Why There is No Such Thing as a Vegan

One ironic critique of veganism is the argument that since animals die or are harmed in the production of products human beings can not fully avoid, theres no such thing as a true vegan, and whether directly or indirectly, vegans kill animals. In fact, theres a popular but misleading infographic that points out the many ways—obvious and not so obvious—that animal products are used in common consumer goods. However, the creator of that infographic misinterprets what veganism is, as well as how easy it is to avoid most animal products. What Is Veganism? Contrary to what some people think, veganism is not about living a life thats absolutely 100% free of animal products. Rather, veganism is about minimizing harm to other sentient creatures and avoiding animal products as much as possible. What does this mean? American legal scholar and animal rights activist Gary L. Francione describes veganism in terms of enlightened ethical thinking:   â€Å"Ethical veganism results in a profound revolution within the individual; a complete rejection of the paradigm of oppression and violence that she has been taught from childhood to accept as the natural order. It changes her life and the lives of those with whom she shares this vision of nonviolence. Ethical veganism is anything but passive; on the contrary, it is the active refusal to cooperate with injustice. At a minimum, people who call themselves vegans avoid products including meat, fish, dairy, honey, gelatin, leather, wool, suede, fur, feathers, and silk—but being vegan means more than simply changing ones dietary habits. Its also a lifestyle. For that reason, vegans also avoid circuses, rodeos, zoos, and other industries whose prime purpose is animal exploitation. While its easy to avoid the most obvious animal products, as mentioned above, some are much less easy to spot, and some, unfortunately, are considered unavoidable altogether. Agriculture Any kind of agriculture—even farms growing fruits and vegetables—displaces wildlife. Here are some of the ways farming impacts animals: Forests that were once home to songbirds, insects, squirrels, deer, wolves, and mice are converted in order to produce commercial crops.Commercial farms kill crop-eating animals (labeled pests) with natural and chemical insecticides, traps, and gunfire.Even organic farms cull deer, exterminate moles with traps, and employ natural pesticides to diminish insect populations.Farms commonly use fertilizer made from bone meal, fish meal, manure, and other animal products. Animal and Insect Contamination in Food Because it is nearly impossible to commercially harvest, process, and package food without some contamination from mouse feces, rat hair, or insect parts, the FDA allows minuscule amounts of these animal products in food. Have you ever found an old bag of flour suddenly alive with bugs? Its not spontaneous generation. There were insect eggs in the flour all along, as allowed by the FDA. According to CBS News, an FDA spokesperson says when these levels are exceeded, FDA can and will take regulatory action—immediately if any disease-causing microbes are present. Shellac, Beeswax, and Casein on Fruits and Vegetables Shellac is a resin harvested from the lac beetle. While the beetle does not need to be killed in order to harvest the shellac, some beetles are inevitably killed or injured in the shellac collection process. Most people associate the word shellac with furniture, but it can be used as wax to coat fruits and vegetables, and is disguised in candy as confectioners glaze. Beeswax, which comes from bees, is also used to preserve fruits and vegetables and delay rot. Casein, a milk product, is used in wax to coat fruits and vegetables. The wax can also be vegetable-based. The FDA requires a label or sign to identify fruits and vegetables that have been coated with wax but does not require the label to state whether the wax is of animal or vegetable origin. Planes, Trains, and Automobiles Any vehicle, commercial or personal, that travels at a great rate of speed is also a potential killing machine for a variety of animal life forms, large and small. Birds get sucked into airplane engines. Numerous deer are killed by cars, trucks, and trains every year, not to mention companion animals, raccoons, armadillos, possums, and even snakes. And, as anyone who drives can tell you, insects hitting car windshields is a fact of life—and for the insects, a fact of death. Tires, Rubber, Paint, Glue, and Plastics Certain rubber materials, paints, glues, plastic products, and other chemicals routinely contain animal products but because they are not foods, manufacturers are not required to disclose their ingredients—though many in fact do. This is generally not done in pursuit of animal welfare, however. Product labeling is a consumer protection that warns people of potentially reactive ingredients or allergens. If you want to make sure a product youre