General Characteristics Of Construction Project Manager Construction Essay

General Characteristics Of Construction Project Manager Construction Essay This report comprehensively discusses about involvement of a Construction Project Manager; describing how to manage a proposed housing Development Complex project through proper construction management techniques. This proposed high rise building complex comprised with twenty storied; luxury housing apartments and six basements to accommodate as car parking area, Multipurpose room, Swimming Pool, Supermarket and required utility services such as storage water tank from main supply, water distribution system and Sewerage System. This Housing Development project will be constructed at Colombo-07 adjoining Park Road. Project investor is a wealthy Sri-Lankan Businessman. Presently, I am appointed in this project as a Construction Project Manger. Clients has emphasized me his objectives, to obtain a maximum turnover of the project, implementing Proper Construction Management System. My responsibility is doing so; to archive the project goals in terms of time, Quality, Cost, Safety and Environmental Sustainability as I have conveyed all the way through this report. I have identified significant project management key measures, to use through overall project, such as construction planning and choice of construction technology and Construction methods influence the selected planning, as well as programming and control methods, schedules and progress control using relative software packages available, and also identified key risk elements in this construction project. MAIN BODY Definition about construction project manager The construction project manager is a responsible person to handle overall construction of projects from start to finish. And his duty will be act as the representative of the employer as well as additional consultation to the overall project for the successful initiation, planning, execution and closure of a project. General characteristics of Construction Project Manager Construction project managers engage with particular management activities for mange construction projects in proper way, hence they have the specialize knowledge for project planning, directing, coordinating and budgeting process. As examples for construction project; Commercial building, Industrial building, Roads bridges, Water treatment plants, Schools hospitals, also particular civil engineering works etc. Further common features can be described as; Supervise and coordinate entire project activities or some part of the project until end of the project. Programming; Scheduling and coordinate all design and construction process. When required specialize trade contractors, select and hire them according to the requirements of the project. Project designs, specifications, contact documents and agreement, Construction Project Manger should supervise them very clearly. Always keep well coordination with project owner, architect, engineers, and with other stakeholders directly who are involved in project. Educational Background Generally they are degree holders or relevant reputed qualifications in field of civil engineering, construction management or construction science, also with adequate experience, some of them are appointed obtaining from supervisor level with particular experiences and they have improved their knowledge studying some specific associates degree program such as, project control and development, site planning, design, construction methods/ construction materials, value analysis etc. Most of universities offer master degree programs for upgrade their knowledge as well. As other qualifications, ability of flexible and clear decision for mange and resolve problems, also good understand about engineering drawings and very familiar to operate computer softwares, as well as talent, good communication skill, leadership skill, good relationship with relevant parties, Construction Project Manager Responsibilities: Significant responsibilities and duties are; Observe construction land and study feasibility studies to get understand what type of land required for the project. Prepare master program to the overall project and agree with the employer. Execute a key role in project planning, budgeting, and identification of resources required. Form the teams, developing the objectives, goals of each and allocate individual responsibilities. Managing budget, team expenses and minimizing exposure and risk in the project Manage/ monitor the construction activities progress according to schedule. Keep well communicate with the contractors and Co-ordinate with all parties which involved in the project Financial advice to the employer and cost control. Monitor strictly budgetary guidelines, quality and safety standards. Periodic inspection of construction sites. Manage the progress meeting and kick off meeting as required Obtaining all necessary permits and licenses Preparations for handover process in respect of agreed master program. There are some specific qualitative attributes in project management roles such as capability to plan and organize a team effort, well client management and kindness building ability, ability to motivate, guide and increase morale of the teams, successful time management and logical decision-making skill, ability to handle work force, physical and mental fitness, physically powerful focus on quality. Specific Duties of a Construction Manager As specific duties, CPMs handle multitude tasks, determining and review that what are the necessary to give prior for finish at the beginning. In a large scale project, generally divide several activities segments such as site preparation, including clearing and excavation of the land, installing sewage systems, and landscaping and road construction; building construction, including laying foundations and erecting the structural framework, floors, walls, and roofs; and building systems, including protecting against fire and installing electrical, plumbing, air-conditioning, and heating systems. Construction managers may be in charge of one or several of these activities. Construction managers must also inspect and review the construction project on a periodic basis to ensure compliance with safety code and building code regulations. What is a Construction Project? A Construction project is a temporary endeavor to create an inimitable product or service. Construction Projects generally include constraints and risks concerning cost, schedule or performance outcome. Every project has a start and an end. The end of a project is defined by the successful complete of the product or service. There are specific traits that all projects have in common. The most distinguishing feature is a specific time frame. Projects must have a clear, definitive objective and activities tasks. Those are planning, organizing, Control and closure tasks and the resources and execution that is the focus of project management. Key Characteristics of Projects: Unique solution. Project boundaries. One-time effort, usually requiring specified resources. Specified start and end dates. Understand of reached the end of the project. What is the Construction Project Management Process? According to the PM4DEV Project Management for Development Organizations, noted in it, Project management is a process of leading a team of capable people in planning and implementing a series of related activities that need to be accomplished on a specific date with a limited budget. Because of its nature, coordinating all these activities requires a process approach. This management process specially consists of some specific functions such as, Project initiation, Planning, organizing, controlling and managing resources to complete a construction project successfully within on time, cost and quality. The construction project management process need the direct individual, the project manager, to oversee the construction schedule, the allocation of personnel and equipment and the projects budget. General functions of construction project management usually include the following Project objectives and plans; (including definition of scope, scheduling, budgeting, setting performance requirements) Maximizing resource efficiency through procurement of labor, materials and equipment. Implementing various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process. Developing effective communications and mechanisms for resolving conflicts The Project manger is the overall responsible person to direct the construction project management process. Also Project manager is the specific professional in the field of project management. Hence project manager has the ultimate responsibility such as, planning, execution and successful completion of the project. A significant component of the construction project management process is maintenance the project on schedule and within the estimated budget as well, to achieve these goals, Further concerning Project management process can be described as follows; Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, and quality and participation satisfaction. (Refer to Figure 2-1) Figure 2-1:Â   Basic Ingredients in Project Management Specific Benefits of Construction Project Management Process There are few specific benefits of Construction Project Management process, these benefits are very essential for the project success. Preferable efficiency in delivering services Improved/increased/enhanced customer satisfaction Enhanced effectiveness in delivering services Improved growth and development within your team Greater standing and competitive edge Opportunities to expand your services Better Flexibility Increased risk assessment Increase in Quality Increase in Quantity When execute the essential project management strategies, Construction