Application of Quality and Systems Management

Application of Quality and Systems Management Strategic Quality and Systems Management (SQSM) Understanding and application of quality and systems management in an organization Preface Company profile Grundfos Pumps Ltd (GPL) is wholly owned subsidiary company of Grundfos Holding A/S Denmark. GPL is a sales and marketing company covering the UK, founded in 1964 as the 2nd sales company to be setup outside Denmark. GPL today is a leader company of supply pumps and pumps systems for domestic, commercial building services and industrial applications. In 2012 the turnover was  £142m which achieved by 140 staff who are all engaged in supporting sales covering all UK by the main office which located at Leighton Buzzard and another five regional sales offices. Grundfos purpose statement: â€Å"Grundfos is a global leader in advanced pump solutions and a trendsetter in water technology. We contribute to global sustainability by pioneering technologies that improve quality of life for people and care for the plant† Market share research, showing that GPL are very strong in the domestic applications sales as they have 72% of the whole market in addition to commercial application. In 2009 GPL addresses the question â€Å"how can we become a  £200m business by 2020?† this question was setup as a long term strategic target. 1.1 Explain the importance of effective operations management in achieving organizational objectives (A.C 1-1) Market opportunities, economy and efficiency of conversion operations are the main goals of each organization. Operations management as a part of the organization system has own objectives which should align with the organization strategic plan and objectives. Operations Management objectives can be categorized into (1) customer service and (2) resource utilization which are fully integrated. Generally customer satisfaction is the most important and key objective of the operation management, this leads the organization to utilize their resources for the satisfaction of customers. So operating system shall provide either product or services to a specification which can satisfy the customers in terms of timing and cost to achieve the primary satisfaction. GPL employ a team of fully dedicated staff who interface with customer, either face to face or telephone basis, taking in the consideration sales and marketing is the core of the operating system. 1.2 Evaluate the success of existing operations management processes in meeting an organisation’s overall strategic management objectives. (A.C 1-2) The fully dedicated staff are consider the heart of success and their feedback feed information to the company via the line / regional managers to address any issue in the quarterly meeting. Grundfos production and supply chain companies such as ; GBW,GDS,PGF and Hillage are primary supplier to GPL , in other term , GPL maintain an approved supplier list and agreements are held for these supplier to assure the continuity and avoiding risks in term of time and cost. GPL has regular meeting with GBW and the other supplier to review the products and to develop them against the market requirements and competitor offerings. GPL is being able to provide solutions for large commercial applications on a project basis , that was complying with the unsettled condition during economic crises in 2007/2008 in addition to the ability of supplying energy efficient options which align with GPL sustainably strategy . 2.1 Explain the importance of effective quality management in achieving organisational objectives. (A.C 2-1) Business success extent how the organization can produce a higher quality product and service than the other compotators with a competitive price .Quality is the key to GPL success as it shall increase and continue with the higher percentage of the sales in the commercial and domestic application, and they are focusing to increase their share in the industrial waste water market as they currently have 7% of the market share. GPL is a new comer to the industrial waste water market which considers a potential significant growth in this market. To exploit that, they need to develop their consulting capabilities to be reflected on their delivery and projects. 2.2 Evaluate the success of existing quality management processes in meeting an organisation’s overall strategic management objectives. (A.C 2-2) GPL has used UK award entry to benchmark their selves in the local and broader business communities, by technological developments and promote environmental issues. They have some significant success such as BPMA PIA (Pump Industry Award), BSS (Customer- Most improved supplier) and Green Apple (environmental) award in addition to ISO9001 ISO 14001 to comply successfully with the standards. Chart 2-2-1 showing that the main strategic target to achieve  £200m sales by 2020 might be setup according to the slightly linear curve for the planned sales growth in all market sectors. This required all sectors to remain focussed and monitoring their gaols against a set of KPIs. To be in line the plan to achieve the required results, continuous monitoring and taking the required actions as a corrective or preventive action needs to be taken