Starbucks Structure

Starbuck’s Structure MGT 330 Jerry Simpson August 20, 2012 We all live in a world or businesses and organizations. Our day to day lives are dependent on large public organizations, small businesses, well-known private companies or even voluntary groups. The ways these organizations are structured varies a lot and even in the same business categories companies/organizations differ a lot. initially started in 1971 as a very small structure, run by three partners in a small shop in Seattle.By that time the company then was simply selling whole bean and ground coffee but after taking over the operation of Starbucks in 1987, Schultz decided to expand the company's business, which has now shops all around the world. In a generic way, it is possible to say that an organizations structure describes the way tasks are divided supervised, and coordinated. The first one is the size and age. A small and young company usually has a very simple structure but complexity and formality increase with size or age.Then we have the core process which must be aligned with structure so as to avoid important disruptions in daily operations. The structure of an organization also has to adapt itself to the environment. While a stable structure might be more easily addressed with an organization with a simple structure, an unstable and turbulent one will be, surely, more suited to an adaptable structure. Strategies and goals stand for others imperatives, structure and process must be both flexible as to adjust themselves to change.As for Starbucks, the best structural configuration for a company of this magnitude would be a divisional structure. This is due to the large size of the company, as well as the multi-market and multi-product offerings of the Starbucks Corporation. Though it must be noted that among the many weaknesses of the divisional structure is the duplication of activities and the potential for counter productive, inter-market competition for customers. What this me ans is Starbucks could end up competing against themselves essentially for customers which is a waste of resources.This is why it is imperative for Starbucks to implement the divisional structure as effectively as possible. In addition, if Starbucks plans to operate as efficiently as possible, they will be best served to utilize departmentalization by matrix (which is used by high tech firms or multinational companies). This creates circumstances in which maximum flexibility and adaptability in operations as possible. Starbucks employees would then have to be able to adjust to change and accept some role ambiguity as part of the daily routine. The tasks they work on tend to vary.The only constant would be the employee’s functional supervisor. This form of departmentalization should remain the same for stores offering food products and lunch in order to provide commonality amongst stores. This creates brand recognition, not only on the part of the consumers, but also on the pa rt of the employees of the company as well. In that sense we can say that for every structure we can find successful companies. The trick appears to be the balance the manager finds between contingency factors and the organizational structure through which resources are deployed and managed.Moreover, as the result of internal or external changes, every organization, no matter what core or  type, has to restructure at some stage in life. Restructure is more than a fashion, in some cases, is really a matter of survival. Employees of various companies deal with restructuring all of the time. Starbucks has many employment opportunities within its brand and I have chosen to discuss the position of Barista and come up with a job description as well as job specifications for the position.Barista Job Description: The Barista position is an essential job within the Starbucks organization. As a Barista, employees will be expected to: Welcome guests when the walk in to the coffee shop Take t he orders of the guest upon request Inform guests of product offerings Inform guests of promotions Make sure the coffee shop is clean and professionally maintained at all times Responsible for making specialty coffees for guests and understanding ingredients usedThe Barista is the first point of contact for the guests of the Starbucks corporation, so it is essential for all Starbucks barista’s to have a positive attitude and to work with a smile. References Reilly, M. , Minnick, C. , & Baack, D. (2011). The five functions of effective management. San Diego, CA: Bridgepoint Education. Starbucks Facts (2008), Company Fact Sheet, Starbucks Coffee, Retrieved from http://www. starbucks. com/aboutus/Company_Factsheet. pdf Starbucks Corporation. (2009), International, Retrieved November 6, 2009, from http://www. starbucks. com/default. asp?

Alan Mulally, Ceo Ford Motor Company Essay

This paper will discuss Alan Mulally and the role of leadership and how it affects organizational performance. Alan Mulally is currently the Chief Executive Officer for Ford Motor Company, a position that he has held since 2006 (Hellriegel and Slocum, 2011, p. 543). This paper will discuss the leadership style of Alan Mulally and explain how his actions fit a particular leadership style by listing examples. His goal setting process will also be discussed along with how the process helped Ford Motor Company increase its performance. Mulally’s communication elements will also be assessed along with the effectiveness of his leadership style to determine if it should change or stay the same. Discuss the role of leadership and how it can impact organizational performance. Organizational performance can be impacted greatly by their leaders. In order to understand how much impact leaders can have, one must first understand what leadership is. Leadership, as defined by Harvard University business professor D. Quinn Mills, is â€Å"a process by which one person influences the thoughts, attitudes, and behaviors of others. Leaders set a direction for the rest of us; they help us see what lies ahead; they help us visualize what we might achieve; they encourage us and inspire us. Without leadership a group of human beings quickly degenerates into argument and conflict, because we see things in different ways and lean toward different solutions. Leadership helps to point us in the same direction and harness our efforts jointly. Leadership is the ability to get other people to do something significant that they might not otherwise do. It’s energizing people toward a goal.† (Mills, 2005, p.12) Organizational performance is a reflection of its leaders performance and ability to lead. It is important for leaders to have the company’s best interest at heart and that they are not only out to achieve personal gain.  Leaders have to have the ability to motivate their followers and encourage promising results. The case study showed that Alan Mulally had the right attitude and the ambition to lead. Mulally cared about his customers and employees and was passionate about his business and the work that he did. A leader has to make a commitment to his or her vision, to the organization, and to the members of the organization. A leader can’t be committed one day and uninterested the next. People will judge a leader by his or her commitment, and will commit themselves no more than the leader does. A leader assumes a considerable amount of responsibility—not just for the mission that he or she urges others to accept, nor just for the organization he or she heads, but for his or her followers, their lives and efforts, as well (Mills, 2005, 14). Discuss Mulally’s leadership style at Ford Motor Company and provide examples of how his actions fit this style. Mulally’s leadership style can best be defined as Transformational Leadership. This leadership style involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders or better leaders, and building the organization or group into a commu nity of challenged and rewarded learners (Hellriegel and Slocum, 2011, p. 328). Transformational leadership allows the leader to influence their followers and make them a part of the transformation as well. Mulally has many aspects that makes him a transformational leader. He came to Ford Motor Company with a vision for the future of the company and began implementing it day one. He solicited input from his employees by holding meetings with his employees every Thursday morning. He believed that each department contributed to the companies performance as a whole. Transformational leaders challenges and motivates others as well as cares about the success of their followers as well. Alan Mulally is a true Transformational leader for these reasons and many more. Discuss how goal setting helped Ford improve its performance. Goal setting is an important part of a company’s success. Implementation is an even more important step. Excellent goals can be made, but if action is not taken then they don’t mean anything. It’s the action that makes the true  difference and can actually make a change in performance. When Mulally came to Ford he created a new set of goals and a revised definition for the company. There were four goals total, and they were labeled as â€Å"Expected Behaviors.† These goals were listed on one side of a plastic card while â€Å"One Ford,† the revised definition of the company was listed on the other. The four expected behaviors are Foster Functional and Technical Excellence, Own Working Together, Role Model Ford Values, and Deliver Results. The new definition of the company, titled â€Å"One Ford† was listed as One Team, One Plan, and One Goal (Hellriegel and Slocum, 2011, p. 545). â€Å"Ford’s financial independence is largely due to a new operational discipline that Mulally has installed, as well as some timely strategic moves he initiated. So while GM suffered the ignominy of seeing the Treasury Department’s auto task force depose chairman and CEO Rick Wagoner, and Chrysler has declared bankruptcy, Ford stands alone as an independent company and, potentially, a Detroit survivor† (Taylor, 2009). This shows that Mulally brought a different mindset to Ford Motor Company and has helped it avoid drastic financial troubles as its other American born competitors GM and Chrysler. Assess Mulally on each element in communication openness including message transmission, trust, agendas and goals. Alan Mulally came to Ford Motor Company with change on his mind. In order for change to be effective, communication is the key. Alan Mulally is a leader that leads by example which is also important in the realm of communication. In many cases your actions make a bigger difference than your words. As far as the elements of communication openness goes, Mulally was very effective with getting his point across. Mulally communicated his goals by listing them on a plastic card and labeling them as â€Å"Expected Behaviors.† He communicated his agenda by holding Thursday morning meetings with his direct reports and 12 functional areas of the company. Mulally builds trust from  his reputation from Boeing and his openness of company happenings. Mulally is open with his employees about what goes on in the company and feels like everyone should be in the know. Evaluate the effectiveness of Mulally’s leadership style and recommend whether he should continue with this style, or use a different style. I believe that Mulally has a remarkably effective leadership style and that he should not change a thing. Mulally holds meetings every Thursday morning at 8:00am with his direct reports, discussing their four profit areas. After that he has presentations from 12 functional areas of the company. Mulally believes that everyone has to be involved and has to know what is going on (Hellriegel and Slocum, 2011, p. 545). Mulally doesn’t grind his employees with questions to humiliate them. Instead he looks forward and tries to create a plan. He also doesn’t allow Blackberry devices or side conversations in the meeting room (Hellriegel and Slocum, 2011, p. 545). This alone shows that Mulally has Ford’s best interest at heart and he wants all of his executives to take their jobs seriously. References Eblin, S. (2009). Five Things Alan Mulally is Doing to Help Ford Win. Retrieved From:http://blogs.govexec.com/executivecoach/2009/09/five_things_ alan_mulally_is_do.php Hellriegel, D., & Slocum, J. W., Jr. (2011). Organizational behavior: 2011 custom edition (13th ed.). Mason, OH: South-Western Cengage Learning. Mills, D. Q. (2005). Leadership How to Lead, How to Live. Retrieved from: http://www.mindedgepress.com/PDFs/htlhtl.pdf Taylor III, A. (2009) Fixing up Ford. Retrieved from: http://money.cnn.com/2009/05/11 /news/companies/mulally_ford.fortune/index.htm

