Optimization of Solvent Extractions

Optimization of Solvent Extractions CHAPTER 3 METHODOLOGY 3.1  Introduction In this study, the leaves of A. Malanccensis, formulated gaharu tea bags from Gaharu Tea Valley, Gopeng and Kebun Rimau, Tawau were extracted by using solvent extraction method. The optimization of solvent extractions were determined in this study as well. Chemical composition of the crude extracts were analyzed by using GC-MS and HPLC. Besides, the obtained crude extracts were evaluated for their antioxidant property. 3.2  Chemicals and Apparatus Throughout this study, several of chemical and apparatus were used as listed in table 3.1 and table 3.2. Table 3.1 Chemical and reagent used Chemical and reagents Brand Manufacturer 1,1-diphenyl-2-pycrylhydrazyl (DPPH) Sigma USA 2,4,6-tripyridyl-striazine Sigma USA Sodium acetate Acetic acid MB Germany Aluminum chloride hexahydrate Ascorbic acid Systerm Malaysia Ethanol Systerm Malaysia Folin-Ciocalteu’s reagent Sigma USA Gallic acid Hydrochloric acid Iron (II) sulphate Sigma USA Iron (III) Chloride Systerm Malaysia Methanol Merck Germany Potassium bromide Quercetin Sodium carbonate Sodium carbonate anhydrous Sodium hydroxide Merck Germany Sodium nitrate Helium gas Novaland Malaysia Nitrogen gas Novaland Malaysia Table 3.2 Apparatus used Apparatus Brand Manufacturer Aluminium foil Diamond brand Malaysia Analytical balance Mettler-Toledo Switerland Beaker 100 mL Schoot Duran Germany Beaker 250 mL Schoot Duran Germany Beaker 500 mL Iwaki Japan Conical flask 250 mL Isolab Germany Filter funnel Frontier Transform Infra-red spectrometer Perkin Elmer Germany Gas Chromatography-Mass spectrometer Perkin-Elmer Germany Measuring cylinder Iwaki Japan Micropipette Eppendrof England Oven Memmet USA Parafilm â€Å"M† Pechiney USA Rotatory evaporator Buchi Labortechinc Switzerland Round bottle flask 250 mL Favorit Malaysia Test tube 15 mL UV-Vis spectrometer Perkin Elmer Germany Volumetric flask Exelo Malaysia Water bath Cifton NE 5-289 England Whatman No. 1 Filter paper Buchi Reiii Switzerland Grinder Kika Germany 3.3 Extraction of the Gaharu Leaves and Formulated Gaharu Tea 3.3.1 Raw Material The samples of gaharu leaves and formulated gaharu tea bag were used in this research were obtained from the Kebun Rimau Sdn Bhd, Tawau and Gaharu Tea Valley, Gopeng. Gaharu leaves were dried in the shade for 7 days at roomtemperature (28  ±2 °C). After drying, leaves were cut into small pieces. The pieces of dried gaharu leaves and the formulated gaharu tea bag are used for the aqueous extraction and ethanolic extraction. 3.3.2Aqueous Extraction of Gaharu Leaves and Formulated Gaharu Tea 50g of dried leaves powder and contents of formulated gaharu tea bag were weighed and put into 500mL beaker, respectively. 250 mL of distilled water was added into both beaker and boil for 30 minutes. Beakers were wrapped with aluminium foil (Diamond brand) to prevent spilling of mixture and light exposure.The pooled extracts were filtered by using Whatman No. 1 filterpaper (Buchi Reiii) with 0.45 µm membrane. The remains were re-extracted under same condition and filtered. The obtained crude extracts were concentrated at 50 °C using a rotary evaporator under low pressure. The concentrated crude extracts from gaharu leaves and formulated gaharu tea bag were collected in air-tight containers and covered by the aluminum foil to prevent the active components in the extracts from decomposing by light. They were stored in refrigerator at 4  °C to prevent fungal attacking. All the extractions were carried out in replicates. 3.3.3 Ethanolic Extraction of the Gaharu Leaves and FormulatedGaharu Tea 10g of dried leaves powder and 6g of the formulated gaharu tea bag were weighed and put into 100 mL beaker, respectively. 50mL ethanol was poured into both beaker. Beakers were sealed with parafilm (Pechiney) and wrapped with aluminum foil (Diamond brand) to prevent spilling of mixture and light exposure, respectively. The pooled extracts were filtered by using Whatman No. 1 filter paper (Whatman International, England). The remains were re-extracted under same condition and filtered. The obtained crude extracts were concentrated at 40 °C using a rotary evaporator under low pressure. The concentrated crude extracts from gaharu leaves and formulated gaharu tea bag were collected in air-tight containers and covered by the aluminum foil to prevent the light decomposition of bioactive components in the crude extracts. They were stored in refrigerator at 4  °C to avoid fungal attacking. All the extractions were carried out in replicates. 3.4 Optimization of the Gaharu Leaves and Formulated Gaharu Tea Extraction 3.4.1Ethanol Concentration With the constants 180 minutes and temperature 25OC, samples were extracted with six different concentrations of ethanol starting from 0% to 100% (v/v). The extraction procedures were described in section 3.2.3. The best ethanol concentration which related to the values of total phenolic contain (TPC) (mg gallic acid equivalent, GAE/g dry weight, DW) and total flavonoid contain (TFC) (mg quercetin equivalent, QE/g DW) were selected. 3.4.2Extraction time The samples were extracted with the optimal ethanol concentration which was determined in the section 3.3.1 for 60, 120, 180, 240, 300 minutes by fixing the extraction temperature constant at 25oC. The best extraction time which related to the values of total phenolic contain (TPC) (mg gallic acid equivalent, GAE/g dry weight, DW) and total flavonoid contain (TFC) (mg quercetin equivalent, QE/g DW) eres selected. 3.4.3Temperature The samples were extracted at different temperatures, which were 25, 35, 45, 55, and 65oC with the optimal temperature and extraction time as determined in section 3.3.1 and section 3.3.2. The best extraction temperature which related to the values of total phenolic contain (TPC) (mg gallic acid equivalent, GAE/g dry weight, DW) and total flavonoid contain (TFC) (mg quercetin equivalent, QE/g DW) weres selected. 3.5Chemical Characterization of Gaharu Leaves and Formulated Gaharu Tea 3.5.1Characterization using FT-IR 3.5.1.1 Sample Preparation The method of FT-IR analysis by Khalil et al. (2013) was used with minor modifications (Khalil et al., 2013). The formation of transparent pellet (Thin disc) was done by mixing 2mg of crude extract powder with 40mg of potassium bromide (1:20), a mold was used to compress the mixture under a pressure of 7 tons. The analysis was carried out with the wavelength starting from 4000 to 400 cm-1. About 3 minutes were taken by the spectrum recording. FT-IR software Spectrum version 6.35 (Perkin Elmer) was used to perform the acquisition of the spectra and peak assignment. 