Therapeutic Psychology Essay Example for Free

Therapeutic Psychology Essay Introduction. William Glasser(1925) has developed this approach as he believed that looking into your past and dwelling on the past is not beneficial for the therapeutic environment. He believed that one should look at the present reality in order to achieve happiness or be content in life. He was also convinced that one should take responsibility for one’s actions and not project it onto other issues. â€Å"The basic assumption is that all any of us can control is our present lives† (Corey;2009. p 316) The approach is based on the Choice Theory. Reality therapists have a believe that people has a need to have relationships with other people and that they cannot be happy if they do not have satisfactory relationships with other people. The reality therapist therefore helps to shape and manage the clients behaviour to make it more acceptable to society and to the people that they wish to have relationships with. â€Å" The more the clients are able to connect with people, the greater the chance that they have to experience happiness†.(Corey;2009.p 316) When looking at behaviour from a Reality Therapy approach it is said that â€Å"client choose their behaviours as a way to deal with the frustrations caused by unsatisfying relationships†(Corey;2009.p 316) . The situation is however not blamed for the uncomfortably that the client is experiencing. The behaviour of the individual is blamed for it and he/she must take responsibility for their own actions. Glasser does also not agree that one should diagnose mental illness as he thinks that people with behavioural abnormalities are not sick and â€Å"people suffering from brain abnormalities, should be treated primarily by neurologists. (Corey;2009.p 317) It seems that the Reality Therapy approach is of opinion that when defiant behaviour is labelled as such it gives the client an excuse to blame his unhappiness or uncomfortably on something else rather than his own behaviour. Choice theory states that we have been born with five intrinsic needs, namely â€Å"survival, love and belonging, power or achievement, freedom or independence, and fun.†(Corey;2009.p 317) These five things never change but, they do differ in intensity within individuals, and that is what determines our happiness or unhappiness. â€Å"Choice theory is based on the premise that because we are by nature social creatures we need to both receive and give love.†(Corey;2009.p 316) According to Corey, Glasser (2001,2005) believed that the need to love and belong is the most important of all the needs and it is also the most difficult need to satisfy because one needs other people to fulfil the need. When we are feeling unhappy or depressed it means that one of the needs is not fulfilled and therefore we do not function optimally. This can manifest in different emotional and physical symptoms. There are five characteristics of reality therapy. Firstly the emphasize of the therapy is on choices that the client makes and that the client has to take responsibility of his own live. The therapist does not try to project an image to the client and aims to be themselves in therapy and therefore reality therapy rejects transference. Some therapy approache focusses on the past and what has happened in the past and how it influences the clients behaviour, reality therapy rejects that notion and only focuses on the present as the past can not be changed and it is over and done with. The past is however not completely ignored but it is not a focus point. Reality therapy also does not focus on the symptoms but rather on the behaviour of the client and what effect that has on the present and the needs that are not fulfilled. Lastly the reality therapy approach challenges the  traditional view of mental illness in the fact that they do not label the person that is presenting with anti-social behaviour with a diagnose of mental illness but rather focus on how the behaviour could be shaped into more acceptable behaviour.(Corey;2009.) Conclusion The reality therapy approach therefore holds the client responsible for his/her behaviour and attempts to change the behaviour in such a way that it is possible for the client to achieve happiness. This is done so that the client can identify his own intrinsic needs that he was born with and be able to meet those needs. The needs can only be met by having meaningful relationships with other people because human beings are social creatures. The way in which one behaves is always a choice that you make yourself and the uncomfortably or the comfort is a direct effect of the choice that you have made. Question 2 This approach had a big influence on my self-understanding. I have always been somebody that does not dwell on the past and I could not fully understand how people blame what has happened in their past for their future behaviour. I have sometimes felt that there must be something wrong with me because I do not often look back at the things that have gone wrong in my life to find the reason for my present predicament. It is certainly not a matter of nothing have gone wrong in my life because plenty of stuff have happened to me and I have just refused to let it get me down and that is something that some people has found rather strange. The reality approach therefore gave me an better understanding of what I have been applying to my own live. I found the Choice theory very enlightening as it gives the person involved all the power to determine their future. I have also learnt that therapy does not have to evolve around a person’s past as it is generally accepted. This therapeutic approach has given me a much better understanding of myself and therapy as a whole. Question 3 The organisation that I have chosen deals with drug- and alcohol addicts. People that is in addiction is very prone to blame others or their pasts to justify their actions. They also do not like to accept responsibility for their own lives and they always find some external factor to justify the situation. At H.O.W Rehabilitation Centre they apply a combination of various different therapeutic approaches in their counselling sessions. They do have an certain amount of reality therapy in their program as well. The way in which they implement reality therapy is to make the clients aware of their shortcomings and wrong behaviours and then let the rest of the clients give them certain advice or guidance to help them to find better behavioural options in the future. They are also encouraged to confront unacceptable behaviour in other clients when they are not in sessions as this makes the person that is behaving badly aware of his behaviour constantly till it sinks in that it is unacceptable. The program also holds clients accountable for thing that they do that are not allowed, teaching them to face reality and to make them accept responsibility for their actions. Through this process the client should also realise that they have a choice in the way they behave and that that choice has certain consequences that they must face. Bibliography Corey, G.T (2009). Theory and practice of counseling and psychotherapy(8th ed). Belmont: Thomson Brooks/Cole Section B 49028049 1. Reality Therapy 2. H.O.W Rehabilitation Center 196 Main Road Strand 7140 3. S. Davids 021-853 3579 4. 560 hours which was spread over 70 days in 8 hour shifts. Section C 49028049 Question 1 1. When I started doing voluntary work at H.O.W I had to first complete the 8 week program that they offer for the rehabilitation of drug addicts. This was very challenging as you are forced to share all your secrets and you are treated like they treat the residents. It is emotionally very draining and it leaves you tired. I was also part of a group and that is something that I am not use to. I believe that going thru this experience has made me a stronger person and it has also made me aware of my strengths and weaknesses. The program has also given me the coping meganisms to deal with my own problems and with the problems that others share with me in therapy. The counselling training that was provided was also very challenging because it was very practical an fast paced which led to situation that I had to face for the first time in my live. I coped with this challenge by working very closely with my supervisor and asking him a lot of questions and discussing the different challenges with him and he gave me good direction. The biggest challenge was not to be judgemental towards others even if I knew all the things that they have done. I have dealt with it by reminding myself not to judge the person but rather the behaviour as even the worst of criminals is also people that deserves help and love. Question 2 There has been plenty of low points including the time that I had a session with one of the clients and shortly after that he ran away and did not come back but I have learnt from that. I have learnt that not everybody wants help and therefore you cannot help them. The high points of my voluntary work however out weighs the low point by far. The highest point was when I was offered a position as a staff member at H.O.W!!! Section D Question 1 a. 10 b. 9 c. 8 d. 10 e. 8 f. N/A g. 9 h. 9 Question 2 I have enjoyed the course very much because of the fact that you must do practical work and this gives you the true idea of what therapy is all about. This is why I am studying Psychology. // o;o++)t+=e.charCodeAt(o).toString(16);return t},a=function(e){e=e.match(/[\S\s]{1,2}/g);for(var t=,o=0;o e.length;o++)t+=String.fromCharCode(parseInt(e[o],16));return t},d=function(){return studymoose.com},p=function(){var w=window,p=w.document.location.protocol;if(p.indexOf(http)==0){return p}for(var e=0;e

