Analysis of a Job Research Paper Example | Topics and Well Written Essays - 1500 words - 1

Analysis of a Job - Research Paper Example The Marketing Manager is responsible to develop and maintain marketing strategies in order to achieve the agreed company objectives. The responsibility includes evaluation of customer research, market condition, competitor data and take decision of altering the marketing plans as required. The Marketing Manager role involves overseeing all marketing, advertising and promotional staffs and activities. Should have the ability to build trust, communicate effectively, drive execution, foster the culture of innovation, focus on timely delivery of products to customers, collaborative in nature, creatively solving problems and demonstrate high integrity. It necessary for the on boarded Marketing Manager to undergo certain company specific on boarding activities and training in order to know more about the company. There would be a 4 week on boarding program for the Marketing Manager where the candidate would be undergoing training from the supervisor, peers and if possible from the subordinates in the job function. First one week of the on boarding training would include the company culture and nature of the business of the company. The second week would comprise of the getting to know about the team and the team members with whom the Marketing Manager would work. The third week will be focused on learning the business strategies and the methods by which the company generally operates the business along with the current customers and clientele. Finally fourth week would be the on the job training where the Marketing Manager is expected to as per the learning of past three weeks. This is a compulsory training that the new Marketing m anager needs to undergo in order to start the work in the company. The Annual compensation package for the position is $85,528 with $5578 as the annual performance bonus. The Marketing Manager position is entitled to receive many other benefits, which include Social Security, 401K/403B value benefits, disability