Project Manager Intention will focus to reach the desired goals within specific time and cost, Quality. The Top 10 Benefits of Project Management Essential Factors of Project Management Process Generally Construction projects have specific factors for contribute of project success or project fail. Each factors directly effect with other factors in order for a project to be successful. Those are as follows; Project Team and Team Motivation Project Manager Project Planning Avoiding Scope Creep: Risk Management: Project Closure: Read more: Factors for Project Success | eHow.com http://www.ehow.com/list_7495173_factors-project-success.html#ixzz26WXLGm8N Eight Key Factors to Ensuring Project Success Author: Duncan Haughey, Version 1.0, project smart.com .UK http://www.pmhut.com/project-management-role-and-responsibilities Project Management Roles and Responsibilities Particularly strong project management skills are very essential to deliver the project successful of project goal. Hence project management process has combined a set of skills and techniques committed under following tasks. Integrate planning and conduct modify control Define and manage the scope of the project Prepare a budget and manage costs Prepare and track schedules Ensure that the right resources are allocated to the project Manage contracts and vendors and procure project resources Facilitate team and external communications Facilitate the risk management process Also document and monitor the teams quality management process makes the final decision on the issue by transitioning into the role of decision leader to enable the project to continue. Hence above roles and responsibilities should be covered within the project management process as well. Project Management Process According to the PM4DEV, Project Management for Development Organizations, as noted in it, There are nine significant management processes under Construction Project Management to be implemented within role of the project manager. The nine project management processes are: Scope Management Schedule Management Budget Management Quality Management Team Management Stakeholder Management Information Management Risk management Contract Management Above management process have divided into two groups: Enabling processes Facilitating processes This management process phases are interrelated with entire project life cycle. Below given graphic chat will shows management process interrelationship with project lifecycle. Enabling Process Project Life Cycle Facilitating processes Figure 4.1 Project Management Processes and Phases Enabling Processes In the construction management process enabling process include with project scope, schedule, budget and quality. Hence these are should enable to direct some specific objectives of the project and for project success within on time, cost, quality. Scope Management In Construction project management process; Scope management is very critical for project success. Also project scope is the way to illustrate the boundaries of the project. Hence project manager should awareness concerning the scope of the project. Therefore project manager be able to co-ordinate with designers to get update and control the project scope and also acknowledge of project team, as well as the contractors about scope of the work accordingly and should monitor and control work executions too. Further about scope management by below given graphic chart will explain briefly; Schedule Management Schedule management is the development of a project schedule that includes all project activities, hence project manager has to stick on starting and completion dates of each trade packages as programmed, and management team also has to monitor progress of construction and forecast the completion date accordingly. If completion date is not matching the master program, control process is required. As example; assumed some work element unable to complete as programmed due to less progressing or late in starting. If so, it will affect to other work sections too and will delay accordingly. Therefore project manager should advice to allocate additional resources to accelerate the delayed work section to complete it as pre programmed. Budget Management Budget management process is required to ensure the project is completed within the estimated budget. Hence this is the vital responsibility of the Construction Project Manager to handle and complete the project within allocated budget of the project. As well as monitor and control the cost of project at both pre post contract stages are also important part of this management process. Cost Controlling Cost controlling system is critical process of the cost management process, to run the project without commercial backlog. (Refer to Chat 1.02) Chart 1.02 Cost controlling and cost management system Pre contract cost management Generally preliminary budget estimate is prepared based on the clients intended budget and also concerning separate trade packages. As well as Cost plan (elemental analysis), Cost check, Tender reconciliation process also important activities for the cost controlling under pre contract stage. Post contract cost management BCIS slandered form is followed (Elemental Standard Form of Cost Analysis Principles, Instructions, Elements and Definitions 4th Edition) to prepare elementary cost analysis method and gaudiness. Further detail herein for cost control, using S- curve methods; (Refer to Chart 1.03) Chart 1.03 Cost control S-Curve (Programmed) Referring to the above diagram; it shows expenditure and income occurred. This is being monitored regularly, to avoid the cost overrun. . Quality Management Quality management is the process to ensure that the project will satisfy the needs of the beneficiaries. Hence project manager has to monitor and control the quality of work and devlpolp the quality paln. also he has to allocate experienced project coordinator to advice force the contractor to maintain the quality of work. Each work element should be approved by a qualified quality controller or an Engineer prior to handover. Also he has to check the quality of materials and should be strict to the contractor to use standard materials for construction as specified in drawings and specification to maintain the quality of work. Hence all materials should be approved by a quality controlling team prior to use for construction. Some of the most important quality tools are; Plan-Do-Check-Act Cycle, Fishbone Diagram, Pareto Chart, Scatter Diagram, Decision Matrix, Flowchart, Stratification, Control Chart, Histogram, Brainstorming, Tree Diagram etc. http://theconstructor.org/constrution/project-quality-management-in-construction/292/ Facilitating processes This process includes with some specific function such as, Team, stakeholder, information, risk, and contract management, these are facilitating for assist and make possible for the project to achieve its objectives. Team Management Team management is a techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal, there are few critical factors for success of the team management process, identify the roles responsibilities, reporting relationships and getting the people that will be allocate to the project, develop the team. As well as team evaluation is very important part to identify the staff performance and their skill level and required improvement. Stakeholder Management Stakeholder management include stakeholder identify, analysis, planning and communication. Project stakeholders are very important people for the project success, hence project manager has to mange them in proper way, because of all of them interest to the project success. As example donors, beneficiaries, local government organizations, partners or organizations are the stakeholders of construction project. As well as managing them keeping good relationship between stakeholders and project. Information Management Risk Management Identification of possible risks in advance is important and major responsibility of the Construction manager. The project management team will be able to take necessary actions to avoid or minimize the risks by identifying them early. Safety of work, Economic matters, Weather conditions, political matters etc also includes in risk management. Hence it is important to take insurances for the construction, material on site, employees; third party etc. Contract Management Safety of Work Safety of work is very important at the site to avoid delays in construction. Hence all employees should educate about safety matters and should provide safety equipments, safety wears etc to employees. Required safety instructions should be display on public notice boards. Fire fighting equipments such as fire extinguishers, water, sand, hose real etc should install at site and well trained fire preventing team also should be there. First AID boxes, clinics, Ambulance etc also should available at the site. Problem Solving Identify problems arise from trade contractors is essential to take necessary actions as required to avoid unnecessary delays. As example; Suspended ceiling contractor has to coordinate with MEP contractors to identify his requirements such as voids at ceiling to fix diffusers at the ceiling. Also design problems, practical problems should solve immediately as soon as those arise by using communicating, coordinating and negotiating techniques with related parties Closing and Handover the Project Final inspection should carry out by the Construction Project Manager after completion of constructions of the project. He must re-check all approval for quality of work, testing and commissioning reports, scope verification etc. Then the project is ready to hand over to the client. All related claims, cost proposals and Final payment application etc should be finalized on time.