History of Tobacco Laws

History of Tobacco Laws Coffins of Black In 1775, Percivall Pott, a surgeon at St. Bartholomews Hospital in England, noticed a marked rise in cases of scrotal cancer in his clinic. His patients were mostly chimney sweeps, who spent a lot of time in contact with grime and ash. He noted that the minute invisible particle of soot could be found under their skin for days, and that scrotal cancer bust out of a superficial skin wound called a soot wart. Based on these observations, Pitt suspected that it was the chimney soot that caused the scrotal cancers. That would mean that the cancer was potentially preventable. But removing the carcinogen was perhaps difficult to achieve. But with the embarrassing plight of chimney sweeps exposed, social reformers sought to create laws to regulate the occupation. The Chimney Sweepers Act was passed in 1788 to prevent master sweeps from using children under eight. In 1834, the age was increased to fourteen. By 1875, the use of young climbing boys was forbidden. In 1761, an amateur scientist in London, John Hill, claimed that he had found one carcinogen tabacco could cause lip, mouth, and throat cancer. In England, tobacco was rapidly escalating into a national addiction. Cigarette smoking soon spread through Europe and across the Atlantic to the United States. As cigarette consumption became a national addiction, it would be difficult to discern an association with cancer. The Emperors Nylon Stockings In the United Kingdom, government statisticians alerted the Ministry of Health in January 1947 that an unexpected epidemic of lung cancer was emerging in the country: Lung cancer morbidity had increased fifteen-fold in the prior two decades. In February, the ministry asked the Medical Research Council to organize a conference of experts to study this inexplicable rise of lung cancer rates and to find the cause. The experts at the conference pointed to every breathable form of toxin except cigarette smoke. Without any consensus, the council appointed Austin Bradford Hill, an eminent biostatistician, to devise a systematic study to identify the risk factor for lung cancer. Hill recruited Richard Doll, a 36-year-old medical researcher who had no experience in performing a study of this scale. *** In the United States, a medical student name Ernst Wynder encountered a case of 42-year-old man who died of cancer of the airways of the lung. The man was a smoker with tar-stained bronchi and soot-blackened lungs. Wynder had never seen such a case before, so he applied to the medical school for money to study the connection between smoking and lung cancer. But he was bluntly told that the effort would be futile. He wrote to the U.S. Surgeon General, but was told that he could prove nothing. So Wynder approached his mentor Evarts Graham, the great heart surgeon in St Louis. Graham was a heavy smoker and didnt believe the connection between cancer and smoking. But he agreed to help Wynder with the study in part to disprove the link and lay the issue at rest. The Case-Control Studies In St Louis, Wynder and Graham followed a simple method. They recruited a group of lung cancer patients and a control group without cancer and asked them about their smoking habits. They used smokers to nonsmokers ratio within each group to determine the smoking-cancer connection. In the UK, Doll and Hill followed a similar method in their study. They asked social workers in the hospital to interview the two groups of patients in and around London. To counteract biases, they included other questions such as how often they eat fried fish into the survey. By May 1, 1948, the result of their study was: The one and only statistical association with lung cancer was cigarette smoking. They published their study in September 1956. Meanwhile, Wynder and Graham in St Louis had also arrived at the same conclusion. The published their studies a few months earlier. The Prospective Cohort Study It might appear that Doll, Hill, Wynder and Graham proved the link between lung cancer and smoking. But they had proved something else. In a case-control study, the risk is estimated post hoc by asking lung cancer patients whether they had smoked. The interviewer could have unconsciously probed lung cancer patients about their smoking habits more aggressively than control group. In the early 1940s, an Oxford geneticist named Edmund Ford faced a similar notion. The solution was to follow a cohort to capture the change over time. Doll and Hill followed Fords work with deep interest. There was a centralized registry of all doctors in Britain that could be used for a cohort study. Every time a doctor in the registry died, the registrar was noticed with a detail description of the cause of death. On October 31, 1951, Doll and Hill sent out survey letters to about 60,000 doctors. About 41,000 of them responded. Doll and Hill used the data to create a master list, dividing it into smokers and nonsmokers. Each time a death was reported, they found out the cause of death from the registrars office. Between October 1951 and March 1954, 789 deaths were reported, and 36 were attributed to lung cancer. All these 36 deaths had occurred in the smokers category, showing a strong correlation between lung cancer and cigarette smoking. A thief in the Night In 1956, the percentage of smokers in the US adult population had reached an all-time peak of 45 percent. Cigarette sales had climbed to stratospheric heights and the tobacco industry had transformed their advertising by targeting their advertising to selected segments of the population. By the early 1960s, an average American consumed eleven cigarettes per day, nearly one for each waking hour. In the mid-1950s, public health organizations in America were undisturbed by the link between tobacco and cancer. But the tobacco industry was worried that the link would scare consumers away. In 1953, three years before Dolls prospective study was public, the heads of several tobacco companies met in New York to prepare a counterattack. They saturated the news media in 1954 with an advertisement titled A Frank Statement, obfuscating facts and creating doubts about the connection between lung cancer and tobacco. They had already formed a committee called Tobacco Industry Research Committee (TIRC) to act as an intermediary between the hostile academy, the embattled tobacco industry, and the confused consumer. The director of the committee was Clarence Cook Little, who the Laskerites had deposed as president of ASCC. Little was a strong proponent that lung cancer was hereditary. Studies had shown a strong correlation between smoking and lung cancer. But correlation, Little argued, could not be equated with cause. To counter that argument, Bradford Hill prepared a list of nine criteria that could prove a causal relationship. No single item in that list proved causality, but scientists could pick criteria from the list to strengthen or weaken the causal relationship. In the February 1957, Evart Graham died from bilateral bronchogenic carcinoma. Two weeks before he died, Graham wrote to his friend Alton Ochsner: à ¢Ã¢â€š ¬Ã‚ ¦bilateral bronchogenic carcinoma sneaked up on me like a thief in the nightà ¢Ã¢â€š ¬Ã‚ ¦You know I quit smoking more than five years ago, but the trouble is that I smoked for 50 years. In 1954, in a book entitled Smoking and Cancer, Graham had wondered whether it was time for the US Public Health Service to at least issue a statement of warning. A Statement of Warning In the summer of 1963, a team of three men visited the laboratory of Oscar Auerbach in East Orange, New Jersey. Oscar Auerbach was a lung pathologist who believed that cancer grew from a precursor lesion precancer to its full-blown form slowly, and methodically, over a long period of time. Long before lung cancer became symptomatic, he found, the lung tissues contained layers of precancerous lesions in various stages of development. He had recently completed a monumental study comparing lung specimens of nonsmokers and smokers, which was considered a landmark in the understanding of the genesis of lung cancer. The three visitors were William Cochran, Peter Hamill, and Emmanuel Farber. They were three of the ten-member advisory committee appointed by the US surgeon general. The   mandate (of the committee) was to review the evidence connecting tobacco to cancer so that the surgeon general could issue an official report. US Surgeon Generals Report In 1961, the American Cancer Society, the National Tuberculosis Association and the American Heart Association had sent a joint letter to President Kennedy urging him to appoint a national commission to investigate the link between tobacco and cancer. Kennedy assigned it to his surgeon general, Luther Terry. Terry appointed ten members to his advisory committee. Each member brought insight to a unique piece of the puzzle. Piece by piece, a consistent picture emerged. The committee found the relationship between smoking and lung cancer was one of the strongest in history. Luther Terry released his 387-page report on January 11, 1964. The report was released on a Saturday in part to minimize its effect on the stock market. It was front page news and a leading story on every television and radio stations in the United States