3.5.2Characterization Using Gas Liquid Chromatography- Mass Spectroscopy (GC-MS) 3.5.2.1 Sample Preparation The method of GC-MS analysis by Khalil et al. (2013) and Soetardjo et al., (2007) were used with the modification of experimental conditions. The crude extract powder was dissolved in 60% (v/v) methanol solution and filtered by using membrane filter with 0.45  µm pore size. The 0.5  µL of samples were injected into a gas chromatograph equipped with Perkin Elmer Clarus 500 mass spectrometer and Elite-5MS column [30m (length) x 0.25 mm (diameter), film thickness 0.25  µm]. The column temperature was programmed to 50oC for 6 min, with 5oC increase per min to 250oC. The temperature of detector and injector were both maintained at 250 oC. Hellium was used as the carrier gas with a linear velocity of 1 ml/min and the splitting ratio was 10:1. The mass spectrometer was operated in the electron impact ionization (EI) mode at 70 eV. The constituents of gaharu crude extract powder were identified by comparing their mass spectra with those of NIST02 library data of the GC-MS system. The c ondition of GC-MS are summarized in Table 3.4. Table 3.4 Condition used for GC-MS analysis. Parameters Conditions Gas chromatography Perkin Elmer Clarus 500 gas chromatography Mass selective detector Perkin Elmer Clarus 500 mass spectrometer Capillary columns Elite-5MS (30 m (length) x 0.25 mm (diameter) ; film thickness 0.25  µm) Injection volume 0.5  µL Carrier gas Helium Initial oven temperature 50 oC Final oven temperature 260-300 oC Inlet temperature 250 oC Injection Split Injector pressure 8.00-9.43 psi Injector temperature 80 oC Flow rate 1 mL min -1 Electron energy 70 eV Source temperature 180 oC Solvent delay 2 minutes Data library NIST 02 3.5.2.2 Kovats Retention Index Kovats retention index is an idea used in the gas chromatography to convert retention times into system-independent constant. The collected data of GC-MS were processed by using the Kovats retention index (Equation 3.1). The calculated Kovats index was compared with the retention time of n-alkane which were given by the GC-MS manufacture company (Perkin Elmer) based on the same type of column with higher ramp temperature (10oC instead of 5 oC, Appendix A). (Equation 3.1) Where, I = Kovats retention index, n = the number of carbon atoms in the smaller n-alkane, N = the number of carbon atoms in the larger n-alkane, tr = the retention time. 3.6Determination of Total Phenolic Compounds and Total Flavonoid Compounds in Crude Extracts 3.6.1Evaluation of Total Phenolic Compounds in Gaharu Leaves and Formulated Tea Crude Extracts Total phenolic content (TPC) of concentrated rude extract of three samples with the different extraction condition were determined by using the Folin-Ciocalten (F-C) assay according to the method described by Tay et al. with a modification (Tay et al., 2014). Concentrated crude extractwas diluted 30 times before use. 15 mL test tube was wrapped with aluminum foil and 1 mL of diluted sample was placed into it. Then, 5 mL of Folin-Ciocalten reagent was added into the test tube. After 5 minutes, 4 mL of 7.5% (w/v) sodium carbonate was added. The test tube was shaken to mix the diluted sample and reagents for 5 seconds. Thus, the test tube was allowed to stand in the dark room at room temperature for 30 minutes. The blank solution was prepared by replacing 1 mL of samples with 1 mL of deionized water. Absorbance was measured against the blank at 765 nm by using UV-Vis spectrometer (Perkin Elmer).Besides, 1 mM gallic acid stock solution was prepared. 17.012 mg of gallic acid was weighed a d transferred into 100 mL conical flask. Thus, deionized water was added in until the volume of 100 mL was achieved. The 1 mM gallic acid stock solution was further diluted into 0.1, 0.2, 0.4, 0.6, 0.8 mM gallic acid standard solutions. Total phenolic content was determined and calculated based on gallic acid calibration curve and expressed as gallic acid equivalents (GAEs) in milligram per g dry weight (mg GAE/ g DW). The TPC test was repeated with the concentrated crude extract with different solvent extraction conditions. 3.6.2Evaluation of Total Flavonoid Compounds in Gaharu Leaves and Formulated Tea Crude Extracts The total flavonoid content (TFC) of the concentrated crude extract of three samples with different extraction conditions were determined according to the procedures described by Thoo et al. with slight modifications (Thoo et al., 2010). Concentrated crude extract was diluted for 15 times. Thus, 1 mL of diluted crude extract was mixed with 5 mL of deionized water and 0.3 mL 5% sodium nitrite in a 15 mL aluminum foil-wrapped test tube. After 12 minutes, 0.6 mL 10% aluminum chloride hexahydrate was added into the test tube. In the next 10 minutes, 2 mL of 1M sodium hydroxide solution and 1.1 mL were added to the mixture. Thus, test tube was shaken to mix the diluted sample with the reagents for 10 seconds. A blank was prepared by replacing diluted crude extract with 1 mL of deionized water. The absorbance was measured immediately at 510 nm by using UV-Vis light spectrometer (Perkin Elmer). Besides, the 1 mM quercetin stock solution was prepared as well. 30.22 mg of quercetin was accura tely weighed and transferred into 100 mL conical flask. Thus, the deionized water was added into the conical flask until the volume of 100 mL was reached. The 1 mM quercetin stock solution was further diluted to 0.1, 0.2, 0.4, 0.6, 0.8 mM quercetin standard solutions. The total flavonoid content of diluted crude extract was determined and calculated based on quercetin calibration curve and expressed as quecertin equivalents (QEs) in milligram per g dry weight (mg QE/ g DW).). The TFC test was repeated with the concentrated crude extract with different solvent extraction conditions. 3.7  Determination of Antioxidant Activity 3.7.12,2-diphenyl-1-picrylhydrazyl (DPPH) Free RadicalScavenging Assay The antioxidant capacity of crude extracts were measured by the DPPH assay based on the method which were carried out by Asadujjamanet al. and Tay et al. with slight modification (Asadujjamanet al., 2013; Tay et al., 2014). The 0.1 mL concentrated crude extract was added with 3.9 mL 0.004% ethanolic DPPH solution in an aluminium-wrapped test tube. A parafilm was immediately used to cover the opening of test tube. Thus, the test tube was allowed to stand in dark room at room temperature for 30 minutes. The absorbance of DPPH solution was determined against a deionized water blank a 517 nm by using the UV-Vis spectrometer (Perkin Elmer Lambda 25). 0.1 mL of the crude extract was replaced by extract solvent in the preparing of negative control. Absorbance measurements of the crude extracts and negative control was carried out in triplicate. The result was expressed as a percentage of DPPH radical scavenging activity.The following formula (Equation 3.2) was used to calculate the DPPH rad ical scavenging activity of crude extract. 1 − Ãâ€" 100%= DPPH radical scavenging activityEquation 3.2 Where, As= absorbance of crude extract Ac = Absorbance of control 3.7.2Ferric Reducing Antioxidant Power (FRAP) Assay The FRAP assay was carried out according to procedures described by Kamonwannasitet al. with slight modification (Kamonwannasitet al., 2013).The FRAP reagent was made of 0.01 M TPTZ (2,4,6-tripyridyl-striazine) in 0.04 M HCl, 0.02 M FeCl3, and 0.03M acetate buffer (pH 3.6) in a ratio of 1:1:10(v/v/v). 0.03M acetate buffer (pH3.6) was prepared by mixing 46.3 mL of 0.2M acetic acid and 3.7 mL 0.2 M sodium acetate 0.5 mL together. Thus, the deionized water was added into mixture to make up the volume to 100mL. Then, 0.5g of the sample was added to 15 ml of FRAP reagent which was prepared in situ and warmed until 37 °C before it was being used. The absorbance was measured at 593 nm by using an UV-Vis spectrophotometer (Perkin Elmer) after the solution was incubated for 5 minutes. Besides, 1 mM FeSO4stock solution was prepared as well. 0.278g of FeSO4 were dissolved into 1 L of deionized water. Thus, 1 mM FeSO4stock solution was diluted into 0.1, 0.2, 0.4, 0.6, 0.8 mM FeSO4 standard sol ution. A standard calibration curve was constructed by using different concentration of FeSO4 solution. The results were expressed as ÃŽ ¼mol Fe2+/mg dry weight of plant material. All measurements were carried out in triplicate and the mean values were calculated. 3.8  Statistical analysis The experimental results in this study were calculated and analyzed by using the IBM software (SPSS Statistics version 21). All values were expressed as the mean  ± standard deviation (SD) of triplicate measurements of replicate extraction. Simple correlation was used to determine the relationship between total amount of flavonoids in the crude extracts and their antioxidant capacities.

