appliance year round. So in 2017 The Depot made the decision to sell small appliance all year. There was an increase in sales for 2017 of %. There was an increase in sales for 2018 of %. Sales revenue increased % in 2019, which proved to be the most successful year. Conclusion The decision to extend the availability of small household appliances proved to be a very successful plan for The Home Depot. Annual revenue continued to increase each year that the small appliances were sold for a longer time frame to the customers. The decision to sell the small appliances throughout the year proved to be one of the best decisions that The Home Depot could have made. The company continues to run the catchy tagline â€Å"More savings more doing that’s the power of The Home Depot. The company also employed a new catchy tagline after the success of its 2014 plan. Now the new tagline â€Å"Let’s Do This† can also be heard on TV and radio stations through the United States. It is also proudly displayed on the infamous orange work buckets that only The Home Depot sells.

Background and Future of Quantity Surveying

Background and Future of Quantity Surveying This written report will critically discuss the role of the Quantity Surveying in the short form named QS within the contemporary built environment. Before discuss or considering about what is the changing role of Quantity Surveyor is in the future, the background of the Quantity Surveying is worthwhile to have a review. The traditional roles and evolved roles of Quantity Surveryor will be briefly discussed. Least, the responsibilities of Quantity Surveyor will be carried out too. Background to the Quantity Surveying Quantity Surveying (QS) profession has been experienced significant change over the past decade in terms of the scope and types of services provided both within and outside of the construction industry. All the changes have been occurs in response to changing clients or industry demands, IT (information technology) developments and increased level of competition of services. As the technology and Architecture buildings are constantly developed, Quantity Surveyor(s) played an important role in both public and private sector. Thus, how many people know about who is Quantity Surveyor? What is the Quantity Surveying profession is in nowadays? What are Quantity Surveyor do for? By according to QSBC (2009), stated that Quantity surveyors are the profession developed during the 19th century from the earlier Measurer, Quantity Surveyor is a specialist tradesman (often a guild member) who always prepared standardized schedules for a building project in which all of the construction materials, labour activities and the like were quantified, and against which competing builders could submit priced tenders. Because the tenders were each based on the same schedule of information, they would be easily compared to find the most suitable candidate. QSBC (2009). Furthermore, Seelay 1997 stated that a Quantity Surveyor is fully professional trained, qualified and experienced in dealing with the basic problems on behalf of the employer. Quantity Surveyor is essentially a cost expert or as a cost controller whose prime task is to ensure that the project is kept within the agreed budget which has been signed in contract document, and important is to make sure that the employer obtains value for money. (Seeley, 1997 pg.40.) Moreover, QSBC (2009) also discussed that, Quantity Surveyor is a professional who are usually working within the construction industry. The role of Quantity Surveyor is to manage and to control the costs of the particular construction projects and may be involving the use of range of management procedures and technical tools to achieve the goals. From difference sources, there is difference method to interpreted or discussed of roles of Quantity Surveyor. And then, the definition of the role of Quantity Surveyor should be known. By referring to RICS (Royal Institution of Chartered Surveyors, 1983a, pg.1) which stated that In the 1971s report, the role of Quantity Surveyor was defined as ensuring that the resources of the construction industry are utilized to be the best advantage of society by providing, inter alia, the financial management for projects and a cost consultancy service to the client and designer during the whole construction process. In addition, the distinctive competence of the Quantity Surveyor is a skill in measurement and valuation in the construction field in order that such work can be described and the cost and price for the particular project can be forecast defined, analyzed, planned, under controlled and accounted for. Quantity Surveyor A Quantity Surveyor is key professionals in the construction sector or industry. Quantity Surveyor(s) always act as a cost Engineer, cost Planner or cost Controller. A Quantity Surveyor is specializes in estimating the value of the construction project works. Quantity Surveyor(s) will use their skills to do the taking off quantity of the propose building, and determine the cost of building work ranging from small refurbishment works through to assessing the value of multi-million money construction project. Quantity Surveyor(s) normally works with Developers, Architects, Contractors, Building Proprietors and works with Government Bodies and Agencies. Addition, Quantity Surveyor(s) can be involved in cost planning, cost management, Contract Administration, project procurement, feasibility studies and the asset financial management. The purpose of Quantity Surveyor is to lower down or minimize project cost and maximize the value on a given proposed project. By either increasing value for money to a developer or end user client, or increasing profit margins for the main contractor or subcontractor, Quantity Surveyor whilst still achieving the required standards specified under the agreement, within