Assessing The Scope Of Competitive Rivalry

Assessing The Scope Of Competitive Rivalry Scope of competitive rivalry mainly deals with a global focus, however, local computer makers should also be considered. For the large corporations, having a presence in foreign markets is essential. Companies like Dell, HP, Lenovo/IBM, and Acer all compete in multiple international markets. If individuals in a particular country are capable of buying a PC, the top competitors all fight for their purchases. Competition is not cut throat per-se, but if a company like HP falters in any one of its multiple segments, Dell could come in and take its market share. Stage in Industry Life Cycle The thing about technology is that it constantly changes. The personal computer, servers, printers, and data storage devices have existed for decades, but constant RD is employed to make these high-tech machines smaller, run faster, and operate more efficiently. Computers and their peripherals will likely remain in the growth stage for a very long time. Though growth has slowed in developed countries like the United States, it has increased in other developing countries like Brazil, India, and China. On that note, the idea itself has reached maturity. For example, servers (as well as personal computers) can offer long usage time if they are properly serviced over the years. Computers configured four years ago, if built with quality high-end components, can still compete with ones coming out today. New technologies make adding performance to personal computers and servers effortless, which furthers the life of the machines. Degree of Vertical Integration According to Thompson and Gambles research, There were too many technologies and manufacturing intricacies to master for a vertically integrated manufacturer to keep its products on the cutting edge. Therefore, the industry has a very low degree of vertical integration. Companies search for the best manufacturers of parts and services and combine them to create a name-brand computer. Providers need to be accessible for when they are demanded. If they fail, companies like Dell and HP can switch as quickly as living creatures blink. Ease of Entry/Exit Because the industry has long been established and defined by the current competition, ease of entry/exit is not exactly easy. In fact, it would be nearly impossible for a start-up firm to enter. A long established company like Sony, for example, was able to enter late in the game because of their existing company structure and size. Only already established large companies would be able to enter the market, unless some entrepreneur discovered a way to enhance existing business models which maximized efficiencies in nearly every aspect of the venture. Technology Innovation The industry is highly characterized by innovation, considering it is nothing but technology. New products are constantly developed, daily in fact. Intel, for example, releases computer processing units (CPUs) every three months. As a result, costs decline .5% weekly. These CPUs are among the main components of the computer. Since technology is evolving at a rapid rate, computer companies always look for ways to reduce inventory carryover while still having enough in inventory if demand spikes. Product Characteristics Defining the product characteristics is rather complex, as not only are the computers intricate in nature, but the number of products associated with this industry colossal. Looking at the main composition, the industry includes computers (servers, desktops, laptops), peripherals associated with the computer like wireless routers and printers, and external storage. Focusing on the computers and depending on the price, they vary in terms of processing speed, hard drive capacity, number of video display outputs, number of channels of surround sound, and amount of random access memory. Economies of Scale As with most industries, the name of the game is getting the best products for the best price. Gray areas do exist, however. CPUs for personal computers, for example, are only made by two competitors (AMD and Intel). Other manufacturers like SIS and Centaur exist, though they are not as well known and certainly not trusted enough to be in name brand PCs. The same goes for video cards. Many manufacturers do exist, but there are only two significant competitors in the market (Nvidia and ATI). Most manufacturers of video cards actually incorporate the chipsets of the two top competitors into their own models. There is a substantial amount of marketing and advertising that goes into the products of the top competitors. The public must be constantly reminded which computers are the best to buy. Because of cost cutting (as well as international expansion), many companies have some, if not the majority, of their processes outsourced. To further reduce costs, inventory carryover is kept low. Learning and Experience Curve Effects The industry is highly characterized by the philosophy of learn by doing. For example, Dell has been improving efficiencies in their business model for the past eighteen and a half years (as of 2008). As a result, they are a leader in many aspects of their value chain. The competition follows suit, but they do not have as much experience as Dell does in this instance. Capacity Utilization Once again, as with all industries, it is important to have high capacity utilization in order to maximize efficiencies. Because there is little markup on computers and their components, companies need to squeeze savings out of every aspect of their operations. Industry Profitability If a company is well managed and knows what its customers want, then industry profitability can be high. Once processes begin to fall short or crumble, company profitability can go from black to red in a short amount of time. Compaq (before it became HP) was an example of a company with poor management structure. Executives ran the company into the ground because they were not finding ways to be profitable. Despite holding a large portion of market share, the company operated in the red for many of its quarters. Industry Driving Forces Though the industry possesses many driving forces, three come to mind as being most prevalent. For one, increasing globalization plays a big role in analyzing company size and strength. Outsourcing processes to many different countries leads to cheaper manufacturing costs across the entire value chain. India, for example, is a common location for technical support call centers. As the world grows smaller, having a well established brand name in multiple markets will keep top competitors successful. A second driving force is the diffusion of technical know-how across more companies and more countries. Just like in increasing globalization, outsourcing helps to locate the best RD opportunities in the least expensive country. The more minds there are on a project, the more opportunities there are for innovation. As a result, emerging countries may have different thought processes and needs compared to developed economies, so new ideas may be generated. A third driving force is changes in cost and efficiency. As mentioned earlier, it is imperative for companies in this industry to master the Just in Time strategy. Computer components are decreasing in price weekly and are becoming more energy efficient. These changes ultimately lead to newer