Global Strategy and Local Needs in the Luxury Car Market Essay

1 Introduction Since the 1980’s researchers have been trying to understand what globalization is and how competitive advantage can be gained out of it. This study will look at this movement with a critical eye and reflect whether or not it is sometimes better to give local needs priority in management decisions. The purpose of this study is to analyse whether the â€Å"Global strategy, but local needs† assumption leads to success. The objective is to provide scientific evidence for this strategy, analyse different organizations’ strategies and provide a possible recommendation for the best practice. Globalization is a driver of luxury 1 but it is not the best solution to apply this approach in all strategic decisions. This paper will not only look at this strategic approach in general, but will try to focus in specific on the luxury car market. The luxury segment is a fascinating subject for scientific research, because it still provides possibilities for relatively fundamental research within its niche. 2 Although there is considerable literature about specific brands, there is a lack of systematic and scholarly work that â€Å"analyses the luxury car phenomenon itself. † 3 The importance of this segment has also been emphasized in Sergio Marchionne’s recent speech to the shareholders (appendix 7. 2). The CEO of the Fiat S. p. a and of the Chrysler Group LLC underlined that his strategy for the future of the Group is located in the premium4 car production. 5 The motivation of this paper therefore is to analyse the challenge Maserati will have to address and to arrive to some practicable conclusions. 1 Cf. Kapferer/Bastien 2012, p. 12. 2 Cf. Heine 2012, p. 6. 3 Cf. Berger 2001, p. 160. 4. Expression intentionally quoted to illustrate a later explained statement 5 Cf. Fiat S. p. a. 2012b. Definition and terminology 1. 1 2 Methodology The findings of this project are derived from primary, secondary and tertiary sources of information. The tertiary source was mainly the catalogue of the Deutsche Nationalbibliothek in Frankfurt. Another important part of the data collection contributed the Internet. Most data has been found with the search engine google. com and scholar. google. com and the homepages of the relative brands mentioned in the project. The biggest part of the project’s information was taken out of secondary sources such as textbooks, newspapers and specific literature. Finally, the annual reports of 2011 of selected brands have been consulted. 2 Definition and terminology 2. 1 Strategy â€Å"†¦ Strategy in corporate practice is an integrated concept with the objective of ensuring long-term survival in active interaction with the competition †¦Ã¢â‚¬ 6 In today’s everyday changing business environment all companies are forced to reassess their strategies, their structures and their processes regularly. But the answers to every strategic and organizational challenge is varying among industries. 7 Therefore first a summary of different general strategic alternatives will be presented. Afterwards a detailed analysis of the characteristic strategy in the luxury car market will be developed. 2. 2 Global or Local Strategy In this chapter both terms global and local strategy should be defined. Moreover the strategic challenge of a business to decide between both strategies should be analysed. 6 Cf. Kotler/Berger/Bickhoff 2010, p. 12. 7 Cf. Bartlett/ Ghoshal 1990, p. 17. Definition and terminology 3 Businesses have been international since ancient times and at its beginnings international business had simply the form of exporting and importing. Any business that carries out some of its activities across national boundaries can be defined as an international business. 8 In the 70s and 80s keywords as standardization, rationalization and centralization marked the new tendency towards globalization. 9 Globalization is a term that emerged in the 1980s/90s10 and that has become a buzzword in the 1990s. 11 Originally globalization was only an economic phenomenon that described the integration and merger of national economies, and the development of communication and production of knowledge, transportation and migration. 12 Today the extent to which the organization’s activities are spread across geographical regions has become a major consideration in the implementation of an organizations strategy. 13 A global strategy is the tendency of a company to a consistent strategy and adaptation to local circumstances become redundant. Global organizations gain competitive advantage overcoming national and continental boundaries. Therefore it was a widely held belief that there was the risk that the globalization would overrun all regional and national differences. 14 Though today we have evidence that there is no â€Å"global village† and that regional and national differences cannot be so easily neglected. On the contrary the majority of the apparently global organizations use local differences to gain competitive advantage. 15 Therefore numerous literature and research on the counter-rotating trend to globalization, the so-called localization, can be found. Localization in general means the adaptation to or consideration of local market conditions. Most of the research concluded that the two apparently contrary concepts do not mutually exclude but depend on one another: â€Å"Globalization can mean the reinforcement of 8 Cf. Campbell/Stonehouse/Houston 2002, p. 255. 9 Cf. Bartlett/Ghoshal 1990, p. 36. 10 Cf. Lohmeier 2008, p. 9. 11 Cf. Rohm 2010, p. 4. 12 Cf. Lohmeier 2008, p. 9. 13 Cf. Campbell/Stonehouse/Houston 2002, p. 254. 14 Cf. Lohmeier 2008, p. 10 15 Cf. Lohmeier 2008, p. 58. 4 Definition and terminology or go together with localism as in ‘Think globally, act locally’†¦Ã¢â‚¬  16 . Numerous literatures even deduce a new concept called â€Å"Glocalization. † Glocal strategies are strategies that provide evidence to global and local players, to respond advantageous and purposeful to globalization. They should assist global players to localize their activities where worthwhile and show ways and means to local players to make use of the global area respectively – in both cases without abandoning their global or local character. 17 2. 3 Bartlett’s and Ghoshal’s model According to Bartlett and Ghoshal there are three traditional strategic directions a company can follow. Tab. 1: The three strategic directions 18 Multinational Global International Strong local presence Cost reduction through Usage of knowledge and through respect of national centralized but worldwide competences of the HQ needs oriented activities through worldwide diffusion and adaptation 2. 4 The multinational organization The multinational organization according to Bartlett and Ghoshal is the archetype of the organization. At the beginning of the 1900th century this was the most diffused organizational model. As shown in figure 1 in the multinational organizational model the HQ is at the centre with many decentralized, interdependent and autonomous branches surrounding it. The specific needs of the local markets are encouraged and therefore they are able to react to local needs. Historically this organizational model was the one of many European companies that expanded into foreign countries. Several of these companies originally where family owned companies. Processes were based on personal relationship and 16 Cf. Pieterse 1995, p. 49 zitiert nach Lohmeier 2008,p. 53. 17 Cf. Lohmeier 2008, p. 64. 18 Cf. Bartlett/ Ghoshal 1990, p. 32. 5 Definition and terminology informal contacts rather than formal structures and systems. Therefore only elementary financial control was necessary. 19 Branch Decentralized federation: Many key assets, responsibilities and decisions are decentralized Branch Branch HQ Branch Personal control: Informal HQ – subsidiary relationship, simple financial control Branch Multinational mentality: Management considers overseas operations as portfolio of interdependant business. Branch Figure 1: Multinational organization 20 2. 4. 