Business Essays Company Strategy Business

Business Essays Company Strategy Business Company Strategy Business Your company has a clear goal and a solid strategy you have the right people in the right places you have great ideas and the resources to execute them. So does your competition. Over the past decades, the role of economic organizations in society has been approached from various perspectives and alternative conceptualizations of business have been introduced (Grant, 2005; Skurnik, 2005). The traditional idea of business is that an efficient organization is formed to produce profit (Ansoff, 1965; Drucker, 1958). Lately, the concept of business, including the objectives and strategies of business companies, has been dominated by the idea of profit maximation for investor owners (Grant, 2005). Strategic management researchers have been proponents of the theory that provide support to the relationship between the environment, firm strategy, structure, and performance. Several management researchers of the likes of Dill (1958), Chandler (1962), Lawrence Lorsch (1967), Jurkovich (1974), Miles Snow (1978), Porter (1980, 1985), Bourgeois (1980, 1981), Hambrick (1981, 1983), Dess Davis (1984), Dess and Beard (1984), Mintzberg (1988), Miller (1986), Hamel Prahalad (1991), Kotha Valdamani (1995), and others have directly or indirectly made attempts to theorize the effects of single or multiple constructs, visvis the firm environment, strategy, and structure on firm performance. These efforts have led to the incremental development of the strategic management literature that stress on the relationships between the constructs mentioned above. The levels of strategy, i.e. corporate level, business level, and functional level have been defined by management theorists in order to identify and conceptualize the differences in approach in managing firms across these levels of company hierarchy. Corporate level strategies focus on what businesses should the company invest in, in order to satisfy the interests of the stakeholders and to maximize the value of stockholders investments. The focus here is on issues pertaining to firm growth and liquidity (e.g. Kim, Mauer, Sherman, 1998), which influence stockholders satisfaction. On the other hand, business level strategies entail ways in which a company would seek to attain competitive advantage through effective positioning. It should be noted that these positioning strategies of companies would vary depending on the industry setting (Hill Jones, 1995). In corporate finance, although business level strategies are not defined as positioning strategies, the objectives of these strategies and their effects are considered within the diversification and liquidity concepts of corporate strategies. The objective of functional level strategies is to achieve competitive advantage through strategies directed at improving the effectiveness of functional operations within a company (Hill Jones, 1995; p. 12). Note that in corporate finance the functional level strategies are considered as aggregates reported as part of the financial statements of individual business units, which are then analyzed in connection to the corporate strategies. It should also be noted that the business and functional strategies are impacted by the way in which corporate strategies are formulated. Although it may be argued that a bottom-up approach of defining functional level and business level strategies will not entail the effects of corporate strategies on functional and business level strategies, in reality firms define their resource allocation strategies first by taking into consideration the effects of these strategies on overall corporate performance. Once the resource allocation decisions are formulated at the corporate level, managers at the business level can then identify the appropriate strategies to meet the objectives laid out by managers at the corporate level. Management theorists have suggested that in order to achieve competitive advantage, the firm should achieve a fit between the environment, strategy, structure and controls (Jennings Lumpkin, 1992). Effective strategy formulation and implementation lead to the attainment of performance objectives identified by the stakeholders of the firm. Whereas the concept of fit between the environment and strategy is important in order to achieve competitive success, Hamel Prahalad (1991) suggested that strategic intent is the key to achieving success as compared to strategic fit, the paradigm that most management theorists followed until the late eighties. The authors suggest that strategic intent is about building new resources and competencies to tap future opportunities as opposed to the strategic fit perspective of achieving a fit between existing company resources and current environment opportunities. Hierarchical Levels of Strategy Corporate Level Strategy The corporate level strategy entails decisions made by corporate managers to insure that company stakeholders are satisfied at all times. With this as the goal, the managers at the corporate level of company hierarchy decide to invest in business(es) that result in long-term profit maximization and increased returns to the firms stockholders. Corporate strategies entail two distinct dimensions that include measures pertaining to growth (Zook Rogers, 2001) and liquidity (Kim et al., 1998). Corporate managers decide what businesses to invest