and better products than those of three months ago. Key Success Factors Just like the driving forces, there are many key success factors that relate to this industry. For one, top competitors most certainly have an expertise in a particular technology or specific research (in this case, computer designing). They hand select the best components (or cheapest depending on the business model) for customers to choose from. After all, the quality of components defines the quality of the computer. A second key success factor is the proven ability to improve production processes. This includes the aforementioned industry-wide decrease in days of inventory holdings, and lessening vertical integration improves competitiveness. As computer components become cheaper to manufacture, the prices decrease. As a result, computer prices fall. Improving production processes are effective methods of keeping profitability high. A third key success factor is quality control know-how. No matter what the problem is with ones computer, it is always the fault of the manufacturer. If HP or Dell builds unreliable computers, buyers will simply switch to another brand with little hesitation. Therefore, it is imperative for the top competitors to maintain their quality control in the factories. If a certain component of the computer keeps failing, then it is likely the fault of the component manufacturer, and not the brand name computer creator. Other key success factors include product performance, reputation/image, and customer service capabilities PORTERS FIVE FORCES MODEL OF COMPETITION Dell has been able to remain innovative in their approach to building computers. They proved throughout their years of existence that providing differentiated, customizable computers with exceptional customer service at reasonable prices is possible. During the early years, Dell was able to undercut the competition by substantial margins. When they developed their strategic plans to sell computers internationally, they were quickly able to capture some of the market share once held by super-giant IBM. As a result, in 2007 International sales accounted for over 41% of Dells sales. To expand upon their business model, they diversified their product offerings to include Dell branded speakers, printers, and ink cartridges. Though not all diversification efforts were successful, Dell proved they could be innovative in their approaches to reaching customers. Michael Dell knew exactly what he wanted to do with his business when he first started his venture, and sticking to that vision has c reated one of the most successful computer ventures ever. Rivalry Among Competing Sellers Dells rivals include more than PC manufacturers. They compete and tally revenues in the following product categories: desktop PCs, mobility products (laptop PCs and workstations), software and peripherals (printers, monitors, TVs, projectors, ink and toner cartridges), servers and networking hardware, consulting and enhanced services, and storage products. Principal competitors amongst these categories include HP, Lenovo/IBM, Apple, Acer, Toshiba, Sony, Fujitsu-Siemens, Sun Microsystems, EMC, Hitachi, Cisco, Broadcom, Enterasys, Nortel, 3Com, Airespace, Proxim, Lexmark, Canon, Epson, Accenture, and EDS. Rivalry among competitors is fierce. If one company falters even the slightest bit anywhere along the value chain, other competing companies will enter and capitalize on the transfer of market share. For example, in the first quarter of 2008, Dell had 15.7% of the total global market share, which is up from 14.8% in the fourth quarter of 2007. The rest of the competition outside of the top five competitors (HP, Dell, Acer, Lenovo, and Toshiba) lost 5% of the total market share. These numbers vary from quarter to quarter, but when the top five competitors see increases in market share, it is clear who dominates. Dell happens to offer a highly differentiated product. They pride themselves on providing high quality computers at better prices points than the competition as a result of directly selling to customers. Prior to Dell, no company successfully offered such a business concept. Sales and promotions are targeted toward special bundle packages (like monitor, printer, and computer in one purchase) and slightly dated computer designs. With Dells premier account, for example, businesses and schools are encouraged to buy specially configured computers (which can be further customized). Savings tend to be larger when consumers purchase computers bundled with an anti-virus package, and Dell warranty, and interest free payments for six months if customers own a Dell premier credit card. Though competitors like Sony offer similar incentive programs, none of them can match Dell. Though Dell was strictly direct-to-consumer oriented for the longest time, they were losing significant market share to Apple as a result of not offering their computers in stores. As a result, they agreed to a contract with Best Buy and Wal-Mart. Though customers would technically pay for the markup at Best Buy or Wal-Mart for the same computer they could purchase through Dell, this tactic helped to keep Dell from losing market share to HP and Apple. In addition, Dell began offering white-box PC solutions in 2003 which helped them achieve an additional $380 million in revenues. Though critics were skeptical of the decision to move into this segment, most saw it as an effort to take on white box dealers in China. Potential New Entrants The threat of potential new entrants is minimal if even possible. There is a considerable presence of sizable economies of scale in production and other areas of the operation include the following: a substantial amount of marketing and advertising that goes into Dells products and the ability to outsource areas of the business they cannot make profitable by locating in the US. In addition, Dell is the industry leader in minimizing inventory on hand. In addition to the economies of scale, the learning and experience effects curves have to be taken into consideration. Dell has followed the simple model of learn by doing. As a result, they have been improving efficiencies in their business model for the past eighteen and a half years (as of 2008). The competition cannot match Dell. As with any industry that has been defined for decades, there is a strong brand preference and somewhat high degrees of customer loyalty. Because Dell is focused on being the lost-cost leader in the industry, they need not worry about customers switching purely on price. Customers want an established brand name that has the proven ability to withstand the test of time. As a result, HP, Dell, Acer, Lenovo, and Toshiba will remain the top competitive global competitors for the years to come. Though Apple is a leader in the US, they will not be able to compete in price conscious countries. Because the market share is dominated by the big five, any completion will fight for the remaining half that is crowded with hundreds and thousands of un-established brands. As with most industries that have long been established, there would be extensive capital requirements for a new company. Entry would likely cost millions, is not billions of dollars. As a result, the same brand names have existed for decades. On top of that, striking deals with distributors and retail stores would prove to be difficult. What