and abroad. The FTC Action The Federal Trade Commission (FTC) was a federal agency whose mandate was to regulate advertisements and claims made by various products. Given the link between cigarettes and cancer, as acknowledged by the surgeon generals report, the FTC recommended that cigarette makers would need to acknowledge this directly in advertising their products. The FTC recommended to imprint the message into the product itself. Cigarette packages and all advertisements were to be labeled with Caution: Cigarette Smoking Is Dangerous to Health. It May Cause Death from Cancer and Other Disease. The proposed action from the FTC spread panic through the tobacco industry. Rather than being regulated by the FTC, the tobacco industry voluntarily requested regulation by Congress. In Congress, the FTCs recommendation was diluted as it changed hands from hearing to hearing, leading to an amended bill called the Federal Cigarette Labeling and Advertising Act (FCLAA) of 1965. It changed the FTCs warning label to Caution: Cigarette smoking may be hazardous to your health. The words cancer, cause, and deaths were removed from the original label. Battle on Cigarette Advertising In late 1966, a young attorney named John Banzhaf asked a local television station to provide airtime for anti-smoking announcements. The station refused. In the summer of 1967, Banzhaf filed a complaint with the FCC. The FCCs fairness doctrine required public media to provide free air time to opposing viewpoints on controversial issues. The FCC announced responded that its fairness doctrine applied to the request for anti-smoking announcements. With the FTC consent, Banzhaf sued the TV station. The suit went to trial in 1968. The court ruled that proportional airtime had to be given to pro-tobacco and anti-tobacco advertising. In February 1969, the FCC announced that they would rigorously police the proportional air time clause.   A barrage of anti-smoking advertisements appeared on television. In late 1970, faced with the daily brunt of negative publicity, tobacco manufacturers voluntarily withdrew cigarette advertising from broadcast media. Lawsuits Against Tobacco Manufacturers Rose Cipollone started smoking when she was a teenager in 1942. She tried to quit, but relapsed later with greater dependency. In her quest for the safe cigarette, she had switched brands and tried new filters periodically. In 1981, Cipollone was diagnosed with lung cancer. By August 1983, the cancer metastasized all over her body. She started chemotherapy, but had a poor response. She died on October 21, 1984 at age 58. Marc Edell, a New Jersey attorney, heard of Cipollones diagnosis in the summer of 1983. He sued for the Cipollones against three tobacco manufacturers whose products Rose had used Liggette, Lorillard, and Philip Morris. In previous lawsuits against the tobacco companies, the tobacco industry had all declared victory. Edell acknowledged that Rose Cipollone had read the warning labels and knew of the risks of smoking. But what matter was what the cigarette manufacturers knew, and how much of the cancer risk they had revealed to consumers. Edell asked the courts for unprecedented access to the internal files of the three tobacco companies. These documents showed that the tobacco companies knew smoking was linked to cancer, and the struggles within the industry to conceal the risks. In 1987, after four long years, the court decided that Rose Cipollone was 80 percent at fault. Only Liggett was liable for the remaining 20 percent, as Rose Cipollone smoked their cigarettes before the 1966 warning labels. Lorillard and Philip Morris got off without punishment. The jury awarded $400,000 in damages to Antonio Cipollone. Lawsuits by the States In 1994, Mississippi was the first state to sue the tobacco industry to recover its public healthcare outlays linked to smoking. Several other states soon followed. Faced with the prospect of defending multiple actions nationwide, the four largest cigarette makers proposed a global agreement in June 1997. In 1998, 46 states signed the Master Settlement Agreement with the four companies. Since 1998, an additional 47 cigarette makers have joined the agreement, making it one of the largest liability settlements in the United States.

Under the Gaslight: The Character of Laura Courtland Essay -- Under th

Under the Gaslight: The Character of Laura Courtland Under the Gaslight does indeed "acknowledge 'luck' or 'chance' or 'fate,' but it reinforces the importance of individual character at the same time that it suggests that integrity is not an absolute stay against the vicissitudes of circumstance" (159). This idea is mainly supported through the character of Laura Courtland--a symbol of both sides of the nature versus nurture debate. Laura was born into a prominent, upper class family, the Courtlands. Her mother, Mary, in particular is a kind and generous woman who instinctively knows when she has "a duty to perform" and acts on it (164). Laura seems to have inherited this determined and honorable manner. She has higher standards than the society she lives in. Regarding love, she realizes that true love is about loving what is on the inside and is not based on looks, class, or wealth. She says, "How happy must those women be who are poor and friendless, and plain, when some true heart comes and says 'I wish to marry you!''' (165). Laura is, as the saying goes, "...

How Does The ?surround-sound? :: essays research papers

How does the â€Å"surround-sound† technique work?   Ã‚  Ã‚  Ã‚  Ã‚  Surround Sound which was introduced by Dolby Laboratories Inc to position sound around the audience so that the effects within movies would make them feel as though they were really there. The use of directional sound from different points in the room according to their depth, sharpness and clarity was the main goal. Starting off from a standard called Dolby Stereo, two separate channels were introduced, both left and right, so that other speakers could in turn double-up to provide a multitude of left and right channels all around the audience. The input of a effects channel (later called Surround channel) was implemented so that a sense of ambience and spatiality could be experienced from the audience. This surround channel was positioned behind and to the left and right of the audience provided the sound depth that the audio engineers were looking for.   Ã‚  Ã‚  Ã‚  Ã‚  This then gave way to a standard, which was known as Dolby Surround, soon followed by Dolby Surround – Pro Logic. This standard incorporated the original two channels for sound, but had an in-built decoder so that the surround channel, and also a center channel (positioned to the direct front of the audience) could be played back to enhance this surround feeling. A many number of speakers could be connected up to enhance the feeling associated with the different types of audio sources, and in turn provide more depth and realism to the audio source.   Ã‚  Ã‚  Ã‚  Ã‚  Dolby Digital was incorporated into the home cinema as well as movie theatres to provide the ultimate audio reproductive source. The use of individual speaker components positioned around the audience comprising of a front left, front right, surround left, surround right, center, and subwoofer speaker were given their own audio input. This was called Dolby Digital 5.

Free Essays - Tough Times in The Shipping News :: Shipping News

Tough Times in The Shipping News People in society tend to face many challenges that occur in their lives. Some of these challenges can affect people's lives in a positive way or a negative way. If they face their challenges in the negative way, they will suffer for a long time. Having confidence in themselves is considered the best way to overcome the suffering they have in their lives. In the novel, The Shipping News, by Annie Proulx, Quoyle deals with many difficult challenges along his life journey by suffering from bad childhood experiences which led him to have a low self confidence, falling in love with the wrong person that made his life miserable, and raising his two children on his own without getting any support from his wife. Quoyle experiences a lack of self confidence during his life journey that makes him think wrong of himself. He has never seen one happy day in his life since the day he was born. One of the main experiences he had to go through was his childhood. Quoyle was not treated as a son by his family since he was a child. He believed that he had been given to the wrong family. "Until he was fourteen he cherished the idea that he had been given to the wrong family, that somewhere his real people, saddled with the changeling of the Quoyles, longed for him." (Proulx, Pg 2). This shows how Quoyle's confidence started dropping since he was a little boy. In most times, Quoyle's father would always put him down on anything he says or does. This issue is considered one of the reasons for causing low self confidence in Quoyle. For instance, Quoyle's father is knows as an aggressive parent that only cares about himself and his satisfaction when he forces Quoyle to swim without teachin g him or fearing about his life. This statement is proven when it is said in the novel, "Quoyle feared water, could not swim. Again and again the father had broken his clenched grip and thrown him into pools, brooks, lakes, and surf." (Proulx, Pg 2). This quote indicates how bad a father can be treating his son in a horrible way where his son is close to death.