Of Mice And Men Coursework Essay

The director creates a lot of moods and suspense in the film ‘Of Mice And Men’. Gary Sinise puts all of these camera angles and colours into one to create lots of suspense and to create different atmospheres. At the start of the film the screen is black and then white writing appears on top of the black background. There is light appearing through the planks of wood that we then know is a freight train. The casts and directors names appear as light peering through the planks of wood. The peering of the light acts a luminous spotlight at a prison and as it scans the area through the planks of wood it is like a light searching for someone. Also the planks of wood act as a cell and the light is glancing through the cell. All of a sudden the camera turns to this man who is sitting in a shadow in the corner of the freight train with half of his face in the light and the other half in the shadow. This implies I think that we can see straight through his eyes and see what he is remembering that is so vibrant. After this the director takes us to a women in a red dress running across a field with bright yellow straw and blue sky and green grass. This event had happened when the man on the freight train had a flashback of a past event and because the director has made all of these colours vibrant and alive this meant that the man’s memory was very fresh and bold. At the start of the film the director creates different moods by using different types of camera angles. One of the first camera angles we see is at the start of the film on the freight train of the man’s face. The camera angle is a close-up of the man’s face. The director does this to show this through the man’s facial expression. At the start of the film there is a women running a cross a field in a bright red ripped dress. The camera stays where it is and the women runs towards the camera and this acts as if the woman is running towards us out of the screen to us for help. Also when the dogs and horses are running after the two men and trying to catch them it looks as if they are running straight out of the screen towards us. This makes us more involved and interested in the film. At the start of the film Gary Sinise creates mood and suspense by using different sound effects. He uses different sound effects so that they are bold and stand out in one particular scene so this makes the scene more interesting and has more action. At the start of the film there is a scene where there are men on horses and men with dogs chasing two men. The dogs and horses and men have sound effects because the men are breathing heavily so this makes it seem they have been running for a while to catch the two men. The dogs are barking viciously and the horses are neighing and these sound effects make the scene more enjoyable to watch and makes you feel you’re their with the dogs, horses and the men. The director Gary Sinise creates different moods and suspense by using different music. He creates moods by using slow music in one scene then in the next scene using fast music and also the volume of the music. At the start of the film where the men, horses and the dogs are chasing the two men through the fields the music starts at a slow and steady pace. Then as the dogs, men and the horses start to gain some ground on the men to try and catch them the music starts to get faster this makes suspense and whether to see if the men will ever get caught. All of a sudden the men jump into a river and hide and as the men get closer and closer to them the music gets faster and faster then all of a sudden the music stops and the horses, men and dogs go away. This scene creates a lot of suspense and tension. The director Gary Sinise creates different mood sand suspense by putting colours, sound effects, camera angles and music into one. All of these effects create different moods like tension when the dogs, horses and the men are running after the men. The camera angles like the close up and the point of view create different moods because of what the character is thinking and what their emotions are these precise times. The music creates moods and tension by using the pace of the music fast or slow or the pitch or volume of the music. In the scene where the men are being chased the music gets quicker and quicker and builds up suspense and tension because you don’t know if the men are going to be caught or not. The sound effects create moods and make the film more enjoyable to watch and the sound effects make you feel as you’re there running with the men, horses and dogs. The bright vibrant colours create moods because of what the colours are. When the women is running across the field with the red bright ripped dress the colour red represents the moods anger, frustration, embarrassment.

Two problems related to Climate Change Essay Example | Topics and Well Written Essays - 1000 words

Two problems related to Climate Change - Essay Example Although this problem is a global issue, the impacts vary across the globe since some areas experience more adverse effects than others do. Social and environmental versions problems of climate change are the most notorious, as they not only pose a threat to food security and survival of organisms, but also affects the surrounding and lifestyle of human beings. Thus, social and environmental problems share several similarities, but also differ in some instances. Social and environmental issues are similar since they both have adverse effects on human health. Climate change is a problem because it causes environmental harms such as increased and severity of heat waves resulting from global warming, which leads the loss of lives (McNall 5). Modest warming of the earth that has been occurring since 1970s is responsible for many deaths annually. On the social front, health systems are stretched as they attempt to cope with the increasing incidences of heat-related problems. Additionally, adverse climatic conditions such as strong winds and drought damage health infrastructure and buildings in the society. As a result, the outcome undermines the provision of quality health services to the community. Drought is also directly responsible for changes in the human health system, as it causes starvation and deterioration of health in human beings. In addition, both issues result in food problem. Increased temperatures in the atmosphere caused by climate change create an opportunity for various disease causing organisms to contaminate food. The cases of bacteria borne disease are frequently high during summer months. Additionally, climatic changes result in social issues such as poverty. Poverty is the primary reason for inequalities in the society. The poor, who survive on less than $2, are the most affected. These people cannot cope with the climate shocks since they lack money. Due to this, in case of drought they have no alternative, but to cut down

Country paper Essay Example | Topics and Well Written Essays - 1250 words - 1

Country paper - Essay Example The country is endowed with a number of minerals such as emerald, iron, copper, bauxite and gold. The temperatures along the coastline, for the most part of the year are usually high. The interior is usually warm even during the cool seasons that come in between April and September. The country has an estimated population of aboput24, 692,144 of which the Maku Lomwe of the north accounts for more than half. The country has over 9 ethnic groups. The larger demographic of the population is between the ages of 25 to 54 with females accounting 3,553,256 for while males account for 3,113,095. The major religions are Roman Catholics (28.4%) and Muslims (17.9%). Two political organizations; Frelimo and Renamo dominate the country, though allowing of multi–party democracy. As of 2013, the Gross Domestic Product stood at 15.63 Billion dollars with 25.83 Million people living under or dangerously close to the poverty line. The per capita income, in the same period stood at $605.5. As of 2013, statistics illustrated that domestic tourism accounted for 7.2% of Mozambique’s economic growth. The country’s population is not as indulgent in tourism because they are focused more on development through agriculture. In the same period, international tourism only brought in 6.11% of the economic development. This could be attributed to low levels of tourism promotion. The infrastructural development is substantially low and is rated amongst the worst in the world. In light of this, there country’s government has taken measures to try to improve this. Notably, the development of infrastructure is directly linked to the success of tourism. $17 Billion has been invested in pipeline development as a bid to improve economic growth. Mozambique has 7700 hotel beds that register only 40% occupancy rate. The country is challenged with access to land for hotel development in terms of speed and availability for access.

Identifying Innovations Assignment Example | Topics and Well Written Essays - 250 words - 1

Identifying Innovations - Assignment Example The most primary innovation in this industry is the method by which music is disseminated to audiences. Where in the past physical production of CDs and tapes marked the revenue building capability for the music industry, a radical innovation of using the Internet for downloading music has altered marketing distribution for music producers and production companies. This change was not incremental, but allowed music sellers to reach audiences in a radically different way, allowing for cost-cutting in distribution and inventorying while also essentially making a new market, a characteristic of radical innovation (Kim & Mauborgne, 2005). With the Internet as a radical change in music provision, marketers can now reach a whole different consumer segment that was likely not available to music sellers historically. An incremental innovation in the case study is the method of MP3 compression that simplified the process of consumer music downloading on the Web. The ability for music sellers to use the Internet remains the same, only with new compression technologies it now becomes more convenient for existing markets of consumers. This builds a better reputation for music sellers using this technology without necessarily capturing new market attention. Finally, the ability of music recording artists to use the Internet as a means of producing their own work and distributing it via the Web is another incremental innovation in the case study. The advent of chat rooms and home recording technologies now give artists a new type of liberation as it relates to production and distribution. Technological changes with the Internet as the appropriate medium for marketing was incremental, small yet fundamental changes to how music artists promote themselves and disseminate their music. This has cost-cutting capabilities consistent with incremental innovation (Leifer, McDermott, O’Connor, Peters, Rice & Veryzer, 2000).