basis would new consumers have for trusting a brand new computer company? That is why Insignia failed. Assuming the company has these issues sorted out, they would still have to deal with restrictive regulatory policies and tariffs and international trade restrictions. A new threat will only exist if the company can figure out how to succeed at every one of these difficult situations. Substitute Products Substitute products are becoming an issue within the industry. As technology progresses the products of yesterday become obsolete. The smart phone is becoming the biggest threat to the personal computer. Though they are much smaller and fit in the palm of the customers hand, they are capable of doing many of the tasks that a computer can do. For users that compute on larger scales such as film makers, musicians, and reporters, the computer can never be replaced. As a result of the smart phones popularity, computer companies are now competing in this segment. Supplier Bargaining Power The supplier bargaining power through Dell is mainly weak, though there is some slight flexibility. For example, Dell cycles through the top two CPU suppliers (Intel and AMD). Because they are in fierce competition, they continue to make quality products and are normally differentiated only by price. When Dell switched to AMD in 2006, they switched because AMD was able to provide Dell with a better performing chip for a better price. Similar situations occur with peripherals like printers (switch from HP to Lexmark then Dell branded), several speaker offerings from Altec Lansing and Dell branded, and different suppliers for the motherboard. Dell will switch to the best supplier for the best price as long as component quality does not suffer. Buyer Bargaining Power Buyer bargaining power, on the other hand, is high. There are a variety of products to choose from at lower price points than the competition. Purchasing items in bundles leads to greater saving, especially if customers have a Dell premier account. In addition, refurbished or customer-returned computers are offered at even greater discounts. Because technology continually evolves, buyer preferences change, ultimately leading to product adaptations. Customers demand the best product at a better price than the competition. If Dell fails at their own mission statement, they will lose the market share they currently possess. INTERNAL ANALYSIS: SWOT STRATEGIC COST ANALYSIS Value Chain Analysis Dell aims to provide low prices on a diversified line of customizable personal computing solutions by selling direct to customers. In addition, they have an efficient supply chain and manufacturing process that allows them to maintain a leadership position in the industry. As a result, they can sell premium quality products at price points their customers can afford. Just recently to compete with Apple, they have extended their product offerings into retail stores like Best Buy and Wal-Mart. When surveys were conducted in 2008, Dell was found to be deficient in the laptop market segment. As a result, they began contracting part of their assembly process to manufacturing facilities in Asia. Once the basic assembly was completed in the Asian facilities, the half built computers were sent back to the US for final product completion. The problem was that this incurred more costs than if they outsourced the entire operation. As a result, laptops became 100% built overseas. Other cost reduction techniques include minimizing the number of days of stocked inventory. By 2002, Dell was able to minimizes their supplies to anywhere between 2.7 and 4 days. These low stocking days in addition to their purchasing model put Dell at a great advantage. When customers configure their computers online or at the kiosks, they are required to pay in full before their computer can be built. This puts Dell at a great advantage because they have the money for the computer (or other products) before the customer even has the tangible product. They also offer special deals for professional organizations, schools, and other preferred Dell account members. Because they keep a close relationship with their customers, they can create value in other areas like expanded product offerings and 24/7 customer service. Additionally, Dell runs several tests throughout the build process of the computers. Multiple levels of testing reduce the number of manufacturing errors, which furthers their cost reduction efforts. By the end of the manufacturing process, the computers are pre-loaded with an operating system and several programs to enhance buyer value. In short, when the customer receives their computer, they simply have to turn on the unit to begin us e. Dell believes that maintaining close relationships with their suppliers leads to better computers, which will improve customer satisfaction and keep costs low. Once customer satisfaction is high, they will likely buy additional products from Dell such as printers. Further, by providing twenty-four hour technical support, Dell can continue to emphasize the importance of their customers in their eyes. By outsourcing operations like laptop manufacturing and customer service call centers, Dell has found ways to produce products at better price points. Similarly, if Dell produced their own PC components, they would never be able to maintain their competitive edge. Costs for RD and production capacity would eliminate profit margins, even possibly putting Dell into a troubling situation financially. Updates to current model offerings are employed every couple of months. They include improved performance, new input device technologies (like eSata and USB 3.0) and increase energy efficiency. Benchmarking Activities In most industries, Benchmarking tends to have at least some importance in creating better products and improving efficiencies. In any technology driven industry, however, it is essential in order to survive. Dells goal is simple; they keep prices low by allowing customers to create a complete personalized computer according to pre-defined specifications. Doing this enables Dell to avoid carrying pre-configured computers in inventory. Though they do offer refurbished models for discounts, it is not a substantial part of the business. Because their business model is so unique, they can provide customizable solutions that minimize costs, eliminates much of the need for inventory carry-over, and requires customers to prepay (or set up a preferred payment account) before receiving the computer. By cutting out the middleman, Dell can pass on savings to the customer. In addition, by continually searching for ways to improve the manufacturing process, how customer orders are filled and ship ped, and how employees are trained, Dell can retain its competitive edge. Activity Based Costing Dell breaks down its individual activities of the value chain into several components that will provide cost estimates and capital requirements. Categories include advertising, researching, development, technical support (hardware and software related), selling, general, and administration, engineering, and logistics. When one activity is altered, its effects can be felt through the other activities throughout the chain. Once Dell establishes their cost estimates, they can analyze their competitiveness with companies like HP, Lenovo, and Acer. From there, they can make the