University of Dayton Acceptance Rate, SAT/ACT Scores, GPA

The University of Dayton is a private, Catholic (Marianist) research university with an acceptance rate of 72%. Located in Dayton, Ohio, University of Dayton is divided into five schools/colleges: the  School of Law, the School of Engineering, the School of Business Administration, the School of Education and Health Sciences, and the College of Arts and Sciences. University of Dayton offers 80 undergraduate degree programs, and for its overall strengths, the university is considered one of the countrys  top Catholic universities. On the athletic front, the Dayton Flyers compete in the NCAA Division I  Atlantic 10 Conference and in the Pioneer Football League. Considering applying to University of Dayton? Here are the admissions statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, University of Dayton had an acceptance rate of 72%. This means that for every 100 students who applied, 72 students were admitted, making University of Daytons admissions process somewhat competitive. Admissions Statistics (2017-18) Number of Applicants 16,793 Percent Admitted 72% Percent Admitted Who Enrolled (Yield) 18% SAT Scores and Requirements University of Dayton requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 34% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 560 650 Math 550 660 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of University of Daytons admitted students fall within the top 35% nationally on the SAT. For the evidence based reading and writing section, 50% of students admitted to UD scored between 560 and 650, while 25% scored below 560 and 25% scored above 650. On the math section, 50% of admitted students scored between 550 and 660, while 25% scored below 550 and 25% scored above 660. Applicants with a composite SAT score of 1310 or higher will have particularly competitive chances at University of Dayton. Requirements University of Dayton does not require the SAT writing section. Note that University of Dayton participates in the scorechoice program, which means that the admissions office will consider your highest score from each individual section across all SAT test dates. ACT Scores and Requirements University of Dayton requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 82% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 24 31 Math 23 28 Composite 24 30 This admissions data tells us that most of University of Daytons admitted students fall within the top 26% nationally on the ACT. The middle 50% of students admitted to University of Dayton received a composite ACT score between 24 and 30, while 25% scored above 30 and 25% scored below 24. Requirements University of Dayton does not require the ACT writing section. Unlike many universities, UD superscores ACT results; your highest subscores from multiple ACT sittings will be considered. GPA In 2018, the average high school GPA of University of Daytons incoming freshmen class was 3.82, and 50% of incoming students had average GPAs of 3.75 and above. These results suggest that most successful applicants to University of Dayton have primarily A grades. Self-Reported GPA/SAT/ACT Graph University of Dayton Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to University of Dayton. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in  with a free Cappex account. Admissions Chances University of Dayton, which accepts fewer than three-quarters of applicants, has a somewhat competitive admissions process. If your SAT/ACT scores and GPA fall within the schools average ranges, you have a strong chance of being accepted. Keep in mind, however, that University of Dayton also has a  holistic admissions  process and admissions decisions are based on much more than numbers. A strong  application essay  and a  glowing letter of recommendation  can strengthen your application, as can participation in meaningful  extracurricular activities  and a  rigorous course schedule. The college is looking for students who will contribute to the campus community in meaningful ways, not just students who show promise in the classroom. Students with particularly compelling stories or achievements can still receive serious consideration even if their grades and scores are outside of University of Daytons average range. Note that UD also considers demonstrated interest, so visiting campus or attending a university event in your area can improve your chances of admission. In the graph above, the blue and green dots represent accepted students. Most successful applicants had high school averages of B or higher, combined SAT scores of 1050 or higher, and ACT composite scores of 21 or better. Higher numbers clearly improve the likelihood of acceptance, and a high percentage of admitted students had GPAs in the A range. If You Like University of Dayton, You May Also Like These Schools Purdue UniversityBall State UniversityUniversity of Notre DameBoston CollegeCollege of the Holy CrossCase Western Reserve All admissions data has been sourced from the National Center for Education Statistics and University of Dayton Undergraduate Admissions Office. University of Dayton Acceptance Rate, SAT/ACT Scores, GPA The University of Dayton is a private, Catholic (Marianist) research university with an acceptance rate of 72%. Located in Dayton, Ohio, University of Dayton is divided into five schools/colleges: the  School of Law, the School of Engineering, the School of Business Administration, the School of Education and Health Sciences, and the College of Arts and Sciences. University of Dayton offers 80 undergraduate degree programs, and for its overall strengths, the university is considered one of the countrys  top Catholic universities. On the athletic front, the Dayton Flyers compete in the NCAA Division I  Atlantic 10 Conference and in the Pioneer Football League. Considering applying to University of Dayton? Here are the admissions statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, University of Dayton had an acceptance rate of 72%. This means that for every 100 students who applied, 72 students were admitted, making University of Daytons admissions process somewhat competitive. Admissions Statistics (2017-18) Number of Applicants 16,793 Percent Admitted 72% Percent Admitted Who Enrolled (Yield) 18% SAT Scores and Requirements University of Dayton requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 34% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 560 650 Math 550 660 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of University of Daytons admitted students fall within the top 35% nationally on the SAT. For the evidence based reading and writing section, 50% of students admitted to UD scored between 560 and 650, while 25% scored below 560 and 25% scored above 650. On the math section, 50% of admitted students scored between 550 and 660, while 25% scored below 550 and 25% scored above 660. Applicants with a composite SAT score of 1310 or higher will have particularly competitive chances at University of Dayton. Requirements University of Dayton does not require the SAT writing section. Note that University of Dayton participates in the scorechoice program, which means that the admissions office will consider your highest score from each individual section across all SAT test dates. ACT Scores and Requirements University of Dayton requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 82% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 24 31 Math 23 28 Composite 24 30 This admissions data tells us that most of University of Daytons admitted students fall within the top 26% nationally on the ACT. The middle 50% of students admitted to University of Dayton received a composite ACT score between 24 and 30, while 25% scored above 30 and 25% scored below 24. Requirements University of Dayton does not require the ACT writing section. Unlike many universities, UD superscores ACT results; your highest subscores from multiple ACT sittings will be considered. GPA In 2018, the average high school GPA of University of Daytons incoming freshmen class was 3.82, and 50% of incoming students had average GPAs of 3.75 and above. These results suggest that most successful applicants to University of Dayton have primarily A grades. Self-Reported GPA/SAT/ACT Graph University of Dayton Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to University of Dayton. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in  with a free Cappex account. Admissions Chances University of Dayton, which accepts fewer than three-quarters of applicants, has a somewhat competitive admissions process. If your SAT/ACT scores and GPA fall within the schools average ranges, you have a strong chance of being accepted. Keep in mind, however, that University of Dayton also has a  holistic admissions  process and admissions decisions are based on much more than numbers. A strong  application essay  and a  glowing letter of recommendation  can strengthen your application, as can participation in meaningful  extracurricular activities  and a  rigorous course schedule. The college is looking for students who will contribute to the campus community in meaningful ways, not just students who show promise in the classroom. Students with particularly compelling stories or achievements can still receive serious consideration even if their grades and scores are outside of University of Daytons average range. Note that UD also considers demonstrated interest, so visiting campus or attending a university event in your area can improve your chances of admission. In the graph above, the blue and green dots represent accepted students. Most successful applicants had high school averages of B or higher, combined SAT scores of 1050 or higher, and ACT composite scores of 21 or better. Higher numbers clearly improve the likelihood of acceptance, and a high percentage of admitted students had GPAs in the A range. If You Like University of Dayton, You May Also Like These Schools Purdue UniversityBall State UniversityUniversity of Notre DameBoston CollegeCollege of the Holy CrossCase Western Reserve All admissions data has been sourced from the National Center for Education Statistics and University of Dayton Undergraduate Admissions Office.