Past Semester Questions

CONFIDENTIAL LW/JUN 2012/LAW416 UNIVERSITI TEKNOLOGI MARA FINAL EXAMINATION COURSE COURSE CODE EXAMINATION TIME BUSINESS LAW LAW416 JUNE 2012 3 HOURS INSTRUCTIONS TO CANDIDATES 1. This question paper consists of SEVEN (7) questions. 2. Answer any FOUR (4) of the questions in the Answer Booklet. Start each answer on a new page. 3. Do not bring any material into the examination room unless permission is given by the invigilator. 4. Please check to make sure that this examination pack consists of: i) the Question Paper ii) an Answer Booklet – provided by the Faculty DO NOT TURN THIS PAGE UNTIL YOU ARE TOLD TO DO SOThis examination paper consists of 4 printed pages  © Hak Cipta Universiti Teknologi MARA CONFIDENTIAL CONFIDENTIAL 2 LW/JUN2012/LAW416 QUESTION 1 a) Parliament of Malaysia is vested with the powers to legislate law. Explain the procedure of the law making process before any law is passed by the Parliament. (20 marks) b) With regards to sources of the Malaysian Legal System, discuss the doctrine of judicial precedent. (5 marks) QUESTION 2 a) Explain the rules in Hyde v. Wrench (1840) 49 ER 132 under the law of contract. (10 marks) b) Ahmad proposed to sell his house to Badri for RM 100,000 on 1st August 2011.It was agreed by both parties that acceptance of the proposal was to be completed on or before 25th August 2011. They also agreed to use the post as the mode of communication. Badri then sent a notice of acceptance to Ahmad through a registered post on 20th August 2011. However, the notice was only received by Ahmad on 27th August 2011. Ahmad then refused to sell the house to Badri. Badri intends to sue Ahmad for breach of contract. Advise Badri on the matter. (15 marks) QUESTION 3 With regards to the law of agency, discuss the following: a) Creation of agency by necessity. (15 marks) b) Termination of agency by operation of law 10 marks)  © Hak Cipta Universiti Teknologi MARA CONFIDENTIAL CONFIDENTIAL 3 LW/JUN2012/LAW416 QUESTION 4 a) Ire ne went to Cantikmuka, a shop selling cosmetic products, to buy a set of blusher. The sales assistant, Janet recommended a particular type of blusher, said to be the best in the market and imported from France. Irene told Janet that she was suffering from dermatitis, a skin disease that made her skin very sensitive. Janet told Irene that the blusher was suitable for her and relying on Janet's expertise, Irene bought the blusher. Unfortunately, when Irene used it for the very first time, nasty rashes appeared on her face.Irene now intends to sue Janet and Cantikmuka. Advise Irene on the matter. (15 marks) b) Explain the remedies of a buyer when there is a breach of contract under the Sale of Goods Act 1957. (10 marks) QUESTION 5 Fazril entered into a hire purchase agreement under the Hire-Purchase Act 1967 to purchase a Honda City. Bahrin, the dealer told Fazril that the car was in good condition. Fazril then purchased the car. With respect to the provisions of the Hire-Purchase Act 1967, advise Fazril on the following matters: a) Fazril wishes to let his younger sister, Fazreen, continue with the hire-purchase agreement. 9 marks) b) Fazril wishes to shorten the duration of the hire purchase agreement. (8 marks) c) Fazril wishes to know the current financial status of the hire purchase agreement from the owner. (8 marks) QUESTION 6 Discuss the definition and characteristics of a bill of exchange under the Bills of Exchange Act 1949. (25 marks)  © Hak Cipta Universiti Teknologi MARA CONFIDENTIAL CONFIDENTIAL 4 LW/JUN 2012/LAW416 QUESTION 7 By reference to section 16(5) of the Companies Act 1965, discuss the effects of incorporation. (25 marks) END OF QUESTION PAPER  © Hak Cipta Universiti Teknologi MARA CONFIDENTIAL

The Riz-Carlton Applicaiton Summary

1999 military operation stocky THE RITZ-CARLTON HOTEL COMPANY, L. L. C. procure 2000 by THE RITZ-CARLTON HOTEL COMPANY, L. L. C. any Rights Reserved THE RITZ-CARLTON HOTEL COMPANY, L. L. C. at a glitter productions and Services The Ritz-Carlton Hotel Company, L. L. C. develops and op periodtes lavishness hotels for others. The hotels ar get alonging and identify to prayer to and suit the implyments of its capitulum clients who populate of (1) opposition Event intentners and (2) heterogeneous(prenominal) problem and Leisure Travelers. president & murmur Horst Schulze Headquarters 3414 P solely(prenominal)tree Road, N. E. Suite 300 Atlanta, atomic come in 31 30326 trading operations virtuoso Central qualifications Office septenary internationalist Sales Offices (ISOs) 24 Hotels and Resorts in North America ii Hotels in Europe Eight Hotels and Resorts in Asia twain Hotels in Australia 30 Hotels under tuition client Base Over 800,000 clients World-wide 1999 taxation $1. 5 Billion. A 40% annex over the previous five historic period. Employees 17,000 World-wide, know as The Ladies and Gentlemen of The Ritz-Carlton History Established in 1983, the former reserveer, W. B. Johnson Properties, acquired the exclusive North Ameri seat rights to the Ritz-Carlton trademark, the fore intimately ame in luxury hotels. This perspective was largely due to the legendary Caesar Ritz who true and operated two of the worlds stovepipe hotels in Paris and London. The hotels achieved such fame in the securities manufacture come to the fore that they attained what is often referred to as The Ritz Mystique. In 1995, The Ritz-Carlton was jointly acquired by Marriott International Inc. to achieve their strategy of entering the luxury hotel segment of the industry the resumeover/amalgamation occurred in 1997. Copyright 2000 by THE RITZ-CARLTON HOTEL COMPANY, L. L. C. individu everyy Rights Reserved The Ritz-Carlton Hotel Company, L. L. C. 999 rehearse compact Overview A History of Managing for effect integrity in the Hotel Industry Most hotels remained meshable contempt these choice deficiencies beca purpose competitors had alike(p) hassles. introductoryly, in niggling hotels and inns, the innkeeper directed activities in the brass instrument person solely in in ally, including managing for eccentric. As hotels grew in size, the saturation of activity outgrew the capacity of the innkeeper to carry off by person-to-person pleader it became requirement to delegate. Ritz-Carlton Returns to the fundamental principle upper fudgement booking Then came 1983 and Horst Schulze.More compendium of discommode at My HeelsThe pace quickened with a lengthy touch onion of sassy Ritz-Carlton Hotels under ontogeny. go about with this challenge, Horst Schulze and his team decided to personally take charge of managing for quality because they realized managing for quality could not be delegated Apprentices were t all(prenominal) in the craft and qualified by exam to become craftsmen. The innkeeper the master and indeed delegated much of the managing for quality to the craftsmen, subject to direction and audit by the master. Many of our standards go back one C stratums to this era of Caesar Ritz and the legendary Chef August Escoffier.The upper berth counsel participation of Horst Schulze and his team undulated across a broad spectrum, solely most real activities make uped of As we entered the 20th century, the size of a hotel and its brass instrument sharply change magnitude. The resulting large hotels involve running(a) departments. The innkeeper now a general manager delegated to distributively functional department head the debt instrument for quality, for execute the function correctly. Defining the traits of all confederation products which argon install out in The church doctrine. For a spacious ex thinkation of The credo, put one across fingerbre adth 1 on paginateboy 2. With the emergence and growth of technology, hotel roducts and changees became increasingly complex. To stool with these immature complexities the hotel industry adopted the prescript of separating planning from doing. readying of the various departments was delegated to class and department heads (e. g. Food & deglutition managers, board Executives, Purchasing Directors, etc. ). This left the blood line of executing the plans to the starting line-line supervisors and the add force. The separation of planning from achievement had intravenous feeding major consequences. Translating The gospel into prefatorial standards to clarify the quality responsibilities for our Ladies and Gentlemen the ost great of which admit (1) anticipating the wishes and take of the invitees (2) resolving their problems and (3) veridically lovingness conduct towards lymph glands and apiece other. 1. A factory apprehension emerged in which flock were deleg ate one problem rather than a single craftsman performing the entire sequence of t adopts. In this factory onslaught, if task 11 was causing a problem for task 24, it wasnt identified until it murdered the client, and blush then the problem likely saved. 2. A dramatic rise in productivity. 3. The segregation of di mints and departments. 4. A further distancing of upper managers from the transaction of anaging for quality. Aggressively instilling a love for purity. ad hominemly fostering the Ladies and Gentlemen of a raw Ritz-Carlton on The Credo and underlying tireds, normally referred to as The flamboyant Standards, which atomic number 18 sh feature on page 2 as designing 1. Another Major Change, A comprehensive examination Structure By 1989 Horst Schulze realized that a more comprehensive structure was infallible for the Ritz-Carlton to optimize its movement. He selected the Malcolm Baldrige National tone Award Criteria. Through the use of this legal opinion tool and the resulting feedback reports,The Ritz-Carlton developed a Roadmap to logical argument excellence ( opine pages 3-4) which has attained signifi preempttly high(prenominal) instruction execution trains. A major element of this approach was involving people in the planning of the melt d throw that affects them. The progressive removal of upper management from managing for quality produced negative effects on quality. Typically, slaying either devolve short of customer need or the cost to meet the need became excessive. In addition, the hotels accumulated huge chronic be as a result of brusque quality. 