1 The international organization This organizational model has similarities to the multinational organization. However as shown in figure 2 the branches are more dependent on the transfer of information and knowledge from the HQ. The objective of this kind of organization is to transfer knowledge and competences in aspects such as technology or marketing to underdeveloped foreign branches. The national branches can adapt products or strategies, while the HQ determines innovation and processes. In comparison to the multinational organization model there is more systematization and control. According to Bartlett and Ghoshal the international organization model had its breakthrough in the post-war period. The international organizational model is the model for the typical American Management culture of empowerment and delegation. 19 Cf. Bartlett/Ghosal 1990, p. 73. 20 Cf. Bartlett/Ghosal 1990, p. 74. 6 Definition and terminology Branch Branch Coordinated federation: Many assets, resources, responsibilities and decisions are decentralized but controlled by HQ Branch Branch HQ International mentality: Management considers overseas operations as appendix to a central domestic corporation Branch Administrative control: formal management planningand control systems allow higher HQ-subsidiary linkage. Branch Figure 2: International organization 21 2. 4. 2 The global organization Global companies develop their products and strategies considering only one equal worldwide market. Product development, production and marketing strategies remain centralized. 22 As shown in figure 3 the most important characteristics of the classical global organization have HQs that are a centralized hub that severely controls the branches and a management-mentality that views the world as one economic entity. The main feature is the centralization of assets, resources and competences. The function of branches is reduced to sales and services. In some cases financial competitive advantage is gained outsourcing the production sites abroad. Compared to the multinational and international organizations the branches in global organizations have less power to develop or modify new products and strategies. Managers in global organization, especially those located in HQ, often are more concentrated on the global market and consider the market to be equal worldwide. They have no comprehension of the local needs because there is no exchange of information between HQ and the national branches. 23 21 Cf. Bartlett/Ghoshal 1990, p 77. 22 Cf. Bartlett/Ghosal 1990, p. 31. 23 Cf. Bartlett/Ghoshal 1990, p. 75 f. 7 Definition and terminology Internationalization pioneers like Henry Ford build up their production plant according to this model and the Japanese started their offensive in the 70s and 80s with this model. 24 Normally global organizations first where very successful in their home market and used this success then to expand internationally. 25 Branch Branch Centralized hub: Most of the strategic assets, resources, responsibilities and decisions centralized Branch HQ. Branch Operational control: Tight control of decisions, resources and information through HQ Branch Global mentality: Management considers overseas operations as channels for the supply to a unified global market Branch Figure 3: Global organization 26 2. 4. 3 The transnational strategy Bartlett and Ghoshal claim that the traditional directions do note lead to adequate results anymore. Global and international organizations look out for a centralized answer to a worldwide market opportunity. Multinational companies search local solutions. Therefore Bartlett and Ghoshal developed the assumption for a new approach to solve the challenge of increased competitive and changing environment: The transnational strategy. 27 Companies nowadays can only survive in the competitive environment if they succeed in developing simultaneously worldwide competitiveness, multinational 24 Cf. Bartlett/Ghoshal 1990, p. 75. 25 Cf. Bartlett/Ghoshal 1990, p. 31. 26 Cf. Bartlett/Ghoshal 1990, p. 77. 27 Cf. Bartlett/Ghoshal 1990, p. 33 and p. 90. Definition and terminology 8 flexibility and global learning capabilities. These are the main elements of the transnational model. 28. The transnational model is a symbiosis or rather compromise of the other three traditional strategic directions. It combines both kind of competitive advantages: Because the affiliations are seen as strategic partners they can better respond to local needs and global synergies can be positive side effects. In the transnational model local markets are respected, and the proximity to the market is mainly an instrument to react more flexibly on a global scale. 29 The distinction between multinational and transnational companies is the amount to which the HQs are directly involved in the management of the branches. While a transnational company often has a strategic centre that manages to a high degree all the global operations a multinational company does not coordinate directly its foreign activities but rather considers the branches as interdependent business. The transnational organization acknowledges that there are certain resources and competences such as finance or research and development that are better centralized in the HQ while other resources are more advantageous to be decentralized in the markets to spread the competences on a global level. 30 2. 5 The Luxury Concept and Definition. The concept of luxury is known since ancient times. Lucullus, a roman senator who was famous in the ancient Rome for his marvellous evening events and his love for beauty, delicacies and sensorial pleasures, can be considered inventor of the luxury concept. 31 Chevalier and Mazzalovo provide a definition as follows: A luxury brand is selective and exclusive and provides an additional creative and emotional value for the consumer. It is a brand that is giving the desirable attribute of being scarce, sophisticated and in good taste. It also has a slightly understated and aristocratic attribute. 32 28 Cf. Bartlett/Ghoshal 1990, p. 33. 29 Cf. Bartlett/Ghoshal 1990, p. 84 30 Cf. Bartlett/Ghoshal 1990, p. 84. 31 Cf. Heine 2012, p. 2. 32 Cf. Chevalier/Mazzalovo 2008, p. viii Definition and terminology 9 According to Kapferer and Bastien a luxury brand can be defined by six criteria:33 †¢ An extremely hedonistic experience or product †¢ The price is exceedingly higher compared to the functional value †¢ Tied to a tradition, exclusive expertise and culture ascribed to the brand †¢ Accessible only through controlled and restrained distribution †¢ Obtainable with tailored supplementary services. †¢ Indicating a social representation, making the holder or beneficiary feel special and privileged 2. 6 Luxury versus premium car market The concept of luxury is represented in numerous sectors of activities 34. In this study we will look into more details of the specifics of the automobiles luxury sector. According to Chevalier and Mazzalovo luxury automobiles are â€Å"those cars that consumer perceive as being very special and different from the others. †35 It is necessary to differentiate between the concept of luxury and the concept of premium. The term luxury vehicle suggests a vehicle with a higher quality equipment, better performance, particularly precise construction, comfort, higher design, technologically innovative, and features that transfer an image, brand, status or prestige. Often the image is strongly related to the country of origin of the product. Premium products are upper-range branded products with an increased price without the emotional characteristics like hedonism or myth. „Upper premium brands remain comparative, whereas luxury is superlative. â€Å"36 Suitable examples for this difference can be found in the car industry. While an Audi A6 or A8 are super-premium cars because of the excellent usage value they provide, an Aston Martin or a Lamborghini are luxury cars because of their rarity and the prestige of the name. 37 33 Cf. Kapferer/Bastien 2012, p. 47. 34 Sectors of activities of luxury: Ready-to-wear cloth, jewelry and watches, perfumes and cosmetics, fashion accessories, wines and spirits, automobiles, hotels, tourism and private banking. 