necessary adjustments to maintain success. Competitive Strength Assessment Analyzing Dell for the competitive strength assessment is analyzed over two criteria. First, how does Dell rank relative to competitors on each of the important key success factors that determine market success? The second, does Dell have a net competitive advantage or disadvantage versus major competitors? Dell understands that in order to remain competitive, they must not lose sight of their business model. The continually search for ways to reduce costs along every aspect of the value chain. As a result, they fair well in the competitive strength assessment. They continue to satisfy their customers by providing total computing solutions. This assessment includes the comparison of the pre-defined industry key success factors against the top competitors: expertise in a particular technology or in scientific research, proven ability to improve production processes, and quality control know how to other competitors. In addition, other strength measures will be weighted. Included measures are product performance, reputation/image, and customer service capabilities. Once the key success factors are reviewed, the weighted overall strength rating will be determined. Weightings rank from highest (strongest) to lowest (weakest). This assessment helps pinpoint which areas Dell excels. Similarly, it also illustrates where they should improve. As illustrated by the competitive strength assessment, Dell still remains stronger than HP, but not Apple. But just because Apple ranks higher does not mean they sell more units. In 2007, Dell shipped (US) 19,645,000 units whereas Apple shipped 4,081. On a worldwide outlook, Apple is not ranked whereas HP shipped 50,526,000 and Dell shipped 39,993,000. Apples product line, however, is priced higher overall than the competition. Their theory is that extensive RD must be made to determine which parts work best together. Apple spends a great deal of time researching components to find out which ones talk best to each other. Their customers believe Apple computers tend to be more stable and last longer than the competition. Whether this is purely an advertising gimmick or legitimate fact has not been proven, but customers seem to believe this is the case. FINANCIAL ANALYSIS BUSINESS STRATEGY ANALYSIS: PORTERS GENERIC STRATEGIES Best-Cost Provider Strategy By late 1997, it was clear that Dell was defining their position in the market. They had become a low-cost leader that was discovering new ways to harness efficiencies from their direct sales business model. They wanted to provide quality computers at price points lower than the competition, and they succeeded. This strategy gave them the upper hand in the industry, and as a result, they are a top competitor with a high percentage of the overall market share. Dell achieved their best-cost status from the ability to provide customers with customizable computing solutions at lower than expected prices by cutting out the middleman. By employing this strategy over multiple product offerings, they were able to target a wide range of computer users from the business end to personal home users. Owner Michael Dell achieved this status by constantly benchmarking company performance. He continually searched for ways to improve all aspects of the business, which includes ongoing improvements in the assembly efficiency, improved quality control, enhancing partnerships with suppliers, adopting just-in-time inventory practices, website rebuild, customer service/technical support improvements, and placing Dell computers in retail stores. As a way to enhance value, Dell held forums that gave senior management the opportunity to listen to their best customers for determining future needs and expectations of buyers. In 2007, Dell began enhancing customer value through IdeaStorm, a website that allows customers to post suggestions for ways to improve the company. Improvements yield great reward, as Dell was rated number one (in 2005) for providing exceptional customer service to large enterprises. Vertical Integration When the industry was relatively new, it was essential for a PC manufacturer to be at least partially integrated. If they were not, customers did not receive their product well. That logic shifted over time, however, to the point where being vertically integrated would be detrimental to long-term company success. To not be vertically integrated is the best way for Dell to mass-produce computers. Today, Dell has an arms-length relationship between specialist suppliers, manufacturer/assemblers, and end users. It is unlikely for Dell to ever revert back and become even partially integrated, as the industry as a whole is becoming less integrated daily. Transaction Cost Economics Dell aims to keep transaction costs low and continually searches for ways to save. There are no surprises for customers when they visit the Dell website, unless medications have been made to the layout. Customers expect low prices for quality computers, and that is what they receive. Improving bargaining power between suppliers is highly unlikely, due to the fact that discounts on technology can only go so far. They are typically regulated and controlled, and have even been scrutinized for selling components for more than they are worth. Dell accepts PayPal, MasterCard, Visa, American Express and Discover credit cards in addition to their own premier account credit card. They believe that having multiple payment methods encourages customers to purchase more goods. In addition, other typical transaction cost economics include the time it takes to configure a computer online (or at one of the newly introduced kiosks), the time it takes to research what components fit customer needs the best, the time it takes to actually place an order, and the time it would take if customer service/technical support is needed. Cooperative Strategies Michael Dell believed that partnerships with suppliers would be better for the company than if it were to integrated backwards and manufacturer its own components. As a result, they have relationships with processor manufacturers Intel and AMD, hard disk drives manufacturers Seagate and Western Digital, speaker manufacturers Altec Lansing (often rebranded as Dell), and multimedia component manufacturers creative technology ltd. Other suppliers for parts like RAM, motherboards, fans, and DVD drives change depending on who supplies parts for the least amount of money. When Dell agrees to purchase components from suppliers, they are required to purchase a certain percentage of stock per order. As a result, Dell is able to demand products when needed. They can expect timely shipping and service from the suppliers as well. Suppliers often have locations within close proximity to Dells manufacturing facilities. In addition, these suppliers are often treated as Dell family members. Finally, these partnerships help drive down costs. Offensive Strategies Dells suppliers act offensively daily. They have to in order to keep up with changing technology. Coming from Dells perspective, they too act offensively. Though they are not necessarily pioneering new and better technologies, they demand the latest and great from suppliers at the quickest rate possible. They refresh their product line every few months to make it seem as though they are revamping their