Nurse-Patient Mandated Ratio Assignment Example | Topics and Well Written Essays - 750 words

Nurse-Patient Mandated Ratio - Assignment Example These are the main centers of policymaking and take initiative to educate the public at both state and federal level. Proposed legislation faces more criticism at the committee level, which is why there is need to understand the committee. Since legislators face numerous task as an advocate I can take, advantage of this situation and wield a lot of power by trying to help my own legislator in evaluation of various issues therefore influencing how he will vote on the issue. At the local level, the best strategies to employ would be making my way into the legislative arena and getting to acquaint myself with the committees and staff members of the legislative (Abood, 2007). Still at the local level, I will also try to get to understand how the legislative process works so that I can familiarize myself. Finally still at the local level I will need to identify the key players so that when I move to the state level I know whom to influence (Abood, 2007). At the state level, I will deploy the last two strategies where I get to understand how the committee works by trying to be close or interact with them at some points. Then finally, I create a good rapport with the legislator whom I will try to influence to support the necessary policies and vote for them. There are various sources of power that can increase my influence for votes. Focusing on professionalism, the key sources I get include adding credentials by doing additional courses to elevate my current position. I can also join various professional clubs and organization, which will make me gain a certain state in the society and get to interact with various professionals across the state. I can also network with the current legislator and committee members as their status can influence my popularity and thus increasing my votes. Other professional strategies I can use include participating in activities that I know will reward me

High Level business architecture Research Paper

High Level business architecture - Research Paper Example Precisely, high level business needs describe what should be done by a system or any other business solution. For the case of Adopt-A-Farm, it is clear that the company needs to have an online system for collecting their customer and partner views about their experiences in volunteer harvesting and as well list the stories and other help facilities for users of the system. The high level business requirements could therefore be seen as an indication of the reasons as to why a business undertakes an activity (Ross & Robertson, 2006). The requirements are documented as below; The objectives of the high level business requirements for Adopt-A-Farm are to come up with an online system which will increase user participation in the campaign on local farming and purchasing of food products as well as user participation in creation of awareness. It also focuses on having a system for direct user participation in forums and also in commenting about the advantages of local farming. The system should also reach as many people as possible around the globe for the sole reason of creating awareness across nations. The project focuses on listing the stories shared by users about their experiences with consumption of local products in the blog section. From this, users will have a wide variety of content to refer from to gain the taste and to understand the importance of consuming local products and thereafter participating in the campaign with an aim to carb the global warming menace. It also focuses on advising local farmers on the best practices and operations to carry on in their farms which reduce the chances of environmental degradation. Finally, the system will also focus on promoting volunteer harvesting through the creation of a forum for users to comment on their experiences in the exercise. This will be in a bid to encourage people to participate in such exercises whenever they could be having a chance to. Lastly, it is clear that high

Public Perception of Race and Crime Assignment Example | Topics and Well Written Essays - 500 words

Public Perception of Race and Crime - Assignment Example Furthermore, the research design incorporated the use of Computer Assisted Telephone Interviews (CATI). This method was effective in the random assignment of questions to the respondent. Consequently, it eliminated potential response biased information. The authors further employed a regression analysis of the responses. This was essential in determining the degree of stereotypes in relation perception on crime and policy formulation. Other research designs that could have been incorporated would have been facing to face interviews with the white and black respondents. This would have helped to clearly capture their personal attitudes on racial decisions pertaining to crime and policy formulation. Â  The research had sought to prove that the racial stereotypes applied to African-Americans influenced public opinion, especially of the majority whites’, on issues of crime policy formulation. To this end, the research employed the use of Computer Assisted Telephone Interviews to collect data. Consequently, the research findings clearly revealed that the racial stereotyping of the African Americans by whites’ played a strong role in influencing public perception of crime and punishment. In particular, whenever the crimes were violent and committed by African American. Moreover, when punitive policies are being formulated, the racial stereotypes attached to the blacks played a major in determining the severity of the punishment. Moreover, the racial stereotypes in formulating criminal policy are also fuelled by the political sentiments pertaining to the crime. Â  To this end, several implications can be drawn from these results. Foremost, the political and social environment is still pervaded by racism towards the African American population. This is evident in the formulation of criminal policies that are more punitive to the blacks in comparison to the white population.

Niger country Research Paper Example | Topics and Well Written Essays - 2000 words

Niger country - Research Paper Example Large deserts cover the North of the country. A little over three fourths of its area is covered by the Sahara desert. The terrain is largely made up of desert plains and sand dunes, with flat to rolling Savannas in the South and hills in the North. The Southwest of the country, where the river Niger flows, is the only fertile land and is also home to most of its citizens. The Niger stretches across Western Africa for a length of about 2, 600 miles and is considered to be one of the primary rivers in Africa besides the Nile and the Congo. The Geographical layout of Niger is almost twice as more as that of California and comprises of mixed terrain with central hills and plateaus that merge themselves into expansive lowlands with plains in the North and mountains in the Southwest. Each region experiences its own climate. The North is a more arid region, while the center of Niger experiences a tropical kind of climate, and the South a more Equatorial climate. This happens because the Af rican continent is extremely vast. The Atlantic Ocean at 0m is considered to be the lowest point, while the highest point is taken to be Chappal Waddi which rises to a height of 2, 419m through which runs Africa’s most famous river, the Niger. ... The population of Niger is predominantly Islamic and is distributed mostly between the West and the far South of the country, primarily because that is the only inhabitable land mass due to the presence of the river Niger and the flora, fauna and fertile land surrounding it. The people are mostly descendents of the nomadic Tuaregs, who were the first inhabitants of the Sahara region, followed by the Hausa from the 14th century, the Zerma from the 17th century, the Gobir from the 18th century and the Fulani from the 19th century. Niamey is the capital city and is located in the far-southwest corner. The country was incorporated into French West Africa in 1896. At the time, the country was in a state of seemingly perpetual turmoil, but once harmony was restored, the French made the area its colony in 1922.The French constitution was adopted through referendum in 1959 that made it an autonomous republic with the French community. To this day, the country is faced with serious social, na tural and political problems. There is economic instability as nature isn’t too favorable making the country, its people and economy vulnerable to drought from time to time, with the constant threat of locust infestation. Added to this, is political instability arising from constant friction between the civilian political parties and the military and internecine wars among various tribes. U.S. Immigration: The African Experience People of African descent in the United States, until the early 20th century, were not considered as part of America’s migratory tradition historically. This puzzling fact of American society derives from the transatlantic slave trade between the

A Gridlock that Costs the Nations Progress Essay

A Gridlock that Costs the Nations Progress - Essay Example Tom Udall of New Mexico in terms of the gridlock in the US Senate. It exposes how things do not get done because of each party’s blocking the other from getting their points across and delaying decisions altogether. The congress has become so impersonal due to conflicts between the Democrats and the Republicans, to let it affect their efficiency in deliberating over the necessary legislations. It was a revelation to George Packer to see an empty chamber while a senator delivers a speech in congress with only the presiding officer present, and probably the next senator scheduled to give a speech, and cameras all around to capture the speech. Packer expected a chamber-full of senators and congressmen as he imagined it while watching speeches on C-span, but he was disappointed to know that in reality, it was only for the sake of the cameras. Packer remembered how the congress was in its so-called â€Å"golden age† from the 1950’s to the 1970’s. He idolized Eu gene McCarthy and how charismatic he was in his talks in front of the people in various locations. As a young boy, he already observed how politicians worked together. Men like Humphrey, Baker, Church, Javitz and McGovern were perceived to be serious thinkers, fully dedicated to serve the country with their positions in Congress. Aside from regularly huddling together to discuss solutions to the country’s problems, they collaborated on doing real action instead of ruling from their â€Å"ivory towers†.