contract program. Construction cost, construction management and construction communication are all key problems area for an employer or client who has commissioned and important building or engineering project. Thus, a professional trained, qualified and fully experienced Quantity Surveyor whose expert in dealing with these problems is needed. An experienced Quantity Surveyor(s) will accomplish their objectives in a variety of ways and largely guided by their experience; however more tangible factors also play a part such as a carefully selected procurement strategy, use of terms and conditions of contract and negotiation skills. Furthermore, the role of a quantity surveyor played is to manage the costs relating to building projects. This may include new builds, renovations or maintenance work. From early design costs to final figures, Quantity Surveyors seek to minimise the costs of the project and enhance value for money whilst ensuring that the project meets all legal and quality assurance requirements. Quantity Surveyors are involved at various stages of the construction process, typically prior to construction, during construction and following completion of the works. Prior to Construction Stage During Construction Stage Post Construction Stage Preparation of Feasibility Studies Provision of cost control services during construction Determination of the final project cost Estimating to define projects budgets/ amount Assessment of the contractors progress claims Preparation of tax depreciation reports for investors and property owner Analysis of the effect of design changes on the project budget Assessment of variation and delay claims Expert witness reports to assist in the settlement of building disputes. Cost planning to refine the budget as the design documents develop Procurement of subcontractors and labour to carry out the specialist trade works Preparation of Bills of Quantities to assist in the tender process Negotiation and settlement of accounts Monthly forecasting and cost reporting Monthly negotiation and agreement of payments for works carried out Table 1: Construction stages involved by Quantity Surveyor(s) Role of Quantity Surveying The Quantity Surveying profession in the United Kingdom has largely developed over the last century. It has grown to such an extent that it forms the second largest division in Royal Institution of Chartered Surveyors (RICS). As building works increased in volume and complexity, the employers became not satisfied with the method adopted for settling all the cost of the construction works and recognized the advantages of employing an independent Quantity Surveyor who would prepare and produce out an accurate bills of quantities (BOQ) to be priced by tendering contractor(s). And also employers will seek for the Quantity Survey who would measure and value any variations that might occur during the construction works progress. The common role of quantity surveyor(s) is to manage or be able to the costs relating to the particular propose building projects. This may include new builds, renovations or maintenance work. From early design costs to final figures, quantity surveyors seek and to be ensure to minimise the costs of the project and enhance value for money whilst ensuring that the project meets all legal and quality assurance requirements. Quantity surveyor duties typically include: Conducting feasibility studies to estimate materials, time and labour costs Preparing, negotiating and analysing costs for tenders and contracts Coordination of work effort Advising on a range of legal and contractual issues Valuing completed work and arranging for payments Traditional Role of Quantity Surveying/Surveyor Based on HKIS stated thatAs a tradition, estimating, preparation of tender documents, tender analysis, contract documentation, valuation and variation, and all quantity surveying related works of infrastructure projects are always handled by civil engineers notwithstanding that majority of these works are actually handled by quantity surveyors under the supervision of civil engineers. In the building works, the traditional role of handling these works by architects had been changed to become the role of quantity surveyors, and the Government and Private Forms of Building Contract were changed to recognize such QS role. However, in the infrastructure works, such QS role is still with the civil engineers as stated in the Government Form of Civil Engineering Works (HKIS, 2008). Ashworth and Hogg (2007) stated that the traditional role of Quantity Surveyor is still practiced on small to medium sized projects. It can be described as a measure and value system. Quantity Surveyor should prepared using a single price method of estimating, produce bills of quantities for tendering, measure the progress payments base on the work and prepare final account on the basis of the tender documentation. The traditional role, which is still practiced by some, also can be described as measure and value system. Approximate estimates of the initial coasts of building are prepared by using a single price method of estimating and where this cost was acceptable to the client then the design was developed by Architect. Quantity surveyor will prepared and produced bills of quantities (BOQ) for tendering purposes. The work would be measured for weekly/monthly/half yearly for the progress payments and a final account will be then prepared on the basis of the tender documentation. On traditional roles, Quantity Surveyor will conducting single rate approximates estimating to the particular project. Furthermore, Quantity Surveyor also will take part into cost planning in the management team and giving advice in cost planning. In addition, Quantity Surveyor will also giving client advice on procurement, advise measurement and qualification on the project taken. The most significant