using is animal-free, its incumbent on you to do the research. Contact the company if you have to or find an alternative product you know to be animal-free. The Consumer Production Process Aside from the known animal ingredients in various products, consumer products are killing animals in the form of farming, mining, drilling, and pollution. The manufacture and harvesting of products made of wood, metal, plastic, rubber, or plants is often a detriment to wildlife habitats. The energy used in manufacturing the products, as well as the packaging, often pollutes the environment. When products and/or their packaging are thrown away, the discarded items generally end up in a landfill. Waste that is not buried is sometimes incinerated, which leads to the pollution of air and soil. A certain percentage of waste ends up in waterways negatively impacting marine life and creating both short- and long-term health concerns for animals as well as humans. Medications Everyone, including vegans, needs medication from time to time, but between animal ingredients and testing, sometimes one wonders if the cure may be worse than the disease. (Keep in mind that although the final product is labeled â€Å"no animal testing,† the individual ingredients that went into the making of that product may have been tested on animals.) Here are a few instances in which animal products crop up in the world of medicine: Premarin, a hormone replacement therapy, uses the urine of pregnant mares who are confined in often deplorable conditions. There are other hormone replacement therapies (HRTs) available. If your doctor prescribes this course of treatment, do your research to ensure that whatever youre taking is as close to cruelty-free as possible.The CDC is pushing Americans more than ever to get their flu shots. Flu shots are not only created in fertilized chicken eggs but contain proteins from the eggs themselves. Formaldehyde is used to create a chemical reaction to pull those proteins together.Some medicines necessary for high blood pressure or other health problems may contain animal parts or are encapsulated in gel-caps made of gelatin, which is made from animal bone, skin, and ligaments. Staying True to Veganism in a Nonvegan World When we realize the extent—both blatant and hidden—to which animal products are used in everyday items from food, to clothing, to paint, and plastics, the task of totally separating oneself from goods that result from the killing and exploitation animals seems next to impossible. While vegans strive to minimize harm to other creatures, they also understand that eliminating every last animal product on the market is simply not a realistic goal. However, by maintaining an open dialogue with nonvegans, vegans can serve to enlighten others about the ways in which human impact and oppression on animals can be lessened and their suffering alleviated. Even discussing things as simple as exploring technology to make car tires without animal products, or alerting consumers to buy unwaxed fruit, or to suggest composting and avoiding non-recyclable packaging can make a huge difference not only in the lives of animals but to the welfare and well-being of the planet we all share.

National Security Is More Important Than Human Rights

National Security is More Important than Human Rights The conception of human rights and freedoms is the cornerstone of American traditions, law and the indicator of democracy. The approach of prevailing interest in personal privacy, property privacy and non-interference of state authorities in private affairs is the basic ground for modern organization of American society. For centuries the courts have been standing safeguards of protection of persons against unreasonable intrusion of the State, generally interpreting the Constitution and the Bill of Rights with preference of personal human rights protection. Nonetheless in the end of the 21st century there appeared several factors which so much influenced our society that the matters†¦show more content†¦In most of the cases opposing the concept of human rights to national security is erroneous and unreasonable construction because the national security is the concept which precludes the physical and mental security of all members of the society, and therefore includes and predetermines the possibility of exercising human rights and freedoms. Without security the well-being is impossible. Looking at the national security vs. human rights question from the points of view of internal and external national security, one should first examine what concrete human rights may be waived or limited for the homeland security and protection purposes. Natural human rights like the right for life are not the subject to address in this essay. The rights addressed in this essay are defined primarily in the U.S. Bill of Rights. These are civil right for privacy, the right of peaceful protest, the right to personal freedom, the right to a fair trial