in and how liquid the assets of the firm should be to maximize the value of the firm, both in the short and long term scenario. Business Level Strategy Business level strategy applies to the unit level of the organization and is referred to as those strategies that are applied at the strategic business unit (SBU) level. SBU level strategy is formulated and implemented by business level managers, who are also referred to as unit level managers or general managers. While this may be the case in the manufacturing industries, the hospitality industry general manager does not necessarily formulate these strategies, rather they are instrumental in the implementation of the strategy. The formulation of business level strategies is entailed in the corporate strategy when the corporate managers define the positioning of the firm. Since business level strategy is a result of market segmentation and positioning strategies, the generic strategies of cost leadership, differentiation, and focus (Porter, 1980) result from the way corporate managers conceive the orientation and positioning of the product during the time of its inception. This logic also applies to the Miles Snows typology of prospector, defender, analyzer, and reactor. These generic typologies are a result of the corporate level managers positioning strategies, and the budget allocated to the units to pursue that strategy. In this regard, the hospitality industry is different from the manufacturing industry in terms of the distinction between the three levels of strategy. There is an overlap in the decisions made at the three levels, with the corporate level influencing the decisions of the unit level and the functional level. This may not be apparent by scrutinizing the organizational structure; rather, this results from the job responsibilities that are entrusted to the different levels of management hierarchy, especially the business and functional level. Functional Level Strategy Functional level strategies are those strategies that are initiated by the profit /support centres of an organization. These centres are individual functions that result when activities that are similar in their characteristics and objectives are grouped under a given function. Each separate function should have its own goal and objective, and functional managers formulate strategies to attain those goals and objectives. To be competitively superior to other firms, functional level managers strategize to attain superior efficiency, superior quality, superior customer responsiveness, and superior innovation (Hill Jones, 1995). Although hospitality researchers have posited that manufacturing based strategy theory may not be applicable to the hospitality industry (Murthy, 1994), it can be argued that strategies professed by management theorists have been generalized to apply to any given industry. Strategy has been defined very distinctly in strategic management theory. For instance, according to Chandler (1962), strategy is the determination of basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals. Hofer Shendel (1978) defined strategy as the match among organizational purposes, resources, skills, environment opportunities and risks. Similarly, Thompson Strickland (1981) defined strategy as the manner in which an organization accomplishes its objectives through the formulation of means, matching and allocating resources, and directing its effort to produce results. On the other hand, Bourgeois (1978) defined strategy in terms of a firms relationship with the environment to achieve its objectives, while Mintzberg (1981) defined the term as a pattern in a stream of decisions or actions. These definitions are important for the literature as it defines the domain of strategy in terms of its literal meaning as well as the direction of research efforts that it influences. Although the above definitions of strategy may differ in literal meaning, the underlying theme common to all is the ability of the organization to meet its objectives by directing its efforts in a resourceful manner, aligning them to the developments in the external environment. Having identified this theme in the definition of strategy, it becomes essential to identify whether each individual research domain within the field is a proponent of this ideology professed by eminent researchers. To do so, it is essential to pinpoint the orientations of the sub-domains in the field of strategy.Strategy, in general, refers to how a given objective will be achieved. Consequently, strategy in general is concerned with the relationships between ends and means, that is, between the results we seek and the resources at our disposal. Strategy and tactics are both concerned with formulating and then carrying out courses of action intended to attain particular objectives. For the most part, strategy is concerned with deploying the resources at your disposal whereas tactics is concerned with employing them. Together, strategy and tactics bridge the gap between ends and means .Strategy of an organization is the roadmap towards attainment of its long term goals and objectives. Organizational strategy consists of planning, organizing, execution, and control activities. Strategic management process facilitates in the operationalization of strategy. Strategic thinking has been much influenced by military thinking about the strategy hierarchy of goals, policies and programmes. Strategy