35 Cf. Chevalier/Mazzalovo 2008, p. x. 36 Cf. Kapferer/Bastien 2012, p. 43f. ; Cf. Kapferer/Bastien 2012, p. 53. 37 Cf. Kapferer/Bastien 2012, p. 53. 10 Strategic examples One historic management error that underlines the difference between luxury and premium is the Jaguar case. When Ford acquired Jaguar in 1989 they invested a lot in technology and training of the Jaguar employees. Thanks to common platforms with Ford they tried to sell small Jaguars. But this strategy seriously damaged the image of Jaguar and loosing the feeling of exclusivity they lost the luxury status. 38 3 Strategic examples In this chapter the before described theoretic information should be put together into a strategic framework. The strategic examples that will be considered are the most successful competitors of Maserati in terms unit sales: Porsche, Audi, Mercedes and BMW (figure 4). The first step was to obtain an overview of the structure of these companies and to identify their dependencies among each other and with other organizations (appendix 7. 3). The second step was to identify certain characteristics of these organizations and to put them into a framework developed to identify their degree of globalization or localization (appendix 7. 4). Based on this information a picture of their strategic directions has been deduced (appendix 7. 5). Bentley 2,57% Audi 6,56% Maserati 1,81% Jaguar 3,06% Maserati Market 2012 Aston Martin 1,74% Ferrari 1,26% Lexus 0,09% Porsche 48,43% BMW 12,23% Mercedes-Benz 22,25% Figure 4 The Maserati market in Germany in 2012 (market shares) 38 Cf. Kapferer/Bastien 2012, p. 51. 39 Management Services Helwig Smitt GmbH, Hofgeismar. 39 Strategic examples 3. 1 11 Daimler AG Gottlieb Daimler and Carl Benz invented the automobile in 1886. 40 Today the Daimler Group integrates different car manufacturers such as Mercedes-Benz, Smart and Maybach. Cooperating with various organizations worldwide it has converted from a mainly domestically oriented exporting company to a globally operating one. The company is now well established not only in Europe but also in Brazil and Argentina and has established joint ventures also in China. 41 However for the Daimler Group â€Å"the cultural inertia has been difficult to overcome, and global pretensions and traditional German attachments form a contradictory and unstable mix. †42 Therefore it is difficult to classify the group to Bartlett and Ghoshals model. The Daimler AG is rather a combination between the multinational and the global organization. Mercedes-Benz being historically strongly connected to its German roots has a centralized HQ, but at the same time its business units have been made self-responsible profit centres and procurement of materials is globally coordinated for each group of materials. Furthermore this has been intensified through local settlement of direct production, more consultancies and engineering in the branches, and also some development tasks located outside Germany. 43. Daimler is relocating its production sites into emerging markets, as for example the recently opened site in Hungary. This trend can be underlined by its decreasing production figures in Europe. They are currently reducing their production in Sindelfingen. 44 3. 2 BMW AG The BMW group may be the most German focused of the three companies. It is globalized in its objectives rather than in its activities. 45 Approximately 60% of the production of BMW is still located in Germany (figure 5). However BMW is one of 40 Cf. Daimler AG 2012, p. 4. 41 Cf. Lane 2001, p. 84. 42 Cf. Lane 2001, p. 85 43 Cf. Lane 2011, p. 84f. 44 Cf. Berens 2012, p. 17 45 Cf. Lane 2011, p. 86. 12 Strategic examples the most respected brands in the world. The explanations for BMW’s success are a strong brand character, a stable, family shareholding and a very German business philosophy. 46 It can be deduced that having local roots increases the perceived value of BMW. Producing nearly all its automobiles in Germany customers perceive BMW as an authentic product of German culture. BMW follows the same strategy of keeping the Mini production in England. 47 South Africa, 3,06% China, 5,65% Austria, 5,91% CKD, 2,16% UK, 11,23% US, 15,88% Germany, 56,11% Figure 5: Vehicle production of the BMW Group in the world in 2011 48 Therefore BMW can be classified an international organization according to Bartlett and Ghoshal’s model. BMW’s key competences are centralized but many other competences are decentralized. Thus BMW efficaciously implements the strategy of local assembling and local purchasing in countries with high customs duties on imports such as Russia, Thailand or India. However, under the terms of the distinction between luxury and premium products, the cars assembled in Thailand would not longer be defined as luxury products. They do serve to initiate customers into the brand, who then should develop the desire to purchase a ‘real’ BMW ‘made in Germany’. 49 BMW’s Management Meeting Place is a good example for the acquisition of knowledge in the HQ and then transferring it to the branches. First this discussion platform has been started in Germany and then it was transferred to locations abroad. The fact that this strategy works, and that behind BMW probably stands a 46 Cf. Kapferer/Bastien 2012, p. 67. 47 Cf. Kapferer/Bastien 2012, p. 78. 48 Cf. BMW AG 2012, p. 28. 49 Cf. Kapferer/Bastien 2012, p. 78. 13 Strategic examples strong team is underlined by the fact that BMW has been rewarded being â€Å"The World’s Most Attractive Employer† by a study conduced lately. In fact the employee attrition ratio at BMW has decreased continuously in the last 3 years (figure 6). 5,85 percentage of workforce 6,00 4,59 5,00 4,00 2,74 2,66 2,16 3,00 2,00 1,00 0,00 2007 2008 2009 2010 2011. Figure 6: Employee attrition ratio at BMW AG 3. 3 50 Volkswagen AG The Volkswagen Group maybe is the most advanced example of a conglomerate of successful car manufacturers. Among all the subsidiary brands the most significant ones are Volkswagen AG, Audi AG and Porsche AG, but there are also Bentley, Lamborghini, Seat and Skoda (appendix 7. 3). In fact Porsche owns 32,5% of the Volkswagen Group shares. Succeeding in managing a portfolio of so dissimilar organizations under one umbrella certainly makes the Volkswagen Group to a transnational organization according to Bartlett and Ghoshal. The cooperation in-between the brands of the Volkswagen Group are very well developed. One successful example of this approach is the common hybrid drive used in the Porsche Panamera, Cayenne and VW Touareg 51 . In addition the Volkswagen group has only little external cooperation mainly in the area of researching. The key competences remain inside the group. Becoming an integrated automotive industry is part of the group’s â€Å"Strategy 2018†. However, every single brand has its specific targets. Volkswagen’s target is to 50 Cf. BMW AG 2012, p. 39. 51 Cf. Porsche AG 2012, p. 67. The Maserati case 14 become the global market leader by 201852. This underlines the global factor. On the other side Porsche’s target is to become â€Å"the leader of exclusive sports cars manufacturers†53. Audi finally has the target to become the â€Å"premium brand that delights customers worldwide† 54 . Therefore the group’s values and capabilities remain inside the group and with a broad portfolio of interdependent and specialized brands completely different target groups can be addressed. The Volkswagen Group leads the global tendencies of the considered companies. But the core strategic functions (e. g. R&D and design) remain mainly German. However the Volkswagen Group also recognizes the importance of knowing the local sources and therefore has implemented the C3-Sourcing program. Becoming technical, organizational and social laboratories foreign branches contribute to the integration of the whole group’s worldwide activities. Hence some Audi models that have the same platform as Volkswagen models are now produced in Volkswagen factories in China. This local adaptation is the key of success for Audi’s sales in China, where the top members of the communist party cannot own a car unless it is made in China, but at the same time it forces the brand to give up their luxury strategy and replace it with a premium one. 4 The Maserati case 4. 