Understand How Groups Develop and Function

How groups develop and function This essay examines and explains how groups develop and function. Groups are a fundamental part of our lives from social to professional, from large to small, depending on their particular environment. Theories and models on group work practice There are different theories that help us understand how group works. Tuckman’s theory Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added a fifth stage, Adjourning, in the 1970s.Tuckman’s theory does work in new and small groups rather than big, as it is easier to follow, observe and evaluate individual members. The facilitator can easily identify the stages the group is at, and from here he/she can lead the group to the next stage. I would associate Tuckman’s theory more with the Co-operative style of leadership, because when the group comes together, everyone has the chance to share their ideas and responsibilities. Team members’ behaviour tow ards each other is more open and supportive and working practice more fully reflects true teamwork.Trust and motivation is built between team members. Everyone agrees on methods and plans which will lead to achieving the set goals. Team roles are been formed too. Douglas Theory Douglas McGregor is the creator of the theory X and theory Y. The two theories are opposite to each other. Theory X being the pessimistic as the employee does not like work and tries to escape it whenever possible and has little or no ambition of achieving the company goals. Employee needs a directive leader. Theory X leader is results-driven, intolerant, distant, poor listener, demands, etc.Companies with Theory X leadership will usually have poor results. Theory Y is described as the optimistic model because the employee is more relaxed and can use own initiative. He/she is committed and loyal to the company and can take on responsibilities. Theory Y gives the opportunity of more leaders to be created. On t he other side, Theory Y might be difficult to be put in practice in big mass productions where more control is needed. From the both theories we can conclude that staff will contribute more to the organisation if they are treated as responsible and valued employees.Belbin Team Role Theory â€Å"A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. † Dr. R. M. Belbin Belbin identifies nine team roles. Each team role is associated with typical behavioural and interpersonal strengths, allowable and non-allowable weaknesses that also accompany the team roles.The nine team roles are: plant, resource investigator, co-ordinator, shaper, monitor evaluator, team worker, implementer, complete finisher and specialist. Belbin’s Team Role Models are very useful in forming, ma intaining and developing a group. For example we can use it to think about team balance before recruitment starts; we can use it to highlight and so manage interpersonal differences within an existing team; and we can use it to develop ourselves as a team players. Sometimes however, despite clear roles and responsibilities, a team can still fall short of its full potential.This is when Belbin’s Team Role Models come into use to develop the team’s strengths and manage its weaknesses. To maintain strong team it is important over period of time to observe individual members, and see how they behave and contribute within the team. Then for each person we write down the key strengths and observed weaknesses. Using Belbin’s descriptions of team roles, we note the one that most accurately describes the person. After we do it for each member of the team, we need to consider which team roles are we missing from the team and which strengths.Once we are clear about the out come of our research, we then consider whether an existing team member could compensate by adopting different team role, or whether new skills need to be brought onto the team to cover weaknesses. Adair Team Theory â€Å"Leadership is the most studied subject in the world and the least understood† John Adair (2003) Adair has developed so called Action-Centred Leadership model which consist of three circles Task, Team and Individual, which overlap. The three circles overlap because: 1. To be completed the task needs a team, one person cannot achieve it. . If the team needs are not met, then the task won’t be completed and the individuals won’t be satisfied. 3. If the individuals are not satisfied, then the team will suffer and the task won’t be completed again. The conclusion is that for the team to be functioning to its high standard and to be able to achieve its goals it is important all the individuals to be satisfied, rewarded and the team to be motiva ted to reach its full potentials. Forming and maintaining a cohesive and effective group Group cohesion is a phenomenon that determines how well a group holds together.When cohesion is strong, a group will remain stable and effective, but when it is weak, the group may fall apart. To build strong group cohesion is important for the leader to be able to get to know the group members individually so that he/she can tailor an appreciation message to each individual as needed. The next important attribute is for the leader to be sincere with his employees. He needs to praise his employees, one way or another – that could be done in private or in public, and not just once or twice, has to be consistent and more frequent.At the beginning of the forming of the group the leader has to set clear goals to his employees and to make sure that these goals don’t change somewhere half way through to the group work as it may derail the team. Once the goals are set, it is important to communicate with the team not through email or memos, but verbally where the leader can ask for feedback from the team members, exchange ideas in how to achieve the set goals. Here is the stage when the team roles are being set and clarified. For the team to continue its effectiveness, the employees will need the support from their leader.The leader needs to be approachable and supportive so the group members don’t feel alone. Providing a connection between the group goals and the company’s goal will make the group members accountable, they will feel more appreciated and important in the bigger picture not only as group members, but as individuals too. All the above factors are in the core of forming and maintaining a cohesive and effective group. A team that feels comfortable working together can have an energy that creates a positive environment and work ethic that can lift a team, making it more effective.This positive environment can make team members work harder, more efficiently and more productively. The influence of the different facilitation styles At heart facilitation is about the process of helping people to explore, learn and change. Our role, when facilitating, and as facilitators, is to help groups to work together respectfully and truthfully and to help them to explore and respond to certain issues and questions. The leader's success depends on many factors, including the kind  of person he/she is,  his/hers values of management, his/hers self-confidence and competence, his/hers trust in  the team and how he/she copes with  stress.The manager's chosen facilitation style depends on such factors. Many managers feel they are  expected to make the decisions, others feel they must get their teams involved. Some have confidence in their team; others mistrust them. Particular style of facilitation will work effectively when dealing with some people rather than others. There are three styles of facilitation: directive, co-operat ive and autonomous. Directive Style When leaders tell people what to do through a series of directives, they are using a directive style of leadership.Directive leaders are focused on outcomes and productivity. They are task-oriented and driven by the need to get things done. Directive leaders are not as concerned with the feelings and emotions of their followers as they are about meeting deadlines, hitting quota and reaching goals. There is not great deal of relationship-building found with directive facilitation style. With the directive style present the employees will not feel motivated and appreciated. Employees will feel pressured and soon will lose enthusiasm. The group will not have strong cohesion and will be less effective.If we look at the Douglas’ X and Y theory, we’ll see that the directive style would be more suitable for the X employees, but it won’t be effective for Y employees as they won’t respond. The directive style does not develop fu ture leaders. Co-operative style Here the facilitator shares responsibilities with the group: the leader guides the group to become more self-directing in the various forms of learning by conferring with them. The leader prompts and helps group members to make a decision, to give meaning to experiences, to do their own confrontation, and so on.In this process, the leader shares own view which, though influential, is not final but one among many. Outcomes are always negotiated. The leader collaborates with the members of the group in devising the learning process: facilitation is co-operative. When the leader/manager uses the co-operative style the employees will feel valued and appreciated. They will want to make suggestions because they know that they will be listened to by the manager, hence they will be very motivated to perform to a high standard. The type of groups with a co-operative style leader will have very strong cohesion and will be highly effective.Team roles will be ve ry clear within such groups which will lead to achieving the set goals. Future leaders will grow in such groups. When the goals are achieved and the group is no longer needed, there will be sadness of breaking the group. Autonomous style Here the leader/manager respects the total autonomy of the group: they do not do things for them, or with them, but give them freedom to find their own way, exercising their own judgment without any intervention on the leader’s part. This does not mean the abdication of responsibility; the leader just gives the individuals a space to determine their own learning.Unfortunately, such groups will feel that they are being left and will lack direction. The autonomous style grows future leaders, but can also suffer if group members are unqualified. Why it is important to be clear about the purpose and desired outcomes for the group? When group is formed, it is important that the leader clarifies the purpose and desired outcomes for the group. The e mployees will know what is to be expected from them. Then the group can engage openly and effectively discussing how the goals will be achieved. It is also the stage when the team roles are being created.At the end of the meeting we should have clear accomplishment. Analyse the importance of participant engagement in achieving group outcomes The most important thing is what the participants in the meeting have to say. The leader has to focus on how the meeting is structured and run to make sure that everyone can participate. The leader needs to make sure that everyone feels comfortable in participating, to allow everyone to be heard, to make sure that the members feel good about their contribution, to support everyone’s ideas and not criticising.If the leader follows the steps above the group members will feel empowered about their own ideas and participation. They will stay loyal to the company and will take on responsibilities and ownership. Conclusion From this brief overv iew we can see the significance of groups and why it is important to continuously develop them –from one side, to strengthen their potential and from the other, to help the development of their individual members.They are a fundamental part of human experience and  play a crucial role both in shaping and influencing individual lives and society itself. We saw how an effective group brings humans together and how an effective group gives birth to successful leaders. Humans always will be, as groups will be too. That makes the groups one of the most important factors of our lives. The more effective the group is, the more the quality of our lives will