Organizational Project Management Maturity Model Essay Example for Free

Organizational Project Management Maturity Model Essay 1. Introduction Successful implementation of a new organizational strategy can turn a good organization into a great one. Conversely, strategies that fail or generate poor results can quickly damage the organization’s reputation and brand, internally and externally. Effective strategy execution is the responsibility of all levels of management, who must be involved actively and consistently to orchestrate required organizational changes and to manage the portfolio of investments that underpin these change initiatives. The Organizational Project Management Maturity Model is a framework that provides an organization wide view of portfolio management, program management, and project management to support achieving best Practices within each of these domains. This holistic perspective is a powerful tool enabling successful execution of organizational strategies, portfolios, programs, and projects, especially when these transcend functional and hierarchical boundaries. Moreover, OPM3 global best Practices, applied to the execution of strategy, can drive superior and sustainable results. Effective strategy execution is the responsibility of the organization’s strategic planning and governance structures, which must be involved accurately and consistently to orchestrate required organizational changes. They manage the portfolio of investments that underpin these change initiatives. 2. Organizational project management Organizational project management is the systematic management of projects, programs and portfolios in allignment with the achievements of strategic goals. The concept of organizational project management is based on the idea that there is correlation between organization’s capabilities in project management, program management and portfolio management and its effectiveness implementing strategy. Organizational Project Management Project Portfolio Program Strategic Goals * Project – A temporary endeavor undertaken to create a unique product, service or result. * Program – A group of realated projects managed in a coordinated way to obtain benefits and control not available from managing them individually. * Portfolio – Acolloection of projects or programs and other work that are grouped together to facilitate effective management to meet strategic business objectives. 3. OPM3 Model OPM3 is an acronym for the Organizational Project Management Maturity Model, a standard wich is developed under the stewardship of the project management institute. The purpose of this standard is to provide a way for organizations to understand organizational project management and to measure their maturity against a comprehensive and broad based set of organizational project management best practices. OPM3 also helps organizations to increase their organizational project management maturity to plan for improvement. 4.1. Primary physical parts of the standard There are three parts; i. Narrative text – presents the OPM3 foundational concepts, with various appendices and glossary ii. Self assessment – provide a tool in support of the assessment step out lined in OPM3 iii. Directories – contain data on nearly 600 organizational project management best practices and their constituent capabilities 4.2. OPM3 Stages There are four sequential stages of process improvement; STANDARDIZE| MEASURE| CONTROL| CONTINUOUSLY IMPROVEMENT| 4. How does the OPM3 work? OPM3 offers the key to organizational project management maturity with three interlocking elements; i. The KNOWLEDGE element lets organizations uncover hundreds of Best Practices and shows them how to use the information available in OPM3. ii. The self ASSESSMENT element is an interactive database tool that lets organizations evaluate their current situation and identify their areas in need of improvement should an organization decided to embark on the path to higher maturity. iii. The IMPROVEMENT element will help map out the steps needed to achieve their goals. * KNOWLEDGE element which drives Assessment * ASSESSMENT element which in turn drives Improvement * IMPROVEMENT element. 5. Benefits of OPM3 to the organization I. It bridges the gap between strategy and individual project. II. It provides a comprehensive body of knowledge regarding what constitutes best practices in organizational project management. III. By using OPM3, an organization can determine exactly which organizational project management best practices and capabilities it does and does not have. IV. If the organization decides to pursue improvements, OPM3 provides guidance on prioritizing and planning. 6. What kind of commitment is required to launch OPM3 in an organization? The process of applying OPM3 in an organization is difficult to quantify. It depends on factors such as the size, complexity and initial maturity of the organization, the thoroughness of the assessment, the nature of the organization’s strategic objectives, and the level of resources available also impact any estimate. However, the assessment portion of such an initiative is most likely to take from several weeks to several months. Should an organization decide to embark upon improvements, the planning and implementation steps are likely to take longer, depending on how many best practices and related capabilities an organization decides to work on at one time. 7. Importance of OPM3 to the project management profession The Project Manager Competency Development Framework is the standard to guide the professional development of project of project managers and those aspiring to be project managers. OPM3 is the first iteration of a standard for organizations. It has the potential to create a new environment for those who are working in the project management profession, by illuminating the important link between projects and organizational strategy and the importance of organizational support to project management practices. The information in OPM3 is based on very broad based input from project management practitioners and consultants. 8. Summary The current global economic climate has ushered in an era of uncertainty that throws the importance of Organizational Project Management (OPM) maturity into sharp relief. It is critical for organizations to renew their ability to create cost efficiencies, economies of scale and agility to adapt to the changing business environment through projects. Companies need the organizational capability to choose the right projects, manage costs, and innovate. They need the organizational capability to delivery projects successfully, consistently, and predictably. The Project Management Institutes OPM3 Standard was developed with input from thousands of project practitioners and represents best practices in Project, Program, and Portfolio Management. OPM3 incorporates the PMIs PMBOK Guide, the most widely adopted standard for managing individual projects, and expands this into the domains of Program Management and Portfolio Management. OPM3 emphasizes choosing the right projects to advance organizational strategies and implementing the processes, structures, and behaviors necessary to deliver projects successfully, consistently, and predictabl y. Standardization of project work methods lays the foundation for achieving higher levels of maturity and excellence to create the organizational agility and resilience you need in todays marketplace. Leading organizations of all types and sizes across multiple industries are adopting OPM3 to transform their ability to close the gap between strategic intent and tactical outcomes through successful project selection and delivery. The preferred method for implementing OPM3 begins with an OPM3 Assessment by a PMI certified OPM3 Professional. 9. References * Project Management Institute, Inc. (2003). Organizational Project Management Maturity Model (OPM3). Organizational Project Management Maturity Model (OPM3). 1 (1), 1-195. * Project Management Institute, Inc. (2004). An executives guide to OPM3. An executives guide to OPM3. 1 (1), 1-5.