roles or services which provided by Quantity Surveyor are do taking off, preparation of tender document and produce bills of quantities (BOQ). During construction period, Quantity Surveying should giving advice on cost controlling to ensure that the amount and agreed budget for the proposed construction project is still under control. This is important to not make client to facing any financial problems. By during the construction progress period, interim valuations and payment all prepare by Quantity Surveyor. Quantity Surveying will go to construction to do interim valuations to evaluate the work progress on site. After the evaluation, thus Quantity Surveying will prepare the interim progress payments for client. Interim payments thereafter will be claims by contractor. Besides, Quantity Surveyor also will be advise in client financial statements. Preparation of final account, agreement and the last settlement of contractual claims will be fully produced by quantity surveyors. Evolved role of Quantity Surveying/Surveyor Today, not only is the Quantity Surveyor generally regarded as indispensible on any major building contract, and often on civil and heavy engineering as well, but Quantity Surveyor also now being appointed as project manager, to take control of the proposed project from inception to completion and to coordinate the work of the design team and the main contractor and subcontractors. RICS (1983a) also pointed out that the Quantity Surveyors expertise had been further developed after 1971. For the construction project, Quantity Surveyor(s) are involved in the field of manpower planning, resources control and in assessing the effects of time. The filled of contracting, civil and industrial engineering construction, mechanical and electrical engineering services, and project management and control also relate to the Quantity Surveyor. That means the role of the Quantity Surveyor is extended in 1980s. The Quantity Surveyor involve complex resource procurement and management processes, besides deal with complex construction contracts; provides the basis for a disciplined and well managed approach to projects. In response to the potential demise of bills of quantities, Quantity Surveyor(s) began to exploring potential roles for their services. Procurement, a term no longer used until the 1980s, became an important area of activity, largely because of the increasing array of options that were available. As a Quantity Surveyor in evolved roles, QS should improve the quality of service and the matching of the known resources to suit for the requirement of clients. By referring to Seeley (1997) stated that the Quantity Surveyor not only regarded building contract and often as project manager on civil and heavy engineering contracts to control the project from inception to completion and coordinate with other parties to take over the works. Quantity Surveyor is an important member of the design team in both the public and private sectors to advising employers and architects on the probable costs of alternative designs. Thus, Quantity Surveyor will be more active and act more roles and character in evolved method. Future roles of Quantity Surveyor The industrys client has become increasingly concerned about the services provided. They have examined traditional contractual procedures, have found their lacking and have sought to create new services more appropriate to their needs. In general, they have been looking for results and improved value for money.

The Most Imporanf The Tsars Fall From Power. :: essays research papers

Although some of the causes of the Tsar's fall from power seem more important than others, it is hard to choose a most important cause because each cause links into another, which leads into another. However I have come up with two causes which I think were the most important in the downfall of the Tsar. One was a long-term cause, the foundations of all the other causes, without which the country would not have been in such a bad state. The second one is a short-term cause, which tipped the balance into the Revolution and subsequently the Tsar's fall from power. The long-term cause is, Rominov mis-rule, and the short-term trigger is the 1st World War. The mis-rule of Russia by the Rominov's had been going on for many, many years, coming to a head with the Russian Revolution of 1917. The Rominovs especially Nicholas 2nd believed that they were appointed by G-d to rule the country, and that whatever they thought, must be right. This led them to rule the country for their own interests and for the interests of the rich and important, not for the interests of most of the population, the peasants. The Tsar didn't listen to the peasants or most of his ministers, appointing and firing them at will. The Tsar, by not listening to his people or caring about their needs, helped Russia to stay very economically backwards when compared to the rest of the world. This helps to link into the cause of social and economic hardships, another important cause. Many people believe that the influence of Rasputin was the reason that the Tsar fell from power, but I don't agree. Rasputin was an important factor in the lead upto the revolution and consequently the downfall of the Tsar. He was a rough, smelly peasant, who indulged in lots of sexual acts. The peasants resented him because he seemed to represent what was wrong with Russia. He was uncouth, showing the poor economic state of Russia and the poorness of the majority of its population. He was wild, showing the way that the Cossacks kept order and he was suspected of having an unfair with the Tsarina, degrading the royal family. However it was not Rasputin alone as some people think, that was the problems. It was the way that the media and Opposition groups portrayed him. However these still lead back to my original cause, Rominov mis-rule.