grow. Understand How Groups Develop and Function How groups develop and function This essay examines and explains how groups develop and function. Groups are a fundamental part of our lives from social to professional, from large to small, depending on their particular environment. Theories and models on group work practice There are different theories that help us understand how group works. Tuckman’s theory Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added a fifth stage, Adjourning, in the 1970s.Tuckman’s theory does work in new and small groups rather than big, as it is easier to follow, observe and evaluate individual members. The facilitator can easily identify the stages the group is at, and from here he/she can lead the group to the next stage. I would associate Tuckman’s theory more with the Co-operative style of leadership, because when the group comes together, everyone has the chance to share their ideas and responsibilities. Team members’ behaviour tow ards each other is more open and supportive and working practice more fully reflects true teamwork.Trust and motivation is built between team members. Everyone agrees on methods and plans which will lead to achieving the set goals. Team roles are been formed too. Douglas Theory Douglas McGregor is the creator of the theory X and theory Y. The two theories are opposite to each other. Theory X being the pessimistic as the employee does not like work and tries to escape it whenever possible and has little or no ambition of achieving the company goals. Employee needs a directive leader. Theory X leader is results-driven, intolerant, distant, poor listener, demands, etc.Companies with Theory X leadership will usually have poor results. Theory Y is described as the optimistic model because the employee is more relaxed and can use own initiative. He/she is committed and loyal to the company and can take on responsibilities. Theory Y gives the opportunity of more leaders to be created. On t he other side, Theory Y might be difficult to be put in practice in big mass productions where more control is needed. From the both theories we can conclude that staff will contribute more to the organisation if they are treated as responsible and valued employees.Belbin Team Role Theory â€Å"A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. † Dr. R. M. Belbin Belbin identifies nine team roles. Each team role is associated with typical behavioural and interpersonal strengths, allowable and non-allowable weaknesses that also accompany the team roles.The nine team roles are: plant, resource investigator, co-ordinator, shaper, monitor evaluator, team worker, implementer, complete finisher and specialist. Belbin’s Team Role Models are very useful in forming, ma intaining and developing a group. For example we can use it to think about team balance before recruitment starts; we can use it to highlight and so manage interpersonal differences within an existing team; and we can use it to develop ourselves as a team players. Sometimes however, despite clear roles and responsibilities, a team can still fall short of its full potential.This is when Belbin’s Team Role Models come into use to develop the team’s strengths and manage its weaknesses. To maintain strong team it is important over period of time to observe individual members, and see how they behave and contribute within the team. Then for each person we write down the key strengths and observed weaknesses. Using Belbin’s descriptions of team roles, we note the one that most accurately describes the person. After we do it for each member of the team, we need to consider which team roles are we missing from the team and which strengths.Once we are clear about the out come of our research, we then consider whether an existing team member could compensate by adopting different team role, or whether new skills need to be brought onto the team to cover weaknesses. Adair Team Theory â€Å"Leadership is the most studied subject in the world and the least understood† John Adair (2003) Adair has developed so called Action-Centred Leadership model which consist of three circles Task, Team and Individual, which overlap. The three circles overlap because: 1. To be completed the task needs a team, one person cannot achieve it. . If the team needs are not met, then the task won’t be completed and the individuals won’t be satisfied. 3. If the individuals are not satisfied, then the team will suffer and the task won’t be completed again. The conclusion is that for the team to be functioning to its high standard and to be able to achieve its goals it is important all the individuals to be satisfied, rewarded and the team to be motiva ted to reach its full potentials. Forming and maintaining a cohesive and effective group Group cohesion is a phenomenon that determines how well a group holds together.When cohesion is strong, a group will remain stable and effective, but when it is weak, the group may fall apart. To build strong group cohesion is important for the leader to be able to get to know the group members individually so that he/she can tailor an appreciation message to each individual as needed. The next important attribute is for the leader to be sincere with his employees. He needs to praise his employees, one way or another – that could be done in private or in public, and not just once or twice, has to be consistent and more frequent.At the beginning of the forming of the group the leader has to set clear goals to his employees and to make sure that these goals don’t change somewhere half way through to the group work as it may derail the team. Once the goals are set, it is important to communicate with the team not through email or memos, but verbally where the leader can ask for feedback from the team members, exchange ideas in how to achieve the set goals. Here is the stage when the team roles are being set and clarified. For the team to continue its effectiveness, the employees will need the support from their leader.The leader needs to be approachable and supportive so the group members don’t feel alone. Providing a connection between the group goals and the company’s goal will make the group members accountable, they will feel more appreciated and important in the bigger picture not only as group members, but as individuals too. All the above factors are in the core of forming and maintaining a cohesive and effective group. A team that feels comfortable working together can have an energy that creates a positive environment and work ethic that can lift a team, making it more effective.This positive environment can make team members work harder, more efficiently and more productively. The influence of the different facilitation styles At heart facilitation is about the process of helping people to explore, learn and change. Our role, when facilitating, and as facilitators, is to help groups to work together respectfully and truthfully and to help them to explore and respond to certain issues and questions. The leader's success depends on many factors, including the kind  of person he/she is,  his/hers values of management, his/hers self-confidence and competence, his/hers trust in  the team and how he/she copes with  stress.The manager's chosen facilitation style depends on such factors. Many managers feel they are  expected to make the decisions, others feel they must get their teams involved. Some have confidence in their team; others mistrust them. Particular style of facilitation will work effectively when dealing with some people rather than others. There are three styles of facilitation: directive, co-operat ive and autonomous. Directive Style When leaders tell people what to do through a series of directives, they are using a directive style of leadership.Directive leaders are focused on outcomes and productivity. They are task-oriented and driven by the need to get things done. Directive leaders are not as concerned with the feelings and emotions of their followers as they are about meeting deadlines, hitting quota and reaching goals. There is not great deal of relationship-building found with directive facilitation style. With the directive style present the employees will not feel motivated and appreciated. Employees will feel pressured and soon will lose enthusiasm. The group will not have strong cohesion and will be less effective.If we look at the Douglas’ X and Y theory, we’ll see that the directive style would be more suitable for the X employees, but it won’t be effective for Y employees as they won’t respond. The directive style does not develop fu ture leaders. Co-operative style Here the facilitator shares responsibilities with the group: the leader guides the group to become more self-directing in the various forms of learning by conferring with them. The leader prompts and helps group members to make a decision, to give meaning to experiences, to do their own confrontation, and so on.In this process, the leader shares own view which, though influential, is not final but one among many. Outcomes are always negotiated. The leader collaborates with the members of the group in devising the learning process: facilitation is co-operative. When the leader/manager uses the co-operative style the employees will feel valued and appreciated. They will want to make suggestions because they know that they will be listened to by the manager, hence they will be very motivated to perform to a high standard. The type of groups with a co-operative style leader will have very strong cohesion and will be highly effective.Team roles will be ve ry clear within such groups which will lead to achieving the set goals. Future leaders will grow in such groups. When the goals are achieved and the group is no longer needed, there will be sadness of breaking the group. Autonomous style Here the leader/manager respects the total autonomy of the group: they do not do things for them, or with them, but give them freedom to find their own way, exercising their own judgment without any intervention on the leader’s part. This does not mean the abdication of responsibility; the leader just gives the individuals a space to determine their own learning.Unfortunately, such groups will feel that they are being left and will lack direction. The autonomous style grows future leaders, but can also suffer if group members are unqualified. Why it is important to be clear about the purpose and desired outcomes for the group? When group is formed, it is important that the leader clarifies the purpose and desired outcomes for the group. The e mployees will know what is to be expected from them. Then the group can engage openly and effectively discussing how the goals will be achieved. It is also the stage when the team roles are being created.At the end of the meeting we should have clear accomplishment. Analyse the importance of participant engagement in achieving group outcomes The most important thing is what the participants in the meeting have to say. The leader has to focus on how the meeting is structured and run to make sure that everyone can participate. The leader needs to make sure that everyone feels comfortable in participating, to allow everyone to be heard, to make sure that the members feel good about their contribution, to support everyone’s ideas and not criticising.If the leader follows the steps above the group members will feel empowered about their own ideas and participation. They will stay loyal to the company and will take on responsibilities and ownership. Conclusion From this brief overv iew we can see the significance of groups and why it is important to continuously develop them –from one side, to strengthen their potential and from the other, to help the development of their individual members.They are a fundamental part of human experience and  play a crucial role both in shaping and influencing individual lives and society itself. We saw how an effective group brings humans together and how an effective group gives birth to successful leaders. Humans always will be, as groups will be too. That makes the groups one of the most important factors of our lives. The more effective the group is, the more the quality of our lives will grow.