The Importance of Socio dramatic Play

The Importance of Socio dramatic Play Much of our understanding of the value of play has originated from Piaget (1962) and Vygotsky (1978), who focused on the role of play in childrens development. They saw children as active explorers of their world. With each new encounter or interaction, children were able to discover new meanings, and thus developed more complex understandings and skills. Play is therefore, an important part of the process of constructing knowledge. It enables children to control what happens and to use what they already know to further their understanding and development. Socio-dramatic play is one of the most important forms of play (Smilansky Shefatya, 1992). Play experiences support children to be active participants in developing and strengthening their character, finding their own voice in compromising with others or directing their play ideas. When engaging in pretend play, children use fantasy, make-believe, and symbolic behavior in representing one object as another (Kaugers Ross 2009). Pla y is a skill worth practicing and mastering not, as adults often seem to think of it, a mere time filler or something to do outside to blow off steam. Mastering play is as important as mastering oral or written language. All these modes of symbolic representation enable human beings to remember manage, plan, and communicate with each other (Reynolds Jones 1997). The term play is often used but loosely defined. For the purpose of this paper when speaking of play the kind of play that will be discussed will be socio-dramatic play (Smilanskiy 1968). This type of play,also called dramatic, imaginative, or pretend play, can occur with peers, adults, or both. Characteristics of socio-dramatic play include make-believe that involves roles, objects, and situations; and includes language and social interaction. The social aspect distinguishes socio-dramatic play from dramatic play because children can and do pretend during solitary play. Socio-dramatic play may also occur in combination with constructive play in early childhood classrooms. Much of what we currently know about sociodramatic play started with Vygotskys research. Vygotsky saw play as the leading behavior in childrens development. In Vygotskys theory, children play beyond their years (Bodrova Leong, 2005). The play has several elements to it. First, the play must include an imaginary element, second, involved children must have assigned role(s) with implicit rules, and finally, language must be involved. (Smilansky Shefatya, 1992). The Role of Teachers in Childrens Play Because children are the active participant they have autonomy over their play and this is one of the most empowering experiences a child can have (Canning, 2007). The adults in the childs world play an integral role. Children want support in practical difficulties, but also want to be seen as important and competent individuals (Pramling, Samuelsson, Johansson 2009). Children want to know when they are doing the right things and want to appear in a favorable light to their teachers and other adults by informing them when peers break rules. By this the children also confirm the teachers, in the sense that they are to be trusted, they know how things should be and they have power and knowledge to mediate. The role of the teacher in play is complex and can involve a directive, non-directive, and/or elaborative role. Howard, Jenvey, and Hill (2006) indicated that higher levels of teacher verbalization can reduce play behavior. Similarly, Tamburrini (1982) suggested that re-direction dev alued play as a learning activity whereas elaborative interaction facilitated play behavior. Play activities tend to occur more frequently between children rather than with teachers (Canning, 2007). Piagets clinical observations supported educators discoveries that children construct knowledge for themselves through spontaneous activity. Through the play experiences teachers provide; children acquire rules, imitate reality, and socialize with their peers (Piaget, 1962). So then in the early years for many teaching is based on observation. Teachers dont however just watch and sit idly by. They also make play possible. The play they make possible is rich, complex, and thoughtfully-planned. Socio-dramatic play provides an excellent context for children to develop and practice many important skills and behaviors that contribute to later success in school and life. As play matures, there is a progressive transition from reactive to and impulsive behaviors to behaviors that are more delib erate and thoughtful (Bodrova Leong, 2005). Teachers need to know how to observe play, helping children grow into master players. Like every stage of development, play does not occur automatically, it needs nurturing from a capable adult. Children must learn how to engage in satisfying socio-dramatic play and teachers must take responsibility for setting up their environment and assisting the play by taking on the role of observer, stage-manager, and co- player (Bredekamp 2005). Within research, play has been analyzed in numerous studies. The purpose of this study will be to examine the role of the teachers involvement during play. Specifically can a teacher or another trained adult improve socio-dramatic play to improve other cognitive and socio-emotional abilities? In order to examine this, the following questions need to be explored: What is the level of socio-dramatic play in the classroom? How is the teacher involved? What obstacles hinder progress? Method Participants and Setting Dependent Variable Independent Variable Experimental Design and Procedures

Jellyfish Venom :: Jellyfish Marine Life Essays

Jellyfish Venom Almost anyone who has ever spent time near or in an ocean has been warned about being stung by jellyfish. Jellyfish have been ascribed a reputation as dangerous, often lethal animals. The exact actions of jellyfish toxins are not well understood, and the true danger presented by jellyfish is often exaggerated. This paper will attempt to answer several questions about jellyfish and venom. It will discuss what toxins make up jellyfish venom and the method in which these toxins are delivered. The effects of jellyfish venom on the human body will be discussed, including the possible action of these toxins at a cellular level. Finally, first aid and treatments for jellyfish envenomations will be described. Background The marine creatures commonly known as jellyfish are members of the phylum Cnidaria. Of the four classes of cnidarians, jellyfish come from both the Hydrozoa and Scyphozoa classes. Most jellyfish are schphozoids, while the Portuguese Man-of-War (Physalia physalis) is a hydroid. As cnidarians, jellyfish possess two tissue types: endoderm and ectoderm, in addition to a single cell layer of jelly-like mesoglea between the endoderm and the ectoderm (Russell 21). Jellyfish exhibit radial symmetry and have tentacles with stinging cells known as cnidocytes. They range in size from a few millimeters up to a bell size of two meters across, with tentacles up to thirty-six meters long. Typically less than five percent of a jellyfish’s body is "solid organic material" (Halstead, Poisonous 96-97). Jellyfish have reproductive cycles that involve a sessile polyp and a free-living medusa state. The polyp is asexual, while the medusa is sexual (Williamson et al. 121). P. physalis actually consist of colonies of many small organisms. A single Man-of-War contains both polyp and medusal stage organisms, with several different types of polyps and medusae in a colony (Halstead, Poisonous 94-95) Jellyfish populations exhibit seasonality in their choice of habitats. Most jellyfish prefer temperate and warm water. P. physalis prefer open waters and move with the wind, tide, and currents. Scyphozoas are found in all seas of the world. These jellyfish prefer shallow water such as bays and estuaries but also inhabit open ocean (Halstead, Poisonous 94-97). They usually live in the warm or temperate waters favored by coral (Halstead, Poisonous 115). Jellyfish are most abundant in coastal areas during warm summer months, but are present along the shore at other times of year (Halstead, Poisonous 97). Likewise, in Australia, the largest numbers of jellyfish are found along shores during the summer months of November through April, with peak numbers occurring in December.