and the right of equal protection, usually in the list of the rights which under certain conditions may be waived for the efficiency of homeland security and protection. The first argument supporting the statement that national security is more important than protection of individual rights is the increased threat of terroristic attacks, which are very dangerous, carefully planned, locally targeted and generously fundedShow MoreRelatedTechnology Has Become An Important Part Of Modern Society Essay1159 Words   |  5 PagesTechnology has become an important part of modern society. Practically everything we say and do can be traced back to phones, computers, and many more electronic devices. Not only can we keep an eye on each other, but our government can keep a watchful eye on us. 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Cost-Effective Service Excellence Lessons from Singapore Airlines Free Essays

string(35) " customers with high expectations\." Cost-effective service excellence: lessons from Singapore Airlines Singapore Airlines is well known as a paragon of in-flight service. It is also a remarkably efficient and profitable airline and has been for decades. Loizos Heracleous, Jochen Wirtz and Robert Johnston explain how it combines service excellence with cost effectiveness. We will write a custom essay sample on Cost-Effective Service Excellence: Lessons from Singapore Airlines or any similar topic only for you Order Now Singapore Airlines (SIA) has achieved the Holy Grail of strategic success: sustainable competitive advantage. It has consistently outperformed its competitors throughout its 30-year history. In addition, it has always achieved substantial returns in an industry plagued by intermittent periods of disastrous under-performance (see Table 1). Cost-effective service excellence: lessons from Singapore Airlines SIA has done this by managing to navigate skilfully between poles that most companies think of as distinct – delivering service excellence in a costeffective way. SIA’s awards list is long and distinguished. In 2002 alone it won no less than 67 international awards and honours including â€Å"best airline† and â€Å"most admired airline† in the world in Fortune’s Global Most Admired Companies survey. Spring 2004 G Volume 15 Issue 1 Business Strategy Review 33 Since Michael Porter’s influential suggestion that differentiation and cost leadership are mutually exclusive strategies and that an organisation must ultimately choose where its competitive advantage will lie, there has been fierce debate about whether a combined strategy can be achieved – and sustained over the longer term. SIA is proof that the answer to both these questions is positive. So, how does it consistently deliver premium service to demanding customers in an industry where both price pressures and customer expectations have been continually rising? In common with many other organisations with a reputation for providing excellent service, SIA has top management commitment to service, customer-focused staff and systems, and a customer-oriented culture. However, our research into SIA, spanning many years and at all levels in the organisation, has uncovered a umber of insights into developing and maintaining a reputation for service excellence that is applicable to a wide range of service organisations. Ultimately, SIA’s success is attributed to a customer-oriented culture, its recognition of the importance of its customers. â€Å"Our passengers are our raison d’etre. If SIA is successful, it is largely because we have never allowed ourselves to forget that important fact,† s ays Dr Cheong Choong Kong, former CEO of SIA. However, what distinguishes SIA’s culture is that these are not just abstract, â€Å"motherhood† statements. The values of cost-effective service excellence are enshrined in a unique, selfreinforcing activity system that makes the values real for all employees. We found that the five pillars of this activity system (see Figure 1) are: G rigorous service design and development G total innovation (integrating continuous incremental improvements with discontinuous innovations) G profit and cost consciousness ingrained in all employees G holistic staff development; G reaping of strategic synergies through related diversification and world-class infrastructure. Rigorous service design and development Twenty years ago Lyn Shostack complained that service design and development is usually characterised by trial and error. Unlike manufacturing organisations, where RD departments and product engineers were routine, systematic testing of services, or service engineering, was not the norm. Things appear to have changed little since then. SIA, however, has always regarded product design and development as a serious, structured, scientific issue. Performance metrics Revenues $m SIA United Northwest Continental American Delta BA Cathay KLM Quantas 5,133 16,138 9,905 8,969 18,963 13,879 12,103 3,903 5,788 5,207 Net income (loss) $m Net profit margin (%) Operational profit margin (%) Revenue / cost ratio Revenue per $1,000 labour cost Net income per Load Tonne – Km $0. 