Anhauser Busch Balanced Score Card

|Anheuser-Busch InBev | | | |[pic] | | | |Balanced Scorecard | |Executing the Strategic Plan | | | | | | | | |Throughout the business environment it seems that almost every profession has some means of communicating clearly to the end user. However, for people engaged in strategic planning there has been an on-going dilemma. The finished product, the strategic plan, has not been communicated well enough to reach the end user. Strategic plans may be great to look at, full of bar charts, nice covers, well written, and professionally prepared; but they often fall short and fail to impact the people who must execute the strategic plan. The end result has been poor execution of the strategic plan throughout the entire organization; and execution is everything. Upper management creates the strategy, but execution takes place from the bottom up.According to the Balance Scorecard Collaborative, there are four barriers to strategic implementation: †¢ Vision Barrier – No one in the organization understands the strategies of the organization. †¢ People Barrier – Most people have objectives that are not linked to the strategy of the organization. †¢ Resource Barrier – Time, energy, and money are not allocated to those things that are critical to the organization. For example, budgets are not linked to strategy, resulting in wasted resources. †¢ Management Barrier – Management spends too little time on strategy and too much time on short-term tactical decision-making.Implementing the Balanced Scorecard as a management tool creates clarity in the communication of strategy. By using measurements and targets, employees can relate to what must happen and the result is higher productivity that results in the achievement of company goals. This is achieved through four strategic objectives: †¢ Financial – Delivering expected financial results for investors. †¢ Customer – Delivering value and benefits fo r customers. †¢ Internal Processes – The set of processes that must be in place in order to meet the requirements of customers. †¢ Learning and Growth – the set of values and principles related to intangibles (employees, systems, and organization), supporting and providing the required internal processes.The financial and customer perspectives represent the deliverables, and the internal processes and learning and growth perspectives represent those things the organization must do. Balanced Scorecards tell you the knowledge, skills and systems that your employees will need (learning and growth) to innovate and build the right strategic capabilities and efficiencies (internal processes) that deliver specific value to the market (customer) which will eventually lead to higher shareholder value (financial). – â€Å"Having Trouble with Your Strategy? Then Map It† by Robert S. Kaplan and David P. Norton – Harvard Business Review Anheuser-Busch InBev (AB InBev) is a good example of institution theory working at its best as it uses a strong mission and vision statement for adaptation in growing markets.A solid mission statement is a vital part of any company as it states the purpose or reason for the organization’s existence, which in turn, establishes the parameters for the company’s strategic plan. Moreover, it tells society what the company is providing: service or product. As the textbook points out, â€Å"a well-conceived mission statement defines the fundamental, unique purpose that sets a company apart from other firms of its type and identifies the scope or domain of the company’s operations in terms of products/services offered and markets served† (Wheelen, et al 13). Mission statements throughout an industry can vary greatly, and the alcoholic beverage industry is no exception.Anheuser-Busch strives to â€Å"Be the best beer company in a better world; and to â€Å"Deliver superior re turns to our shareholders† (Anheuser-Busch). This mission statement clearly defines who they are, â€Å"The best beer company†, and it also identifies the scope of the company’s operations, as they would like to deliver superior returns to their shareholders. Having a narrow business statement, which very clearly states the organizations primary business, helps AB InBev in this tough economy because it keeps the firm focused on what it does the best. The vision statement is the framework for the company’s strategic planning, and it also allows a way to let potential customers become aware of what the company’s future goals are.The vision statement often states a unique purpose that the business hopes to achieve, but it should primarily be focused on what the company wishes to become. AB InBev’s vision statement is â€Å"Through all of our products, services and relationships, we add to life’s enjoyment†. Moreover, their goal is to be the world’s beer company, their unique purpose is to enrich and entertain a global audience, and their scope of their operations is to provide superior returns to their shareholders (Anheuser-Busch). The Financial Perspective: The first aspect of the Balanced Scorecard is the financial perspective, which answers two questions: How do we appear to shareholders?And how should we act with respect to the shareholders in order to achieve financial success? According to their annual financial report, AB InBev remains focused on three core objectives designed to enhance long-term shareholder value: Increasing domestic beer segment volume and per barrel profitability which, when combined with market share growth, will provide the basis for earnings per share growth and improvement in return on capital employed. A number of acquisitions, divestitures and joint ventures influenced Anheuser-Busch InBev’s profit and financial profile over the past couple of years. Profitabil ity is the first objective of the financial component that is considered in AB InBev’s Balanced Scorecard.There are several ways in which to measure the profitability of a company including Return on Equity (ROE). Return on Equity is defined as the amount of net income returned as a percentage of shareholders equity. ROE measures the rate of return on the ownership interest (shareholders' equity) of the common stock owners. It measures a firm's efficiency at generating profits from every unit of shareholders' equity and shows how well a company uses investment funds to generate earnings growth. The benefit comes from the earnings reinvested in the company at a high ROE rate, which in turn gives the company a high growth rate. ROEs between 15% and 20% are considered desirable (Woolridge, et al 2006).AB InBev is committed to high ROE as is depicted in this statement on their Web site, â€Å"Our business is guided by strict financial discipline, enabling us to free up funds for investments in growth, while we also benchmark and measure our performance to ensure that we deliver on our commitments†. Another objective in the financial component includes revenue growth. This is manifested through, ideally, a positive percent change in revenue from year to year. This revenue increase can be initiated in many ways including increasing unit sales, which is one of the financial goals laid out in the AB InBev financial statements. Currently, AB InBev’s revenue is $36,297M, up 4. 4% from the previous year.According to the latest AB InBev financial report, their earnings before interest and taxes (EBIT) is up 6. 5% from last year in spite of an overall decrease in North American earnings due to synergies and lower cost of sales. [pic] The first exhibit shows how the dollar amount sales of Craft Brewers, which includes Anheuser-Busch, starts to fall with the economy in 2005 and hitting a low in 2006. Slowly however, the industry is making a recovery. Rob ert S. Weinberg, principal of the Office of R. S. Weinberg- a research company located in St. Louis, stated in an interview that â€Å"the nature of competition in the industry has changed radically in the last two years† (a ixed forecast†¦) With the economy still on the rocks, and Europe’s economy on the offensive as well, many industries are having a hard time coping with the stress. Anheuser is affected by both economies as it operates not only in the USA but in Europe as well. As previous stated, Anheuser’s strong mission statement, values and dedicated employees come into play here as it gives them a boost that other companies may be lacking. Furthermore, analyses are making predictions that although the economy remains slow, â€Å"Craft beer sales will continue to explode, with 10% growth in 2011 on a larger base, particularly large format bottles, fueled by a rash of positive press in the general media† ( Beer Business Daily). The third object ive in the financial segment is debt management.Currently, AB InBev has a net debt to normalized EBIT ratio of 2. 