if there is any deviation on the plan. 3.1 Plan a strategic quality change to improve organisational performance. (A.C 3-1) Quality is a major part of GPL operating system and considers one of the main needs to achieve the strategic goal which become a  £200m business by 2020; GPL’s quality system showing continues improvement among the last 10 years which align with their business growth. Some of the EFQM Excellence Model’s criteria planned to be implemented as a short term plan for one year, and to evaluate the required resources tools and systems to implement all the model’s criteria within the next upcoming two years. EFQM Excellence Model is a practical framework that enables the organization to: Asses where they are on the path to excellence, and helping them to understand their key strength and potential caps. Provide a common vocabulary (Excellence language) and way of thinking about the organization that facilitate the effective communication of ideas. Integrate existing and planned initiatives, removing duplication and identifying gaps. Provide a basic structure for the organization’s management system. The main target of implementing the EFQM Excellence Model is to achieve and sustain outstanding levels of performance that meet or exceed the expectation of all GPL’s stockholder. Two of nine of the EFQM Model’s criteria were chosen and adjusted at the first stage of implementing the EFQM model in GPL: Strategy criterion: GPL to implement its mission and vision by developing a stockholder focused strategy, policies, objectives and plans by the following: Understanding the needs of stakeholder; by gathering stakeholder’s needs and expectations of stakeholder as an input to the strategy development process. Identify and analyse the external indicators such as economic and market trends. Analyse the operational performance trends to understand the current and potential capabilities and identify where development is needed. Compare and benchmark their performance to evaluate their strengths and areas of improvement. Select clear goals and objectives which align with the market opportunities. People criterion: GPL to value its people and create a culture that allows the mutuality beneficial achievements, developing the capability of people and promote fairness and equality by the following: Define clearly the people level of performance which required achieving the strategic goals. Align people plans with the strategic goals. Develop people’s skills and competencies to ensure their future mobility and employability. Understand the communication needs of their people and use a proper tools and strategies to maintain that. 3.2 Define resources, tools and systems to support business processes in a strategic quality change. (A.C 3-2) Resources, tools and systems required to implement the setup plan by applying some of the EFQM Excellence Model’s criteria are very limited as GPL has own quality system and resources. Additional resources, tools and systems listed below: Well known EFQM quality specialist (from the existing team, to get EFQM training). Market economic researcher (from the existing team or can be newly hired). HR specialist (from the existing team). Scoring sheet. Analysis and trend program (Microsoft Excel can be used). Training Calendar for all employees. Site visit Calendar for top management and EFQM specialist. Audit program. Training program which align with the strategic targets 3.3 Evaluate the wider implications of planned strategic quality change in an organization. (A.C3-3) Two criteria were selected to be implemented as a short term plan, to be the start of implementing the EFQM Excellence Model. To support GPL achieve their strategic goal, to become a  £200M business by 2020. Strategy and people criteria selected to be implemented to help GPL to be on the track of achieving the target and to find out any gaps or potential threat. People as explained before are the core and the engine of GPL business; the plan was setup to assure that they are aligned with GPL strategy goals and to achieve their satisfaction. 3.4 Design systems to monitor the implementation of a strategic quality change in an organisation. (A.C 3-4) Scoring sheet for each criterion designed to evaluate the success of implementation, to follow up and take the required correction preventive action as the following: Zero to 11: require an immediate corrective action and recovery plan. 12 to 23: require a motivation and preventive action in addition to recovery plan. 24 to 28: result to be populated and participants to be honoured. 