itself sets the agenda for future action, strategic goals state what is to be achieved and when (but not how), policies set the guidelines and limits for permissible action in pursuit of the strategic goals, and programmes specify the step-by-step sequence of actions necessary to achieve major objectives and the timetable against which progress can be measured. A well defined strategy integrates an organizations major plans, objectives, policies and programmes and commitments into a cohesive whole. It marshals and allocates limited resources in the best way, which is defined by an analysis of a firms unique strengths and weaknesses and of opportunities and threats in the environment. It considers how to deal with the potential actions of intelligent opponents. The importance of strategic management for the development of regions is growing, together with the effort of the regional representatives to increase the performance and competitive advantage of their regions. Individual countries, regions, cities, and towns compete among each other especially in the acquisition of economic subjects, which create and stabilize new jobs, thereby influencing prosperity and the standard of living of their residents. Strategy choice is a component of strategy formulation that entails identifying the strategic alternatives in tandem with the firms strengths and weaknesses. Since strategy is about identifying the appropriate courses of action, these alternatives vary depending on the hierarchical levels of the organization confirmed by, for instance, Hofer Shendel (1979), who point out that strategy content varies with the level of organizational hierarchy. The hierarchical levels identified by various management theorists in the strategy domain are functional level, business level, and corporate level strategies (Hill Jones, 1995) . The strategic management model suggests that intended strategy is an outcome of certain distinct actions taken by firms. These actions can be categorized as the product of a firms external analysis and internal analysis (Hill Jones, 1995). The external analysis is about understanding the firms external environment to identify opportunities and threats. This analysis includes analyzing the firms remote environment domain, task environment domain, and industry environment domain in order to identify the forces driving change and their impact on the organization during a given time period (Olsen et al., 1998). On the other hand, the internal analysis entails pinpointing what the strengths and weaknesses of the firm are in order to identify the quantity and quality of resources available to the organization (Hill Jones, 1995). The concept that entails analyzing the firms external and internal environment and subsequently identifying the appropriate strategy comes under the strategy formulation sub-domain of strategy research. On the other hand, the sub-domain that deals with designing organizational systems and structures in order to put the strategy into action is termed as strategy implementation. There are three levels of strategies in the organization viz. corporate strategy, business strategy, and functional strategy. The term strategy proliferates in discussions of business. Scholars and consultants have provided myriad models and frameworks for analysing strategic choice (Hambrick and Fredrickson, 2001). For us, the key issue that should unite all discussion of strategy is a clear sense of an organizations objectives and a sense of how it will achieve these objectives. It is also important that the organization has a clear sense of its distinctiveness. For the leading strategy guru, Michael Porter (1996), strategy is about achieving competitive advantage through being different delivering a unique value added to the customer, having a clear and enactable view of how to position yourself uniquely in your industry, for example, in the ways in which Southwest Airlines positions itself in the airline industry and IKEA in furniture retailing, in the way that Marks Spencer used to. To enact a successful strategy requires that there is fit among a companys activities, that they complement each other, and that they deliver value to the firm and its customers. The three companies we have just mentioned illustrate that industries are fluid and that success is not guaranteed. Two of the firms came to prominence by taking on industry incumbents and developing new value propositions. The third was extremely successful and lost this position. While there is much debate on substance, there is agreement that strategy is concerned with the match between a companys capabilities and its external environment. Analysts disagree on how this may be done. John Kay (2000) argues that strategy is no longer about planning or visioning because we are deluded if we think we can predict or, worse, control the future it is about using careful analysis to understand and influence a companys position in the market place. Another leading strategy guru, Gary Hamel (2000), argues that the best strategy is geared towards radical change and creating a new vision of the future in which you are a leader rather than a follower of trends set by others.The idea of strategy has received increasing attention in the management literature. The literature on strategy is now voluminous and strategic management texts grow ever larger to include all the relevant material. Our premise is that a firm