Everyday Use Essay: Sisters with Nothing in Common :: Everyday Use essays

Sisters with Nothing in Common in Everyday Use      Ã‚   When two children are brought up by the same parent in the same environment, one might logically conclude that these children will be very similar, or at least have comparable qualities. In Alice Walker's "Everyday Use," however, this is not the case. The only thing Maggie and Dee share in common is the fact that they were both raised by the same woman in the same home. They differ in appearance, personality, and ideas that concern the family artifacts.   Ã‚  Ã‚  Ã‚   Maggie is not as attractive as Dee. She is a thin and awkward girl. Her mother notes "good looks passed her by" (88). Furthermore, she carries herself like someone with low self-esteem, "chin on chest, eyes on ground" (87). On the other hand, Dee is an attractive woman. Her mother describes Dee as having, "nice hair and a full figure" (87). Dee takes pride in the her appearance. She dresses in fashionable clothes. When Dee arrives for her visit, her mother says, "Even her feet were always neat-looking" (88).   Ã‚  Ã‚  Ã‚   Besides their appearances, Maggie and Dee have unique personalities. When Maggie is first introduced in the story, she is nervous about her sister's visit. In fact, Dee's arrival makes Maggie so uncomfortable that she tries to flee to the safety of the house (88). Maggie is also intimidated by Dee, as shown when Maggie is unable to confront Dee about the quilts. Maggie gives in and says that Dee may have the quilts because she is not used to "winning" (91). Unlike Maggie, Dee is a bold young woman (88). As a young girl, Dee has never been afraid to express herself. Her mother remembers that "she would always look anyone in the eye. Hesitation was no part of her nature" (87). Dee also shows herself to be selfish when she sets her sights on the butter churn. Dee does not seem to care that her family is still using the churn. She states that she will "display part of it in her alcove, and do something artistic with the rest of it" (90).      Ã‚  Ã‚  Ã‚   The family artifacts are important to both Maggie and Dee, but for different reasons. Maggie values the family quilts for their sentiment and

Kyocera Case Study

B CASE ANALYSIS Kyocera Corporation Preface According to the footnotes on the initial page of this case study, it was written by Nancy Rothbard of the Harvard Business School for the purpose of discussion rather than for analyzing the handling of an administrative problem. The format is generalized and it gives a broad spectrum of information from which a student can extract pieces relevant to his or her area of study for a specific class. Since this case analysis is for a class in Strategic Cost Management, the main area of interest for this paper will be in the area of â€Å"cost management†.However, given the broad spectrum of information, the analysis is not limited only to cost management facts and issues, but also includes information that that is relative to other management topics. Rather than looking for a group of existing administrative problems, the focus is strategic in nature and addresses issues that could be problems in the future based on the status of the com pany at the time the case was written. The analysis includes information for the time period covered in the case study with a few references to Kyocera in the period of time after this case was written and up to the present.Introduction Kyocera Corporation was founded in Japan in 1959 as the Kyoto Ceramic Company. , Ltd. by Dr. Kazuo Inamori and seven colleagues. With Dr. Inamori providing strategic direction, the company grew from a small niche market player to an international conglomerate in a relatively short period of time. Within 30 years Kyocera was a world-class leader in their core product (electronics packaging) market. In addition, through mergers and creation of new business units Kyocera was able to successfully diversify into other areas of technical expertise.Seven product groups accounted for ninety-nine percent of Kyocera Corporation’s sales of approximately $2. 7 billion in 1990. (The additional 1% of sales was simply labeled â€Å"other† in the case study documentation. ) The products are divided among 80 companies in different geographical locations. The firm differentiated itself from competitors by providing world-class customer service. After establishing itself in a core product line and market, the firm was in a position to take the risk of entering additional markets, with additional products added to the mix. You can read also Thin Film Solar CellKyocera had a unique management system based on work cells called â€Å"amoebas† and a somewhat unique corporate philosophy and culture based on Dr. Inamori’s personal beliefs. The leaders of the company were very dedicated to the corporate philosophy and placed high value on making sure all newcomers were indoctrinated and accepted the corporate culture as well. The management philosophy, international business parameters, diversified product lines, corporate culture, and continued growth all have their challenges for the company. Some of these challenges are in the area of costing.Close examination reveals that there are both strengths and weaknesses in the way these business characteristics are handled by Kyocera. Corporate Profile/Background