4.1 Implement a strategic quality change in an organisation. (A.C 4 -1) Strategy criterion: The management team determine the market and product sales strategies, targets and goals. Each director summaries this in a â€Å"Market Signals† report for their business area, incorporating feedback from the UK market. Bi-annually, input is gathered from group management in form of a target letter. This letter includes broad sales and cost targets that drive GPL’s overall business objectives. The board of directors meets quarterly with GPL to review the direction and plan the strategy going forward. Company goals are communicated at the company conference and published via their internal communication system. Each division develops their own strategy map to translate these objectives into specific actions. Based on the strategy map, annual plans and budget, GPL develop a set of KPIs as a tool to be used to review their progress against their goals. People criterion: Bi-annual survey, managed globally by Grundfos Group, which is completed by individuals anonymously. Themes include: employees satisfaction, motivation, loyalty, personal development and pay terms. It also asks for opinions on management, daily work and colleague relationship. According to the defined strategic, GPL determine the skills competencies required to achieve these goals. The assessment from the Employee Development Dialogue (EDD) enables them to identify the gaps between the current and required skills and ensure appropriate training is available, either from the Grundfos Academy or another parties. EDD completed annually in the form of 1:1 meeting with the line manager, with a mid-year review to check the progress, topics discussed are performance evaluation, target development, skills gap analysis and training needs. GPL use different channels to communicate with their employees, including direct discussion, INSITE, the annual conference, the work council, meetings and notice boards. All employees are eligible for either individual bonuses or team reward. The bonuses are based on their performance against objectives. 4.2 Embed a quality culture in an organisation to ensure continuous monitoring and development. (A.C 4-2) The board directors consider the plan of the quality change as a part of the strategic plan, and the result of implementation and monitoring were included in their quarterly meeting agenda to endorse all employees to achieve the target of the plan. 4.3 Monitor the implementation of a strategic quality change in an organization. (A.C 4-3) Site visits and assessment of the planned criteria show that GPL hasn’t benchmarked and compared their performance with the compotators, while they covered all the planed objectives under the people criterion. 5.1 Evaluate the outcomes of a strategic quality change in an organization. (A.C 5 – 1) As a final evaluation, results of the assessment considered as a tracker to the strategic goal and guarantee that the operation management system align with the planned objectives. That helps the top management to evaluate the business trend to keep GPL on the track to become a â€Å" £200M business†. 5.2 Recommend areas for improvement to a strategic quality change that align with organisational objectives. (A.C 5-2) Continue with monitoring and controlling the implemented criteria. Plan, implement and monitor of implementation all the EFQM Model’s criteria to sustain the outstanding level of performance and reinforce a culture of excellence of GPL’s people References Kumar, S Suresh, N. (2009) Operation Management. New Age International, New Delhi. Pekar,P. (1995) Total Quality System: Guiding Principles for Application. ASTM, Philadelphia. Arab British Academy for Higher Education (2015), academic website (online) available from: http://www.abahe.co.uk/business-administration/Quality-Management-Systems.pdf (accessed on 15th Feb 2015) Case Study, Grundfos Pumps Ltd. (2013). EFQM Publications, Brussels. EFQM Excellence Model. (2013). EFQM publications, Brussels.

The Pearl Book Report Essay -- essays research papers

Subject: It ´s a story about good luck and bad luck in a poor fisherman ´s life. The setting of the story is located in the southernmost part of California , in Mexico , near the town La Paz. It is the story of a fisherman who found a pearl beyond price , the Pearl of the World. With the pearl, he hoped to buy peace and happiness for himself, his wife and their little son. Instead he found that peace and happiness are not to be purchased. They are, themselves, pearls beyond price. The most important persons:    Kino: a young fisherman and pearl diver, very poor, wanted to give his wife and child new clothes, good food, a new house etc. So he had to find a big pearl, a giant pearl. He had to find it soon. He was strong and his black hair hung over his brown forehead. His eyes were warm and fierce and bright and his moustache was thin and coarse. Juana: Kino ´s young wife.She had dark eyes and she was always looking at him when he awakened. She was a patient, fragile wife- but Kino often wondered at the iron will in his fragile wife. She was obedient, respectful, cheerful and patient, she could arch her back in child pain with hardly a cry. She could stand fatigue and hunger almost better than Kino himself. In the canoe she was like a strong man. She always took Coyotito out of his hanging box and cleaned him and hammocked him in her shawl in a loop that placed him close to her breast. She sang softly an ancient song that had only three notes though endless variety of interval. Coyotito: their baby -son , slept in a hanging box , was stung by a scorpion one morning. Juan Toma's: Kino ´s brother Apolonia: His fat wife. They both had four children. The doctor: he never came to the cluster of brush houses. Why should he, when he had more than he could do to take care of the rich people who lived in the stone and plaster houses of the town. He was stout, his voice was hoarse with the fat that pressed on his throat. His eyes rested in puffy little hammocks of flesh and his mouth drooped with discontent. He had a red watered silk dressing gown that had come from Paris, a silver tray, a silver chocolate pot, etc. The furnitures in his room were heavy and dark and gloomy. He had religious pictures hanging in his house, and a photograph of his dead wife.    