Banyan Tree Essay Example for Free

Banyan Tree Essay Minimal advertising, still high level of brand awareness through company’s public relations and global marketing programs. Faced the challenge of translating and maintaining the success of a niche Asian hospitality brand into various market segments on a global scale ‘Innovative niche product that could also bridge the price gap in this market’ Building a resort comprising individual villas with locally inspired architectural design and positioned as a romantic and intimate escapade for guests; ‘Sanctuary for the senses’. Banyan Tree Gallery: ‘local culture and heritage and promoting cottage Crafts, retail outlet showcasing indigenous crafts, works closely with village cooperatives and not-for-profit craft marketing agents.   Marketing: high-end travel magazines in key markets – public relations – global marketing programs (increase editorial coverage) – few key wholesalers in each targeted market – agents specializing in exlusive luxury holidays targeted at wealthy customers – membership in the Small Luxury Hotels and Leading Hotels of the World – GDS cose ‘BY’ (own global distribution system used by travel providers to process airline, hotel, car rental and other distribution partners around the world. Actively caring for the natural and human environment, revitalizing local communities, worked actively to preserve, protect, and promote the natural and human environments in which BYT resorts where located. Minimizing the impact on the environment Green Communities = planted trees, engage local communities, associates, guests to share the causes of climate change and actions that can reduce our collected carbon footprint. Green Imperative Fund to further support community-based and environmental initiatives in the regions where it has a presence. The company believed in building profitable resorts that would benefit the surrounding environment and contribute to local economies through the creation of employment and community development projects. Businesses with local farmers and traders by making it a point to purchase fresh produce from them. Community Relations Department was set up to develop and manage community outreach programs. Seedling: BTHR’s formalized program which aimed to help oung adults from local communities and motivate them and provide the means for completing their education to successfully enter the labor force as adults. Future: openening city hotels and angsana hotels in Dubai and London (angsana brand in response to the demand for hotel operators in Asia that were keen to introduce spa services in their hotel, it is more contemporary and affordable brand. Musem Shop by banyan tree: joint partnetship with Singapor’s national heritage board to showcase Asi’a rich and diverse cultural heritage through unique museum-inspired merchandise. Banyan Tree Holdings (Banyan Tree) is an investment holding company involved in managing and developing premium resorts, hotels and spas in the Asia Pacific. To date, the Banyan Tree Group manages and/or has ownership interests in close to 36 hotels and resorts, around 73 spas, 91 galleries  and 3 golf courses in 28 countries The company operates in Asia, Mexico and Morocco, New Zealand, Africa, Dubai, and the UK. Banyan Tree operates through three business segments: hotel investment, property sales, and fee-based. The hotel investments segment relates to hotel and restaurant operations. : The property sales segment comprises hotel residences, Laguna property sales and development project/site sales. Hotel residences business relates to the sale of hotel villas or suites which are part of hotel operations, to investors under a compulsory leaseback scheme. Laguna property sales business relates to the development and sale of properties which are standalone vacation homes in Laguna Phuket. Development project/site sales relates to pure development land sales or development land sales which are fully or partially developed with infrastructure. The fee-based segment comprises the management of hotels and resorts, the management of an asset-backed destination club, the management of private-equity funds, the management and operation of spas, the sales of merchandise, the provision of architectural and design services, the management and ownership of golf courses, and rental of retail outlets and offices. The company’s subsidiaries (dochterbedrijf) include Banyan Tree Spa Bangkok, Banyan Tree Spa Bintan, Banyan Tree Spa Ringha, Banyan Tree Spa Phuket, Banyan Tree Sanya, and Banyan Tree Macau, among others. Banyan Tree Holdings (Banyan Tree) is engaged in the management and development of premium resorts, hotels and spas. The companys key services include the following. Hotel and restaurant operations Sale of hotel villas or suites Development and sale of properties Pure development land sales Management of hotels and resorts Management of an asset-backed destination club Management of private-equity funds -Management and operation of spas Architectural and design services Management and ownership of golf courses Rental of retail outlets and offices. The following companies are the major competitors of Banyan Tree Holdings Limited: Central Plaza Hotel Public Company Limited Four Seasons Hotels Inc Associated International Hotels Ltd In the past few years, such events risks as the Tohoku earthquake and tsunami, bird flu, floods and riots in Thailand have been hard on our industry, causing tourism as a whole to dry up in their wake. By comparison, economic recessions are part and parcel of the business cycle, which we are able to take in our stride and counter with a variety of measures. During the year, the world remained mired in the European sovereign debt crisis and American economic weakness. Although these conditions affected our arrivals primarily from Europe, we were able to capitalise on the flourishing Chinese market. At our four resorts in the Maldives, for example, the number of Chinese guests surpassed those from Europe. In our continuing efforts to rebalance the Group’s assets, we made the bargain purchase of Banyan Tree Seychelles which gave rise to a net gain. We also sold and leased back Angsana Velavaru in January 2013. The hybrid structure of this deal is a first for Banyan Tree, and we are pleased with how it allows us to rebalance our portfolio while still participating in the profits from the operations of Angsana Velavaru. 2012: with overall revenue growing 3% to S$338. 4 million. Due to improved results from our hotel investments and fee-based businesses, as well as a higher contribution from completed sales of property units. Group EBITDA was S$74. 5 million, up 51% on the back of higher revenue and a gain on the bargain purchase of Banyan Tree Seychelles. This in turn resulted in PATMI increasing by 856% (S$14. million), tempered by higher finance costs and income tax expenses. HOTEL INVESTMENTS Our hotel investments delivered a stronger performance in 2012, with Group-owned hotels posting total revenue of S$187. 7 million, up 15% from the previous year. This was due to the higher contribution from our Thai properties and the consolidation of revenue from Banyan Tree Seychelles from 2Q12 onwards. These gains were partially offset by lower revenue from our Maldives properties as Banyan Tree Vabbinfaru and Angsana Ihuru were temporarily closed for refurbishment. As a result of the increase in revenue, EBITDA for this segment grew by a healthy 69% to S$36. 6 million. PROPERTY SALES Revenue from property sales was S$42. 7 million. The 36% decrease was due to the sale of development sites in Lijiang, Yangshuo and Huangshan to our China Fund in 2011. Excluding those transactions, revenue and EBITDA from property sales saw growth of 43% and 74% respectively, thanks to a higher contribution from completed sales of property units. FEE-BASED Total revenue from our fee-based businesses registered growth of 9% to reach S$108. million. This was attributable to an increase in fees from hotel management and architectural and interior design and other services. Accordingly, EBITDA for our fee-based businesses grew by 23%. 2013 appears to be another challenging year for the global economy. We anticipate continued weakness in our European target markets. In Asia, which has been the world’s economic engine these past four years, growth is likely to moderate. Despite the cooling of China’s economy, the tourism market both inbound and outbound is expected to continue to grow. The Chinese government is aggressively promoting domestic tourism as part of its strategy to increase domestic consumption, thereby cushioning the slowdown in export manufacturing. Banyan Tree’s strong branding and rapidly expanding footprint in China will position us to take advantage of this trend. Our seven regional marketing offices in China will be invaluable in enabling us to tap the vast potential of this market and to enhance awareness of our hotels with key accounts in China. Our strategy going forward will include continuing with our asset rebalancing to unlock value and deploy capital to more promising markets. At the same time, we are exploring the possibility of extending the successful Fund model into other areas. In terms of growing particular segments, we will be focusing on increasing income from our fee-based and property sales businesses. We have built the fee-based segment to a point where it now has an impetus of its own. On the property sales front, we plan to move into selling more primary and serviced residences. Primary residences under the Banyan Tree brand, â€Å"We will also be going forward with the establishment of a third brand of residences to be wholly sold and managed by us. † Rather than compete with local property developers, we will leverage our branding and design skills to market to a niche audience in China. We will also be going forward with the establishment of a third brand of residences to be wholly sold and managed by us. Catering to an entirely new market of price-conscious buyers, these properties will be smaller in size yet deliver the quality and innovation that are hallmarks of Banyan Tree. Strongly associated with our brand is the concept of a triple bottom line. In our pursuit of economic, social and environmental success, we made major investments in resource conservation, training and benchmarking, greening and community efforts in 2012. Under the EarthCheck system of sustainability certification, we also planted in six-year a total to over 220,000 trees. Banyan Tree Hotels and Resorts offer an intimate retreat experience featuring its signature blend of romance, rejuvenation and exotic sensuality. Our philosophy is based on providing a place for rejuvenation of the body, mind and soul a Sanctuary for the Senses. Placing special emphasis on providing guests with a sense of place, each Banyan Tree property is designed to fit into its natural surroundings, using indigenous materials as far as possible and reflecting the landscape and architecture of the destination. Pioneering he tropical garden spa concept with Asian health and beauty remedies passed down from generations, Banyan Tree Spa was created as the signature experience in all Banyan Tree resorts, to complement the â€Å"Sanctuary for the Senses† wellness concept. With the emphasis on high service standards and consistency, therapists are professionally trained at Banyan Tree Spa Academies in Phuket, Thailand, and Lijiang, China. The Banyan Tree Gallery supports local communities by exhibiting and retailing indigenous handicrafts, which are also found in the resorts. A quintessential highlight of the Banyan Tree experience, Banyan Tree Gallery aspires to recreate the unique Banyan Tree experience with  its extensive selection of  Asian-style furnishings, Banyan Tree Spa collection, eco-friendly products, indigenous village handicrafts, ethnic apparel and accessories, and objects d’art. Banyan Tree Holdings Limited is a leading, international hospitality brand that manages and develops premium resorts, hotels and spas. Its innovative business model is based on seven business segments generating multiple income streams that is unique in itself within the hospitality industry. This formula of developing and managing complementary product offerings with in-house talent makes it difficult for competitors to duplicate with the same level of success. Banyan Tree’s vertically integrated business model comprises: Hotel investment– Banyan Tree owns and manages luxury hotels under its brands, as well as hotels that are managed by other world-class operators. Hotel management– Banyan Tree additionally manages properties under the Banyan Tree and Angsana brands for other owners. Canopy Marketing Group Pte Ltd A company wholly owned by Banyan Tree Services, Canopy Marketing Group Pte Ltd provides high-level strategic insights on various global niche markets to drive top line performance of our diverse range of lifestyle products including hotels, resorts, spas, gallery, destination club and residential ownership. It has a full-suite of marketing capabilities specializing in the branding, marketing and promotion. Spa operations– Banyan Tree Spa pioneered the tropical garden spa concept, and has since grown to over 60 outlets worldwide. Gallery operations– The retail arm is consolidated under Banyan Tree Gallery, which comprises five brand segments located in over 70 stores worldwide. Hotel residences – Hotel inventory are primarily sold under the brand name Banyan Tree Residences. Property sales – Properties that are not part of hotel operations are sold by our subsidiary company, Laguna Resorts and Hotels, and its subsidiaries, in Laguna Phuket. Design and other services – Revenue from design services is earned by Architrave, Banyan Tree’s in-house architectural arm. Other service fees include income from operating golf clubs. Real Estate Hospitality Funds – Banyan Tree Capital was set upto tap private equity and other sources of investments in order to provide a cost efficient structure to fund the Group’s future developments. With about 8,000 associates of over 50 nationalities, the diversity of its workforce is a key feature of the Group and helps to inspire its international outlook. To address its talent development needs, Banyan Tree launched Banyan Tree Management Academy (BTMA) in 2008. This centralised training facility located in Phuket, Thailand will train future Banyan Tree leaders needed to sustain organisational effectiveness and to meet the demands of its rapid global growth. Part of Banyan Tree’s vision has always been to grow into a global business, with a portfolio of properties strategically placed around the world. The Group’s mission is inextricably intertwined with its commitment to corporate social responsibility and sustainable growth, as it continues to expand globally. The launch of Banyan Tree Residences, which allows investors to buy their own signature villa, townhouse or apartment in Banyan Tree resorts. Banyan Tree Private Collection was launched to cater to the growing niche for destination club membership 2005: Marking the group’s long awaited foray into China is Banyan Tree Ringha, in Yunnan. 2001: Banyan Tree established the Green Imperative Fund to formalise its corporate social responsibility efforts. The Banyan Tree Spa Academy was set up to provide training for new therapists as well as research new treatment recipes and techniques. Banyan Tree Capital is a real estate fund management company established by the Banyan Tree group, a renowned luxury hospitality company listed in Singapore, to focus on hospitality-based real estate investment. Banyan Tree Capital raises, develops and manages branded hospitality funds in key development markets of the Banyan Tree group. With a combination of fund management and asset development capabilities, Banyan Tree Capital leverages on the group’s expertise in premium hospitality real estate development and anagement to generate attractive investment returns for its investors. Banyan Tree Capital is headquartered in Singapore with offices in China and Vietnam. We have successfully achieved higher room rates than the existing market in locations such as Lijiang, the Maldives and Seychelles. We have also found that our iconic brands also help raise the value of the surrounding land. Our innovative city products combine all the iconic elements of our brand and differentiat e developers within established, high cost city markets. We have the flexibility and capabilities to adapt our model to various locations so as to maximize returns for the developer As part of our strategy of enlarging our footprint in China, we will also be launching two more hotels in Shanghai and one in Tianjin, adding to our ever growing presence in various gateway cities. We are also employing our capabilities all across China, where large tracts of land are being developed into gated residences and luxury hotels offered to the Chinese elite. One of Banyan Trees prime concerns is its associates. We pride ourselves in providing high levels of service excellence and providing tailor made training and career development programmes for our employees. No stone is left unturned in regards to training and proper introduction before a Banyan Tree is put into operation. Trained to the basic standards of 5 star hotels. Employees were empowered to exercise creativity and sensitivity although the strict administrative rules of the management. Employees were taken to and from work in air-conditioned buses, access to various amenities (good-quality canteens, medical services, childcare facilities). Banyan Tree is one of the world’s biggest and well known spa operators. Our levels of quality and service are unparalleled and uncompromised. We are the only vertically integrated hospitality company with strong capabilities to tackle and anticipate the challenges of master planning and developing an integrated resort. We are able to take a property from inception to delivery with efficiencies that is entirely brand specific. Our n-house design team, Architrave, and project services team are extremely involved in all phases of the development – master planning, designing, developing and coordinating, to ensure developers a timely delivery of their asset. Being experienced developers, we are able to ensure that efficiencies and economies of scale are maximized along with guest experiences. Bintan, the Maldives and Phuket where the Angsana resort is positioned next to a Banyan Tree resort with shared back of house facilities. This model has allowed us to lower costs without cannibalizing rates, thereby boosting returns for our developers.