1 Introduction to Maserati The Italian sports cars producer with the trident on the logo has been founded as Societa Anonima Officine Alfieri Maserati on December 1st 1914 in Bologna. Maserati was originally founded as a family business, but in 1937 it was sold to the Orsi family. In 1968 it was sold to Citroen and finally became part of the Fiat Group in 1993. 55 Thanks to his big sister Ferrari, Maserati has been reconstructed and from 2006 stands alone now in the structure of the Fiat S. p. a. (see figure 7). Today Maserati’s headquarter is based in Modena and it has two production sites in the north of Italy. Furthermore Maserati is divided in regions (Europe, Asia Pacific, 52 Cf. Volkswagen AG 2012, p. 233. 53 Cf. Porsche AG 2012, p. 14. 54 Cf. Audi AG 2012, p . 131. 55 Cf. Wikipedia 2012a. 15 The Maserati case. America and Middle East) with national branches in each separate country (e. g. France, Germany, United Kingdom). Maserati is currently becoming more and more significant for the rest of the Fiat Group. The first strategic milestone of the so-called â€Å"2010-2014 plan† was the integration of the Chrysler Group in June 2011. Figure 8 shows the increase of 30% of the workforce through this merger, mainly in North America. * including 58,5% Chrysler Group LLC Maserati (100%) Fiat Group Automobiles* (100%) AUTOMOBILES Fiat S. p. a. Ferrari (90%) Fiat Powertrain (100%) Magneti Marelli (100%). COMPONENTS & PRODUCTION SYSTEMS Teksid (84,8%) Comau (100%) Figure 7: Structure of the Fiat S. p. a. Workforce 80 62,583 63,214 60 40 2011 2010 60,336 44,668 24,616 23,596 20 56 39,498 5,579 0 5,838 Italy Europe (excl. Italy) NAFTA Mercosur 4,894 other regions Figure 8: Increase of the workforce in the Fiat Group through the integration of Chrysler in 2011 56 Cf. Fiat S. p. a. 2011, p. 11. 57 Cf. Fiat S. p. a. 2012c, p. 30. 57 The Maserati case 16 The second milestone was the plan presented in February 2011 in which â‚ ¬ 500 million were invested for the relaunch a production site58. In this new pIant two new models will be produced: The new Maserati Quattroporte by the end of 2012 and the Maserati Ghibli in the second half of the year 2013. 59 Thereby Maserati plans to increase its sales: While in 2011 Maserati sold 6,159 vehicles worldwide, in 2013 20,000 units are planed and by 2015 a growth up until to 50,000 vehicles per year is projected. 60 The Maserati S. p. a. can be classified as a global organization. They concentrate their decision and strategy making in the HQ in Italy and product development, production and marketing strategies remain centralized. The function of the branches is reduced to the implementation and realization of sales, services and marketing activities. The reason is linked to the strong connection with the domestic country and the patriarchal organizational culture that has developed over the years. One cultural example for this approach is that usually in the branches employees refer to the HQ as â€Å"the factory†. And while until today Maserati’s production sites are located just in the domestic market, by the use of a common platform and production site with the Jeep Grand Cherokee in the United States for the new SUV model, Maserati will enter also in the global environment. 4. 2 Maserati’s strength 4. 2. 1 The cooperation with the Fiat Group Being part of the Fiat Group is strength and weakness at the same time for Maserati. Through the cooperation with the other brands of the group, Maserati can benefit from economies of scale and scope. E. g. particular engines for Maserati are developed and produced in the production site of Ferrari. Another example is the collaboration with Jeep that will allow the new Maserati Levante to share the expertise of Jeep in building SUVs. 61 Moreover the fact that the production of this new Model will be relocated to the United States will finally transform Maserati from a purely domestic manufacturer to a global player. 58 Officine Automobilitische Grugliasco. 59 Cf. Fiat S. p. a. 2012c, p. 34. 60 Cf. Wehner 2012. 61 Cf. Baedecker 2012. The Maserati case 17 4. 2. 2 The luxury image Maserati as a brand itself and the Maserati products are stereotypes of luxury. Maserati is like none of its competitors a unique iconic and superlative brand that stands for an extravagant Italian lifestyle and sportiness. It profits from its long-time racing experience and expertise in building extremely performing engines. Additionally some parts are tailor made and its products are positioned in an upmarket pricing class that does not correlate with the functional value they provide. Moreover until today the units sold are rather restricted and therefore it is still a rarity to see a Maserati on the road. Thus possessing a Maserati is to a high degree socially representative and makes the owner feel special and privileged. Maserati is a myth and continuous to benefit from this legend. 4. 2. 3 Driving performance Another very strong characteristic of Maserati is its driving performance. Driving a Maserati is an overwhelming driving experience from the very first moment you switch on the engine. The expertise in building extremely performing engines is definitely a strength that should not be underestimated. „Hearing a Maserati’s V-8 engine scream on the way to its 7200-rpm redline is an experience gear heads will cherish. â€Å"62 4. 2. 4 The people that work for Maserati The people that work for Maserati are fundamental assets. A mixture of experienced and long-established employees on the one side and on the other side young, motivated and talented staff are the most important ingredient for the team that is able to face the current challenges. Maserati’s employees identify with the brand to a high level and therefore live for the brand. E. g. in the HQs in Modena are hanging poster with the slogan â€Å"I am Maserati†. 62 Cf. Floraday 2011. The Maserati case 4. 3 18 Maserati’s weaknesses 4. 3. 1 The image of the Fiat Group As mentioned above, being connected to mass-market brands like Fiat and Chrylser could affect Maserati’s luxury status. This is primarily related to the image of Fiat’s quality standards. The fact that some components are commonly introduced in both, Maserati and Fiat, could severely damage Maserati’s reputation. 4. 3. 2 Progress and technology Except for its engines, Maserati is not using the most advanced technology in his cars until now. Competition from other car manufacturers is very strong in this context (e. g. Porsche or BMW). Therefore this is a threat especially in those markets where technology and innovation are very important factors in the consumer buying behaviour process (e. g. Russia or Germany). Moreover while other manufacturers have already developed new propulsive forces e. g. the new Daimler electric fleet63, Maserati continued only the evolution of traditional fuel and diesel engines. As the petrol price rises also this threat is increasing. And depending on the trend of the environmental regulations in Europe and in the rest of the world, this lack of development could become an increasing challenge for the next future of Maserati. 4. 3. 3 Dealer network Another threat is the necessity to improve and expand the dealer network. There is a clear need to increase the distribution capillarity by appointing additional dealers. Moreover, there is also a need to transform the existing dealers bringing them to focus their activities and organizations on the brand. Dedicated sales, after-sales and marketing forces will be key to this transformation. E. g. most of the Maserati dealers sell also Ferraris and should adapt their staff with personnel dedicated exclusively towards Maserati. 63 Cf. Daimler AG 2012, p. 41. The Maserati case 4. 4 19 Maserati’s opportunities 4. 4. 1 Industrial opportunities With its current models range (Quattroporte, Gran Cabrio and Gran Turismo) Maserati is represented in the core segments.