Key Personnel: †¢ Dr. Kazuo Inamori – Founder and architect of the firm’s business strategy. Dr. Inamori was a powerful force in the development and growth of the corporat ion. Without his leadership the company would likely not have grown as fast or been as diversified as it became by its thirtieth (30th) year in existence. †¢ Seven unnamed colleagues of Dr. Inamori who founded the company with him. They provided upfront capital, labor, and personal sacrifice to get the company started and on solid ground. Although these men had vision, they were no match for Dr. Inamori’s foresight, enthusiasm, and philosophical predisposition for success. †¢ Kinju Anjo (Vice Chairman) and Kensuke Itoh (Kyocera President) who stood in for Dr. Inamori when he could not be present at meetings. Kyocera’s Product Groups: Kyocera’s management referred to themselves as a high-tech solutions provider. This was because of the company’s focus on meeting the customer’s needs for specialized components.The list of products below is a testament to that high-tech solutions label. †¢ Electronic Components – The electronic c omponents product group provided discreet electronic components to industries that manufacture consumer electronics and to manufacturers who provided specialized products with stringent specifications to governments and industry. Chip capacitors, chip resistors, Hybrid IC’s, and quartz oscillators. In addition, thermal print-heads were included within the electronics components group. Most of these items are low-price, high-volume products. Semiconductor Parts – The semiconductor parts product group provided the substrates and components typically used in the more expensive integrated circuit packaging. These are used in expensive machinery that is used in industrial, military or other heavy duty applications where stringent specifications are desired. †¢ Electronic Equipment – The Electronic Equipment group manufactured and distributed communications and I/T (information technology) equipment in the form of computer peripherals, video conferencing systems, and memory for sale to manufacturers of computers and consumer electronics. Optical Instruments – The Optical Instruments product group made single-lens reflex cameras, 8 mm video camcorders, and compact cameras. †¢ Consumer Related Products – The Consumer Related Products group manufactured and sold jewelry, cutting tools, solar cells, dental and orthopedic implants, and ceramic knives. †¢ Industrial Ceramics – The Industrial Ceramics products group made pump and valve parts, semiconductor fabrications, Fiber-optic and optical communications equipment, and automotive parts. Ceramics Materials for Electronics – The Ceramic Materials for Electronics product group manufactured very specialized components for electronic systems. Glass for color TV’s, precision resistors, and thermal print-heads. Also ceramic substrates for specialized IC components were a product in this group. Management System: The management system at the Kyocera Corpora tion is very unique. It’s uniqueness is a result of the management ignoring standard management structure in other companies and developing a system to address problems that have been witnessed at other companies. i. e. runaway corporate bureaucracy. ) There were some inherent problems in the Kyocera management systems that manifested themselves as the company grew. (These are listed in the analysis section of this report. ) However, it is not likely that these problems would have merited scrapping the whole corporate structure, but implementation of minor changes could help improve profitability. The components of the management system are as follows: †¢ Amoebas – These components are profit centers with and average of 30 members.One official leader/motivator and very little or no other formal structure. The amoebas rated performance on a basis of hourly efficiency per month. This was calculate by dividing net profit before labor and taxes by the total labor hour s. †¢ Hans – These are smaller working groups that are under the Amoebas and do not have responsibilities as a profit center. †¢ Upper Management Reporting Structure – The upper management in each company or division would attend a series of meetings designed to update from the top down and provide status information from the bottom up. Company or Division Level Reporting Structure – The very top managers from each company or division would go to Kyoto or later Tokyo to update the headquarters level management personnel on the status of projects in their respective organizations. Corporate Philosophy/Culture †¢ Dr. Inamori’s Beliefs – The beliefs that are important in this analysis are the ones that were imported into the corporate philosophy and had the potential to affect the profitability or effectiveness of the company. For example, Dr.Inamori’s belief that a person should never give up when pursuing answers to technical p roblems is certainly admirable. However, when a project becomes unprofitable, it is sometimes wise to make a decision to cut the losses. Wisdom is the key to knowing when to give up. Dr. Inamori’s belief in Respect for the Divine and Love People serves as a motivational backdrop to the culture at Kyocera and has helped to make the company a success. (There is much more to cover on Inamori’s influence and it will be covered in the sections to