product line often. In addition, if there are new technologies that exist for determining ways to lower costs along the assembly line, they investigate and incorporate. They have been the leader in direct-marketing of computers and will likely remain at the top so long as they remain offensive. After all, they are the low-cost leader. Defensive Strategies Though Dells attempts at defensive strategies have not always been positive, they nevertheless attempted to fill a void in their product line. Responses to the changing marketplace include Dell televisions and Mp3 players. Though these products were highly competitive, they were never able to reach customers hands the way existing products could. This is one instance where Dells direct selling strategy proved to hurt their business model. A positive defensive strategy, however, was the release of the Inspiron notebook. Dell began outsourcing their entire laptop manufacturing operation to cut costs and maximize efficiencies. As a result, they were able to remain competitive and increase the market share that had began to lose. The global recession has also affected Dell, but most businesses have seen some sort of negative change from it anyway. First-Mover Advantages In 1984, Michael Dell began his journey of creating custom built computers sold directly to customers. This, in itself, is the first-mover advantage of the entire industry. No competitor has been able to match the success of Dell in terms of direct selling to consumers. They have had far more years of experience operating in this manner than any of the other competitors. It is for this reason Dell will likely remain the top competitor in direct-to-consumer computer sales. CORPORATE STRATEGIES: DIVERSIFICATION Beca

Comparison Pygmalion & Pretty Woman Essay

The comparative study of Pygmalion by Bernard Shaw and Pretty Woman by Gary Marshall has enhanced my perception of the shared concerns of the two texts. The representation however, is altered by the differing political, historical and social context of the time period of production. Both composers have illuminated the central concerns of the transformations of their female protagonists; Eliza and Vivian from rags to riches while also exploring and criticising the social class division within society. Both composers convey their protagonists as working class citizens who are far from living their dream. Eliza in Pygmalion, a young flower girl who sells flowers in Covent Garden (a place where all social classes come together) is portrayed as a vulnerable, illiterate girl who reassures herself of being worthy of achieving her goals. This is represented when she states â€Å"Im a good girl, I am† as it shows that she has faith in herself and that she will do whatever it takes, for one day she may work in a shop of her own. In contrast with Eliza, Gary Marshall characterizes Vivian as a typical American prostitute. The scene introducing Vivian is set in her cluttered house illustrating her ‘trashy’ and unorganised lifestyle. Marshall uses dark lighting in the nightclub which gives us an overshadowing idea about Vivian’s life being dark and cynical and like Eliza, very vulnerable. Transformation is slowly taking place upon the two girls as Higgins and Edward are introduced into girls’ lives. Higgins helps with Eliza’s phonetics and pronunciation of speech. Eliza is determined to become a ‘lady’ after Higgins is dared to turn her into a duchess and gradually she learns the basics to becoming a lady. The first representation of her progress is at the ‘at home afternoon’ with Higgins’ mother. Here we notice that Eliza has learnt the basic traits of a woman but her vocabulary is not wide enough to keep a conversation. She gets rather carried away and starts to say inappropriate things, for example telling Mrs Higgins â€Å"My aunt d ied of influenza: so they said†. The concept of transformation also occurs through Vivian in Pretty Woman when Edward hires her for the week and she slowly retains a higher self esteem because he treats her with respect. He buys her clothes to improve her physical appearance and the first real test of her transformation occurs at dinner. She learns how to speak when spoken to and her manners but she still isn’t of high social standing despite whether she looks it or not. This is displayed when she tries to pick up her snail and it slips out of her tongs and she quite confidently but embarrassingly states â€Å"slippery little suckers†. We see eventually a great change in both women in the two texts from where they started off from. The end of the transformation for Eliza is in the last scene when she is at Mrs Higgins’ house after not accepting the way Higgins treated her. She now is strong enough to stand up for herself against Higgins and states â€Å"And I should like Professor Higgins to call me Miss Doolittle†. For Vivian, it is when Edward has to go back to New York and they have to end their ‘relationship’ and Edward says â€Å"I would really like to see you again† and then Vivian says â€Å"What else? You’ll leave some money by the bed when you pass through town?† It completes her transformation as she no longer will let anyone boss her around. Although both women transformed, there was still many aspects of them that would never change. Vivian still speaks her mind, as does Eliza because that’s how the girls were taught and brought up. Bernard Shaw uses language features in Pygmalion to highlight the journey and transformation of Eliza. Set in the Victorian Era, there is a large gap between working and high social classes and Eliza’s goal is to speak, walk, and look like a lady from the Up per class. The difference in the way the two classes speak is outstanding, with Eliza’s vocabulary reaching a maximum of a few words, Shaw conveys her as being very improper. This is established when she says â€Å"Ow, eez, yÅ“-ooa san, is e?† as it becomes clear that she does not speak very good English. Whereas Higgins, a member of the high class uses such vocabulary as â€Å"Not me Governor, thank you kindly† The main ideas and themes include the clear distinction between the social classes and how they respond and react when in the presence of another. The Victorian Era influenced modern society in how people were placed in a hierarchy. In comparison to Pygmalion, Pretty Woman was set in the 1980s America, which is a lot more modern than Victorian Era. Pretty Woman’s main themes consist of being highly sexualised, corporate greed and wealth. Like Pygmalion, there is an outstanding overarching hierarchy which separates the classes. Vivian is a prostitute in Hollywood which displays the sense of insecurities in herself and also the people around her. Edward helps her transform into a lady without her even realizing it. She speaks of very low concern and thought of others, using lines such as â€Å"I can do anything I want, I’m not lost† and â€Å"I can’t believe you bought drugs with our rent, what is wrong with you?† The transformation of the two girls is completed by the end of the text but it also shows that as much as they try to become members of the higher class, they will always still have the traits of the lower class. Overall, the two texts enhanced my perception of the social, historical and political values by comparing the two Eras and will always get good reviews because they contain a wide variety or circumstances.