001 343. 2 (2,145) (423. 0) (95. 0) (1,762) (1,027) (206. 1) 84. 2 (138. 2) 212. 3 6. 68 —— —— —— —— —— —— 2. 16 —— 4. 08 10. 4 —— —— 0. 016 —— —— —— 2. 73 —— 6. 83 1. 12 5,310 0. 81 2,279 0. 92 2,499 1. 02 2,969 0. 88 2,361 0. 93 2,266 0. 99 3,581 1. 03 3,989 0. 9 3,739 1. 07 3,995 2. 73 (10. 53) (3. 06) (1. 02) (8. 64) (6. 27) (1. 55) 1. 03 (1. 35) 2. 54 Table 1 Singapore Airlines’ performance relative to competitors Sources: Annual Reports for the airlines’ most recent financial year. IATA World Air Transport Statistics 2001; www. exchanger ate. com (past rates based on respective report dates). 34 Business Strategy Review Spring 2004 G Volume 15 Issue 1 Cost-effective service excellence: lessons from Singapore Airlines Cost Effective Service Excellence Ingrained profit consciousness Rigorous service design Figure 1 The five pillars supporting SIA’s cost-effective service excellence SIA has a service development department that hones and tests any change before it is introduced. This department undertakes research, trials, time and motion studies, mockups, assessing customer reaction – whatever is necessary to ensure that a service innovation is supported by the right procedures. Underpinning continuous innovation and development is a culture that accepts change as a way of life. A trial that fails or an implemented innovation that is removed after a few months are not seen as problems. In some organisations personal reputations can be at stake and so pilot tests â€Å"have to work†. At SIA a failed pilot test damages no-one’s reputation. In some organisations, service, and indeed product, innovations live beyond their useful years because of political pressure or lack of investment resources. SIA expects that any innovation is likely to have a short shelf life. The airline recognises that to sustain its differentiation it must maintain continuous improvement and be able to kill programmes or services that no longer provide competitive differentiation. According to Yap Kim Wah, senior vice-president, product and service: â€Å"It is getting more and more difficult to differentiate ourselves because every airline is doing the same thing†¦the crucial fact is that we continue to say that we want to improve. That we have the will to do so. And that every time we reach a goal, we always say that [we’ve] Cost-effective service excellence: lessons from Singapore Airlines got to find a new mountain or hill to climb†¦you must be able to give up what you love†. Customers as well as competitors raise the stakes for SIA. A company with a high reputation attracts customers with high expectations. You read "Cost-Effective Service Excellence: Lessons from Singapore Airlines" in category "Papers" SIA’s research team has found that SIA draws a disproportionately large number of very demanding customers. â€Å"Customers adjust their expectations according to the brand image. When you fly on a good brand, like SIA, your expectations are already sky-high. And if SIA gives anything that is just OK, it is just not good enough,† says Sim Kay Wee, senior vice-president, cabin crew SIA treats this as a fundamental resource for innovative ideas. Weak signals are amplified. Not only written comments but also verbal comments to the crew are taken seriously and reported back to the relevant sections of the airline. An additional source of intelligence is SIA’s â€Å"spy flights†, where advisors travel with competitors and report on their offerings. Finally, SIA recognises that its competition does not just come from within the industry. As a rule, SIA sets its sights high and instead of aiming to be the best airline its intention is to be the best service organisation. To achieve that, SIA employs broad benchmarking not just against its main competitors but against the best service companies. Spring 2004 G Volume 15 Issue 1 Business Strategy Review 35 Holistic staff development Total innovation Strategic synergies NewsCast High flying: but also ‘outstanding service on the ground’ â€Å"It is important to realise that [our customers] are not just comparing SIA with other airlines. They are comparing us against many industries, and on many factors. So when they pick up a phone and call up our reservations, for example, they are actually making a mental comparison, maybe subconsciously, to the last best experience they had. It could be a hotel; it could be to a car rental company,† says senior vice-president, product and service, Yap Kim Wah. â€Å"If they had a very good experience with the hotel or car rental company and if the next call they make is to SIA, they will subconsciously make the comparison and say ‘How come you’re not as good as them? ’ They do not say ‘You have the best telephone service system out of all the other airlines I’ve called’. Being excellent, our