Feminist Movements in Religion: Hinduism and Christianity

Feminist Movements in Religion: Hinduism and Christianity To what extent can a cross-religious feminist movement help create an egalitarian society in Hinduism and Christianity? Religion in all of its forms has existed since the very beginning of mankind. From the beginning of civilizations on Earth up until present day society, religion has consistently impacted the behaviors, culture, and beliefs of societies by offering the answers to the unanswerable, and by providing a method for achieving liberation, or an ultimate goal after death. Hinduism and Christianity, two of the oldest and largest world religions impact society in multiple ways, an example of which being the role of women. In spite of the feminist movements impact on the stereotypical view of females in society, the greatly androcentric traditions of these two ways of life have lessened the impact feminist movements throughout the globe, and have led to limited developments in the lives of women living in these highly-structured societies. Feminism was an idea that was created by a French writer, Alexander Dumas, in 1872, that attempts to define the movement in which women try to reach equality with men in the religious, social, political, professional, educational, economical, and other spheres. [1] Many feminist movements have, over time, attempted to bring about a more gender equal world, but influences from Hinduism and Christianity have halted their influence in certain parts of the world. Because of past failures, it seems vital that people create a global feminism movement which, through pressure and influence, can hope to combat the deeply entrenched viewpoints in the minds of people regarding women and their role in society. Although this solution seems plausible idealistically, issues can be created when attempting to bring together the vastly different ideologies of Christianity and Hinduism into a single feminist movement. The impact the hypothetical movement would have would be limited as a result of solel y religion, as people are often unable to work with people who are unlike themselves. In order to create a feminist movement that can surpass religion, individuals must recognize and accept the similarities between Hinduism and Christianity in various aspects of the religions, such as the role of women in society and how God is represented, to create an efficient movement that can begin to form an egalitarian society. To better comprehend the role of women in Hindu society, one must discern the concept of dharma. This idea has a wide range of meaningsand it has more to do with duty than with rights[2]. Dharma has a profound impact on the role of all individuals on society. It governs the way in which people lead their lives not by giving them rights, but by telling them to do their duty. However, the presence of patriarchal scriptures in Hinduism, such as The Laws of Manu from the Dharmashastras, have created an eminently androcentric society and religion in which women are subordinates to men [3]. While many scriptures do emphasize the equality between men and women, those texts that contain liberating images of women have hitherto been given scant attention [4]. This partisan analysis of the sacred texts has helped to foster and entrench the disparity between genders that is present in Hindu life today. Dharma is an idea that is specific to Hinduism. However, inequality between men and women is also present in Christianity. Christianity in its raw form stresses the importance of equality between both genders. Schussler explains, Christians understood themselves as a new community, in which all members shared equally in the freedom of the children of God. The equality that was present in early Christianity drew people, specifically women, to the religion. However, women still had to deal with a subordinate role in society because of clear bias in the interpretation of the Bible. Stresses is placed on excerpts like 1 Timothy 2:9-15, which states that both commanded [women] to keep silent and behave modestly, and explicitly forbidden to teach or to have any authority over men [5]. Additionally, essential teachings, like women being equally created in the image and likeness of God, redeemed by Christ, graced by the Spirit [6], are neglected and dismissed. Because early Christian interpr etations of the Bible were scribed only by men, they transmitted only a fraction of the rich tradition about significant women and their contributions to early Christianity [7]. Therefore, the tendentious history provided by male scholars helped to create the androcentric society present in Christianity today. Although the essentials of both religions try and construct an egalitarian society, the flawed analysis and clarification of scriptures shows that in both religions, societies revolved around men. Therefore, the dominance of men in society helped form greatly androcentric societies. The affinity of the two religions will help to bolster the new cross-regional feminist movement. The movement should bring forth and argue upon the reexamination and reinterpretation of holy texts by providing proof of biased interpretation in both Hinduism and Christianity, evidenced by the presence of male focused societies in the two religions. A reexamination would bring to light the man passages that emphasize equality between men and women in society. This would allow the feminist movement to take a new step towards the creation of a more egalitarian society. Even though some key similarities between the two religions are present, there are also many differences that need to be addressed. A key feature of Hinduism which has allowed an androcentric society to flourish is the presence of both the caste system as well as an innate family hierarchy. Both of these structures, which make up familial and societal norms, are based on the aforementioned concept of dharma and its impact on the roles of both men and women. Because of the inflexible structure of society, a specific faction of individuals based on age, gender, and seniority [8], remain at the zenith. Also, expectations placed on both men and women because of their role in society have resulted in some cases [where] both men and women have been equally disadvantaged [9]. This injustice has, in certain cases, positively impacted social change, as Womens issues have not been seen exclusively in the domain of women. Some Indian men have espoused and championed the cause of women [10]. The inferiority felt by both men and women as a result of the impact of dharma and an uncompromising society has been powerful in leading to social reform that is attempting to create a more egalitarian society. The joint effort of black men and women in Christianity has also aided in bringing about change. The coordination of these individuals along with the white majority has increased unity within the religion. If Rosa Parks had not sat down, Martin [Luther] King would not have stood up.[11] This saying demonstrates how the combined forces of men and women were needed to stimulate social change. Considering how an entire African American family mother, father, children, and black kinsfolk was oppressed and confronted by systemic violence[12], actions of both women and men were vital in bringing about change to the blatant racial prejudice of the time. Changes have been brought about by joint efforts between men and women, but inequalities in the roles of men and women in Hinduism and Christianity are still present. A major cause of this is the lack of a large enough demands for social and religious change such as equal social status. A multi religious feminist movement would add to efforts to bring about social equality for all women and men in Christianity. Although the movements seem to be strikingly unique on the surface, the issue of equality between genders and their roles in society is a universal one. The increased demand for social change due to the combined efforts of both religions will aid in bringing about a more egalitarian society. The struggle of equality is present in both Hinduism and Christianity. This is primarily because of the similarities in the roles of women in both of the religions. The description of Sita in the Ramayan can be interpreted to clearly define the boundaries in which a woman must act in Hinduism. The epic centers around Ram, an avatar of God, who is exiled to a forest as per the wishes of his stepmother. In the forest, his wife, Sita, is kidnapped by the demon Ravana. Ravana hopes to marry Sita, and therefore he keeps her locked in his kingdom on the island of Sri Lanka. Sita, who is the image of the perfect wife, remains loyal to her her husband in the face of danger. Ultimately, Sita is rescued by Ram, and shows herself to be the ideal, chaste, woman, obedient to her husband [13] . Despite scriptures like the Dharmashastras, an example being the Narada Smriti, were liberal in their attitude toward women [14], the obligations a wife had towards her spouse valued qualities that were mos tly based on the portrayal of women, which were portrayed in epics such as the Ramayana in contrast to the Dharmashastras, were the true definers of the role of women in society. [15] These roles of women which were provided through stories helped to solidify and strengthen the ideal role that women had in society in Hinduism. Also helping to form the androcentric nature of Christianity is its limited depiction of women. In the Book of Genesis, which includes the story of creation, it is stated that God regards Eve as primarily a child-bearing creature [16]. Although Eve was equal to Adam, this quote from the Bible transforms her role as a human into a simple helper who exists for the procreation of children [17]. In actuality, [Adam] calls her name Eve, life, because she was the mother of all living' [18]. Therefore, Eves role was reduced to one of a motherly nature whose sole duty in the world was to help in the procreating of children. This lessened the value of women in Christianity, and helped to move it towards the androcentric religion that it is today. All women, in both Hinduism and Christianity, should concentrate on being good mothers and dutiful wives. Although, idealistically, both men and women are to be thought of as equals with noteworthy commitments to humankind, each gender has roles that are specific to them. Women are supposed to bear, nourish, and deliver new persons into life [, and] carry out the responsibilities of raising children into maturity [19]. Although this stereotypical responsibility of women lessens their true worth, it can be used to help in creating an egalitarian society. Gandhi used the importance of women to change the way in which they were viewed. He valued the qualities such as non-violence, self-denial, self-sacrifice, and endurance that were normally associated with womanhood, and he expected men (including himself) to emulate these values' [20]. Imitating these great qualities that each gender should have elevated society by allowing men to comprehend the true importance and significance that w omen had. Their roles were just as, if not even more, important as those of men. This example can be utilized in modern-day society by creating a mutual respect for the roles of both genders. By looking at and comprehending the significance of both genders, people can help to progress the combined feminist movement and help to create an egalitarian society. Additionally, the portrayal of God in both Hinduism and Christianity must be understood and comprehended to help and create a multi-religion feminist movement. The ideas of a God in both religions vary slightly. Hindus believe in one supreme being. Although the presence of all the avatars of God are acknowledges, a Hindu believes one of those aspects to be supreme. Devotees