9. Within the past year overall debt has been decreased by $5500M in 2009, AB InBev reported debt of $45 174, and $39 704 in 2010. The Customer Perspective: The second aspect of the Balanced Scorecard addresses two questions surrounding the company’s customers: How do customers view us? And how should we approach our customers in order to realize our vision? AB InBev seeks to provide their customers with a high level of value by focusing on responsive supply as an objective and providing on-time delivery. On-time delivery means that AB InBev customers will get what they want, when they want it.Since 1994 AB InBev has an established multi-disciplinary Production and Logistics team whose focus is to re-engineer the supply chain to better cope with the challenges of complexity. Since AB InBev is involved in two logistically distinct businesses – established hi gh-volume products and low-volume â€Å"growth† products, with the latter accounting for over 80% of brand/package combinations and only 10% of total volume, effectively managing the supply chain is of great importance in order to provide customers with the highest level of value and service possible. Growth products represent important market opportunities, but they have greater demand variability than the established products, require greater flexibility, and impose more costs and complexity throughout the supply chain.In order to reach the goal of on-time delivery, the team recommended a series of strategic initiatives, beginning with re-engineering of production and inventory deployment, proceeding to transportation, and culminating in order fulfillment. The growth products were assigned to fewer plants with shorter production cycles, and their inventory was predominantly deployed across 35 wholesaler support centers throughout the U. S. The resulting improvements have be en dramatic: †¢ 90% of low-volume items are now within 200 miles of their destination, compared to 25% previously. †¢ Costs of purchasing, operations, and transportation are minimized without loss of customer service. †¢ Anheuser-Busch is well positioned for future expansion in its growth segment.An important element of the re-engineering effort was an initiative called â€Å"Transportation Advantage,† which involved review and re-configuration of the transportation processes for both long haul and short-haul delivery of beer to wholesalers. The objective was to lower costs and improve service by leveraging the buying power for all brewery inbound and outbound transportation, including truck and rail, through one customer – Anheuser-Busch (John, et al). According to the report, AB InBev was able to produce the follow results in the following areas: In Brewery Operations: †¢ Partial pallets into support center territories have been reduced 56%. †¢ Interplant shipments have been reduced 78%. Items per brewery load have been reduced 41%. †¢ Transportation costs have been reduced 15%. In Wholesaler and Support Center Operations: †¢ Wholesale support center costs are 7% below expectations. †¢ Transportation service is 99% on-time or early. †¢ Wholesaler Out-of-Stocks have decreased 30%. By incorporating specific strategies, AB InBev was able to reach their on-time delivery goal of 99% while reaping additional benefits in terms of cost reduction and product growth positioning. The goal is to maintain this competitive advantage by continuing to monitor their supply chain, making changes where needed, and eventually reach their goal of 100% on-time delivery for their clientele.The second area that AB InBev focuses in on in order to service their customers best is in the realm of customer satisfaction. A study referred to by the Brookston Beer Bulletin shows that AB InBev’s beer drinker satisfaction fell from its all-time high of 84 in 2009 by 2. 4% to 82, driven by a sharp decline for AB InBev products. In 2008, shortly after its acquisition by Belgian InBev, AB InBev recorded its best American Customer Satisfaction Index (ACSI) score ever and captured the industry lead. Now that gain has disappeared as the sales of the Budweiser brand fell by almost 10% during 2009 as younger drinkers have increasingly turned to microbrews and low-calorie products. Now the ratings are stalled across the beer industry with a low of 81 and a high of 83.An article published by the Pittsburg post talks about how the modern day drinker is more â€Å"sophisticated† and more willing to try something new, â€Å"looking for different beverages that are appropriate for different occasions† (Boselovic, Len). Boselovic goes on to say, â€Å"†¦more importantly, the modern day drinker doesn’t want to be seen as a guzzler, a dumb guy, six-pack drinker†¦they want to be seen as a c onnoisseur†. AB InBev has responded to this latest information by invoking a Fresh Ideas Initiative, encouraging employees to think about beer in a whole different way. This led to the introduction of Beach Blond Ale in 2006 with an advertising message of its â€Å"rich golden color, pleasant hop aroma and slightly spicy malty taste†.In subsequent years, AB InBev has continued to produce more new products including Tilt, a raspberry flavor premium malt beverage infused with caffeine, guarana and ginseng; BE, a beer that combines the drinkability and broad appeal of beer also with the combination of caffeine, ginseng and guarana; Bacardi Silver Watermelon and Budweiser Select, are all taking their place in the beer category along with such brand powerhouses as Budweiser, Bud Light and Michelob to challenge the established perception of beer and expand its market over the long run (Boselovic). By using the strategy of responding to customer demand and preferences by intro ducing new and exciting beverage options, AB InBev hopes to regain the lead in the ACSI Index and even surpass their previous all-time high. The third objective for AB InBev regarding their customer base pertains to market share growth. Large market-share percentages are a strong indicator that customers perceive value in a company’s product and are willing to spend their hard-earned dollars on the company’s products. Currently, AB InBev holds close to half of the American beer market.In recent press releases, AB has revealed its plans to pursue international beer market segments including China (which is currently the fastest growing beer market and the second largest next to the United States), and Belgium. According to AB InBev’s CEO, Carlos Brito, the company may seek acquisitions to keep pace with market growth. Even as the company focuses on revenue growth on its own, it won’t rule out purchasing rivals, including in Germany, where it plans to incre ase its market share â€Å"significantly,† (Johnson). In pursuit of its interest to increase international beer segment profit growth, Anheuser-Busch has made significant marketing investments to build recognition of its Budweiser brands outside the United States. These investments include owning and operating breweries in China, including Harbin Brewery Group, and in the United Kingdom.The company also has a 50% equity position in Grupo Modelo, Mexico’s largest brewer and producer of the Corona brand. AB InBev plans to expand in China where volume growth is 2-3% and implement a focus brand at mid to high teens. AB InBev plans to use a Concentration Week Initiative to promote their Budweiser brand to new and existing clientele. These promotions will be enhanced by new TV ads aimed at growing their premium and super premium brands in the healthy lifestyle community. Upon consolidation with InBev, the company employed a series of asset disposals, which included divesting during 2009 its 27% equity position in Tsingtao, the largest brewer in China and producer of the Tsingtao brand.Asset disposal and divesting of less profitable business segments is in line with AB InBev’s goal to provide the best possible returns on shareholder equity (Johnson). The following, based on the AB InBev’s annual report information, is an explanation of the forecasted increase in market share percentage per region: North America: 4. 0% The brands Budweiser and Bud Light, with strong marketing efforts, have continued to gain market share and report good results, with Bud Light consisting of 5% of the Canadian beer market in Q310. Latin America North: 25. 5% This area will continue to reap rewards from anticipated industry performance improvement. Economic conditions are anticipated to continue to improve as AB InBev rolls out Budweiser and Budweiser Brew N ° 66 into the Brazilian market in 2011.AB InBev has been highly successful in market introductions, a s shown by the innovations introduced over the last three years which alone now account for more than 10% of the Brazilian beer market. Latin America South: 8. 7% AB InBev heavily invested in Focus Brand promotion in 2009, particularly during the FIFA World Cup, the effects of which are expected to be felt in 2011 in sales volume increases in Stella Artois and Quilmes. Beer volumes in Argentina have been recovering from weak industry performance in 2009, fueled in large part by premium brand sales, which continued to grow substantially throughout 2009 as well in 2010. Western Europe: 2. 9%Sales in this segment are anticipated to follow a trend of flat sales. The beer industry in Western Europe is in decline, though AB InBev remains a market leader. Belgium sales volume saw a 2. 2% decline in 3Q10 due to abnormally poor weather conditions. As long as weather conditions are somewhat normal in 2011, volume should increase. Budweiser Brew N ° 66 and Stella Artois were launched in Augu st and September 2010, respectively in the United Kingdom. Central & Eastern Europe: 33. 8% The Russian government has been promoting the consumption of beer in order to reduce that of vodka. The combined efforts of AB InBev and the government will increase sales in 2011.In 3Q10, awareness for Bud was built through a range of media initiatives, including television, social media, and out-of-home ads, resulting in strong volume performance, confirming the brand’s potential in Russia. Asia Pacific: 21. 9% Planned national marketing campaigns, in addition to the recent launch of Budweiser Lime, will boost market share in the rapidly expanding China beer market. The Focus Brand portfolio volumes in the area increased 17. 5% in 3Q10 as a result of these campaigns, and AB InBev will continue to invest in the Focus Brand campaigns. While the above market share increases for 2011 can be forecasted due to industry analysis based on what has occurred in the past year, major growth rate increases cannot be sustained from year to year.Projections for the remaining two years have been reached through calculating the average growth rate typical for the beer industry and AB Bev’s unique performance, which is roughly 12. 