customers, albeit subconsciously, will benchmark us against the best in almost everything. Total innovation: integrating incremental development with unanticipated, discontinuous innovations An airline has a multitude of sub systems, such as reservations, catering, maintenance, in-flight services and entertainment systems. SIA does not aim to be a lot better but just a bit better in every one of them than its competitors. This means constant innovation but also total innovation in everyt hing, all the time. Importantly, this also supports the notion of cost effectiveness. Continuous incremental development comes at a low cost but delivers that necessary margin of value to the customer. â€Å"It is the totality that counts. This also means that it does not need to be too expensive. If you want to provide the best food you might decide to serve lobster on short haul flights between Singapore and Bangkok, for example; however, you might go bankrupt. The point is that, on that 36 route, we just have to be better than our competitors in everything we do. Just a little bit better in everything. This allows us to make a small profit from the flight to enable us to innovate without pricing ourselves out of the market,† says Yap Kim Wah. While cost-effective, incremental improvements are an important basis for its competitive advantage, SIA also implements frequent major initiatives that are firsts in its industry, both on the ground and in the air. One example is its â€Å"Outstanding service on the ground† programme. This initiative involved working with the many other organisations that impact on customer service before and after a flight to ensure a seamless, efficient and caring service. SIA’s latest service excellence initiative, called â€Å"Transforming customer service† (TCS), involves staff in five key operational areas – cabin crew, engineering, ground services, flight operations and sales support. The programme is about building team spirit among staff in key operational areas aimed at ensuring that the whole journey from the purchase of the ticket onwards is as pleasant and seamless as possible. SIA employs an innovation approach called the â€Å"40-30-30 rule†. It focuses 40 per cent of the resources on training, 30 per cent on the review of process and procedures, and 30 per cent on creating new product and service ideas. In addition to continuous incremental innovations, SIA’s reputation as a service innovator is also based on unanticipated, discontinuous innovations in the air. Examples of current innovations include the full-size â€Å"space-bed† and on-board email and Internet services in business and first class. In addition, SIA has made the strategic choice to Cost-effective service excellence: lessons from Singapore Airlines Business Strategy Review Spring 2004 G Volume 15 Issue 1 be a leader and follower at the same time. It is a pioneer on innovations that have high impact on customer service (for example in-flight entertainment, beds and on-board email). However, it is also a fast follower in areas that are less visible from the customer’s point of view. In doing so, SIA relies on proven technology that can be implemented swiftly and cost-effectively. For example, SIA’s revenue management and customer relationship management (CRM) systems use proven technology where its partners had the experience to ensure a smooth and costeffective implementation rather than going for the latest technology, which would not only be much more expensive but also carry a higher implementation risk. Profit-consciousness ingrained in all employees Though SIA is focused on the customer and providing continually improving service, managers and staff are well aware of the need for profit and cost-effectiveness. All staff are able to deal with the potentially conflicting objectives of excellence and profit. This is created by a cost and profit consciousness. â€Å"It’s drilled into us from the day we start working for SIA that if we don’t make money, we’ll be closed down. Singapore doesn’t need a national airline. Second, the company has made a very important visionary statement that â€Å"We don’t want to be the largest company. We want to be the most profitable†. That’s very powerful,† says senior vice-president Yap Kim Wah. Performance related reward system Team concept Peer pressure to perform Ingrained profit consciousness Related diversification High profitability Cost Effective Total innovation Service Excellence Strategic synergies Competitive intelligence, spy flights Extensive feedback mechanism Benchmarking against best-in-class Holistic staff development Supporting infrastructure Rigorous service design Demanding customers Developing the Singapore girl Figure 2 Singapore Airlines’ self-reinforcing activity system for developing cost-effective service excellence. Cost-effective service excellence: lessons from Singapore Airlines Spring 2004 G Volume 15 Issue 1 Business Strategy Review 37 As a result, any proposed