Jean Piagets Theory Essay

Piaget’s theory is based on stages, whereby each stage represents a qualitatively different type of thinking. Children in stage one cannot think the same as children in stage 2, 3 or 4 etc. Transitions from one stage to another are generally very fast, and the stages always follow an invariant sequence. Another important characteristic of his stage theory is that they are universal; the stages will work for everyone in the world regardless of their differences (except their age, of course, which is what the stages are based on!) Piaget acknowledged that there is an interaction between a child and the environment, and this is a focal point for his theory. He believed a child cannot learn unless they are constantly interacting with their environment, making mistakes and then learning from them. He defined children as â€Å"lone scientists†; he did not identify any need for teachers or adults in cognitive development. Children have all the cognitive mechanisms to learn on their own, and the interaction with their environment allows them to do so. To put this in perspective, another theory by Lev Vygotsky suggested that the interaction is not important at all; the child will learn when encouraged to with an adult’s assistance. I will be explaining then contrasting Vygotsky’s theory to Piaget’s in my next post – so be sure to check back for that! With the background of his theory explained, let’s look at – The Key Concepts of Piaget’s theory: Before explaining the main part of Piaget’s theory (the four stages), it’s very important to look at some of the underlying principles behind it. Rather than write a stupidly long paragraph explaining it all, I will write the key terms in bold, then explain them in bullet points – just to keep things simple! †¢Schema (pl. Schemata, although some say â€Å"Schemas† for the plural) Possibly one of the most important concepts put forward by Piaget, Schemata help individuals understand the world they inhabit. They are cognitive structures that represent a certain aspect of the world, and can be seen as categories which have certain pre-conceived ideas in them. For example, my schema for Christmas includes: Christmas trees, presents, giving, money, green, red, gold, winter, Santa Claus etc. Someone else may have an entirely different schema, such as Jesus, birth, Church, holiday, Christianity etc. Of course, there are schemata for all kinds of things – yourself (self schemata), other people (people schemata), events/situations (event schemata) and roles/occupations (role schemata). With regards to Piaget’s theory, a child might have a pre-conceived schema for a dog. If the household has a small West Highland White Terrier as a dog, the schema might be â€Å"small, furry, four legs, white†. When the child interacts with a new dog – perhaps a Labrador, it will change to incorporate the new information, such as â€Å"big, golden, smooth etc.† This is known as: †¢Assimilation Simply the process of incorporating new information into a pre-existing schema. So with the â€Å"dog† example, the child assimilated the Labrador’s information into the old dog schema. Assimilation is essentially fitting new information into schemata we already have in place. Unfortunately, this can lead to stereotyping. For example, if an old lady sees a teenager mug another person, she might assimilate â€Å"violence† or â€Å"crime† into her teenage schema. Next time she sees a teenager, her schema will be applied to them – and although they may be a kind person, she will probably show prejudice. Assimilation is normally a simple process, as new information already fits the pre-exisiting categories. †¢Accommodation When coming across a new object for the first time, a child will attempt to apply an old schema to the object. For consistency, let’s use the dog example again. The child may have â€Å"four legs, furry† in their dog schema. When coming across another similar animal, such as a cat, they might say â€Å"Look, a dog!† – that’s assimilation. However, when told that it’s actually a cat – not a dog – they will accommodate the new information into another schema. They will now form a â€Å"cat† schema; â€Å"not all four legged furry animals are dogs – some are cats too!†. They have accommodated the new information. The process just mentioned – of assimilation then accommodation is known as – †¢Adaptation Assimilation and accommodation are the two parts of adaptation – which is simply what it says – adapting our schemata to make an accurate (enough) model of the world we live in. It is a form of learning, but an entirely different form to the kind you’d see in behaviourist psychology for example (such as operant/classical conditioning). †¢Equilibrium Piaget suggested that humans naturally strive to achieve a cognitive balance; there must be a balance between applying prior knowledge (assimilation) and changing schemata to account for new information (accommodation). Piaget suggested that when a child has a schema which doesn’t fit reality, there is tension in the mind. By balancing the use of assimilation and accommodation, this tension is reduced and we can proceed to higher levels of thought and learning (equilibration). QUICK SUMMARY: Children have schemata (cognitive structures that contain pre-existing ideas of the world), which are constantly changing. Schemata constantly undergo adaptation, through the processes of assimilation and accommodation. When seeing new objects there is a state of tension, and a child will attempt to assimilate the information to see if it fits into prior schemata. If this fails, the information must be accommodated by either adding new schemata or modifying the existing ones to accommodate the information. By balancing the use of assimilation and accommodation, an equilibrium is created, reducing cognitive tension (equilibration). Vygotsky’s theories stress the fundamental role of social interaction in the development of cognition Vygotsky, 1978), as he believed strongly that community plays a central role in the process of â€Å"making meaning.† Unlike Piaget’s notion that children’s’ development must necessarily precede their learning, Vygotsky argued, â€Å"learning is a necessary and universal aspect of the process of developing culturally organized, specifically human psychological function† (1978, p. 90). In other words, social learning tends to precede (i.e. come before) development. Vygotsky has developed a socio-cultural approach to cognitive development. He developed his theories at around the same time as Jean Piaget was starting to develop his theories (1920’s and 30’s), but he died at the age of 38 and so his theories are incomplete – although some of his writings are still being translated from Russian. No single principle (such as Pi aget’s equilibration) can account for development. Individual development cannot be understood without reference to the social and cultural context within which it is embedded. Higher mental processes in the individual have their origin in social processes. Vygotsky’s theory differs from that of Piaget in a number of important ways: 1: Vygotsky places more emphasis on culture affecting/shaping cognitive development – this contradicts Piaget’s view of universal stages and content of development. (Vygotsky does not refer to stages in the way that Piaget does). 2: Vygotsky places considerably more emphasis on social factors contributing to cognitive development (Piaget is criticised for underestimating this). 