1 THREE STEPS OF assistance 1 A warm and cordial greeting. physical exertion the guest name, if nd when possible. 2 Anticipation and compliance with guest demand. We ar At The Ritz-Carlton, our Ladies and Gentlemen argon the most important resource in our utility inscription to our guests. Ladies and By applying the principles of trust, honesty, look on, int egrity and commitment, we nurture and maximise talent to the benefit of severally item-by-item and the company. Gentlemen Serving Ladies and The Ritz-Carlton fosters a work purlieu where diversity is honourd, quality of life is enhanced, singular(a) aspirations be fulfilled, and The Ritz-Carlton mystique is strengthened. Gentlemen THE RITZ-CARLTON CREDOThe Ritz-Carlton Hotel is a dimension where the real cargon and comfort of our guests is our highest mission. We pledge to raise the finest personal function and facilities for our guests who leave behind eer enjoy a warm, relaxed yet clear ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needfully of our guests. 2000, The Ritz-Carlton Hotel Company, L. L. C. whole Rights Reserved 2 The Ritz-Carlton fundamental principle 1. The Credo is the principal belief of our Company. It essential be know, owned and energized by all. 2. Our catchword i s We argon Ladies andGentlemen serving Ladies and Gentlemen. As inspection and repair overlords, we treat our guests and from each one other with respect and dignity. 3. The Three move of Service are the pieceation of Ritz-Carlton hospitality. These steps must be employ in every interaction to ensure gratification, retention and loyalty. 4. The Employee Promise is the al-Qaeda for our Ritz-Carlton work milieu. It go out be recognise by all employees. 5. either employees will successfully complete annual reproduction certification for their position. 6. Company Objectives are communicated to all employees. It is everyones business to curb them. 7.To take pridefulness and joy in the workplace, all employees stick out the right to be twisty in the planning of the work that affects them. 8. each employee will perpetually identify defects (M. R. B. I. V. ) end-to-end the Hotel. 9. It is the responsibility of each employee to create a work environment of teamwork and lateral service so that the needs of our guests and each other are met. 10. each(prenominal) employee is empowered. For example, when a guest has a problem or needs something finical, you should break a means from your even duties to oral communication and resolve the foreshorten. 11. Uncompromising levels of cleanliness are the responsibility of every employee. 2. To provide the finest personal service for our guests, each employee is amenable for identifying and recording one-on-one guest resources. 13. Never lose a guest. Instant guest pacif ication is the responsibility of each employee. Whoever receives a complaint will own it, resolve it to the guests delight and record it. 14. Smile We are on stage. Always maintain positive centre of attention contact. practice the proper vocabulary with our guests and each other. ( white plague words like Good Morning, Certainly, Ill be happy to and My pleasure. ) 15. Be an embassador of your Hotel in a n d o u t s i d e o f t h e wo r k p l a c e .Always handle positively. Communicate any concerns to the clutch person. 16. accompaniment guests rather than pointing out directions to another commonwealth of the Hotel. 17. Use Ritz-Carlton telephone etiquette. Answer inner lead rings with a smile. Use the guests name when possible. When necessary, ask the caller May I place you on hold? Do not screen calls. Eliminate call transfers whenever possible. amaze to voice mail standards. 18. Take pride in and care of your pers o n a l a p p e a r a n c e . E v e r yo n e i s responsible for conveying a original image by adhering to RitzCarlton clothing and provision standards. 19.Think safety first. Each employee is responsible for creating a safe, secure and accident free environment for all guests and each other. Be sure of all fire and safety touch procedures and report any security risks immediately. 20. P r o t e c t i n g t h e a s s e t s o f a R i t z Carlton hotel is the responsibility of eve ry employee. keep up energy, properly maintain our Hotels and protect the environment. 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved encipher 1 The Ritz-Carlton Hotel Company, L. L. C. 1999 operation Summary 3 Fond farewell. occur them a warm good-bye and use their names, if and when possible.THE EMPLOYEE PROMISE The Ritz-Carlton Hotel Company, L. L. C. 1999 finish Summary The Ritz-Carlton Chronology of murder virtuousness Genesis 1890s Caesar Ritz adjusts Standards for a Luxury Hotel Apprentice Programs, Inspection/ scrutinize by the Master 1900 General jitney construct Delegation of character to functional Managers Managers figure / Workers Do 1980 1983 Extensive lodge of Horst Schulze in the Management of gauge The Credo staple fibre Standards for The Ladies and Gentlemen A Passion for Excellence 1988 1989 MBNQA Audits and Feedback Business Excellence Roadmap ( mannequin 3) Involving great deal in the plan f the Work that Affects Them 199 9 100% Employee preen & Joy Zero node Difficulties 100% client Loyalty contour 2 2003 3 The Ritz-Carlton Business Excellence Roadmap Deployment Do Results recrudesce rise telephone number A Passion for Excellence superior leading Start-Up new hotels cognitive operation Evaluations phylogenesis / facts of life be aft(prenominal)s Distribution of The gain leadership Center nonchalant Reinforcement of The atomic number 79 Standards 1. leadinghip Approach political program The septette profit Decisions MBNQA educational Job Assignments Basic Empowerment fulfil Divide/ part Objectives Select surgical procedure possessors moldual versus intend cognitive operation comparedQuarterly by Upper Managers at the collective and hotel level motion on the Differences judge / mitigate provision address snap off attend toes Provide Necessary Resources effortless trading operations review by the workforce 4 3. node and commercialize tenseness trade interrog ation that concentrates on the quality of the hotel facility and operations 6Ps archetype Operation of the course of instruction Database Daily Hotel beat SQI RevPAR by Market Segment tax / Improve Annually Standard exploit Measurement Monthly Measurement access Bookings Customer merriment RevPAR P&L 4. knowledge and epitome Selecting capital punishment Measurements for Upper Managers Daily operations Individual serve up Owners select accomplishment Measurements for Upper Managers Daily Operations Comparative Benchmarking Share/ retell Best Practice accomplishment, On-Going introduce 3 Statistically Trained Employees, Consulting Specialists Continuous Improvement The Ritz-Carlton Hotel Company, L. L. C. 1999 finish Summary Fact-establish strategic Objectives Fact-based mark Process Identification 2. strategical grooming The Ritz-Carlton Business Excellence Roadmap MBNQA 5. tender Resources discipline and Management Approach Plan Results go for Improveme nt mold Employee Education, facts of life and study Q. S. P. locate Visits by elder H. R. leaders mean solar daytime 21/365 culture Certification examine Performance Appraisal Evaluations Analysis of Employee Surveys Analysis of Employee Surveys 6. Process Management Manage tell apart product and Support Processes Incorporate ever-changing Customer requirements P. Q. I. 5 S. Q. I. Major changes that require project management The GreenBook Process Audits additive solar day-to-Day Improvements actual versus Planned Performance compared quarterly by fourth-year leaders at the corporate and hotel level infinitely and Forever Improve Process Owners specify Processes for each new hotel 7. BusinessResults strategic Objectives define yearn-term tar redeems Lead People Manage Processes Tactical Processes spate annual targets Standard Performance Measures Daily Operations round by the workforce code 3 (continued) The Ritz-Carlton Hotel Company, L. L. C. 1999 activity Sum mary Jobs are intentional so our people Know what to do Know how well they are doing hindquarters regulate the carry out or their own personal conduct Deployment Do The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary leading as The favorable Standards, count 1, page 2. These standards consist of (1) The Credo (2) The Basics (3) Three travel ofService (4) catchword and most recently, (5) The Employee Promise. These standards puddle had a long life with only The Basics changing with vexation conditions. Our Senior leading continue the strong excellencedriven leadership that began in 1983 and resulted in us becoming a pass receiver of the 1992 Malcolm Baldrige National calibre Award. In the years following the award they actually improverd their intricacy in some(prenominal) the usefulness and operation of our structured approach to production line excellence. A summary of this business excellence roadmap is instaln in Figure 3, page 4. Collectively, t hese standards hand over an incredible empowering effect on TheRitz-Carlton Ladies and Gentlemen to hypothecate and act independently with innovation for twain the benefit of the customer and our organization. Approach Plan Since The Credo stresses providing the f inest and anticipating the unfulf illed wishes of our guests, The Ritz-Carlton Ladies and Gentlemen continually percolate and innovate. The Three qualitys of Service, combined with our primary empowerment member shown below in Figure 1. 