innovation is analysed very carefully on the balance of expected customer benefits versus costs. Station managers and frontline staff constantly trade-off passenger satisfaction versus cost effectiveness – the customer has to be delighted but in a costeffective manner. Second, and like many service organisations, SIA has a rewards system that pays bonuses according to the profitability of the company. The same formula is used throughout the company. As a result there is a lot of informal peer pressure from individuals within the organisation; staff and managers appear quite open in challenging any decisions or actions if they see resources being wasted or money being inappropriately spent. SIA builds team spirit within its 6,600 crew members through its â€Å"team concept†, where small teams of 13 crew members are formed and then fly together as far as possible for at least two years. This leads to the development of team spirit and social bonds within the team that reinforces the culture of cost-effective service excellence and the peer pressure to deliver SIA’s promise to customers. Developing staff holistically Senior managers say that â€Å"training in SIA is almost next to godliness†. Everyone, no matter how senior, has a training and development plan. New stewardesses undergo training for four months, longer than any other airline. This includes not only functional skills but also soft skills including personal interaction, personal poise and the emotional skills involved in dealing with demanding passengers. In addition to training, SIA also encourages and supports activities that might on the surface be seen as having nothing to do with service in the air. Crew employees have created groups such as the â€Å"Performing Arts Circle†, staging full-length plays and musicals, the â€Å"Wine Appreciation Group† and the â€Å"Gourmet Circle†. These activities help to develop camaraderie and team spirit as well as personal knowledge of the finer things in life, which feeds into the service the crew delivers in the air. Achieving strategic synergies through related diversification and world-class infrastructure SIA uses â€Å"related diversification† to achieve ost synergies and at the same time control quality and enable transfer of learning. Subsidiaries serve not only as the development ground for management skills and a corporate rather than a divisional outlook through job rotation but also as sources of learning. In addition, related operations (such as caterin g, aircraft maintenance, airport management) have healthier profit margins than 38 the airline business itself because competitive intensity is lower and the industry structure is more favourable. SIA Engineering, for example, ensures that SIA does not pay expensive aircraft maintenance fees to other airlines; rather, it sells such services to other airlines at healthy margins. SIA’s fleet, the youngest in the world, ensures low maintenance costs, low fuel expenses and high flight quality. SIA’s Inflight Catering Centre produces SIA’s own inflight cuisine, ensuring high quality, reliability and responsiveness to customer feedback, but also caters for other airlines at a healthy margin. SIA’s SATS Group subsidiary manages Changi Airport, which is regularly voted the best airport in the world. This airport management and infrastructure entices passengers who are travelling on to Australia, New Zealand or other countries in the region to pass through Changi and to choose SIA as their carrier. SIA’s subsidiaries operate under the same management philosophy and culture that emphasises cost-effective service excellence. Even though they are part of the group, they are quoted separately on the Singapore Stock Exchange and are subject to market discipline with clear profit and loss expectations. In SIA the conventional wisdom of outsourcing (outsource â€Å"peripheral† activities and focus on what you do best) does not apply. External suppliers would not be able to offer the value that SIA’s own subsidiaries can offer it. This kind of related diversification within SIA leads to strategic synergy in terms of reliability of key inputs, high quality, transfer of learning and cost effectiveness. Loizos Heracleous (bizhlt@nus. edu. sg) is associate professor of strategic management at the National University of Singapore. Jochen Wirtz (bizwirtz@nus. edu. s g) is associate professor of marketing, director of the APEX-MBA (Asia-Pacific Executive MBA) Program, codirector of the UCLA-NUS EMBA Program, and a member of the management committee of the NUS Business School, National University of Singapore. Robert Johnston (bob. johnston@war wick. ac. uk) is professor of operations management at Warwick Business School. Bringing it all together: building a self-reinforcing activity system How, specifically, do these elements lead to costeffective service excellence? The five pillars of SIA’s cost-effective service excellence are made real through a self-reinforcing