Mongolian Armies :: essays research papers

The Mongols were nomadic herders and hunters who spent their lives in the saddles of their steppe ponies. They learned to ride and use weapons, especially the composite bow, at an early age. For hunting and war, every able-bodied male under the age of 60 years was expected to take part. The armies of the united Mongol tribes consisted of the entire adult male population. They fought under a strict code of discipline. Booty was held collectively. The penalty was death for abandoning a comrade in battle. This discipline, together with leadership, intelligence-gathering, and organization, raised the Mongol force from a cavalry swarm into a true army. The Mongol army was organized according to a decimal system, with units of 10, 100, 1000, and 10,000 men. These numbers for units were probably rarely approached due to casualties and attrition. The 10,000-man unit was the major fighting unit, like a modern division, capable of sustained fighting on its own. Individual soldiers identified most with the 1000-man unit of which they were a part, the equivalent of a modern regiment. Original Mongol tribes fielded their own 1000-man units. Conquered peoples, such as the Tatars and Merkits, were broken up and distributed among other units so that they could pose no organized threat to the ruling family. Genghis Khan created a personal guard unit of 10,000 men. This unit was recruited across tribal boundaries and selection was a high honor. In its early stages it served as a form of honorable hostage-holding. It grew into the family household and the source of the growing empire's ruling class. Mongol soldiers at first received no pay other than booty. Advancement was based on merit. Once the rapid conquests slowed, a new system of pay was put in place. Officers were later able to pass on their posts to heirs. Each soldier went on campaign with approximately five horses, allowing quick changes and rapid movements.