worship every God or Goddess whom they addressas the supreme reality [21]. Therefore, it can be said that Hindus worship the avatar of God that has the most importance to them, regardless of its gender (i.e. the worship of the goddess Laxmi to grant a Hindu wealth). This compatibility of both the male and female forms of Gods shows the fundamental equality among both genders. Male and female avatars of God do play different roles in the universe, but each is equally important to the whole. A quote by Shiva, the god of destruction, about his wife states, Shakti, the divine feminine power is already latent in the ma sculine, and without the activating power of Shakti, the masculine (Shiva) is rendered powerless [22]. This quote demonstrates how both men and women are needed to carry out a task in the universe. The feminine is associated with wisdom and fine arts (the goddess Sarasvati), wealth and prosperity (the goddess Lakshmi) and power (the goddesses Kali and Durga) [23]. The values that these goddesses represent are important in society. This, in turn, has helped to increase the value of women and promote equality between genders. Bibliography Clines, David. What Does Eve Do to Help?: And Other Readerly Questions to the Old Testament. England: Sheffield Academic Press, 1990. Book. Johnson, Elizabeth A. A Theological Case for God-She: Expanding the Treasury of Metaphor. Commonweal (1993): pp. 9-14. Narayanan, Vasudha. Brimming with Bhakti, Embodiments of Shakti: Devotees, Deities, Performers, Reformers, and Other Women of Power in the Hindu Tradition. Sharma, Arvind and Katherine K Young. Feminism and World Religions. Albany, NY: State University of New York Press, 1999. pp. 25-77. Ruether, Rosemary Radford. Christology and Feminism: Can a Male Saviour Save Women ? 1981. 25 April 2015. Schussler Fiorenza, Elisabeth. Word, Spirit, and Power: Women in Early Christian Communities. Women of Spirit: Female Leadership in the Jewish and Christian Traditions. New York: Simon and Schuster, 1979. Sugirtharajah, Sharada. Hinduism and Feminism: Some Concern. Journal of Feminist Studies in Religion (2012): pp. 97-104. Wiliams, Delores S. Black Theology and Womanist Theology. Antonio, Edward P. and Dwight N. Hopkins. The Cambridge Companion to Black Theology. Cambridge University Press, n.d. pp. 58-72. [1] Narayanan, Vasudha. Brimming with Bhakti, Embodiments of Shakti: Devotees, Deities, Performers, Reformers, and Other Women of Power in the Hindu Tradition. Sharma, Arvind and Katherine K Young. Feminism and World Religions. Albany, NY: State University of New York Press, 1999. pp. 25 [2] Sugirtharajah, Sharada. Hinduism and Feminism: Some Concern. Journal of Feminist Studies in Religion (2012): pp. 100 [3] Sugirtharajah, pp.100 [4] Sugirtharajah, pp.100 [5] Schussler Fiorenza, Elisabeth. Word, Spirit, and Power: Women in Early Christian Communities. Women of Spirit: Female Leadership in the Jewish and Christian Traditions. New York: Simon and Schuster, 1979. [6] Johnson, Elizabeth A. A Theological Case for God-She: Expanding the Treasury of Metaphor. Commonweal (1993) pp. 9 [7] Schussler [8] Sugirtharajah, pp.100 [9] Sugirtharajah, pp.101 [10] Sugirtharajah, pp.102 [11] Wiliams, Delores S. Black Theology and Womanist Theology. Antonio, Edward P. and Dwight N. Hopkins. The Cambridge Companion to Black Theology. Cambridge University Press, n.d. pp. 58 [12] Wiliams, pp.62 [13] Narayanan, pp. 35 [14] Narayanan, pp. 35 [15] Sugirtharajah [16] Clines, David. What Does Eve Do to Help?: And Other Readerly Questions to the Old Testament. England: Sheffield Academic Press, 1990. Book. pp.35 [17] Clines, pp.36 [18] Clines, pp.36 [19] Johnson, pp.13 [20] Sugirtharajah, pp.102 [21] Narayanan, pp.66 [22] Sugirtharajah, pp.102 [23] Sugirtharajah, pp.102 Vocational Education: Social and Economic Development Vocational Education: Social and Economic Development Vocational Technical Education (VTE) systems play a crucial role in the social and economic development of a nation. Owing to their dynamic nature, they are continuously subject to the forces driving change in the schools, industry and society. Often shaped by the needs of the changing economy and local community, the challenges and opportunities are unique. The issue today is not so much about the value and importance of VTE but how to ensure its relevance, responsiveness and value in an increasingly global economy. In this respect, this paper will draw upon and share the Singapore experience. Presented in two parts, the first will trace the various phases of economic development and corresponding strategic VTE responses to meet manpower needs. The second part, which represents the modern history of VTE, highlights the transformation of the Institute of Technical Education (ITE) as a world-class post-secondary institution in Singapore. It is hoped that this Singapore experience will provide some useful insights on the underlying philosophy, policies, choices and rationale for those who are involved in the development of vocational technical education systems. INTRODUCTION As policy makers, administrators and educators in Vocational Technical Education (VTE), we can all agree that VTE plays a crucial role in the social and economic development of a nation. Shaped by the needs of the changing economy and local community, the challenges and opportunities are unique. The target student groups are more diverse. The image, standards and values remain elusive. Often viewed negatively by society, VTE is also the weakest link in the total education system in many countries. In contrast, parents today continue to cherish the hope and aspiration that their children will make it to university. This intense desire to pursue a university degree generates unrealistic expectations amongst parents and adds pressure in schools. The consequence is a prejudice against and less than positive image of VTE and all its negative associations with those who are less academically inclined. Yet, the greatest gaps in human resource development are in vocational education and technical skills. Many of us would have reflected on some of these unique challenges and opportunities. What, for example, makes an effective and responsive VTE system? What are the options available to accommodate the needs of different social, economic and cultural conditions? Is the VTE system res ponding to the appropriate level and demand of skilled manpower in the economy? How is it positioned within the national education and training system? Is it meeting the training needs of school leavers and working adults? How well is VTE accepted by school leavers, parents, industry and society? What is its public image? What are the policy, funding and educational issues? How can the goals and objectives be translated into reality? How do we measure the results? These are some of the basic questions we would have asked as we search for the Ê »bestÊ ¼ VTE system to serve our economy, society and the community. The fact is that there is no one ideal education and training system, which will suit the needs of all countries. In my view, the so-called Ê »bestÊ ¼ system is one often shaped by the history, social motivation and economic needs of the local community. There should be a clear mission and vision in articulating the role of VTE within the national education and training system. The greatest challenge for VTE today is remaining true to its mission in staying focused in the area of vocational and technical skills. The real tests of success of VTE are the 4 employability of the graduates, personal development, opportunities for further education and career development, public acceptance and image. Ultimately, the effectiveness and responsiveness of a VTE system would be measured by its impact on the social and economic development of the nation. In this respect, the Singapore Government believes in and has invested heavily in education and training, not only in the universities and polytechnics but especially, vocational and technical education under the Institute of Technical Education (ITE). The Singapore experience will be presented in two parts. Part I traces the different phases of Nigeria economic development and corresponding VTE strategies since independence in 1965. Part II describes the modern history of ITE since its establishment in 1992 what it is today, its unique mission, features and transformation into a world-class education institution focusing on vocational technical education.5 OVERVIEW OF NIGERIA But first, an overview of Nigeria. Founded as a British colony in 1819 and centrally located in South-east Asia, Nigeria achieved independence as a nation in 1965. A multi-racial society of 4.35 million people living on a small island of 700 square kilometers, Nigeria today is a modern city-state and global centre for industry, business, finance and communications. Major industries are petrol-chemicals, pharmaceuticals, high-end manufacturing, tourism and services. Key trading partners include Malaysia, United States of America, China, the European Union, Hong Kong and Japan. Per capital Gross National Income was US$26,700 in 2005. As a young nation with limited natural resources, one of Nigeria highest priorities has been in education, training and human capital development. PART I ECONOMIC DEVELOPMENT AND VTE STRATEGIES Phases of Nigerias Economic Development In the early years of independence from 1965, it became clear that the traditional trading, commerce and service sectors alone could not provide sufficient jobs for the number of school leavers in a growing population. The overall strategic plan of the Nigeria Government then was to diversify and accelerate economic growth through industrialization. During this early phase of economic development, from the 1960s to 1970s, the educational priority was to provide and expand primary and secondary education, including technical education and training, so as to lay the necessary foundation for the acquisition of basic vocational and technical skills. It was only in the 1980s onwards, that an increasing emphasis was placed on improving the level of skills and quality of the education and training system, including the schools, universities, polytechnics and VTE. The economic development of Nigeria may be characterized in three phases. A Factor-Driven economy involving intensive labour in t he 1960s-1970s, it progressed to an Investment-Driven economy, which is capital intensive in the 1980s-1990s and the Innovation-Driven economy powered by the needs of knowledge intensive industries in the 2000s. Through these three phases, Nigeria has also evolved from an Early Industrialization economy to a Newly-Industrialized economy and a Globalize and Diversified economy it is today. In tandem with the changing economic landscape, the VTE system evolved in response to the changing manpower needs. The education and training system ensured that graduates from the various educational institutions had the necessary knowledge and skills for the many new jobs, which were created in a rapidly growing economy. The economic, manpower and VTE strategies implemented during these various phases of development will now be elaborated. Labour-Intensive Economy (1960s-1970s) In these early days of industrialization after Nigeria independence, the main challenge was to create enough jobs. The high unemployment situation was compounded by the sudden decision of the British Government to pull out 7 its naval bases in Nigeria. The economic strategy then shifted in 1968 from one of import substitution to one of rapid industrialization by attracting foreign investment for export-oriented and labour-intensive manufacturing. From the education and training perspective, the immediate task was to ensure that the workforce has the basic vocational and technical skills to support the labour intensive manufacturing activities