4% of the previous years’ growth performance. As 2011 unfolds, recalculations will need to be made incorporating current events and economic conditions. [pic] Internal Business Perspective: In the third part of the Balanced Scorecard, the question surrounding business processes is handled by answering the following: In what business processes must we be the best in order to satisfy our customers? Goals should be formulated for innovation, customer management, operational processes and integration into the environment.AB InBev has credited its efficiency with effective communication with their retailers. The strategic plans were shared with retailers to include them in the process from beginning to end. The products and services are doing very well at AB InBev. The valuable tool of Reco has resulted in fast communication to its retailers and ensuring that its alcoholic beverages get stocked immediately to satisfy its clientele. Anheuser-Bush fosters an environment of growth and innovation. This has resulted in great success to the company. Efficiency through its distribution, sales, and marketing abilities has helped Anheuser-Busch become very successful. DistributionAnheuser-Busch is very team oriented environment that encourages innovation and expansion. The costs of products are closely monitored and are able to be minimized through communication. A prime example is the successful introduction of Bud Light Lime. â€Å"Our goal is to provide our retailers with the products and packaging that best appeal to their shoppers,† said Bill Laufer, vice president, grocery sales for Anheuser-Busch. â€Å"With the introduction of Bud Light Lime, we worked with retailers well in advance of the launch to help them sell the product by providing them with the strategy behind the brand, packaging options, target audience, sales expectations, recommended shelf placement and marketing plans. The communication between AB InBev and its retailers is a huge success. Anhesuer’s business strategy is to closely monitor its products all the way to the finish line while providing information to its retailers on the products details. Bill Laufer points out, â€Å"Because we worked closely with retailers to support the launch of this product, we have been able to obtain a 0. 9 share in supermarkets for a product that was released at the end of August† (IRI Supermarket Data, week ending Oct. 19). Communication is very vital to the growth and continued success of AB InBev. The constant feedback has resulted in positive growth of its new products such as Bud Light lime.The distribution has varied for Anheuser-Busch. For the years of 2008 the distribution was 6. 4%, 7% for 2009, and 8% for 2010 (www. a nheuser-busch. com). The distribution costs have gone up due to the prices in materials. Cost of Sales Anheuser-Bush uses  the accounting method of last in, first out method in its inventories. According to Anheuser’s Web site, â€Å"Inventories are valued at the lower of cost or market. The company uses the last-in, first-out method (LIFO) valuation approach to determine cost primarily for domestic production inventories, and uses average cost valuation primarily for international production and retail merchandise inventories. The costs are calculated differently for domestic inventories as well as international inventories. â€Å"LIFO was used for approximately 71% of total inventories at December 31, 2004, and 76% of inventories at December 31, 2003. Average cost was used for the remainder† (Anheuser-Busch). This method has proved to be quite effective at handling the companies’ finances. The cost of sales has defiantly fluctuated looking at the annual rep orts of 2008-2010. The costs of sales are for 2008 are 41. 1%, 46% cost of sales for 2009, and 44% cost of sales for 2010. Sales and Marketing The tool that has enabled Anheuser-Busch to become very efficient and productive with its retailers is called Reco.According to AB InBev’s Web site, â€Å"Anheuser-Busch was recognized for its ability to develop tools to enhance the beverage business of retail customers. In selecting Anheuser-Busch, Progressive Grocer highlighted Reco, a tool the company designed to enhance its planogram management tool and improve feedback to chain customers about retailer compliance of their plans. The system has helped retailers reduce their out-of-stocks and helps to ensure they stock a consistent mix of products to meet the unique needs of their consumers. † The tool Reco that AB InBev created has enabled the company to put its different types of alcoholic beverages on the shelves and keep them in stocked.The program has been very successfu l in providing communication about the company’s plans to its retailers. The feedback from the retailers is critical to the success of the business partnership. Reco has proved to be a very productive tool for keeping items in stock and meeting the demands of its thirsty consumers. This has definitely helped in the sales and marketing department. Sales and marketing for the years of 2007 is 14. 8%, 2008 is 14. 9%, 2009 1is 4%, and 2010 is13%. There has been 1% percent of a dip. (Anheuser-Busch). The Learning & Growth Perspective: The next question to be answered is how can AB foster change and growth potentials in order to achieve business goals?For AB to grow and learn they need to harness their intangible assets such as technology, human capital and the potential of AB’s corporate culture. Since 1852 Budweiser has invested in their human and technological as well as additional financial resources to build a strong company. At AB InBev’s 2007 Green Week Doug Mu hleman, group vice president of Brewing Operations and Technology, announced â€Å"AB has been involved in conservation, education, research and preservation efforts for more than 100 years†¦Ã¢â‚¬  (Employees Help†¦). The ability to foster change and growth comes from within; AB InBev has continually evolved despite being within the mature industry of beer. One of AB’s aims is to become the â€Å"Best Beer Company in a Better World. To achieve this AB must use innovation, creativity, brilliance, employee job level satisfaction, and corporate citizenship to excel within their industry. AB’s Technological Tools The process of making beer has not changed much over the last hundred years, but AB continues to find other means of innovation. A great deal of innovation has been achieved through conservation and by AB setting an example of how a large corporation can improve its processes to make a positive impact on their surroundings. AB has become a technologic al leader by continuously exploring new emerging technology to improve efficiencies and conserve natural resources. In 2009 AB US breweries recycled 99. percent of solid waste by reducing and reusing almost all materials generated during the brewing and packaging of their beers. AB uses Bio-Energy Recovery systems (BERS) to convert brewery wastewater into renewable fuel, providing 8% of their US operation fuel needs (Employees Help†¦). Water is a main ingredient in beer, so water conservation is crucial to sustain this vital ingredient in AB’s brewing and agricultural processes. Since 2000 AB’s US breweries have reduced their water use by almost 37% believing, â€Å"you need great water to make great beer†. Since 2005 AB/In-bev have been actively working on reducing the amount of energy needed to create a liter of beer and at the same reducing the amount of CO2 emissions.Program like Voyager Plant Optimization (VPO) have created a standardized way to operat e breweries and continuously improve performance. Per their website (www. ab-inbev. com) â€Å"The implementation of VPO has brought measurable process achievements, including an increase in brewing capacity; an improvement in packaging efficiency, a reduction in changeover times, and improved energy use† (AB-InBev). AB uses a â€Å"healthy innovation pipeline† to continuously improve their technological know-how. AB’s Employees With approximately 114,000 people working across 23 countries AB knows employees are a â€Å"key ingredient† in their corporation (Anheuser-Busch).They seek employee input by promoting an atmosphere where ideas are valued and accepted. One of AB’s core values is â€Å"building a high performing and diverse workforce,† this may be why employees are known to stay for years and even decades. AB understands that the talent of people that they hire and the teams they organize reflect on the company as a whole and provide a truly sustainable competitive advantage. Anheuser-Bush Training and development group (ABTDG) support their employees at every stage of their careers by providing extensive training and education. One of their tools is The Global Management Trainee Program (GMT) to recruit new talent.This 10 month program provides a systematic overview of AB /InBev Corporation to develop insight into every aspect of the business. The program includes local and global business exposure where upon completion GMT trainees are assigned an entry-level management job. To help their people succeed they provide clear expectations to ensure commitment and motivation with good leadership. The company aims to â€Å"get the right people into the right roles at the right time† (AB-InBev). Welcoming people with vision, commitment and drive; celebrating diversity and having a no tolerance policy toward discrimination. CEO Carlos Brito CEO of AB InBev summarizes the company’s view with a statement d irected towards their employees, It’s up to you to achieve your own success, but we provide the framework for you to unleash your full potential. Together, we can fulfill our dream to be the best beer company in a better world. † AB’s corporate culture AB is a global citizen; meaning how the rest of the world perceives its actions is a message to all of its shareholders. AB’s more than $450 million in charitable donations since 1997 demonstrates that they are interested in more than just the bottom line. The Anheuser-Busch Foundation’s first philanthropic effort was first seen in 1906 to support the San Francisco earthquake. They continue their support today by donating water following natural and other disasters.AB also supports Employee’s commitment to non-profits through gift matching and employee volunteer grant programs. The foundation’s focus has been on education, economic development and environmental conservation primarily whe re the company is located and where employees work