needs a well defined sense of its mission, its unique place in its environment and scope and direction of growth. Such a sense of mission defines the firms strategy. A firm also needs an approach to management itself that will harness the internal energies of the organization to the realization of its mission. Historically, views of strategy fall into two camps. There are those who equate strategy with planning. According to this perspective, information is gathered, sifted and analysed, forecasts are made, senior managers reflect upon the work of the planning department and decide what is the best course for the organization. This is a top-down approach to strategy. Others have a less structured view of strategy as being more about the process of management. According to this second perspective, the key strategic issue is to put in place a system of management that will facilitate the capability of the organization to respond to an environment that is essentially unknowable, unpredictable and, therefore, not amenable to a planning approach. We will consider both these views in this text. Our own view is that good strategic management actually encompasses elements of each perspective. Corporate strategy defines the markets and the businesses in which a company will operate. Competitive or business strategy defines for a given business the basis on which it will compete. Corporate strategy is typically decided in the context of defining the companys mission and vision, that is, saying what the company does, why it exists, and what it is intended to become. Competitive strategy hinges on a companys capabilities, strengths, and weaknesses in relation to market characteristics and the corresponding capabilities, strengths, and weaknesses of its competitors. According to Michael Porter, a Harvard Business School professor and the reigning guru of competitive strategy, competition within an industry is driven by five basic factors: Threat of new entrants. Threat of substitute products or services. Bargaining power of suppliers. Bargaining power of buyers. Rivalry among existing firms. Porter also indicates that, in response to these five factors, competitive strategy can take one of three generic forms: (1) focus, (2) differentiation, and (3) cost leadership. Business strategy focuses on how a company competes in a selected industry over markets. The core of the business strategy can be captured in to a question How should we compete? (Grant, 2005: 22-23). Thus, business strategy is closely related to the concept of competitive strategy (Porter, 1987), which is about creating competitive advantage in a chosen industry. Competitive strategy means choosing a different set of activities to deliver a unique mix of value (Porter, 1996, 1987). Corporate strategy defines the breadth of the company in relation to an industry and markets, where it competes; it answers the question What business should we be in? (Grant, 2005: 22-23). According to Porter (1996), deciding which target group of customers, varieties, and needs the company should serve is fundamental in developing a strategy. Strategy can be neither formulated nor adjusted to changing circumstances without a process of strategy evaluation. Whether performed by an individual or as part of an organizational review procedure, strategy evaluation forms an essential step in the process of guiding an enterprise. For many executives strategy evaluation is simply an appraisal of how well a business performs. Has it grown? Is the profit rate normal? If the answers to these questions are affirmative, it is argued that the firms strategy must be sound. Despite its unassailable simplicity, this line of reasoning misses the whole point of strategy that the critical factors determining the quality of current results are often not directly observable or simply measured, and that by the time strategic opportunities or threats do directly affect operating results it may well be too late for an effective response. Thus strategy evaluation is an attempt to look beyond the obvious facts regarding the short-term health of a business and appraise instead those more fundamental factors and trends that govern success in the chosen field of endeavour. Strategic thinking has been much influenced by military thinking about the strategy hierarchy of goals, policies and programmes. Strategy itself sets the agenda for future action, strategic goals state what is to be achieved and when (but not how), policies set the guidelines and limits for permissible action in pursuit of the strategic goals, and programmes specify the step-by-step sequence of actions necessary to achieve major objectives and the timetable against which progress can be measured. A well defined strategy integrates an organizations major plans, objectives, policies and programmes and commitments into a cohesive whole. It marshals and allocates limited resources in the best way, which is defined by an analysis of a firms unique strengths and weaknesses and of opportunities and threats in the environment. It considers how to deal with the potential actions of intelligent opponents. A firm competes with a large number of other firms in the business environment. The firm has a two-fold objective. It has to attain its long-term goals in the most efficient manner. At the same time, the firm has to deliver higher value to its customer as compared to other competing firms to gain a