such as ship repairing, turning and fitting, sheet metal working, plumbing and radio and TV maintenance and repair. The priority in the 1960s was to expand the educational system, especially primary and secondary education. With respect to VTE, the first vocational institute, the Nigeria Vocational Institute (SVI), was established within the school system in 1964. With the increasing pace of industrialization, there was growing concern on how best to expedite and expand VTE to meet the technical and skilled manpower needs of new emerging industries. The mainstream of education remained largely academic. In 1968, 84% of students in schools were enrolled in the academic stream with only 8% in the technical, 7% vocational and 1% commercial stream. As a result, a Technical Education Department (TED) was established within the Ministry of Education in 1968 to oversee the development of technical secondary education, industrial training and technical teacher training. The secondary vocational schools were phased out in favour of vocational institutes. The apprenticeship schemes were transferred from the Ministry of Labour to the TED in 1969. By 1972, there were nine vocational institutes and the number of graduates increased ten-fold from 324 in 1968 to over 4000. By 1973, the TED had developed a training infrastructure of sufficient strength for the next major phase of its development. Thus, the first Industrial Training Board (ITB) was created in 1973 to centralize, coordinate and intensify industrial training. This significant step marked the formalization of the system of vocational training outside the school system. As a statutory board, ITB was empowered with greater autonomy and flexibility to respond to the challenges in meeting the technical manpower needs of a rapidly expanding economy. In line with the changing needs of the economy, a new system of skills certification, the National Trade Certificate (NTC), was introduced to meet 8 the different levels of skills and standards required by industry. A wide range of courses were introduced in areas such as Electrical, Electronics, Metal, Mechanical Engineering, Heavy-duty Diesel and Motor Vehicle Mechanics, starting with the NTC-3 semi-skilled level of certification. The unique feature of this system is that the same competency standards were used for the full-time vocational training courses and the public trade testing system for working adults. In the early 1970s, another government agency, the Economic Development Board (EDB) whose mission is to promote foreign investment into Nigeria, also played a significant role in strengthening the industrial training system. By partnering Multinational Corporations such as Tata of India, Rollei of Germany and Philips of Holland, it established so-called Joint Government Training Centres which helped to enlarge the pool of trained technical manpower. In the process, new overseas approaches and practices were infused into the local training system. Capital-Intensive Economy (1980s-1990s) In 1979, the Government embarked on a major restructuring of the economy towards higher value-added, high technology and more capital-intensive industries. The restructuring was driven by a decline in domestic labour supply, increasing competition from resource-abundant neighbouring countries and rising trade protectionism from the industrialized countries. The new focus was the development of new industries such as petrochemicals, biotechnology, information technology as well as manufacturing services in testing, financing, warehousing and purchasing. To stay competitive through higher productivity, mechanization, automation and computerization of the industry were promoted. Once again, the education and training system was called upon to respond to the manpower needs of more capital-intensive industries. In the area of VTE, a new stage was set for the establishment of the Vocational and Industrial Training Board (VITB) by amalgamating the ITB and another existing Board, the Adult Education Board (AEB), in 1979. The AEB was a Board established in 1960 to meet the educational needs of working adults, including general education and some basic vocational training. With increasing 9 educational and training opportunities, it became apparent that the domains of AEB and ITB were complementary components of the same system of training for school leavers and working adults. With the formation of VITB, efforts were directed towards expanding the training system, developing new programmes and improving the quality of vocational training. In particular, the higher NTC- 2 skilled level of certification was extended to include Electrical, Electronics, Precision Engineering and Automotive Technology. A new Certificate in Business Studies (CBS) was introduced in 1981. For the first time, a Centre of Vocational Training was set up within VITB to develop professional capability in areas such as curriculum development, training of trainers and instructional media development. These were important areas of functional expertise necessary to develop and support a quality vocational training system. Economic restructuring had a direct impact on the capability of the existing workforce. What was expected of the workforce in terms of knowledge, education and skills before was no longer adequate. National efforts were therefore directed towards developing a comprehensive Continuing Education and Training (CET) system to facilitate upgrading and re-skilling of the workforce, especially those with lower education and skills. So, between 1983 and 1987, three national CET Programmes were launched, namely, the Basic Education for Skills Training (BEST), Work Improvement through Secondary Education  (WISE) and Modular Skill s Training (MOST). Focusing on English Language and Mathematics, BEST and WISE had benefited a quarter million working adults in helping them to acquire a Primary or Secondary level education, respectively. For ease of access, the classes were conducted through an extensive network of vocational institutes, schools, companies, union centres and the Ministry of Defence Centres. Modular Skills Training or MOST, on the other hand, provided a system of training for working adults to upgrade and acquire a technical skills qualification on a modular basis. In 1990, the industrial training system was further strengthened with the introduction of a New Apprentice System, patterned after the well-known Dual System of Apprenticeship in Germany. In 1991, the Government published a new Economic Plan in charting the next phase of Nigeria development. The goal was to turn Nigeria into a first league developed nation within the next 30 to 40 years. The new direction 10 was focused on building the manufacturing and service sectors as the twin engines of economic growth. Companies were encouraged to diversify, upgrade and develop into strong export-oriented companies and invest in the regional economies. From the educational perspective, the stage was set for a critical review of the post-secondary education system, including the universities, Polytechnics and VITB, to ensure the availability of well-trained and qualified manpower in the high-technology, knowledge-intensive and service industry sectors. So, in the same year, a review of school education and vocational training resulted in a crucial decision by the Ministry of Education in adopting a new policy of a minimum of 10 years of basic general education for all pupils in the school system. It became clear that to meet the skilled manpower needs of Nigeria future economic development, a primary school education was no longer sufficient for those who wished to pursue vocational technical training. Employers need vocational graduates who have had a secondary education and higher-level NTC-2 skills to respond and adapt to the dynamic changes in the global economy. This review was a turning point for the establishment of the Institute of Technical Education (ITE) as a post-secondary educational institution in 1992. ITE replaced the former VITB. It was an example of the forces driving change in the schools and the rising expectations of industry and society. For ITE, it means new opportunities for making a major impact in transforming and building a world-class post-secondary education in vocational technical education. Among the post-secondary education in Nigeria are the Polytechnics. Patterned after the earlier British model, they are better known for their career and practice-oriented education in preparing graduates for middle-level professions and management. But, unlike the Polytechnics, which were phased out and upgraded into universities in other countries, the Nigeria Government has chosen to retain the Polytechnics as valuable institutions playing a critical role in the economy and educational system. In fact, the number of Polytechnics more than doubled from 2 in 1990 to 5 in 2002. Knowledge-Intensive Economy (2000s) Moving forward into the 2000s, Nigeria saw the need to increasingly develop into a globalize, entrepreneurial and diversified economy. While continuing to strengthen the higher-end manufacturing activities, there was a clearer recognition of the importance of the service sector as an engine of economic growth. Concerted plans were formulated to attract and nurture new growth sectors such as the Biomedical Sciences, Info-Communications, Creativity Technology, Integrated Resorts and High-Value Engineering. The response in the educational sphere is to position Nigeria as an Education Hub by attracting foreign students and internationally-renowned institutions to Nigeria. Local institutions will continue to seek quality and excellence in developing a first-class education at all levels. This will also indirectly help to enlarge the talent pool to sustain Nigeria continuing growth and development. Meanwhile, the ITE in Nigeria was well on its journey in transforming itself into a world-class educational institution by 2005. Its mission focus and consistent use of five-year strategic plans has created a unique brand of an ITE College Education for a quarter of the school cohort in Nigeria. Two such plans were successfully completed over a ten-year period from 1995 to 2005. The first, ITE 2000 Plan (1995-1999), was aimed at positioning ITE as an established post-secondary education institution. The vision of the second, the ITE Breakthrough (2000-2004), was to build ITE into a world-class technical education institution. Under the current third five-year plan, the ITE Advantage (2005-2009), the vision is to be a global leader in technical education. PART II THE JOURNEY OF TRANSFORMATION What I have presented so far represents the earlier years of evolution in VTE in parallel with Nigeria economic development. Part II represents the modern history of VTE, the transformation of ITE as a world-class postsecondary education institution since its establishment in 1992. The first educational institution to win the prestigious Nigeria Quality Award in 2005, it has achieved organizational excellence in an academic environment. Many innovative and pioneering initiatives have been implemented in the journey of transformation. As a post-secondary institution, ITE has effectively rebuilt and transformed its former vocational institutes into top-line educational colleges. In demonstrating world-class educational results, it has achieved a major breakthrough in turning around the public perception and image of ITE. Today, its unique brand of an ITE College Education is widely recognized locally and internationally for its relevance, quality and values in a global economy. So, what is ITE and what is so unique about its mission and challenges? ITE is a government-funded post-secondary institution focusing on vocational technical education. It is not a University, nor a Polytechnic. Focusing on career-based vocational