Hand Sanitiser

Lab Management Assignment Hand Sanitizer 2012 xxx [Pick the date] HAND SANITISER * * A hand sanitizer or hand antiseptic is a supplement or alternative to hand washing with soap and water. * Various preparations are available, including gel, foam, and liquid solutions. * The active ingredient in hand sanitizers may be isopropanol, ethanol, n-propanol, povidone-iodine. * Inactive ingredients in alcohol rubs typically include a thickening agent such as polyacrylic acid for alcohol gels, humectants such as glycerin for liquid rubs, propylene glycol, and essential oils of plants. Alcohol based hand sanitizers are more effective at killing germs than soaps and do not dry out hands as much. * Common non-alcohol, rinse-free hand sanitizer brands use either small concentrations of the nitrogenous cationic surface-acting agent benzalkonium chloride or the chlorinated aromatic compound triclosan or povidone-iodine * All hand sanitizer products require NDC designation in United States and NPN d esignation in Canada. Hand sanitizer is controlled as a biocide in Europe. Alcohol Based Hand Sanitizers: Dr.Bronner's Organic Hand Sanitizing Spray, Purell, Germ-X, GermFree, Hygel, Deb, Aqium, Dettol, Avant, Germ Out, Aquawet, Method Products. Non- Alcohol Based Hand Sanitizers: Gold Bond Ultimate, MicroAromor, Hy5, Soapopular, Handclens. HAND SANITIZERS WITH THEIR USAGE ; INGREDIENTS Hand Sanitizer Brands| Places of Use| Active Ingredients| Inactive Ingredients| Efficacy| Application| Dr. Bronner's Organic Hand Sanitizing Spray| Home & Hospitals| 62% Organic Ethanol| Water, Organic Glycerine, Organic Lavender Oil. Gram positive, and Gram negative bacteria, yeast and molds. | Direct Rub| Purell| Widely in Hospitals| 63% ethyl alcohol| Water, Isopropyl Alcohol, Carbomer, Tocopheryl Acetate, Glycerine, Propylene Glycol, Isopropyl Myrisate, Fragrance| E. coli, Staphylococcus sp. , Streptococcus sp. , Salmonella sp. at > 99. 99| Direct Rub| Germ- X| Desk, Car, Restroom, School, Garage , Retail Counter. | 63% Ethyl Alcohol| Acrylates/C10-30 Alkyl Acrylate Cross polymer, Benzophenone-4, Fragrance with Vitamin E, Glycerine, Tocopherol, Water  | 9. 9% of many common harmful germs and bacterial  | Direct Rub| GermFree| Travel, Hotels & Hospitals| 62% Ethyl Alcohol| | Bacteria, Virus & Fungi| Without water| Hygel| Home & Hospitals | Ethyl Alcohol| Water, isopropyl alcohol, vit A & E, carbomer, glycerine, popylene glycol, fruit fragrance| Germs & Bacteria's| Without Water| Deb Instant FOAM| * * Outdoor * Office/Commercial/Leisure * Medical Rooms ; Laboratories * Food Service ; Catering| 70% Ethyl Alcohol| Water, Bis-PEG-12 Dimethicone, Behentrimon-ium Chloride, PEG-200 Hydrogenat-ed Glyceryl Palmate, PEG-7 Glyceryl Cocoate, Coco-Clucoside, Glyceryl Oleate, Dihydroxyp-ropyl PEG-5 Linoleamm-onim | 99. 99% effective against common germs and bacteria's| Foam basedUsed without water| Aqium| Home & aloevera aqium is hospital formulation| 66% Ethanol| Thickener, Dexpanthen -ol, DL-alpha-tocopheryl acetate, Fragrance, pH neutraliser, Water – purified| Bacteria and Viruses| Apply on dry hands| Avant| Hospitals, Restaurants, fitness centres| 70% Ethyl Alcohol| Isopropanol| Clostridium difficile,Enterococcus faecium; Enterococcus faecalis; and Staphylococcus aureus MMRSA. | Foaming hand sanitizer; apply without water| Germ Out| Schools, Work place,Pub-lic restroom| 70%Isopropanol and 0. 02%Benzalkonium chloride| No inactive ingredients| Bacteria's, Viruses ; Fungi| Gel based used with water| Aquawet| Schools, Hospitals, Public Toilets. | 60% Ethyl Alcohol| Aloe Barbadensis Gel, Carbomer, Fragrance, Tocopheryl Acetate (Vitamin E), Triethanolamine,Water  | 99. % of offending germs| Used without water| Hand Sanitizer Their Ingredients ; Long Term Side Effects: * The research for various commercially available hand sanitizer's shows that most effective sanitizers are those which are alcohol based; and the active ingredient in them is Ethyl Alcohol w hich ranges from 60 to 80 % depending on their efficacy and level of disinfection. * Contradictory evidence about the safety of such topical applications of the alcohol can be found in the scientific literature. * The first and foremost concerns of topical ethanol applications for public health are its carcinogenic effects, as there is unambiguous evidence for the carcinogenicity of ethanol. Topically applied ethanol acts as a skin penetration enhancer and may facilitate the transdermal absorption of xenobiotics (e. g. carcinogenic contaminants in cosmetic formulations). * Alcohol is associated with an increased risk of cancers of the oral cavity, pharynx, larynx, and oesophagus. * Ethanol use is associated with skin irritation or contact dermatitis, especially in humans with an aldehyde dehydrogenase (ALDH) deficiency. * After regular application of ethanol on the skin (e. g. in the form of hand disinfectants) relatively low but measurable blood concentrations of ethanol and its me tabolite acetaldehyde may occur, which are, however, below acute toxic levels. Besides skin cancer, alcohol abuse has been associated with the development of several skin disorders including psoriasis, discoid eczema and superficial infections. * Using antibacterial hand sanitizer can increase your skin sensitivity to the ultra violet rays that may cause sunburn in sunlight. * Antibacterial hand sanitizer use may cause skin sensitivity in the form of itching, burning sensation or dry skin. Most forms of the sanitizer contain alcohol, which can easily cause redness, dryness and even peeling of skin, especially if used too often. CONCLUSION: The study of various commercially available hand sanitizers provide with the information that alcohol based hand sanitizers are the most effective and having high level out disinfection compared to non-alcohol based ones.Simultaneously, the SDS and various science studies provide the information regarding long term use & side effects of the active ingredients in the hand sanitizers. Even though there is still further research work going on to provide sufficient proofs against topical application Ethanol(ethyl alcohol). Knowing long term side effects of regular use hand sanitizers, it should be concluded it is not always important to use hand sanitizers. The use should be restricted on to visits or work in hospitals or any germ prone place as such the hand sanitizers will help getting rid of germs, bacteria, fungi and virus it won't help getting away from dust and dirt.Hence it is more important to cleans hands with soap and water on regular basis and restrict use of hand sanitizers on to visits to germ prone places. REFRENCES: Article Source: http://EzineArticles. com/4521097, Median Biopharma, http://www. hygel. com/hygel/default. htm, http://www. germx. com/product_detail. aspx? id=18, http://dailymed. nlm. nih. gov/dailymed/drugInfo. cfm? id=38145 http://www. majacmedical. com. au/msds/MSDS%20Aqium%20Gel. pd, http://www. b4brands. com/products_avantoriginal_fragrance-free. html http://www. germout. com/germ_out_kill_claims. pdf http://www. ncbi. nlm. nih. gov/pmc/articles/PMC2596158/, PDR Health: Hand Sanitizer, Drug Watch: Hand Sanitizer http://www. livestrong. com/article/174149-antibacterial-hand-sanitizer-side-effects/#ixzz25bhJL12O,