Plot synopsis: The fisherman Kino lived with his ... ...ana and Kino reached La Paz, all people were present. Kino took the pearl in his hand, drew back his arm and flung the pearl with all his might. They saw the little splash in the distance. When the pearl sank down to the bottom, the music of the pearl disappeared in Kino ´s head.    Ideas, opinions and comments: If this story is a parable, perhaps everyone takes his own meaning from it and reads his own life into it. In the town of the fishermen they tell the story of the pearl, they tell of Kino,of his wife and of the baby, Coyotito. And because the story has been told so often, it has taken root in every man ´s mind. It ´s the story of a great pearl, how it was found and how it was lost again. All retold tales are in people ´s hearts, like this one. And there are only good and bad things and black and white things and good and evil things and there is no in-between anywhere. Being a pearl fisher in former days, was a hard and dangerous trade. Day after day, Kino went out in his boat, weighted himself around the waist with a big rock, and went down to the bottom of the sea, where the pearls were hidden. It was a trade which allowed a man only a few short years. The Pearl Book Report Essay -- essays research papers Subject: It ´s a story about good luck and bad luck in a poor fisherman ´s life. The setting of the story is located in the southernmost part of California , in Mexico , near the town La Paz. It is the story of a fisherman who found a pearl beyond price , the Pearl of the World. With the pearl, he hoped to buy peace and happiness for himself, his wife and their little son. Instead he found that peace and happiness are not to be purchased. They are, themselves, pearls beyond price. The most important persons:    Kino: a young fisherman and pearl diver, very poor, wanted to give his wife and child new clothes, good food, a new house etc. So he had to find a big pearl, a giant pearl. He had to find it soon. He was strong and his black hair hung over his brown forehead. His eyes were warm and fierce and bright and his moustache was thin and coarse. Juana: Kino ´s young wife.She had dark eyes and she was always looking at him when he awakened. She was a patient, fragile wife- but Kino often wondered at the iron will in his fragile wife. She was obedient, respectful, cheerful and patient, she could arch her back in child pain with hardly a cry. She could stand fatigue and hunger almost better than Kino himself. In the canoe she was like a strong man. She always took Coyotito out of his hanging box and cleaned him and hammocked him in her shawl in a loop that placed him close to her breast. She sang softly an ancient song that had only three notes though endless variety of interval. Coyotito: their baby -son , slept in a hanging box , was stung by a scorpion one morning. Juan Toma's: Kino ´s brother Apolonia: His fat wife. They both had four children. The doctor: he never came to the cluster of brush houses. Why should he, when he had more than he could do to take care of the rich people who lived in the stone and plaster houses of the town. He was stout, his voice was hoarse with the fat that pressed on his throat. His eyes rested in puffy little hammocks of flesh and his mouth drooped with discontent. He had a red watered silk dressing gown that had come from Paris, a silver tray, a silver chocolate pot, etc. The furnitures in his room were heavy and dark and gloomy. He had religious pictures hanging in his house, and a photograph of his dead wife.    Plot synopsis: The fisherman Kino lived with his ... ...ana and Kino reached La Paz, all people were present. Kino took the pearl in his hand, drew back his arm and flung the pearl with all his might. They saw the little splash in the distance. When the pearl sank down to the bottom, the music of the pearl disappeared in Kino ´s head.    Ideas, opinions and comments: If this story is a parable, perhaps everyone takes his own meaning from it and reads his own life into it. In the town of the fishermen they tell the story of the pearl, they tell of Kino,of his wife and of the baby, Coyotito. And because the story has been told so often, it has taken root in every man ´s mind. It ´s the story of a great pearl, how it was found and how it was lost again. All retold tales are in people ´s hearts, like this one. And there are only good and bad things and black and white things and good and evil things and there is no in-between anywhere. Being a pearl fisher in former days, was a hard and dangerous trade. Day after day, Kino went out in his boat, weighted himself around the waist with a big rock, and went down to the bottom of the sea, where the pearls were hidden. It was a trade which allowed a man only a few short years.