activity system of virtuous circles (see Figure 2). The cultural values of cost-effective service excellence are more than just abstract ideas. They are ingrained into the minds of both employees and organisational processes. This may help to explain why SIA’s competitive advantage has been sustained for so long. While it is easy to copy single elements, it is much harder to reproduce an entire, self-reinforcing system. I Resources: Porter M. , Competitive Advantage, Free Press, New York, 1985 Shostack G. L. , Designing services that deliver, Harvard Business Review, vol 62, no 1, JanuaryFebruary 1984 Cost-effective service excellence: lessons from Singapore Airlines Business Strategy Review Spring 2004 G Volume 15 Issue 1 How to cite Cost-Effective Service Excellence: Lessons from Singapore Airlines, Papers

Organization Art of Strategic Management †MyAssignmenthelp.com

Question: Discuss about the Organization Art of Strategic Management. Answer: Introduction: According to Randolph (2013 organization design define the manner in which activities such as task allocation, coordination, and supervision are done in a manner which can make an organization to attain its goals and objective. Jay Galbraith's Star Modelwhich consists offiveelements: processes, structure, rewards, people, and strategy. Proper utilization of these elements can enable me to make the organization that I work with to attain strategic effectiveness. For instance, I can use processes to ensure it has sufficient processes that allow tasks to be completed without challenges. According to Pandit (2017), proper resource allocation enables organizations to have an appropriate workflow, by allowing tasks to move from one stage to the other. Enhancing processes can enhance the organizations strategic design by ensuring all sections remains active, and tasks are completed promptly. Apart from making tasks to flow from in the required stages, implementing proper processes can also enhance the availability of information across all areas, hence making it possible to make decisions and take actions on matters that need to be addressed. The other way I can use this model is through ensuring employees are rewarded to feel appreciated. Powell (2014) affirms that when employees feel an organization recognize them, they feel proud to be associated with it, and always commit their efforts towards better performance. This helps the firm to reduce turnover rates and also to improve productivity. Reward also helps in aligningthe goals of employees with those of the organization, hence machining it possible for the firm to attain its objectives. Having organizational goals that match those of the employee also makes it easy for the management to come up with strategies that can trigger better performance, and also to implement change with minimal chances of resistance. I would also use this model to implement a strategy that directs the organization to attain its goals and objectives. According to Pandit (2017), strategy can change an organization by setting a path that can be used to yield products or services that can satisfy its consumers. It also plays a key role in making a firm to accomplish its mission by outlining the tactics that the management can use to attain its goals and objectives. Implementing a strategy in this organization will also make its management to remain active in directing the other staff members in a manner which can make the firm to realize better performance. Implementing better structure in this organization can also assist it to improve its strategic effectiveness. Based on Jay Galbraith's Star Model, this element is associated with the manner in which power and authority passed or exercised in the organization. Maranville (2011) affirms that proper structures in organizations lead to better performance because it makes all departments to do the right things. To ensure this organization has a structure that can yield positive results, I will ensure there are different levels of management, and each level is made of professionals who portrays good leadership qualities. From Jay Galbraith's Star Model, people play a crucial role in getting tasks to be completed in organizations. Because of this reason, I would ensure the company has adequate workforce, and various aspects that enhance employee performance and motivation such as promotion, rotation, training, and development are considered. I will also ensure the human resource department has policies that are designed to encourage employee commitment to their jobs. References Maranville, S. (2011). The Art of Strategic Management. Journal of Management Education, 35(6), 782-807. Randolph, S. A. (2013). Strategic Thinking. Workplace Health Safety, 61(1), 54-78. Pandit, T. (2017). Book Review: Subhash Sharma, New Ideas In Strategic Thinking Management. Vision, 21(3), 336-337. Powell, T. C. (2014). Strategic Management and the Person. Strategic Organization, 12(3), 200-207.