sustainable competitive advantage. The roadmap consisting of a comprehensive plan towards achievement of the aforesaid objectives is known as organizational strategy. Strategy, in general, refers to how a given objective will be achieved. Consequently, strategy in general is concerned with the relationships between ends and means, that is, between the results we seek and the resources at our disposal. Strategy and tactics are both concerned with formulating and then carrying out courses of action intended to attain particular objectives. For the most part, strategy is concerned with deploying the resources at your disposal whereas tactics is concerned with employing them. Corporate identity merges strategy, culture, and communications to present a memorable personality to prospects and customers. The term is closely linked to corporate philosophy, the company s business mission and values, as well as corporate personality, the distinct corporate culture reflecting this philosophy, and corporate image. The main objective of corporate identity is to achieve a favourable image among the company s prospects and customers. When a corporation is favourably regarded this is likely to result in loyalty. If the corporate identity is the self-portrayal of a company, then the corporate image is the perception of an organization by the audience. The closer the corporate image is to the corporate identity; the closer the public s perception of a company is to how the company defines itself, making for superior corporate communication. For example, most companies have access to the same technology. If they want to further distinguish themselves, the strategy must rely on another factor than technology: the user experience. As the audience s focus changes constantly, corporate strategies must move in the same direction as the customer. Products are the most important spokespersons for any brand or company. Therefore, the key to defining your corporate identity resides in how well a company communicates its visions and values by means of the identity and image of its products, always keeping the target audience involvement in mind. There is no one best way of strategy. The planning approach can work in a stable, predictable environment. Its critics argue that such environments are becoming increasingly scarce, events make the plan redundant, creativity is buried beneath the weight and protocols of planning and communication rules. Furthermore, those not involved in devising the plan are never committed to its implementation. The second approach emphasizes speed of reaction and flexibility to enable the organization to function best in an environment that is fast-changing and essentially unpredictable. The essence of strategy, according to this view, is adaptability and incrementalism. This approach has been criticized for failing to give an adequate sense of where the organization is going and what its mission is. Critics speak disparagingly of the mushroom approach to management. (Place in a dark room, shovel manure/money on the seeds, close the door, wait for it to grow!) Inconsistency in strategy is not simply a flaw in logic. A key function of strategy is to provide coherence to organizational action. A clear and explicit concept of strategy can foster a climate of tacit co-ordination that is more efficient than most administrative mechanisms. Many high technology firms, for example, face a basic strategic choice between offering high-cost products with high custom-engineering content and lower-cost products that are more standardized and sold at higher volume. If senior management does not enunciate a clear, consistent sense of where the corporation stands on these issues, there will be continuing conflict between sales, design, engineering and manufacturing people. A clear, consistent strategy, by contrast, allows a sales engineer to negotiate a contract with a minimum of coordination the trade-offs are an explicit part of the firms posture.Rumelt (1988). A strategy is a set of objectives, policies and plans that, taken together, define the scope of the enterprise and its approach to business. Rumelt suggests that three questions are central to the challenge of strategy evaluation: Are the objectives of the business appropriate? Are the major policies and plans appropriate? Do the results obtained to date confirm or refute critical assumptions on which The strategy rests? He further suggests that strategy must satisfy four broad criteria: Consistency. The strategy must not present mutually inconsistent goals and policies. Consonance. The strategy must represent an adaptive response to the external environment and to the critical changes occurring within it. Advantage. Strategy must provide for the creation and/or maintenance of a competitive advantage in the selected area of activity. Feasibility. The strategy must neither overtax available resources nor create insoluble problems. Strategic management represents the collection of methods and approaches that are applicable to the regulation of regional development. This process can include the following: Defining the mission of the development of the region it depends on visions, values and expectations of the key implementing entities. Setting the strategic and performance objectives the objectives might comprise e.g. social development of regions, development of infrastructure, improvement of environmental aspects of the