follow. †¢ Centralized Management – Kyocera’s management system was very centralized in 1990 and the company was outgrowing the usefulness of such a system. With 80 companies and countless divisions, the old way of management meetings for reporting purposes was becoming unproductive and unmanageable. †¢ Problem Resolution – Problem resolution for transfer pricing and other issues was handled through the management system. No â€Å"final decisions† were forced on any organization, but the organi zations were expected to negotiated and solve problems among themselves.The problem was escalated up the chain of command until it reached Inamori himself. The information presented above and additional information in the the case study itself provide enough background for a person to analyze the strengths and weaknesses of the corporation. Using this information one can do an analysis and make recommendations for improvement. Important Characteristics of the Kyocera Corporation The characteristics of the Kyocera Corporation listed below are important to the analysis of possible issues facing the company now and in the future. Continuous Growth – As Kyocera continues to grow issues will surface that are a result of the size and complexity of the corporation. The entire organization will no longer be able to report progress in management meeting the same way it has been done for the last 60 or so years. The reporting matrix will need to be re-vamped to allow more responsibilit y at the division or company management level with ultimate accountability for quarterly profits at that level as well. Also, costing and transfer pricing issues need to be handled as a team between organizations.Too much autonomy can be as detrimental to the organization as too little. A balance of power and decision making needs to be tempered with a team approach to making each company or division as profitable as possible. †¢ Diversification – One characteristic that is a result of Dr. Inamori’s risk taking philosophy is the diversification in the product line. The products are high-tech enough to be a good fit in the company, but different enough that the different divisions and companies that make up Kyocera don’t end up competing against one another in a way that is detrimental to the company as a whole. Kyocera is an International Corporation – Cost is a good reason why this is an important characteristic of the company. Being international a llows Kyocera to take advantage of labor savings associated with manufacturing in some countries, while selling products in countries that will bring in the most profit. Being international also gives Kyocera access to markets in differing countries without as many distribution headaches as other manufacturers. †¢ Minimization of Corporate Bureaucracy – Kyocera focuses on minimizing bureaucracy.This eliminates costs associated with red and gives the Amoebas the flexibility to manufacture at the lowest cost. †¢ Measurement System – The measurement system is good in some respects and bad in others. Production targets are set internally by the same group that is attempting to make its goal a reality. This is a concern due to the lack of standardization and potential for poor targeting. †¢ Never Give Up Mentality – Dr. Inamori’s â€Å"never give up† philosophy is both a strength and a weakness.It is good for sharpening the focus of work groups, but at the same time could encourage unwise decision-making. Strategic Cost Concerns – Early in it’s existence, Kyocera was focused on keeping sales, general, and administrative expenses below industry standards. However, the management reporting practice and philosophy, as well as lack of standardization of costing methods within divisions or companies may work against the company in the area of cost. – Retraining costs with the frequent break-up of Amoebas is a concern. Purchasing parts at market prices on the open market that are also made by Kyocera-owned companies is a problem. – The cost of monthly reporting meetings is minor, but may be a growing expense across the board (for all divisions and companies) as the organization grows. Kyocera’s Inherent Strengths Quality of Leadership: Kyocera had strong leader in Dr. Inamori. His philosophical outlook and decision making abilities set the tone for success at the company.This type of lea dership cannot be taught, but is inherent in an individual. Technical Expertise: The company’s technical expertise is due to their focus on individuality and specialization. This helps the company in the area of new product development. Diversified Product Line: The products are high-tech enough to be a good fit in the company, but different enough that the different divisions and companies that make up Kyocera don’t end up competing against one another in a way that is detrimental to the company as a whole.Reputation: Kyocera’s reputation for quality and getting the job done will help them retain earned market share. Tenacity: Tenacious competitors in business always fair better than those who give up easily. The spirit of tenacity at Kyocera earns them the respect of their customers Working Environment Positive Attitudes: The positive environment at Kyocera helps retain expertise with employee retention and it fosters a non-threatening creative environment. Au tonomy: The autonomy of the Amoebas fosters creativity and lack