Assessments for Early Childhood Programs Essay

William J. Wilson once said, â€Å"The person who scored well on an SAT will not necessarily be the best doctor or the best lawyer or the best businessman. These tests do not measure character, leadership, creativity, or perseverance†. Why do we test students? What is the purpose of assessments? Do these tests and assessments benefit the students? These are questions educators have been asking for years. It is impossible for one to determine a child’s academic abilities based solely on a test. Yet there still needs to be some form of assessments performed in order to evaluate the academic level each student has reached. But how much assessing is too much? How heavily do educators rely on the results of these assessments? The main issues, when it comes to assessing early childhood students, are the consequences of the assessment results and how they affect the child. According to The National Academies of Sciences, there are two key principles that support the success of assessment. The first is that the purpose of an assessment should be a guide for assessment decisions. â€Å"The purpose for any assessment must be determined and clearly communicated to all stake- holders before the assessment is designed or implemented. Most important, assessment designed for programs should not be used to assess individual children. Because different purposes require different kinds of assessments, the purpose should drive assessment design and implementation decisions† (The National Academies of Sciences, 2008). The second principle is that any assessment performed should be completed in a â€Å"coherent system of health, educational, and family support services that promote optimal development for all children. Assessment should be an integral part of a coherent system of early childhood care and education that includes a range of services and resources† (The National Academies of Sciences, 2008). These two principles explain the main purpose of why assessing is important and how assessments should be conducted. After having an understanding of the purpose of assessments, why is it so important to begin evaluations at such a young age? What is the purpose of evaluating infants and toddlers? Author Sue Wortham explains evaluating toddlers and infants determine whether the child is developing normally or if they show any signs of delay and need assistance. All in all, the main purpose of assessment is to benefit the child (Wortham, p. 32). The NAEYC believes that during a child’s early years, evaluating and assessing their development should be the primary focus. They want to study how young children grown and learn. All the â€Å"results of assessment are used to inform the planning and implementation of experiences, to communicate with the child’s family, and to evaluate and improve teachers’ and program’s effectiveness† (Wortham, p.34). Teachers also use assessment results to in order to plan their curriculum accordingly. So exactly do assessments search for? Assessments look not only for what the child is already capable of doing independently but also what they can do with the help of a teacher or another student (Wortham, p. 35). So how are they assessed exactly? There are many different assessments given to children across the U. S. everyday. These may be administered orally or as written works, such as questionnaires, surveys, or tests. These may include: standardized tests, observations, checklists, rating scales, rubrics, interviews, or portfolios. Each of these serve a different purpose in order to give different pieces of information needed to evaluate the child in question. Standardized tests, though many disagree with them, are meant to measure individual characteristics. Observations, on the other hand, are one of the most effective ways to measure students’ characteristics. When children are young, it can be hard at times to determine if there are any developmental delays (Wortham, p. 39). Developmental checklists, or scopes, are mainly used at all levels of education. These checklists are lists of the learning objectives that have been established by the teacher in order to keep track of their learning and development. Items on a checklist are rated with a negative or positive response from the teacher. Rating scales, unlike checklists, provide measurement on a continuum and are used when a collection of criteria is needed to attain specific information. Another form of assessment teachers commonly use is Rubrics. Rubrics were created to â€Å"evaluate authentic and performance assessments† (Wortham, p. 41). Rubrics, like rating scales, have a range of criteria that must be met. However, unlike rating scales, rubrics can be used to not only determine the quality of performance required, but are also used to assign grades. Rubrics make it easy for students to understand what is expected and is makes it easier for teachers to grade assignments. The final types of assessments that are most frequently used are performance and portfolio assessments. These evaluations might be administered through interviews given directly by the teacher in order to understand the child’s thinking and understanding (Wortham, p. 41). Teachers may present these evaluations through directed assignments, activities, or games. The performance results are typically kept in a student or teacher portfolio. These portfolios contain samples of student’s work and are used as a sort of progress report card. Keeping detailed reports of student’s work in the portfolios help teachers keep track of their student’s progress and help determine which areas of learning are lacking attention (Wortham, p. 41). Overall, according to Wortham, these tests, whether administered to an individual child or a group of students, are meant to determine a student’s â€Å"abilities, achievements, aptitudes, interests, attitudes, values, and