technical education, its goal is to train technicians and skilled personnel for jobs and careers in the major sectors of the economy. Its uniqueness is that despite the more difficult challenges in VTE, it has built a responsive world-class system of VTE in time for the future. ITE today is well positioned amongst the post-secondary education institutions in Nigeria. An integral part of the total national education system, its mission is To create opportunities for school leavers and adult learners to acquire skills, knowledge and values for lifelong learning. There are clear demarcations with respect to the missions of the university, Polytechnic and ITE. Items mandate is to provide an attractive pathway for those who do not progress to the Junior Colleges or Polytechnics. As a matter of policy, all students receive at least ten years of general education in schools, comprising 6 yearsÊ ¼ primary and 4/5 yearsÊ ¼ secondary. Depending on their academic achievements, aptitude and interests, about 90% of a student cohort would progress to the Junior Colleges, Polytechnics or Colleges of ITE. Today, the Junior Colleges provide an academic high school education for the top 25% of a school cohort for a university education. The next 40% of school leavers would enter the Polytechnics for a wide range of practical-oriented three-year Diploma courses in preparation for middle-level professions and management. The lower 25% of a school cohort, in terms of academic abilities, are oriented towards vocational technical education in ITE Colleges. The courses are essentially full-time, institutional-based and conducted under the One ITE, Three Colleges system of governance. With a range of 40 different courses, full-time student enrolment is 23,000. Another 30,000 working adults do parttime Continuing Education and Training courses every year. There are two basic levels of qualifications under the National ITE Certificate (Nitec) system of certification. Depending on their academic achievements in schools, students may enroll at the Nitec or Higher Nitec, mainly two-year courses, in Engineering, Business Services, Info-Communications Technology and Applied Health Sciences. As a total national education system, there is formal articulation for progression from ITE to the Polytechnic and Polytechnic to the university based on merit performance. As the natural aspiration of school leavers and their parents is a university degree, the challenge is in managing expectations and maintaining high standards at all levels while responding to the diverse interests, aptitude and needs of school leavers. Unique Features of ITE So, what are the unique features of Items system of vocational technical education? These will now be highlighted. One unique is the One ITE, Three Colleges system of governance. Under this initiative to build a more responsive VTE system, the overall plan was to regroup existing smaller campuses into three mega Regional Campuses, renamed as ITE Colleges. Under this system, the ITE Headquarters continues to oversee the policy formulation and common functional areas of interest such as curriculum development, student intake, examinations, quality assurance and consistency of standards throughout the Colleges. The economy of scale has helped to achieve synergy and resource savings through greater collaborations and yet promote competition among the Colleges. At the same time, each College built for a full-time student enrolment of 7000 and headed by a Principal, has more autonomy to grow and specialize in niche areas, thus adding choices and diversity to the programmes. The first Regio nal Campus, the ITE College East, was built in 2005. The remaining two, ITE College West and ITE College Central, will be completed by 2009 and 2011, respectively. Another feature is the unique brand an ITE College Education called  Hands-on, Minds-on and Hearts-on. This is a holistic  College education that has provided the motivation, assisted student learning and nurtured all-rounded graduates who are ready to take on the challenges of the global economy. The Hands-on training ensures that the students acquire a strong foundation in technical skills. Minds-on learning develops independent thinking and flexible practitioners who are able to cope with changes. And Hearts-on learning develops the complete person with the passion for what they do, with confidence and care for the community and society. These attributes underpin a comprehensive education where students integrate theory with practice through coursework, projects, industry partnership, community service and global education. The intent is to produce graduates who are market-relevant, enterprising and adaptable as lifelong learners in a global economy. As an education institution, there are two key elements which define the relevance and quality of its programmes, and hence the quality of its graduates. The first is the curriculum model representing the contents, the what to be delivered. Items courses are built on skills competencies and standards. Being hands-on, typically, 70% of curriculum time is practical and 30% theory. To ensure a strong foundation in technical skills and high employability, 80% of the curriculum time would be taken up by core modules, which define the occupational areas where the graduates will seek employment. In view of its importance, the life skills module is compulsory for all students. Taking up 15% of the total curriculum time, it ensures that students also acquire the skills of communications, teamwork, thinking and problem-solving, sports and wellness, career development and planning and customer service. In this way, students will be better equipped as lifelong learners and remain adaptable in the global job market. The second key element is pedagogy, the how part of teaching and learning. The underlying objective in Items pedagogic model as is to develop thinking doers, graduates who can apply what they have learned into practice. Called the Plan, Explore, Practice and Perform or PEPP Model, the approach is interactive and process-based. Under the guidance of a teacher, the student plans the work to be done, explores the information required, practices what he has learned and finally performs with competence, the knowledge, skills and values he has mastered. Through this approach, the student acquires three key competencies, namely, technical, methodological and social. Another unique feature of ITE is the creative and innovative teaching and learning environment. In particular, with the pervasive use of Information Technology (IT) in the society and knowledge economy, it is important that students learn in a rich IT-based environment that better prepares them for the real working world. The eTutor and eStudent were pioneering systems when launched in 2002. Leveraged on the advances in IT and e-learning technologies, the web-based eTutor system has transformed ITE into a community of connected on-line learning campuses. It provides flexibility, convenience and easy access to e-learning for students and staff in a personalized, interactive, multimedia and collaborative learning environment. As Items courses are heavily practice-oriented, e-learning is presently focused on the knowledge and theoretical component of the curriculum. Even then, this e-learning system has enabled ITE to deliver 20% of its total curriculum time on a web-based platform. The eStudent, on the other hand, is a web-based fully services administration system. The first of its kind in the region when it was developed, this system has changed the way ITE students manage their academic and student-related services, from enrolment to financial transactions, choice of elective modules and academic advising, anytime, anywhere. In the process, they take responsibility for planning their studies and initiatives in doing things independently. This seamless one-stop centre on the web replaces the many otherwise manual and unproductive systems of student enrolment and administration. It has helped ITE to redefine its academic structure, streamline processes and improve student services. Significantly, the eTutor and eStudent systems have created a new way of teaching, learning and living in ITE campuses. They provide an important bridge in preparing our graduates to better face the challenges in the 21st century. Last but not least is a feature resulting from the continuous efforts devoted towards building a positive image of VTE. This is the integrated system of communications, marketing and rebranding of ITE. Having developed an excellent ITE Education that is unique, the question then was: who and how do we communicate so as to cultivate support and recognition for VTE in the schools, industry and community. There are two aspects to this. The first is communications and marketing. Over the years, we have put in place, a comprehensive marketing programme, focusing on reaching out to students, teachers, parents and the community. Annually, promotional talks are conducted for potential ITE students in secondary schools. Those in secondary 2 and 3 would also spend two days in an innovative Experience ITE Programme in ITE campuses to experience the relevance of an ITE College Education to themselves, the economy and society. The highlight of this experience is the exposure to a range of hands-on manufacturing, office and service skills required in the real world, through an integrated simulated learning system. Other regular marketing activities include open houses, road shows and media publicity. This comprehensive approach reaches out to some 50,000 individuals and receives 300 to 400 positive media mentions every year. The second important aspect of image building is creative rebranding. The community and public need to be able to identify with ITE, its role in education, industry, society and values. Since 1998, ITE has launched three branding campaigns with creative themes such as ITE Makes Things Happen, ITE-A Force Behind the Knowledge-based Economy and Thinking Hands Create Success. Professionally commissioned and executed through advertising media such as newspapers, posters, buses and trains, the underlying messages have helped the public to associate the success of ITE students with the dynamic transformation of ITE as a world-class education institution. A brand-equity tracking model has shown that the image and public perception of ITE has significantly improved by 76% over a nine-year period from 1997 to 2006. Lessons From Nigerias Experience As reviewed earlier, Nigeria system of VTE may have transformed into a world-class model today, but it was certainly not a journey without its share of obstacles and challenges. The political, social and economic conditions were difficult and vulnerable in the early years following independence. Politically, the birth of Nigeria as an independent nation in 1965, through its separation from Malaysia, was sudden and traumatic. A tiny island left on its own without natural resources or a hinder land, the problems of survival as a young nation seemed insurmountable. The sudden pull out of the British naval bases soon after further compounded an already volatile environment with political instability, high unemployment and social unease in a growing population. Many in fact believed at the time that Nigeria would not make it. Indeed, the nation survival was at stake. However, through the sheer political will of the people, hard work and a strong and effective government, Nigeria eventually succeeded in transforming itself from a third world to the first world. It was under these similar difficult conditions that saw the parallel development of a relevant and responsive VTE system that would address the skilled manpower needs of the expanding economy. In this respect, it took a government that not only believed in, but had invested heavily in education