life of the local population, better territorial distribution of economic activities in the region etc. Formulating strategy (determining strategic alternatives, their evaluation assessment and selection) we seek to answer the question of how to meet the future objectives. Also essential is to use the results of both the external and internal environment analyses (situation analysis) Introducing and implementing the selected strategy (strategy implementation) this component is related to the further elaboration of regional development strategies into more detailed programs, measures and activities. The success of the strategy implementation depends to a certain degree on the motivation of all the stakeholders and apart from other things it is also associated with the level of culture in the community Evaluating results and proposing corrective measures (strategic control) it serves to ascertain the success rate of the selected strategy and also signals the necessary changes at whichever stage of its implementation. Basic requirement of this process is to increase competitive advantage of the regions in the long run. We can define the regional competitive advantage as the ability of the region to produce products and services, which will be able to compete on the international market, while securing and maintaining the incomes of its inhabitants. Managing risk at the organizational level is considered to be the key to the longterm survival of firms. According to Busman Van Zuiden (1998) there is a growing recognition that coordinating and financing all facets of organizational risk effectively is critical to maximizing success, whether that success is measured by shareholder value or, in the case of not-for-profit, educational or governmental institutions, by the range and quality of provided services (p. 14). Furthermore, the authors point out that because of the speed at which the organizations external business environment is constantly changing, managers are required to keep pace with this change through effective monitoring of the developments that increase the risk exposure of firms. Bibliography Bourgeois, L. J. (1980) Strategy and environment: A conceptual integration. Academy of Management Review, 5, 25-39. Bourgeois, L. J. (1981). On the measurement of organizational slack. Academy of Management Review, 6, 29-39. Busman, E. R., Zuiden, P. V. (1998). The challenge ahead: Adopting an enterprise wide approach to risk. Risk Management, 45(1), 14-17. Competitive Strategy (1986). Michael Porter. Harvard Business School Press. Chandler, A. D. (1962). Strategy and structure, Cambridge, MA: MIT Press. Dill, W. R. (1958). Environment as an influence on managerial autonomy. Administrative Science Quarterly, 2, 409-443. The Concept of Corporate Strategy, 2nd Edition (1980). Kenneth Andrews. Dow-Jones Irwin. Lawrence, P. R., Lorsch, J. (1967). Organization and environment. Cambridge, MA: Harvard University Press. Jurkovich, R. (1974). A core typology of organizational environments. Administrative Science Quarterly, 3, 380-394. Olsen, M. D. (1980). The Importance of the environment to the food service and lodging manager. The Journal of Hospitality Education, 4(2), 35-45. Olsen, M. D., West, J. J., Tse, E. C. (1998). Strategic management in the hospitality industry, Boston: Wiley. Customer Intimacy and Other Value Disciplines. Michael Treacy and Fred Wiersema. Harvard Business Review (Jan-Feb 1993). The Discipline of Market Leaders (1994). Michael Treacy and Fred Wiersema. Addison Wesley. Jennings, D. F., Lumpkin J. R. (1992). Insights between environmental scanning activities and Porters generic strategies: An empirical analysis. Journal of Management, 18, 791-803. Miller, D. (1986). Configurations of strategy and structure: Towards a synthesis. Strategic

Government Regulations and Standards That Affect the Policy and Target Population Essay

Use the information you gathered for the Week Two assignment and research government regulations and standards that affect the policy and target population you chose. You can research your state’s legislative department or the Web sites listed in Appendix G, for example, for laws, regulations, and standards affecting human service organizations. Describe the current government regulations or standards you researched. What kind of impact do these regulations or standards have on your issue and target population? Identify obstacles that would prevent you from meeting the needs of your target population. Consider future trends and changes to social policy that may be necessary in order for your issue to be resolved or for the target population to have its needs satisfied. Write a 700- to 1,050-word paper in APA format, with references, summarizing your research results. Post your paper as a Microsoft ® Word attachment. Due: Day 7 Michigan Works and the Department of Human Resources are both government funded agencies to assist those in the state of Michigan that are in need of basic survival needs. Both of these agencies work together to help families get back on track to support themselves and develop a better understanding of how to assist themselves. Under the Department of Human Resources (DHS), the regulations to obtain cash assistance or welfare, from the State, the individual needs to attend the Michigan Works program to seek employment (to get off the welfare). Due to major cuts last year, the state has made reformed decisions