Micromax Info Essay

Regd. Office: 21/14, Naraina Industrial Area, New Delhi-110028. CODE OF CONDUCT FOR DIRECTORS, SENIOR MANAGEMENT, OFFICERS AND EMPLOYEES OF MICROMAX INFORMATICS LTD. MICROMAX INFORMATICS LIMITED is committed to conducting its business in accordance with the applicable laws, rules and regulations and with highest standards of business ethics. This code is intended to provide guidance and help in recognizing and dealing with ethical issues, provide mechanisms to report unethical conduct, and to help foster a culture of honesty and accountability. Each Director, senior manager, officer and employee is expected to comply with the letter and spirit of this code. The Directors, senior management, officers and employees of the Company must not only comply with applicable laws, rules and regulations but should also promote honest and ethical conduct of the business. They must abide by the policies and procedures that govern the conduct of the Company’s business. Their responsibilities include helping to create and maintain a culture of high ethical standards and commitment to compliance, and to maintain a work environment that encourages the stakeholders to raise concerns to the attention of the management. A present, overall, contents of this Code are in practice, being already followed by the Directors and the Senior Management, however, in compliance with the new Clause 49 of the listing agreement, the Code as set out below, is to take effect from the date, when approved by the Board in its meeting 1. APPLICABILITY: The Code is applicable to all the members of the Board of Directors, Senior Management, Officers and employees of the Company. Senior Management shall include all executives holding the positions of Director (Non-Board Member/s), Sr. Manager, Managers, Asst. Managers and all head of the departments excluding Board of Directors. Such personnel shall hereinafter be treated as members of its core management team. 2. DILIGENCE: The Directors, senior management, officers and employees are to exercise due diligence in attending to their respective duties and obligations in the best interest of the Company. 3. CONFLICTS OF INTEREST: The Directors, senior management, officers and employees should be scrupulous  in avoiding ‘conflicts of interest’ with the Company. In case there is likely to be a conflict of interest, he/she should make full disclosure of all facts and circumstances thereof to the Board of directors or any Committee / officer nominated for this purpose by the Board and a prior written approval should be obtained. A conflict situation can arise: a. When an employee, officer, senior manager or Director takes action or has interests that may make it difficult to perform his or her work objectively and effectively, b. The receipt of improper personal benefits by a member of his or her family as a result of one’s position in the Company, c. Any outside business activity that detracts an individual’s ability to devote appropriate time and attention to his or her responsibilities with the Company, d. The receipt of non-nominal gifts or excessive entertainment from any person/company with which the Company has current or prospective business dealings, e. Any significant ownership interest in any supplier, customer, development partner or competitor of the Company, f. Any consulting or employment relationship with any supplier, customer, business associate or competitor of the Company. 4. TRANSPARENCY: The Directors and the Senior Management are to ensure that their action/s in the conduct of business are transparent, except where the confidentiality of the business requires otherwise. Such transparency shall be brought through appropriate policies, procedures, and maintaining supporting and proper records. 5. FAIR DEALING: Each director, member of core management team, officer, and employee should deal fairly with customers, suppliers, competitors, and employees of group companies. They should not take unfair advantage of anyone through manipulation, concealment, abuse of confidential, proprietary or trade secret information, misrepresentation of material facts, or any other unfair dealing-practices. 6. HONEST AND ETHICAL CONDUCT: The Directors, senior management, officers and employees shall act in accordance with the highest standards of personal and professional integrity, honesty and ethical conduct not only on Company’s premises and  offsite but also at company sponsored business, social events as well as any places. They shall act and conduct free from fraud and deception. Their conduct shall conform to the best-accepted professional standards of conduct. 