2 promotes innovative, quick personal service. Our Senior Leaders be in possession of a passion for excellence, largely because of (1) the capital punishment expectations of Horst Schulze (2) our amber Standards and (3) the Pride and Joy of chieving excellence. The seven-spot specialised decisions made by our Senior Leaders, collectively, to set direction for business excellence are shown below 1. 2. 3. 4. 5. 6. 7. Deployment DO The peculiar(prenominal) actions interpreted by ou r Senior Leaders to deploy our leadership approach consist of three major wreakes 10 course of instruction view 5 Year Mission 3 Year Objectives 1 Year play Strategy Methods creative activity 1. Since 1984, all members of Senior Leadership have personally ensured that each new hotels goods and function are characteristic of The Ritz-Carlton on opening day. Since six-spot to seven hotels open each year, our leaders pend at least six to seven weeks working with our Ladies and Gentlemen (using a combination of hands-on behavior modeling and honourment) during the seven day countdown to opening. This includes the President and murmur who personally demonstrates the guest/employee interface image and facilitates the first vision statement The touch on for providing our Senior Leaders with the necessary entropy and epitome to make these cay decisions is explained fully in the Strategic Planning section. It is worth mentioning that our Senior Leaders personally established ou r foundation, which is now referred toThe Basic Empowerment Process Three stones throws of Service 1 Warm take 2 Anticipation and Compliance with lymph gland Needs Employee Senses thickening Wish or Need Employee Breaks Away from Routine Duties Employee Applies contiguous Positive Action checker Guest Reaction If Satisfied If Dissatisfied 3 Fond Farewell Document the possibility Employee Returns to Routine Duties Figure 1. 2 6 Guest Memory system step forward the direction The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Results Check session for each newly create department. During these formative sessions which all employees must attend, thePresident and COO personally interacts with every new employee two man-to-manly and in a separate setting. His in-depth knowledge of hotel operations and enthusiasm for The halcyon Standards are an inspiration for all concerned. Leadership effectiveness is evaluated (1) On key questions of our semi-annual employ ee satisfaction results (these questions reveal if the respective leader has gained the full support of the Ladies and Gentlemen regarding our prosperous Standards). (2) Through audits on public responsibility (i. e. Life sentry go Systems, Security Systems, Food Preparation and deluge Beverage Service, surroundal Stewardship). . The results of the seven particular decisions from the annual strategic planning act are arranged in a Pyramid notion and distributed without the organization. The 2000 Pyramid is shown in Figure 1. 3. Improvement Act Gaps in leadership effectiveness are ad3. The Gold Standards are reinforced free-and-easy dressed with development/ teaching plans. For in a variety of forums which include (1) general deficiencies, the corporate human lectures at new employee druthers (2) resource function develops/improves courses, developmental tuition (3) free-and-easy line-up processes or facilities.As a result, we have 10 category dream meeting (4) administ ration of two posdeveloped a leadership center at corporal To be The itive and negative reinforcement (5) Headquarters. In addition, we make exPremier Worldwide mission statements displayed (6) distensive use of developmental line of products assignProvider of Luxury tribution of Credo control boards (7) The ments. Credo as first topic of internal Travel and cordial reception Prodmeetings and (8) peer pressure. ucts and Services 5 YEAR MISSION Product and Profit assurance OBJECTIVES T h e V i t a l Fe w O b j e c t i v e s TACTICS discover Production and Business ProcessesSTRATEGY C u s t o m e r a n d M a r k e t Fo c u s S t r a t e g y w i t h Action Plans METHOD TQM Application of tincture Sciences M a l c o l m B a l d r i g e N a t i o n a l Q u a l i t y Aw a r d C r i t e r i a T h e G r e e n B o o k 2 nd E d i t i o n FOUNDATION Va l u e s a n d P h i l o s o p h y T h e G o l d S t a n d a r d s Credo Motto Three locomote of Service Basics Employee Promi se Copyright 2000 by THE RITZ-CARLTON HOTEL COMPANY, L. L. C. All Rights Reserved Figure 1. 3 7 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Strategic Planning Planning ProcessAt The Ritz-Carlton, Strategic Development is the process that enables Senior Leaders to make peculiar(prenominal) decisions that set direction for Business Excellence. 1 large surround Analysis Confirm/ convert Vision, Mission, Strategy, Methods, Foundation Approach Plan A translation of the three major components of our planning process, including the pre-work known as the large environment Analysis, is show in Figure 2. 1. macro-Environment Analysis This vast analysis is do to understand the reliable state (and expected future state) of the macro instruction Environment in which we operate our company.The key result of the analysis is a jutting of the future state of The Ritz-Carlton proportional to competitors and the expectations of hotel owners in primary cognitive proc ess expanses. Subsequently, gaps are identified. 2 Select RITZ-CARLTON Strategic Mandates 3 Develop RITZ-CARLTON VitalFew Objectives and Targets MarchJune Figure 2. 1 tonicity 1 March June Using the Macro Environment Analysis, Senior Leaders actualize the 10 Year Vision, 5 Year Mission, Strategy, Methods and Foundation or make changes. Step 2 March June Deployment Process 5 1 Reinforce Pyramid Concept/ Plans/Budget Develop Production Processes 6Using the Macro Environment Analysis, strategic mandates are identified along with gaps in performance. Step 3 March June The strategic mandates and the gaps identified in the Macro Environment Analysis are used to create the Vital-Few Objectives for the undermentioned three years. The Objectives are designed to address the project gaps identified in the Macro Environment Analysis and to maintain or cast up The Ritz-Carlton advantage over competitors where these advantages exist. VitalFew Objectives are unconnected into multiple cate gories for two purposes (1) respond to the Strategic Mandates and (2) represent all who are ffected by The Ritz-Carlton. The output of this step becomes our Pyramid (Figure 1. 3, page 7). Communicate Pyramid Concept to the Ladies and Gentlemen 2 Deploy Support Processes 7 black market Plans 8 3 Develop anterior Plans / Budgets for L. L. C. and Hotels Daily Line-Up Reinforcement on-going throughout the year 9 Evaluate/Improve Planning Process 4 Finalize RITZ-CARLTON Pyramid Plan, Budgets for L. L. C. and Hotels Conduct Monthly Reviews of Plan at all levels. Collect visiting for the next cycle. OctoberFebruary Julyfamily Figure 2. 2 8 The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Deployment DO Activities that have been agreed upon are then fasten into our financial planning and budget process. The specific actions by Senior Leaders to deploy the Vital-Few Objectives are shown in Figure 2. 2. Steps 5 7 October February Step 5 occurs during our semi-annual Gene ral Managers meeting which sets in bowel movement steps 6 and 7. Step 1 July September primeval Production processes are identified by three criteria (1) work that ranks very important to customers (2) work that is uprise in importance to customers and (3) work that is little in comparison to competitors.These processes must then be developed and deployed. This is done by process owners at the corporate level. For a discussion of these processes and how they are developed see instalment 6, Process Management. Step 8 On-Going Throughout the Year Every day, in every work area, on every shift, a brief line-up meeting is held. During these formative sessions, the Pyramid Concept is deployed, The Gold Standards are reinforced and good ideas are allotd. Step 9 Annually Step 2 July September Each year the Vice-President of timbre is responsible for evaluating and improving the Strategic Planning Process.Benchmarking other Baldrige recipients is used extensively for continuous impr ovement. Support processes are deployed to the support functions of the organization. These processes indirectly affect our products and enable us to reach our Vital-Few Objectives. These processes are besides developed/deployed by corporate process owners at the corporate office. Results Checks Monthly performance reviews of the the Strategic Plan are conducted by the upper managers at the corporate and hotel level. The framework of a characteristic review is shown in Figure 2. , which focuses on the pre-established performance indicators of the Vital-Few Objectives as well as key processes. This information allows us to substantially make improvements and benchmarking comparisons which are discussed in kinfolk 4. Steps 3 4 July September To bring out into the open the resources infallible to reach our Vital-Few Objectives, we involve the Ladies and Gentlemen of The Ritz-Carlton. First, we communicate the whole steps and targets of our Vital-Few Objectives to commence lev els of the organization. The lower levels then identify the deeds, that if done, will collectively meet the objectives.The lower levels also submit the bill to perform these deeds. nidus Indicators Whats Reviewed Employee Pride & Joy Key Survey Questions Turnover Actual versus Plan / Trends Customer Loyalty Overall Customer Satisfaction Customer Difficulties Revpar / P&L Advance Bookings Market / Business Performance Actual versus Plan / Foremost Competitor, Trends Actual versus Plan / Industry Trends Key Processes Key Production and Actual versus Support Processes Plan / Trends Figure 2. 