The Merchant of Venice Is a Tragicomedy....I Got 32/35 so...

A tragedy is a drama or literary work in which the protagonist is brought to ruin or suffers sorrow, especially as a consequence of tragic flaw or moral weakness. Where as, a comedy is a drama or literary work, that is light and often humorous or satirical in tone and it usually contains a happy resolution of the thematic conflict. Thus, a tragicomedy is a fictional work that blends aspects of the genres tragedy and comedy. In Shakespeare’s time a tragicomedy referred to a serious play with a happy ending or enough jokes throughout the play to lighten the mood. I consider the ‘Merchant of Venice’ by William Shakespeare a tragicomedy as both tragedy and comedy can be seen throughout the play. There are many factors that give proof to this†¦show more content†¦Also, when Bassanio tells Antonio that he is somewhat disturbed with the deal, Antonio ignores this as he is confident his ship will return in time. This is seen when Bassanio says, â€Å"I like not fair terms and a villain’s mind,† and Antonio replies saying, â€Å"Come on. In this there can be no dismay. My ships come home a month before the day,† It can be said that these flaws of Antonio has caused Shylocks hatred of him. These flaws of Antonio have caused Shylock to want a pound of his flesh. If it were not for Antonio’s tragic flaws, he would not have been in the situation that almost caused his death. Additionally, another factor of a tragedy is the struggle the tragic hero has to go through because of his tragic flaw and through this struggle he or she is able to change, usually for the better. Because of his tragic flaw Antonio made a deal with Shylock that if Antonio did not pay him the three thousand ducats he had borrowed within the three months then Shylock was allowed to take a pound of Antonio’s flesh. This is seen when Shylock says, â€Å" Three thousand ducats for three months†¦a pound of man’s flesh taken from a man,† Antonio was sure that he would have gotten his ships a month before his payment day was sue, however, this did not happen. This is seen when Bassanio read a letter that says, â€Å"Sweet Bassanio, my ships have all miscarried†¦my bond to the Jew is forfeit,† Antonio now owes Shylock a pound of his