7. CORPORATE OPPORTUNITIES: Directors, senior management, officers and employees owe a duty to the Company to advance its legitimate interests when the opportunity to do so arises. Directors, senior management, officers, and employees are expressly prohibited from: a. Taking for themselves personally, opportunities that are discovered through the use of Company’s property, information, or position, b. Competing directly with the business of the Company or with any business that the Company is considering. Using Company’s property, information, or position for personal gain. If the Company has finally decided not to pursue an opportunity that relates to the Company’s business activity, he/she may pursue such activity only after disclosing the same to the Board of directors or the nominated person/committee. 8. BUSINESS INTEGRITY: The Directors and the Senior Management are to ensure that the Company carries out its business as per accepted practices of business integrity, ethical standards, fair play and conduct, honestly, legitimately and as a fair competitor. 9. WORK PLACE: The Directors and the Senior Management are to ensure that there is gender friendly work place, equal opportunities are given to men and women, and there exists good employment practices. 1 0. QUALITY OF PRODUCTS/SERVICES: The Directors and the Senior Management are to endeavor that the products / services of the Company meet the accepted standards of quality including that of ISO 9001 and any other standard/s, and also the specifications of the legal authorities/laws so that customer satisfaction is ensured. Moreover costs are kept reasonable. 11. PROTECTION AND PROPER USE OF COMPANY’S ASSETS: The Directors and the Senior Management are to ensure to protect Company’s assets and property and the same should be used only for legitimate business  purposes. 12. CONFIDENTIALITY: The Directors, Senior Management, Officers and Employees shall maintain the confidentiality of confidential information of the Company or that of any customer, supplier or business associate of the Company to which Company has a duty to maintain confidentiality, except when disclosure is authorized or legally mandated. The Confidential information includes all non-public information (including private, proprietary, and other) that might be of use to competitors or harmful to the Company or its associates. The use of confidential information for his/her own advantage or profit is also prohibited. 13. COMPLIANCE WITH LAWS, RULES, AND REGULATIONS: T he Directors, senior management, officers and employees shall comply with all applicable laws, rules, and regulations. Transactions, directly or indirectly, involving securities of the Company should not be undertaken without pre-clearance from the Company’s compliance officer/Company Secretary. Any Director, member of core management team, officer or employee who is unfamiliar or uncertain about the legal rules involving Company business conducted by him/her should consult the legal department of the Company before taking any action that may jeopardize the Company or that individual. 14. RELATIONSHIP WITH CUSTOMERS AND SUPPLIERS: The Directors and the Senior Management are to endeavor that their dealings with the customers are given due importance, value is created and relationship of trust is built. In dealing with suppliers it should be the endeavor that supplies are based on need, quality, service, price, and appropriate terms and conditions. 15. SHAREHOLDERS: The Directors and the Senior Management are to ensure that the rights of shareholders are met as per law and good corporate practices, and all efforts are made to provide best services to them. 16. COMMUNITY ACTIVITIES: The Directors and the Senior Management are to endeavor that the Company be a trusted corporate citizen and, as an integral part of the Society, fulfills its responsibilities and duties to the societies and communities in which it  operates. 17. CODE OF ETHICS FOR CHIEF FINANCE OFFICER: Honesty, integrity and sound judgment of the senior financial officers is fundamental for the success and reputation of Action Construction Equipment Limited. The professional and ethical conduct of the senior financial officers is essential to the proper functioning of the Company. The senior finance officers as well as Directors of the Company shall be bound by the following code of ethics: 1. Act with honesty and integrity, including the ethical handling of actual or apparent conflicts of interest between personal, financial and professional relationships, 2. Make full, fair, accurate, timely, and understandable disclosure in reports and documents that the Company files with, or submits or makes periodically, to the shareholders, government authorities, and to the public, 3. Comply with governmental laws, rules, notifications and regulations applicable to the Company’s business, 4. Disclose to the Board or any committee/officer designated by the Board for this purpose, any material transaction or relationship that reasonably could be expected to give rise to any violations of the code including actual or apparent conflicts with the interests of the company, 5. Promote prompt reporting of