on ways of obtaining help from the state. Family Independence Program (FIP) also known as cash assistance in the state of Michigan requires the applicants to sign up for the JET program (Jobs, Education and Training) through Michigan Works. The main goal of FIP is to help families become self-supporting and independent. FIP is temporary cash assistance for low-income families with minor children and pregnant women. FIP helps them pay for living expenses such as rent, heat, utilities, clothing, food and personal care items. Recently, the eligibility requirements have gotten tighter. There is a 48 month lifetime limit now, in which thousands lost their assistance last October. Also to qualify for FIP, children must be under the age of 18, or a high school student age 18. The child’s parents, stepparents, and siblings who live together normally make up the FIP group. A relative acting as a parent or legal guardians may be included in the group if the parent is not in the home. A person can sometimes be eligible for FIP when there is no child in the group, such as a pregnant woman, or parents whose child is in foster care but is expected to return home within one year. Only U. S. citizens are eligible for FIP and must only have up to $3,000 in assets. And with assets such as your vehicles and personal belongings are not counted. The property asset limit is $500,000. The state will step in also if one of the parents in not on the same case as the child which would require a support statement through the courts (child support). Finally, anyone who receives cash assistance must attend the JET program to ensure that individual is seeking employment weekly. All programs are there for those who As for policies of FIP, this policy is necessary to ensure that Michigan’s limited resources are available to help those truly in needs that require a hand-up on the road to self-sufficiency. The State of Michigan has a number of programs available to help recipients step toward independence. Many of these programs focus specifically on the welfare of children ensured for their health, care and development. Those programs include Medicaid, Food and Rent Assistance, Child Developmental Care, WIC, MiChild, Step Forward Michigan, Children’s Special Health Services, Michigan Works, Vaccines for Children, Child and Adolescent Health Center Program, Maternity Outpatient Medical Services, State Emergency Relief. The mission for Michigan Works is to provide leadership and services, and promote quality and excellence for the advancement of Michigan’s Workforce Development System and its customers and professionals. Michigan Works! Association was established in 1987 to provide services and support to Michigan’s Workforce Development System. Michigan Works! Agencies assist job seekers and employers in their communities. While each agency is unique, all 25 Michigan Works! Agencies share several fundamental qualities: Locally-responsive and demand-driven, Governed by a Workforce Development Board comprised of private sector representatives and Local Elected Officials, Provide access to a full range of core employment-related services to help businesses find the skilled workers they need, and help job seekers find satisfying careers. Their policies are to educate, train and help obtain employment for anyone who needs it. DHS will designate individuals to Michigan Works to help individuals gain independence and not have to receive welfare. Michigan Works! Association builds and maintains strong relationships with legislators and advocates on behalf of the Michigan Works! System. Through the Association, members can access timely, relevant professional development opportunities to ensure high-quality programs and service delivery to all customers. The Association also convenes meetings as a way for members to network and share best practices, and coordinates events to promote the Michigan Works! System.

Nuclear Energy Pros and Cons - 783 Words

Nuclear energy Nuclear energy in scientific terms defined as the inhaustible energy derived from the nucleus of an atom by the process of nucleus break up through nuclear fission and nuclear fusion. Nuclear fission is a process where the nucleus of an atom splits and releases radioactive materials such as uranium which are used in many ways. Nuclear fusion is a process s when the two atoms of an element get together and large amount of heat is generated. in this way the nucleus releases tremendous energy that is utilized for many purposes both constructive and destructive. Nuclear energy- a boon This powerful energy was found by William Rontgen in 1895. The energy released by the nucleus is used in the production of nuclear†¦show more content†¦The reputed companies engaged in the food production are making use of nuclear technology to improve the quality of food grains, provide economical production and control pollution. The nuclear energy is used for clinical purposes to diagnose severe illnesses in a person. Harmful effects of a nuclear energy Nuclear energies can lead to many harmful effects to the human beings andShow MoreRelatedThe Pros and Cons of Nuclear Energy3051 Words   |  13 PagesMany people take energy for granted. Most do not think about where that electricity is coming from when they flip a switch or turn on a faucet. The fact is, is that our consumption of non-renewable energy cannot last forever. We need some type of alternative energy