personality characteristics† (Wortham, p.39). Now having an understanding of the different types of assessments used to evaluate students and the purpose, let us turn to the negative and positive effects of these evaluations. It is crucial for educators to administer tests and evaluations carefully, because it they are poorly articulated, it can lead to decisions that are unfair or unclear, and they may do harm to programs, teachers, and, most importantly, children (Snow, C. E. & Van Hemel, S. B. , p. 341-342). Evaluations and assessments are not meant to punish a child, and therefore, should never be overseen lightly. It is important that the information gathered outweighs any negative effects. Editors of Early Childhood Assessment: Why, What, and How, Catherine E. Snow and Susan B. Van Hemel, explain that â€Å"although the same measure may be used for more than one purpose, prior consideration of all potential purposes is essential, as is careful analysis of the actual content of the assessment instrument. Direct examination of the assessment items is important because the title of a measure does not always reflect the content† (Snow, C. E. & Van Hemel, S. B. , p. 346). So what are some negative effects? Negative consequences of assessment findings may include program de-funding, closing a center, firing a teacher, mislabeling a child, or a reduction in program resources (The National Academies of Sciences, 2008). These effects, such as mislabeling a student, can follow students for the rest of their education career. Once a child is entered into a program, it can be difficult at time for teachers to look past that label. Children all develop at different his or her own pace. No one child will develop and learn the same way as another child. They all grow up and develop at different stages. Yet educational theorists have been able to observed and gather enough information to conclude that children, if divided in age groups, do tend to follow a certain development pattern. The problem is, it is hard to determine which children are the outliers in these results without carefully administering proper assessments. Assessments are not used to necessarily judge student or punish them. Their main purpose is to help students, teachers, and parents. So what are some positive effects of assessment and evaluations? Students that benefit from assessments and evaluations are those that are properly observed and tested. Teachers also benefit from the use of assessments because it helps them create an appropriate curriculum for their students. Evaluating children at a young age can have a positive effect if a delay or disability is in fact found, and because it was caught early, the student has a better chance of exceeding their potential in school. Catching developmental delays or disabilities at a young age is the same as finding cancer at an early stage in the sense that the earlier the cancer is found; the chances of survival are greater. Assessment results are used to plan for instruction, evaluate instructional programs, and report student progress. These are all positive results of assessments. Without the results of assessments and test, how can educators determine what to teach their students? Evaluations, if planned and administered properly, can be more beneficial than harmful. Unfortunately, not all teachers evaluate children fairly or appropriately. So it is important for parents to stay involved in their children’s education in the event that the results of an evaluation do not match the potential of their child. Parents should know the norms and abnormalities of their child’s behavior. Therefore, it is always beneficial to the child for parents and teachers to communicate. This way if a child is acting up in class, and the teacher notifies the parent, the parent may confirm any fears right away by simply saying, â€Å"that isn’t like him† or â€Å"he’s just nervous†. Avoiding drastic measures and not jumping to conclusions is the proper way to evaluate a child fairly. What are the predicted long-term benefits to Early Childhood Assessments? Are assessments and student evaluations accurate? Should teachers be required to assess and evaluate students as much as they already do? These are just a few of the questions that plagued educators for years. Too much assessing has placed so much pressure on students and teachers, inevitably taking away a child’s desire to learn for the sake of learning. The purpose of assessments and evaluations is a great concept, but placing too much pressure and emphasis on the test results is tainting the original purpose of learning. References Bers, T. H. & Mittler, M. L. (1994). New Directions for Community Colleges. Assessment & Testing Myths and Realities: A Critical Review of Student Assessment Options, 69-83. Brink, M. (2002). Involving Parents in Early Childhood Assessment: Perspectives from an Early Intervention Instructor. Early Childhood Education Journal, 29(4), 251-7. Retrieved from Education Full Text database Early, D. M. , McKenna, M. , & Slentz, K. L. (2008). A Guide to Assessment in Early Childhood; Infancy to Age Eight. Washington State: Washington State Office of Superintendent of Public Instruction. The National Academies of Sciences (2008). Early Childhood Assessment: Why, What, And How. Retrieved October 19, 2011 from http://www. bocyf. org/head_start_brief. pdf. Early Learning Standards Task Force and Kindergarten Assessment Work Group. (2005). Early Childhood Assessment For Children From Birth To Age 8 (Grade 3). Harrisburg, PA: Pennsylvania’s Departments of Education and Public Welfare. Snow, C. E. & Van Hemel, S. B. (2008). Early Childhood Assessment: Why, What, And How. Washington, D. C. : The National Research Council Of The National Academies Wortham, S. (2012). Assessment in Early Childhood Education, (6th ed). Upper Saddle River, NJ: Pearson.