violations of the Code of Ethics to the Board of Directors or any person/committee designated for this purpose, as may be necessary, 6. Respect the confidentiality of information acquired in the course of employment unless legally obliged to disclose and ensure that no such confidential information is used for personal advantage/benefit, 7. Maintain the skills necessary and relevant to the Company’s needs, 8. Act in good faith, responsibility, with due care, competence and diligence without misrepresenting material facts, 9. Refrain from any inappropriate or undue influence of any kind in all dealings with independent auditors, and avoid any actual or apparent conflicts with analysts, 10. Achieve responsible use of and control over all assets and resources employed or entrusted to them, 11. Promote ethical and honest behavior within the Company and its associates, Chief Finance Officer should adhere to both the code of business conduct and the code of ethics of the Company. Violation of the code of ethics will lead to appropriate disciplinary action including dismissal from the services of the Company any  deviation/waiver from this code can only be affected on the sole and absolute discretionary authority of the Board or any person/committee designated by the Board for this purpose. 18. INTERPRETATION OF CODE: Any question or interpretation under this Code of Ethics and Business Conduct will be handled by the Board or any person /committee authorized by the Board of the Company. The Board of Directors or any designated person/committee has the authority to waive compliance with this Code of business conduct for any Director, member of core management team, officer or employee of the Company. The person-seeking waiver of this Code shall make full disclosure of the particular circumstances to the Board or the designated person/ committee 19. COMPLIANCE WITH THE CODE OF CONDUCT: Compliance with this Code of Conduct is an obligation. The Directors and the Senior Management are to ensure that this Code is communicated to, and understood and observed by all employees. The Directors and the Senior Management shall affirm compliance with the Code, on an annual basis. The Board expects employees to bring to their attention, or to that of Senior Management, any breach or suspected breach of this Code. Compliance with this Code is subject to the review by the Board and complemented by the Audit Committee of the Board. Any modification/s, amendment/s, or review of this Code shall be done by the Board.

Chapter Of Manifesto Of The Communist Party Essay

â€Å"The history of all hitherto existing society is the history of class struggles† (Mark 344). This is the famous sentence with which Karl Marx begins the first chapter of Manifesto of the Communist Party, by using the word class this would imply ordering people into societal groups. Karl Marx was referring to economic class, however, society can be grouped into many different classes, such as, economic standing, gender, or race. Each provides an interesting view on how different values have shaped history as is currently viewed. If viewed through the struggles of economic oppression, similar to how Karl Marx did, the major conflict is centralized within the relationship of each class to the means of production. However, Kate Millett and Charles Mills would argue that economic class is meaningless in political society, as Mills would argue that race is the most important, while Millett would say that gender is important. Regardless of the viewpoint that history is taken thr ough Marx, Mills, and Millett would concur that the various classes need to be broken down in order to create a peaceful society. While divisions amongst the various societal classes creates oppression, it is in this oppression that society through the introduction of laws or the evolution of a society’s values, and these changes can be witnessed from where society was when Marx wrote in the mid-nineteenth century, and Mills and Millett’s writings towards the end of the twentieth century. The largestShow MoreRelatedKarl Marx Essay922 Words   |  4 Pageseconomist during the 1800s. Marx has his own economic theory, called Marxism. Marx, a radical Communist ideas and philosophies played important roles int the forming of Communist nations during the twentieth century. Marx’s ideas would and have influenced the course of history. Even today, well past his death his philosophies and ideas are still talked about. Marx’s ideas are captured in his book the Com munist manifesto. Communism is â€Å"a theory or system of social organization  based on the holding of allRead MoreCommunist Manifesto : Understanding Today s World1429 Words   |  6 PagesCommunist Manifesto in Understanding Today’s World Introduction What is Communism? How has Communism shaped the today’s world as it is? Is Communist Manifesto still applicable in the current world? Karl Marx and Fredrich