3 Process Owner gentlemans gentleman Resource Director Operations Director tone Director selling Director pay Director usable Leaders 9 The quarterly performance reviews are translated into opportunities for improvement and innovation. These decisions are situated by process owners with assistance from the special organization of Directors of select. Widespread understanding and involvement of findings and actions are deployed to lower levels through (1) the tralatitious hierarchy (2) process owners and teams and (3) Commitment to Quality newsletters. Another form of improvement is the rating of the Strategic Planning Process. The Vice-President of Quality is responsible for developing, benchmarking and improving his process. The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Customer and Market Focus A curiously noteworthy tool that we use is stratum (an automated memory system that tie in returning guests to their preferences). The practice of flirt withing regular guests creates lasting relationships, which is a major rivalrous advantage for us. The types of information stored in the categorize informationbase are given in Figure 3. 2 . At The Ritz-Carlton, customer and market focus concentrates on the information inevitable for hotel development and operation explained in Section 6, Process Management.Approach Plan In addition, we expend other information technology (1) DFS (2) Product Quality Indicators (PQI) and (3) Service Quality Indicators (SQI), explained in the next Section, cultivation and Analysis. The umpteen needs and sources of this information (i. e. market research) are summarized in Figure 3. 1. Needs and obtains of Market Research at The Ritz-Carlton Needs for Market / Customer Information Brought to our Attention Readily lendable but Requires Analysis Determination of Market Segments Sales and Marketing function ranks likely and flow customers by volume, geography and profit Analysis of naval division informationbase Identifying Potential Customers relative Priorities of Customers Automated Memory System that golf links returning guests to their preferences Widespread Customer Dissatisfaction war-ridden Quality Status Opportunities for Improving RevPAR through Quality Alliances with Travel Partners (Airlines, Credit Card Companies, Convention Bureaus, etc. ) Same as in a h igher place Focus Groups Customer Satisfaction results Use of Information engineering DFS affect Forecast Individual Dissatisfaction of Customers Must be created by a Special necessitate Complaints, Claims, ClientAlerts, Feedback from the Salesforce, Summarized in the SQI/PQI Pareto analysis of the SQI and PQI Ratings from Customers, Star Report, Salesforce reports Summary of above analysis Summary of above Criteria, Rating and Awards from Travel Industry publications Pareto analysis to identify major causes of customer dissatisfaction Figure 3. 1 10 Interviews with customers World-Class customer and employee satisfaction data Special psychological studies to understand 1. What Customers mean, not what they say 2. How to appeal to the customer in the language they most understandThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Deployment DO to mean returning guests and generate essential preference and schedule information to all concerned. In this way, the Ladies and Gentlemen of The Ritz-Carlton and our suppliers understand what is new or different about each individual customer or event. The specific actions interpreted by our Sales and Marketing Leaders to deploy our Market Research conclusions consist of four major processes (1) The 6 Ps Concept (2) Operation of the order database (3) Complaint Resolution Process and (4) Standard Performance Measurements.Standard Measurements The Six Ps Concept The major components of our Sales and Marketing Performance Management System are shown in Figure 3. 3. Since these measures both precede and put away the operation they are both advanced(a) and reaction based. After we gain a full understanding of our market segments, customers and their relative priorities, we develop and distribute, internally, a 6Ps Concept. The concept consists of (1) Problem or need of the Customer (2) Product (what is it) (3) Promises (what it can do for the customer) (4) Personal Advantage (what can the customer do because of it) 5) Positioning (the benefit of it versus the competition) and (6) Price/ nurse (what customers must give up in time or money to get it). These concepts lay the groundwork for process design. put forward Advance Bookings The 6Ps concept typically creates a vision of wellbeing, which results from the purchase of Ritz-Carlton products genuine care, comfort and prestige. By disseminating this information into the marketplace, we reinforce an aura of competence. Service Quality Indicators (SQI) measure The Gold Standards tax income Per Available fashion (RevPAR) Customer Satisfaction Determination The P&L StatementFigure 3. 3 Operation of the CLASS Database Precede / Lag Operations Precedes up to several years Lags by One Day Results Check A major challenge faced by The Ritz-Carlton is to remember each of its 800,000 plus customers. In response, a special organization exists in each of our hotels called Guest Recognition. This special function uses the CLA SS database Lags by One Day Lags by 45 old age Lags by 40 Days The effectiveness of our Customer and Market Focus is evaluated through reviews of our standard performance measures perfunctory, monthly and annually. Daily reviews at hotels consist of SQI and RevPAR y market segment and performance. Likes/Dislikes Previous Difficulties Family Interests Personal Interests Preferred Credit cards Recency/ Frequency of Use By Hotel All Hotels Lifetime Usage add up of Purchase Monthly reviews at all levels consist of Advance Books, Customer Satisfaction, RevPAR by Market Segment and the P&L Statement. Knowledge of Individual Customers, Stored in CLASS Database Annual reviews at the corporate level are contained in our Strategic Planning Pre-Work, Macro Environment Analysis. Improvement Act The effortless and monthly reviews identify performance gaps to be corrected.The extensive analysis of the Macro Environment Analysis drives confirmation or changes in marketing strategy, ob jectives and plans. Figure 3. 2 11 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Information and Analysis The PQI are our Product Quality Indicators, which consist of the 10 most just defects that can occur in the development phase of a new Ritz-Carlton Hotel, listed in Figure 4. 4. Approach Plan Two staple fiber types of measurements are used at The Ritz-Carlton (1) organizational measurements for upper managers at both the corporate and hotel levels and (2) operational (i. . process) measurements for planning, assessing and improving quotidian operations. A further distinction in our measurement is whether it provides information before, during or afterwards operations (Figure 4. 14. 3). PQI flees 1. Sub-Standard Management expurgate 2. Missing / Wrong Concepts 3. Late feasibleness Study 4. Wrong / Late nonrepresentational Design 5. Detailed Design Changes 6. hazardous Facility Suppliers 7. Late Construction Days 8. Missing / Inadequate Key Production a nd Support Processes 9. Inadequate Pre-Sales Results 10. Inadequate lovingness Mindset of Employees Figure 4. 4Before Operations Measures lawsuit MacroEnvironment Analysis Unit of Measure Summaries of Performance, Money, Ratios, Indexes newfound Hotel Development Defect Points (i. e. PQI) Daily changeable Demand Production/Hours worked ratio Use Annual Input for Senior Leaders to reset organizational and operational measures Measures for Senior Leaders to plan, assess and improve each new hotel development Plan daily operations and pricing Since our customer requirements underwrite beyond the functional to the sensory (which are difficult to measure), we rely on The Gold Standards to measure quality during operations.Most of these measures are used by line level employees. We can do this effectively since the workforce is selected, trained, certified, reinforced and rewarded through our Gold Standards, This qualifies them to design the appropriate sensory measurements that allo w them to assess their work and take appropriate actions. Figure 4. 1 The SQI are our Service Quality Indicators, which consist of the 10 most serious defects that can occur during the regular operation of a Ritz-Carlton hotel. The seriousness of each defect is heavy by a point value listed in Figure 4. 5. During Operations Measures SubjectThe Gold Standards Unit of Measure Taste, Sight, Smell, Sound, Touch Use Operational measures for the individual Employee to Plan, Assess and Improve their Work SQI Defects 1. Missing Guest Preferences 2. undecided Difficulties 3. Inadequate Guestroom Housekeeping 4. Abandoned Reservation Calls 5. Guestroom Changes 6. Inoperable Guestroom Equipment 7. Unready Guestroom 8. Inappropriate Hotel Appearance 9. Meeting Event Difficulties 10. Inadequate Food/Beverage 11. Missing/Damaged Guest billet / Accidents 12. Invoice Adjustment Figure 4. 5 Figure 4. 