of bureaucracy costs.International Status: Being international allows Kyocera to take advantage of labor savings associated with manufacturing in some countries, while selling products in countries that will bring in the most profit. Being international also gives Kyocera access to markets in differing countries without as many distribution headaches as other manufacturers. Areas of Weakness Some Elements of the Corporate Structure Centralized Management: The corporation is getting too large to maintain the current management reporting structure.The complexity will slow decision-making and be costly. Autonomy: Retraining costs with the frequent break-up of Amoebas is a concern. Product Overlap among Companies or Divisions: Repetitiveness in product lines is costly due to the repetitive support structures. Measurement System: Top-down setting of goals for Amoebas would be more appropriate. This would ensure some standard ization among expectations placed on workers. Transfer-pricing: Kyocera to Kyocera pricing should be lower than open market-prices.This would help sister organizations be more competitive. Additional Analysis Threats from New Competitors: Kyocera will have to be aware of new competitors at all times in the high-tech marketplace. Each division or company in the corporation must be aware of who the players are in their market. It would hard for any one niche player to become threat to Kyocera as a whole since they are very diversified. Rivalry among competitors: Kyocera must be careful to make sure this does not take place within its own corporate umbrella.There is no immediate rivalry of outside competitors that is obvious in this case. Substitute Products: Kyocera does a good job of battling this by taking on tasks that nobody else wants or has the tenacity to tackle. Suppliers Power: In many cases this firm is their own supplier. It is unfortunate that sister divisions or companies do not work closer together and become a powerhouse together. Buyer or Customer Power: Ditto the comments above. Also the buyers from outside have their purchasing power/threat to Kyocera limited by Kyocera’s diversification.Value Creation: Inbound and outbound logistics are strengths in Kyocera due to their international presence. They provide their own marketing channel through salaried sales professionals and have the product base to support using outside channels when possible. Advertising, pricing, etc. are handled by the individual divisions and companies. Service activities fall in the other column that makes up 1% of sales on the product organization list. This column does provide value to the customers and the company to the tune of $27 million. Current and Future OpportunitiesRe-alignment of the reporting structure: By re-aligning the reporting structure Kyocera can save cost and improve communications in the corporation. High-Tech changes in the Macroenvironment: New opportunities to be first in the area of communications are coming available with the internet, cable, and wireless communications areas. Transfer-pricing changes: Kyocera to Kyocera pricing should be lower than open market-prices. This would help sister organizations be more competitive. Expense Reduction: Administrative costs could be reduced by realigning the reporting structure.Product Overlap among Companies or Divisions: By combining operations for overlapping product lines Kyocera can save support costs. Potential Threats Current High-Tech changes in the Macroenvironment: Technological change does not stand still. New communications products and technologies make old ones obsolete every day. Corporate Growth: Communications and repetitive costs may become issues. Repetitive organizations as a result of mergers and acquisitions should be analyzed and handled appropriately. This may mean dismantling some organizations to save money.Action Items to be considered Change the M anagement Reporting Structure: The management reporting structure change could improve communications and help reduce administrative expenses Combine Support Operations for Different Companies in the Same Product Group: Repetitive support structures cost money. By combining support operations expenses could be reduced. Establish new corporate transfer-pricing guidelines. Corporate Guidelines for transfer-pricing could help make some of the business units more competitive.Reduce the autonomy of the Amoebas: Amoebas do not need to be doing their own costing and profit or production target setting. Recommendations Establish new corporate transfer-pricing guidelines base on sound judgement and principles: Focus on competitiveness and provide special pricing to sister business units to help make them more competitive. Focus on cost reduction in the administrative expense area: Implement conference calling, eliminate as much travel as possible, and combine support operations for multiple units to produce cost savings.Reduce the autonomy of the Amoebas: The amoeba level is too low on the management structure to make decisions on production targets and profitability. Move costing up to a higher level and allow input on production and profit targets from the amoebas, but put accountability at the next level of management up. Bibliography Kyocera Corporation, Nancy Rothbard, Harvard Business School, Publishing Division. 1991. Document #9-491-078,. Revisioned July 1993.