and live. Selling four of the world’s top selling beers, AB recognizes their obligation to promote responsible drinking with ads such as â€Å"Budweiser Means Moderation† dating back to the early 1900s (Anheuser-Busch). They have invested more than $830 million in national campaigns to prevent underage drinking and drunk driving. AB is well aware that it is their culture that defines the company giving them a competitive advantage that cannot be duplicated.It’s about how a dream can motivate people to work in the same direction and how a good cultural fit results in improved performance. This is the first of ten principles AB uses to reflect the mission of the company. AB emphasizes that they are a company of Owners because â€Å"Owners take results personal† (Dream, people†¦). With clear measures of accountably managers are expected to lead by example showing employees that â€Å"we do what we say. † AB has a zero-complacency policy, recognizing a job well done, but always looking for the next challenge to stretch their expertise. Costs are managed tightly to allow needed finances to support growth. By working as a lean company AB can shift money to new products for consumers.This collection of beliefs has a powerful positive influence on employees helping the company reach their strategic goals. Balanced Scorecard Overview: Anheuser-Busch InBev continues to use all of their resources, not just financial, to align their business activities. Working to improve communications, monitor performance processes, technology, and innovation while investing in relationships with customers, suppliers, and employees. They refuse to take short cuts and are constantly seeking bigger and better ways to improve their products and services. In 2010 Patrick O’Riodan, Global Director of Innovation at AB InBev, spoke about lessons for innovators.His highlights summarized the basic s trategy of using tangible and intangible assets to achieve business objectives. This in-turn helps the company create a balance scorecard. First, explain objectives in simple terms, this makes goals clear and measurable. Second, have defined strategies, AB uses renovations to strengthen existing products and innovations for developing new ones. Third, have clearly defined processes, AB uses both front-end and back-end process for defining business growth strategies. Finally, draw from non-obvious places, looking to business outside of the beverage industry for insight helps AB Inbev realize their full potential (Anthony, Scott). Anheuser-Busch InBev Balanced Scorecard | |Perspectives |Objectives |Measurements |Targets |Initiatives | | | |Financial |Profitability |Return on equity | | | |Domestic Growth | | |Revenue Growth |% Change in revenue | | | |International Growth | | |Manage Debt |Net debt to normalized EBIT ratio |2. 6 |2. 3 |2. 0 |Acquisitions | | | | | | | | | |Customer | Responsive Supply |On time delivery |99. 3% |99. % |100% |Transportation Advantage | | | | | | | | | | |Leading in Customer Loyalty |Customer satisfaction rating |83 |84 |85 |Fresh Ideas Initiative | | | | | | | | | | |Market Share |% of Market Share Growth |4. 0% |4. 96% |5. 58% |Concentration Week | | | |North America |25. 5% |28. 66% |32. 1% | | | | |Latin America North |8. 7% |9. 78% |10. 99% | | | | |Latin America South |2. 9% |3. 26% |3. 66% | | | | |Western Europe |33. 8% |37. 99% |42. 7% | | | | |Central and Eastern Europe |21. 9% |24. 62% |27. 7% |Focus Brand Campaign | | | |Asia Pacific | | | | | |Internal |Manufacturing Excellence |% Cost of Sales |41. 1% |46% |44% |Reco | | | | | | | | | | |Optimal Cost |% Of Distribution |6. % |7% |8% |Last In, First Out Method | | |Fast Delivery | | | | | | | | |% Of Sales& Marketing |14. 9% |14% |13% |Average Cost Valuation | |Learning |Global Citizenship |Philanthropic Donations | | | |Anheuser-Bush Foundation | |And | | | | | | | |Growing |Environmental Stewardship |Reduce Greenhouse Gas Emissions by 5% from | |-5% |Target Met |Reduce 13% by 2013 | | |2005-2010 | | | | | | | | | | |2. 1% | | | |InBev Worldwide Volume |% Organic Growth by Total Volume |0% |-. 7% |-3. 0% |Voyager Plant Optimization | | | |North America |3. 1% |-2. 0% |10. % | | | | |Latin America North |1. 0% |8. 8% |3. 9% | | | | |Latin America South |10. 4% |-3. 8% |-1. 6% | | | | |Western Europe |-4. 8% |-4. 9% |-. 9% |The Global Management Trainee program | | | |Central and Eastern Europe |-6. 1% |-10. 8% |5. % | | | | |Asia Pacific |0. 1% |-2. 0% | | | Works Cited â€Å"A Mixed Forecast for Beer†. Modern Brewery Age: the business magazine for the beer industry. 11 February 2011. ; http://www. breweryage. com/industry/; Anheuser-Busch. ; http://www. anheuser-busch. com/Company. html;. Anheuser-Bush Annual Reports . Anheuser-Busch InBev. Anheuser-Busch InBev. â€Å"Dream, People, Culture 10 principles† Anthony, Scott. Four Innovation Lessons from Anheuser Bush,† The Street. 10 February 2010. Boselovic, Len. Sophisticated Beer Drinker†. Post-gazette. com: Pittsburgh Post-Gazette. 6 August 2006. 19 February 2011. ; http://www. post-gazette. com/pg/06218/711317-28. stm;. C. Gregory John and Michael Willis, â€Å"Supply Chain Re-engineering at Anheuser-Busch,† Supply Chain Management Review, pp. 29-35. â€Å"Employees Help Power Anheuser-Busch's Green Week† St. Louis Front Page. 22 April 2007. Johnson, Jennifer. â€Å"Ahold, Barclays, Carrefour, EDF, Safran, VastNed: European Equity Preview†. February 27, 2011. . The American Customer Satisfaction Index. October 2010 Press Release. . Woolridge, J. Randall and Gray, Gary. â€Å"Applied Principles of Finance,† (2006). .

Nurse - 1288 Words

The Essence of Nursing Caring defines nursing as curing often defines medicine. Caring and nursing are so interwined that nursing always appeared on the same page in a Google search for the definition of caring. According to the dictionary definition of caring, it is a feeling and exhibiting concern and empathy for others; showing or having compassion . As the definition shows, caring is a feeling that also requires an action. Dr. Jean Watson’s theory is important to nursing due to the central concept of caring. Watson states that, â€Å"a caring attitude is not transmitted from generation to generation by genes. It is transmitted by the culture of the profession as a unique way of coping with its environment† ( 1979). Her†¦show more content†¦Developed in 1979 and revised in 1985, Watson views the â€Å"Curative factors† as a guide for the care of nursing. One of her ten primary curative factors is the provision for a supportive, protective, and/or corr ective mental, physical, socio-cultural and spiritual environment (1988). From the moment the nurse enters the patient’s room, a feeling of expectation is created. Watson believes that through the nurse’s attitude and competence, a patient’s world can become larger or smaller; brighter or dim; rich or dull, threatening or secure(1988). In helping Mr. K. settle in his room on admission, his environment must be arranged so that he can feel at ease. The goal of nursing with Watson’s theory is to create a healing environment whereby wholeness, beauty, comfort, dignity, and peace are potentiated. To achieve this goal, attention must be given to the cleanliness, privacy, safety, light and comfort measures. Health Health corresponds to a person’s harmony or balance within the mind, body, and spirit related to the degree of congruence between the self as perceived and the self as experienced. Watson believes that a person’s health is a subjective experience and a higher degree of health will be present if the harmony that comes from the ability to experience one’s real self exists(1988). Mr. K’s perspective about his health must be thoroughly assessesed. Thus questions that prompt him to think about his mindset about his healthShow MoreRelatedNurses As A Nurse Healer1452 Words   |  6 PagesIn Universities, nurses are taught to provide safe, quality nursing care to their patients. While providing safe care, nurses are also taught to be an advocate for their patients. To be an advocate for patients, nurses must take on the role of being a Nurse Healer. Nurse Healer is defined as a nurse who assist the patients to stay in a state of homeostasis (human body in a state of physical and psychological balance). Dossey and others have observed that â€Å"nurses as healers† use their own energiesRead MoreNurses Are Champions For Nurses866 Words   |  4 PagesNurses are champions. 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The following conversations provide a summarization of my nurse mentors’ responses to the selected interviewRead MoreCommunication Between Nurses And Nurses Essay1775 Words   |  8 PagesThe hand over process of communication between nurses to nurses is done with the intention of transferring essential information for safe, and patient centered care. Traditionally, this shift report has been done away from the patient’s bedside, at the nurse’s station, or other place like staff’s room. In addition, the shift report used to be delivered through audio recording of the patient’s informa tion. These reporting mechanisms did not include face-to-face reporting of the patient informationRead MoreNurse2050 Words   |  9 PagesJean Watson’s Theory of Human Caring Caring Moment - â€Å"The moment (focal point in space and time) when the nurse and another person come together in such a way that an occasion for human caring is created† In Jean Watsons theory of caring she has tried to make â€Å"explicit nursings values, knowledge, and practices of human caring that are geared toward subjective inner healing processes and the life world of the experiencing person, requiring unique caring-healing arts and a framework calledRead MoreRole Of Nurse Leader And Nurse Manager1547 Words   |  7 PagesRole of Nurse Leader and Nurse Manager in Nursing Shortage and Turn-over During the recent years, the American Healthcare system is struggling with the issue of the nursing shortage and turnover. 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