Generalized Anxiety Disorder ( Gad ) - 999 Words

Generalized Anxiety Disorder (GAD) is one of the most diagnosed mental disorders today, and can often be closely linked to concurrent symptoms or disorders including physiological, behavioral, other anxiety disorders, depression and substance abuse. (Merino, Senra Ferreiro, 2016) (Cacioppo Fregberg, 2013, p. 688). GAD most notably produces symptoms of excessive worry and anxiety related to non-specific risks, which often leads to functional decline both socially and professionally (Roberge et al., 2015). GAD reveals instances of links to biological origins such as heredity and biochemistry, as well as, ties to an individual’s cognitive development and socioeconomic environment (Cacioppo Fregberg, 2013). GAD’s potentially interwoven origin marks significant challenges for diagnosis and treatment. Patients often leave the opportunity for diagnosis of GAD to the primary caregiver (Roberge et al., 2015). Primary care professionals must be able to attribute physiological symptoms to psychological conditions in many of these cases to prevent missed or misdiagnosis, as well as correctly evaluate potential psychological disorders akin to GAD. The Roberge et al. (2015) research article indicates the need for increased efforts in preparing primary care professionals to properly screen and diagnose patients with GAD. Preferred treatment for GAD includes medication and cognitive behavioral therapy, but more extensive therapy may be called upon in some instances of recurrence orShow MoreRelatedGeneralized Anxiety Disorder ( Gad )1782 Words   |  8 PagesGeneralized Anxiety Disorder (GAD) is a mental disorder marked by extreme anxiety and worry (apprehensive expectation) over a period of at least 6 months. It is accompanied by at least three of these six somatic or psychological symptoms: feeling on edge, fatigue, problems with concentration, feeling irritable, physical tension, and problems with sleep. Allgulander2012 GAD pervasive cogn dysfunction w/focus on threat and risk tow indiv/family Tension worry muscle pain sleep dist irritability PsychRead MoreGeneralized Anxiety Disorder ( Gad ) Essay2397 Words   |  10 PagesReview Generalized Anxiety Disorder Generalized anxiety disorder (GAD) is a disorder in which an individual may feel persistent, excessive, and worry about everyday things that may not even happen. Individuals with this disorder may feel worry, excessive anxiety, and have thoughts of the worst even when there is no need for concern. A person experiencing GAD may expect a disaster. They may worry about their finances, money, health, family, work, or any issue that may come to mind. This disorder mayRead MoreGeneralized Anxiety Disorder (Gad) Is Characterised By1404 Words   |  6 PagesGeneralized Anxiety Disorder (GAD) is characterised by exaggerated and excessive anxiety and worry concerning everyday life events (Roemer, Orsillo, Barlow, 2002, as cited in Treanor, Erisman, Salter-Pedneault, Roemer, Orsillo, 2010). This can include; work, family, money and many other factors. Approximately 2% of the population is affected by GAD (Stapinski, Abbott, Rapee, 2010, as cited in Burton, Westen Kowalski, 2015). GAD ma jorly affects the way people think, which can also resultRead MoreGeneralized Anxiety Disorder ( Gad ) Affects Multiple Areas Of An Individual s Life929 Words   |  4 PagesGeneralized Anxiety Disorder (GAD) affects multiple areas of an individual’s life. GAD may co-occur with other disorders, impacting an individual’s social, personal, and professional life. GAD and MDD are closely connected to each other, and may co-occur. However, they each have their own distinguishing characteristics (Blanco et al., 2013). Moreover, rumination is considered to be a process of repetitive and negative thoughts (Valenas Szentagotai, 2014). Likewise a person experiencing ruminationRead MoreA Community Mental Health Team While Working With A Client With Generalized Anxiety Disorder ( Gad )2459 Words   |  10 PagesHealth Team while working with a client with Generalised Anxiety Disorder (GAD). GAD is a long-term condition that causes someone to feel anxious about a wide range of situations and issues, rather than one specific event. GAD is a common mental health condition affecting 1 in every 25 people in the United Kingdom, its prevalence is slightly more among women than men and individuals between the ages of 35 and 55 (NHSChoices, 2014). People with GAD feel anxious most days and often struggle to rememberRead MoreGeneralized Anxiety Disorder ( Gad )1790 Words   |  8 PagesPsych 201 Research Paper Generalized Anxiety Disorder (GAD) Generalized Anxiety Disorder (GAD) is diagnosed when a person stresses or worries excessively about their everyday problems for 6 months or more. This excessive worrying can cause many concerning physical symptoms. GAD affects about 40 million adults in America. GAD effects twice as many women as it does men. The disorder typically develops gradually, and can begin stage of life. The years of highest risk for GAD development, however,Read MoreThe Use Of Generalized Anxiety Disorder ( Gad )774 Words   |  4 Pagesan important part of anxiety disorder. They discussed the two different functions of Generalized Anxiety Disorder (GAD). There is the function were people can isolate due to their worries and anxiety. This is part of GAD that to me appears to be more common. GAD appears to be one of those disorders that can be minimized greatly by the public. In that sense it is close to the view on Depressive disorders; the person is just sad and they need to get over it. Anxiety Diso rders can be a similar viewRead MoreGeneralized Anxiety Disorder Essay1602 Words   |  7 Pagesï » ¿ Case Analysis: Generalized Anxiety Disorder (GAD) Bryan Wood Abnormal Psychology Professor Powell April 14, 2015 Bryan Wood Mr. Powell PSY 322 April 14, 2015 Case Analysis: Generalized Anxiety Disorder (GAD) â€Å"During a panic attack, the first thing you want to do is get out of the situation that is causing it. However, since most professors find it disrespectful to leave during class, I had to sit for an hour and half in this agonizing state†¦It was as if I had terminal cancerRead MoreGeneralized Anxiety Disorder771 Words   |  3 Pagescountry are affected, it is estimated that â€Å"5% - 6% of teens ages 13-18 are affected by this troubling disorder, not including the teens that receive no treatment,† (â€Å"Generalized†). Youth that receive no treatment could be considered are under privileged. Meaning that they do not have the resources or are very limited to resources that could help them get the proper treatment for their disorder. Many of those adolescents are children that come from low income families, single family homes, or fosterRead MoreSymptoms And Symptoms Of Generalized Anxiety Disorder Essay1085 Words   |  5 PagesGeneralized Anxiety Disorder s Introduction to the paper Anxiety is a component found within many other mental disorders. The most common is depression. There are a number of anxiety disorders in the DSM, we will be looking at generalized anxiety disorder (GAD). Generalized anxiety disorder causes one to worry and have anxiety about an event or activity that will most likely intensify and have a high impact on that particular activity or event. An individual diagnosed with generalized anxiety disorder