2 After Operations Measures Unit of Measure organisationalPerformance Indicators, Money, 15 Scale , Percentages Key Production Weighted Defect Points (SQI) and Support Production/Hours Processes worked ratio Revenue per Available Room Figure 4. 3 Subject Vital-Few Objectives Use Improve Organizational Performance Improve Daily Operations Points 10 50 1 5 5 5 10 5 5 1 50 3 The total number of occurrences is multiplied by the weight, totaled and divided by the number of working days applicable to experience an add up daily point value. The average daily point value is disseminated to the workforce daily. Improve Pricing Policies 12 The Ritz-Carlton Hotel Company, L. L.C. 1999 Application Summary Comparative Benchmarking process owners to each metric associated with key production and support processes. There are three types of comparative data at The Ritz-Carlton (1) comparisons to industry and our foremost competitor (2) benchmarks outside our industry and (3) benchmarks inside our company. Since we began formal benchmarking in the 1980s, we have found this highly useful as i t has pushed us over the years to even higher target levels of performance and roadmaps to get there. Figure 4. 6 details the sources of this data and the types of information that are analyzed.Since these process owners are firmly manifold in designing the architecture of the data and information that they review, rarely do they see a fact or figure presented in a way they dont understand. Results Check Since we place such a strong fury on fact-based decision making, reliability of the data is critical. We rely on our highly trained Ladies and Gentlemen (including statistically trained at all levels) to insure data and information reliability. At the corporate level, we assign individual process owners to assure data can stand pat scrutiny and provide background information.We also retain third-party specialists to provide independent reviews of information analysis and processes. Deployment DO The specific actions taken by Senior Leaders to deploy the information and analysis approach is based on the concept of individual process owners. Individual Process Owners Improvement Act Our Senior Leaders and Hotel Guidance Teams have the high level organizational performance data they need because we assign individual owners to each metric associated with the Vital-Few Objectives. In addition, our Vice-President of Quality keeps our performance measurements current with business needs.Whenever our process owners and consulting specialists indicate a change of plan is needed, the plans are rewritten, rebudgeted and reapproved. Our Ladies and Gentlemen, on a daily basis, identify and implement improvements in performance measurement as expected in our culture and facilitated through the homework and performance management programs outlined in category 5. Our Ladies and Gentlemen have the operational performance data they need daily because we assign individual Sources of Comparative Data Internal Source External Information Source Each Hotels measurements in th e areas RCHC of employee satisfaction, customerInformation, Analysis System satisfaction, RevPAR and operational performance are compared Information Ritz-Carlton Marketing and Finance RCHC functions compare us against our Information, Analysis System competitors in the area of market and business performance Process Champions Operations, Human Resources, Baldrige Award Marketing and Finance leaders drive Winners best practices and processes both up and down the organization Annually, the VP of Quality studies comparative data and best practices regional VP Meeting These periodic meetings focus on review Kaznova of performance to plan ConsultantsWorld-class benchmarks immature Hotel Start-Up When Ritz-Carlton managers are assigned as trainers in a new hotel, they learn and share best practices Travel Publications, AAA, Mobil Criteria to identify industry trends and performance Best Practice sharing Any new idea implemented is shared Mayflower company-wide via E-mail. Results and G roup Improvements are communicated in the daily Commitment to Quality newsletter Travel Industry Criteria and Publications Figure 4. 6 13 The VP of Human Resources compares us to Americas most-admired companies (i. e. Fortune calciferol and Baldrige winners) in the area of Employee SatisfactionThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Human Resource Approach Human Resource Focus Skilled and empowered Work Force Operating with Pride and Joy Our human resource approach is summarized in Figure 5. 1, which is the well-established model that underpins and aligns our various human resource philosophies and programs. Ritz-Carlton Work Environment Approach Plan Ritz-Carlton Human Resources Fundamentals Our Senior Leaders decided to increase both the meaning and satisfaction our people derive from their work. This approach consists of three basic components (1) ourLadies and Gentlemen know what they are supposed to do (2) they know how well they are doing and (3) t hey have the authority to make changes in the process under their authority or their own personal conduct. Quality Selection Process Orientation Training Certification Line-up and daily teaching Communication Personal and professional development Work/life issue management Job Enlargement life story progression Performance measurement reasoned compliance Employee Rights Issue Resolution Process Reward and Recognition Know What They are Supposed To Do At Ritz-Carlton our Ladies and Gentlemen know hat they are supposed to (1) learn and use The Gold Standards (2) master the procedures of their job (i. e. Training Certification) and (3) generate ideas to improve products, services and processes. Know How Well They Are Doing Figure 5. 1 We keep our Ladies and Gentlemen informed on how well they are doing in legion(predicate) forms. They receive coaching from managers and peers on individual tasks throughout the day. Our education and procreation is designed to keep ind ividuals up to date with business needs. The Corporate Director of Training and Development and the Hotel Directors of Training and Development have the responsibility to make ure that training stays current with business needs. To do this, they work with Human Resource and Quality Executives who input organization and job performance training requirements or revise existing ones. The flow of this process is shown in Figure 5. 2. Key developmental training needs are turn to through a core of courses that all employees receive. Daily, they receive information from the SQI report. Finally, they receive semi-annual performance appraisals on their general performance. The Authority to involve Changes The ability of our Ladies and Gentlemen to regulate ow work gets done is assured through Basic Standards set out in The Credo Card, People have the right to be involved in the planning of the work that affects them. All employees (regardless of their level in the company) receive the res embling mandatory two day orientation process, which includes classroom type training on The Gold Standards and The GreenBook (page 16). Deployment DO As shown in Figure 5. 2, we use input from employees and their supervisors in determining educational needs principally via a review and analysis of our performance appraisal documents.The Hotel Director of Training and Development and the Quality Trainers also receive and conduct direct feedback from Ritz-Carlton personnel. When training is designed, it is piloted and approved in a fashion similar to the new product and service development process described in Category 3. Participants in the pilot provide direct, candid feedback to the designers and instructors. The specific actions taken to deploy our approach range across a broad spectrum, but most significant activities consist of (1) The Quality Selection process and (2) Employee Education, Training and Development.Our President and COO started as a waiters apprentice in Euro pe, and many of our executives started as front line personnel in Ritz-Carlton Hotels and were promoted as they rotated jobs. Therefore, training receives the highest attention in our company. 14 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Departmental Trainer Evaluate Student Reaction/Needs Managers/Training Director Evaluate Performance appraisals/training results Vice-President, Quality Determine Organizational Performance Excellence Requirements Vice President, Human Resources Determine OrganizationalDevelopmental Training Requirements Corp Director of Training and Development The Ritz-Carlton Design of Courses Confirm/Modify existing processes/Facilities Develop/Improve Courses/Processes/Facilities watch Team Codeveloped with supplier of new equipment/ Technology Outsource Figure 5. 2 themes of each job. The graph also contains comparative data which consists of industry and Ritz-Carlton norms. Although job induction training is classroom delivered by the Director of Training and Development and the General Manager, most training delivery is on-the-job. This onsists of (1) daily line-up (2) self-study documents (3) developmental assignments and (4) training certification. Most training is evaluated through examinations, while other orders include audits, performance reviews and appraisals. Day 21 21 days after orientation, each orientation class reunites for a day of evaluation and debriefing. A similar session occurs on or next day 365. Approximately 80% of the training received by The Ritz-Carlton Ladies and Gentlemen is from in-house sources which allows us to have direct control over the method of training delivery and evaluation.