Engels published the Communist Manifesto in 1848, and the manifesto had a great influence on the world history that the world would be a different place if the manifesto would not have been published. In this paper, I will summarize the arguments made in the manifesto to help theRead MoreThe Communist Manifesto By Karl Marx And Friedrich Engels835 Words   |  4 Pages The Communist Manifesto is written by Karl Marx and Friedrich Engels which was published by a group of German born revolutionary socialists known as the Communist League. The main idea in this book is define the goals and theory of Communism. It explains how classes affect one another as well. This book consists of four different chapters which display Marx’s approach on Communism in different circumstances. This book is about Marx’s perspective on Communism, its effects, how it is criticized,Read MoreCommunism Created By Karl Marx And Friedrich Engels799 Words   |  4 Pagesin the Young Hegelian movement he became an editor for Rheinische Zeitung powerful liberal newspaper. After some controversial articles by Marx the Prussian government shut it down. He then went to France. During his time in France he became a communist and set down his views in a series of writings known as the Economic and Philosophical Manuscripts (1844), which remained unpublished until the 1 930s. (Kreis, 2000). The writings explained his disdain for capitalism, and how he thought communismRead MoreAnalysis Of Communist Manifesto By Karl Marx804 Words   |  4 Pagesbeginning of Communist Manifesto by listing out the relationships of social classes: â€Å"Freeman and slave, patrician and plebeian, lord and serf, guild-master and journeyman, in a word, oppressor and oppressed†¦Ã¢â‚¬  (Marx 14). With these social ranks came forth the Bourgeoisie and Proletariat. The Bourgeoisie being the greedy, money grabbing upper class and the Proletariat being the working middle class. As all the European powers allied together to get rid of communism Karl Marx wrote this Manifesto to dispelRead MoreCommunism: A Theory Or System Of Social Organization Based1597 Words   |  7 Pagescommunity as a whole or to the state (Dictionary.com). Communism is the ideology that abolishes all private property, and claims to abolish all social classes. The Communist Manifesto was a publica tion written by Karl Marx and Frederick Engels in 1847 and published in 1848. It was written to provide the platform of the Communist Party. Their intention in writing it was to convince all the people that composed the proletariat class that Communism was the way to govern a nation. Communism would benefitRead MoreDialectical Journal Michael Chang The Communist Manifesto 1422 Words   |  6 Pages Dialectical Journal Michael Chang The Communist Manifesto by. Karl Marx, Friedrich Engels Text Date Response The Manifesto begins with Marx quoting, the history of all hitherto existing society is the history of class struggles. Marx describes these classes as two entities; The bourgeoisie as the rich capitalists, and the proletariats, who were the working class. In societies of past, the oppressor and oppressed are in constant opposition to each other. This fight can be obvious or sublimeRead MoreThe Manifesto Of The Communist Party Essay1526 Words   |  7 PagesIntroduction: The Manifesto of the Communist party is a book written in 1847, by a group of radical workers part the â€Å"Communist League.† Including the radical workers, the group comprised of Karl Marx, and Friedrich Engels. They met in London to write a manifesto on their behalf, which would be famously known as the Communist Manifesto. Marx was the principle author, while Engels was mainly focused on editing and assisting. The Communist Manifesto was originally published in London in 1848. TheRead MoreAdam Smith And Karl Marx : Foundations Of American Expo1821 Words   |  8 Pagesoften associated with the ideas and principles of the political economic system known as Capitalism. At the other end of the spectrum is Karl Marx; the German philosopher most often associated with Communism and the author (or co-author) of The Communist Manifesto. This paper seeks to discuss the core differences in their respective political economic philosophies with regards to what economic value is and what the role of government should be in their versions of political economy. This will concludeRead MoreAdam Smith and Karl Marx Essay2053 Words   |  9 Pagesassociated with the ideas and principles of the political economic system known as Capitalism. At the other end of the spectrum is Karl Marx; the German philosopher most often associated with Communism and the author (or co-author) of The Communist Manifesto. This paper seeks to discuss the core differences in their respective political economic philosophies with regards to what economic value is and what the role of government should be in their versions of political economy. This will conclude