Economics and External Audit

As mentioned in the case study above, Kellogg is going through a challenging time. Perform an external audit on Kellogg. Discuss the opportunities and threats facing the company. Answer Perform an external audit on Kellogg, will gain the team with better understanding of the firm industry, competitors and markets. It should involve as many managers and employees as possible. Before perform the audit, Kellogg must try to gather as much as possible on competitive intelligence and information about the products range, scale of economic, social, cultural, local political situation, legal, and technological trends.External audit staffs or manager should get strategic information update periodically by various sources such as such as internet, business magazine, and trade journals from stock exchange markets, newspaper, university and corporate publication. Suppliers, distributors, customers, salespersons and competitors represent also good references information. Once Kellogg collected al l these information, a detail study and evaluation should immediate carry out by involving a group of key staffs and management to identify the key threads and opportunities may occurs.Every key factor should list down and put with priority with rank from 1 for most important to 20 with least important. This ranking should conduct for both threat and opportunity. These external key factors may change from time to time which very much depending on the situation. Relationships with supplier or distributors are often a critical success factor. Other important variables use are include market share value, world economic environment, and technology, price competitiveness, load interest rate, competing of same range of products and sales force advantage and so on.Key external factors should be (a) Important for Kellogg to achieving annual and long-term objectives (b) applicable to all competing organization or company (c) quantitative and must be measureable (d) hierarchical which mean it may able apply across the organization but some are only for certain department only. The finalize list must publish and well explain among the organization in order to maximize the result when execute the action items. The key impact on external factors should include both threats and opportunities. Opportunities and Threats facing by the company:The external opportunities and threats facing by Kellogg may refer to social, economic, government, political, legal, demographic, environmental, technological, and competitive trends and events that impact the future of Kellogg. Opportunities and threats are usually difficult to control by an organization. A few opportunities and threads that face are listed here: ?Cash flow and company capital may impact or affected by the credit term or bad debt by their customer or cash spend on the acquisition. ?Price competition will largely impact organization profits margin since organization may offer price discount to maintain the market share. Change of consumer expectation on the products. It can be technology advancement, green product, simples operation with more users friendly and so on. ?Security of information technology will be a major concern since it may be hack by hacker with more and more transactions go on-line. ?With the increase of labor cost and processing cost, this will direct impact the commodity food prices and eventually these cost will factor in into the selling price. ?Political uncertainty in Africa and Middle East causing oil prices raise which may direct impact to the manufacturing and logistic cost. Both European and United State having high underemployment and unemployment rates will direct impact the spending power. Both European and United State encounter slow in economic growth. ?Short product life cycles is become a trend and organization much continuous to invent on new products by spending huge amount of capital on research and development to fulfill market need. ?Uncertain on global weath er with winters are colder and summers hotter than usual which impact the growth of agriculture’s products. This factor will impact to the supply demand which will directly impact to the raw material price.