source. There are many types of alternative energy sources that are available to us today. Some however, such as nuclear energy, are often rejected due to the fears or concerns of many people. On the other hand, there are also manyRead More Pros and Cons of Nuclear Energy Essay580 Words   |  3 PagesPros and Cons of Nuclear Energy Nuclear power was the world’s fastest growing form of energy in the 1990’s. However, presently it is the second slowest growing worldwide. Considering that nuclear power accounts for eleven percent of the world’s energy supply, one must ask what happened [Nuclear Power]. Why is it that the growth of nuclear power has almost completely stalled? The simple answer is that after meltdowns such as Three Mile Island and Chernobyl, many people are afraidRead MoreNuclear Energy Pro and Cons1377 Words   |  6 PagesIntroduction P 1-2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. What is the nuclear energy? P 2-3-4†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Avantages and disadvantages P 4-5†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Nuclear energy in the US P 5†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Conclusion P6†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Citations The nuclear energy While demand for energy continues to rise due the continuous need of energy in developing and developed countries and the fast decrease of natural non renewable sources of energy such as oil and gas, many countries face seriousRead MoreThe Pros and Cons of Nuclear Power as an Energy Source Essay586 Words   |  3 PagesThe Advantages and Disadvantages of Using Nuclear Power Plants as an Energy Source Nuclear power is the use of continuous nuclear reactions to do practical work. It is produced by nuclear fission reactions which occur when adequate quantities of Uranium-235 are restricted to a small area. Nuclear fission is the process of nuclei being split. In this case a heavier nucleus splits up into two or more lighter nuclei, then this moves on by a chain reaction when the emittedRead MoreNuclear Power : A Source Of Energy881 Words   |  4 PagesAnother source of energy that is available is wind power. Wind power is able to turn a mill that generates electricity. Wind power is a source of energy that is very reliable, steady, and consistent from year to year. The growth of the wind power sources can lead to more jobs that will help America s and the world s economy grow (Williams,What Are the Different). What is the cleanest and safest type of alternative energy? To some people s surprise it is actually nuclear power. Nuclear power is theRead MoreHow is Energy Produced from the Resource? Essay562 Words   |  3 PagesHow is energy produced from the resource? Nuclear energy is the power produced during a nuclear reaction. It can produce in two different ways like, nuclear fission and nuclear fusion. It is from the sun and stars which releases heat and light energy to warm up the earth. How much nuclear energy do we use? It has been said that it produces 13-14% of the world’s electricity and it accounts for 6% of the world’s energy, France and japan make up 50% alone, and the U.S. has been producing 20% since 1991Read MoreNuclear Energy And Fossil Fuel992 Words   |  4 Pagesbetter the use of nuclear energy or the using of fossil fuel? People over the years have been debating on a realistic way on saving energy but also having an efficient amount of energy to generate millions of homes and places. The two sources of energy that are mostly used are nuclear energy and fossil fuels. Often people say that nuclear energy is the best approach while others believe it is the burning of fossil fuels. These two sources of energy have their own pros and cons when it comes to thisRead MorePros and Cons of Energy Sources1119 Words   |  5 Pages Pros and Cons for Oil Pros Cons - Readily available - Creates jobs for economy when required to drill and transport - Largest provider of electricity - The world has been using oil for the last 100 years - Not much new technology will be required to extract oil - Use of oil continually grows the U.S. economy - If certain regions would be allowed to drill oil in, then more oil could be extracted and the price could lower for gasoline - Production of oil rigs could lead to the development ofRead MoreEssay on Pros and Cons of Nuclear Power966 Words   |  4 Pagesissues and the ever growing scarcity of our current energy resources we may be forced to resort to nuclear energy. The Department of Energy has already given its support to energy companies who have decided to construct nuclear power plants. It appears that nuclear power is the right course to take, but before this decision is finalised it is important to weigh the multiple advantages and disadvantages of nuclear power. There are many pros and cons, but they weigh up almost equally which makes it aRead MoreNuclear Power And Nuclear Waste1272 Words   |  6 Pages Nuclear power, the type of energy that sits on the edge of humanity’s greatest hopes, and its darkest fears. With a country such as the United States continuing to expand its industry, housing, agriculture and commercial buildings there is a need for more and more energy each year. Nuclear power is one of the many ways the United States gets its energy. Nevertheless, it is one of the most controversial means of energy production. The main concern with nuclear energy is the nuclear waste that