3: Vygotsky places more (and different) emphasis on the role of language in cognitive development (again Piaget is criticised for lack of emphasis on this). Effects of Culture: – Tools of intellectual adaptation Like Piaget, Vygotsky claimed that infants are born with the basic materials/abilities for intellectual development – Piaget focuses on motor reflexes and sensory abilities. Vygotsky refers to Elementary Mental Functions – o Attention o Sensation o Perception o Memory Eventually, through interaction within the socio-cultural environment, these are developed into more sophisticated and effective mental processes/strategies which he refers to as Higher Mental Functions. For example, memory in young children this is limited by biological factors. However, culture determines the type of memory strategy we develop. E.g., in our culture we learn note-taking to aid memory, but in pre-literate societies other strategies must be developed, such as tying knots in string to remember, or carrying pebbles, or repetition of the names of ancestors until large numbers can be repeated. Vygotsky refers to tools of intellectual adaptation – these allow children to use the basic mental functions more effectively/adaptively, and these are culturally determined (e.g. memory mnemonics, mind maps). Vygotsky therefore sees cognitive functions, even those carried out alone, as affected by the beliefs, values and tools of intellectual adaptation of the culture in which a person develops and therefore socio-culturally determined. The tools of intellectual adaptation therefore vary from culture to culture – as in the memory example Social Influences on Cognitive Development Like Piaget, Vygotsky believes that young children are curious and actively involved in their own learning and the discovery and development of new understandings/schema. However, Vygotsky placed more emphasis on social contributions to the process of development, whereas Piaget emphasised self-initiated discovery. According to Vygotsky (1978), much important learning by the child occurs through social interaction with a skillful tutor. The tutor may model behaviours and/or provide verbal instructions for the child. Vygotsky refers to this as co-operative or collaborative dialogue. The child seeks to understand the actions or instructions provided by the tutor (often the parent or teacher) then internalizes the information, using it to guide or regulate their own performance. Shaffer (1996) gives the example of a young girl who is given her first jigsaw. Alone, she performs poorly in attempting to solve the puzzle. The father then sits with her and describes or demonstrates some basic strategies, such as finding all the comer/edge pieces and provides a couple of pieces for the child to put together herself and offers encouragement when she does so. As the child becomes more competent, the father allows the child to work more independently. According to Vygotsky, this type of social interaction involving co-operative or collaborative dialogue promotes cognitive development. In order to gain an understanding of Vygotsky’s theories on cognitive development, one must understand two of the main principles of Vygotsky’s work: the More Knowledgeable Other (MKO) and the Zone of Proximal Development (ZPD). More Knowledgeable Other The more knowledgeable other (MKO) is somewhat self-explanatory; it refers to someone who has a better understanding or a higher ability level than the learner, with respect to a particular task, process, or concept. Although the implication is that the MKO is a teacher or an older adult, this is not necessarily the case. Many times, a child’s peers or an adult’s children may be the individuals with more knowledge or experience. For example, who is more likely to know more about the newest teen-age music groups, how to win at the most recent PlayStation game, or how to correctly perform the newest dance craze – a child or their parents? In fact, the MKO need not be a person at all. Some companies, to support employees in their learning process, are now using electronic performance support systems. Electronic tutors have also been used in educational settings to facilitate and guide students through the learning process. The key to MKOs is that they must have (or be programmed with) more knowledge about the topic being learned than the learner does. Zone of Proximal Development The concept of the More Knowledgeable Other is integrally related to the second important principle of Vygotsky’s work, the Zone of Proximal Development. This is an important concept that relates to the difference between what a child can achieve independently and what a child can achieve with guidance and encouragement from a skilled partner. For example, the child could not solve the jigsaw puzzle (in the example above) by itself and would have taken a long time to do so (if at all), but was able to solve it following interaction with the father, and has developed competence at this skill that will be applied to future jigsaws. Vygotsky (1978) sees the Zone of Proximal Development as the area where the most sensitive instruction or guidance should be given – allowing the child to develop skills they will then use on their own – developing higher mental functions. Vygotsky also views interaction with peers as an effective way of developing skills and strategies. He suggests that teachers use cooperative learning exercises where less competent children develop with help from more skillful peers – within the zone of proximal development.

Essay on The Failure of the Spanish Armada - 709 Words

The Failure of the Spanish Armada The Armada could have succeeded the plan was simple and could have been effective. The Spanish had the strongest army in Europe and the English defences were not exactly good. The plan was very simple, but could have been deadly if it had worked. The main reasons for it not working out were the communication problems. The messenger ships travelled the same speed, as the Armada so they were nearly useless and the communication between Parmas army and the Armada were not good. On top of all of this the Armada had received message that Parmas army was not ready when they were at Calais, which caused a big problem for the Spanish. Communication was not the only†¦show more content†¦When the English sent in their fireships the problems started, the Armadas formation had broken up and the English were coming in for the attack. Luckily he managed to keep himself out of a fight. The Armada was sailing in the wind and was going to be run aground, they couldnt turn round because they were being followed by the English. The wind changed and they thought they were saved. During this time the Dukes advisors all persuaded Medina to surrender to the English instead of running aground. Medina Sidonia decided to wait and when the wind changed direction he decided that his first priority was to the safe keeping of the Armada. The wind would have made it difficult to sail in the Channel, on the other hand the way that he went he lost about 18 ships overnight, because of the storms. By the time the last ship got back to Spain there were only 63 ships left. The English attack at Calais did cause the Spanish to fail one of their orders, to keep in the crescent formation and it caused them to fail there main objective... pick up Parmas Army. The army were nearly ready but the English managed to get the Spanish out of the port and into sea using fireships that made the Spanish think that we had hell burners, from here they started to start a huge battle and the army was unable to get picked up because of this. Many sources say many different things about the English ships.Show MoreRelatedThe War Between Spain And England1723 Words   |  7 Pagesbattle between the massive Spanish Armada and the much smaller English fleet. With superior strategy, ships, and confidence, the English managed to not only fend off the Spanish but handily defeat them, preventing what could have been a huge invasion and disaster. Queen Elizabeth herself came to rally the troops, giving them the confidence to triumph over the Spanish (Kallen, 2013). It is apparent that this battle was a major battle and turning point in history. 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