Managerial Aspect free essay sample

What Is Management Aspect In A Feasibility Study? The management aspect implies a clear and precise identification of duties and   responsibilities, flow of authority and manpower level requirement. It must be set up for optimum effectiveness. To achieve these, management must be able to plan all   activities, for the company to become productive and competitive  industry  through human resource, financial capability and new technologies †¦. 1. Management Aspect  Ã¢â‚¬â€œ this includes a study of the officers and key personnel, basic considerations in forming the organizations, form of ownership, organizational chart, and project schedule. This is to determine the option effectiveness of the organizational setup and the qualifications of the individuals who will make up the organization. This will also determine the successful realization of the study. http://www. takdangaralin. com/management/feasibility-study-putting-up-a-new-business-or-buy-an-existing-one/ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ III- MANAGEMENT ASPECT This chapter will be dealing with different process of management, organizing, staffing, directing and controlling. Pre-operating Period   prior to the actual business operation, it is part of the process to fulfill the necessary  pre-operating requirements and responsibilities such as hiring and training of persons or workers, providing different equipment and materials needed in accomplishing documents. The form of organization. The initial capital agreed upon. Persons involved in Management Project Schedule   Business objectives are set to be accomplished. Realization of these objectives can be obtained through proper planning and scheduling of specific business activities to be undertaken. 1. Areas of consideration: Duration 1. 1Feasibility Study 1. 2 Putting up of equity 1. 3 Registration 1. 3. 1  Pre-organizational  phase  (Name of co. , business add. , bus. goal/objectives/names and address of owners etc. ) 1. 3. 2 Operational Phase  (steps in getting permits SEC, BIR, SSS, DTI, BUS. PERMIT etc. ) 1. 4 Renovation 1. 5 Equipment and Supplies Selection 1. 6 Orders and Receipt of equipment and other supplies 1. 7  Installation  of equipment, machines and other supplies 1. 8 Hiring and training of personnel 1. 9 Start of Normal Operation Operating Period  -Form Business Ownership Advantage and Disadvantages Organizational Policies   Working days and time; Payment of salaries Internal Organization   Manpower  requirements/Job Analysis The success of the business depends on the performance and attitude of its personnel and employees. This part of the management aspect will discuss the following job analysis for each of the organizations personnel and  employed  with their corresponding qualifications. Job Title: Job Description: Job Specification: Compensation Scheme Position Basic Salary (Monthly and Annualy) Projected Compensation Position Year(2007) to (2011) Gannt Chart http://gsitsu-pom. blogspot. com/2007/11/feasibility-format. html †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. (di ko alam kung kasama ito, pero pde na din dba? U) Purpose of an Organizational Feasibility Study:  To define the legal and corporate structure of the business. An Organizational Feasibility Study may also include professional background information about the founders and principals of the business and what skills they can contribute to the business. Your organizational feasibility study should include: * Description of Your Business Structure * Description of Your Organizational Structure Internal and External Principles and Practices of the Business * Professional Skills and Resumes Description of Your Business Structure This section contains a narrative description of the legal requirements for establishing your business and why you feel this is the right structure for your business. Discuss the pros and cons of different business structures. For example, a sole proprietorship leaves the sole proprietor open to both financial and legal liability risks. A high-risk business should never be set up as a sole proprietorship because it will make it difficult to attract investors as well as clients and customers. It is also the hardest and most expensive form of business to insure. If you wish to become a tax-exempt organization, you will need to incorporate, file for tax exemption with the IRS (and, in some cases, within your own state), and set up a board of directors and officers of the corporation. You will also need to decide if your organization should be a membership, or non-membership organization. Organizational Structure Discuss your business’ organizational structure. One of the best ways to present this information is with an  organizational chart. An organizational chart shows the hierarchy, or chain of command in your business. It lists key positions and subordinate positions under department heads, supervisors, and managers. Principles and Practices of the Business Every business should have a published code of ethics and principals that govern how the company conducts its business. In this section, include both internal and external principals of operations. Internal Operations Business Principles and Practices * Businesses that are incorporated must have a board of directors. Do you have a conflict of interest policy in place? Will you use â€Å"Robert’s Rules† for conducting meetings? * Do you offer services where clients need to be screened for eligibility for financial aid, social services, or are there other pre-requisite requirements such being a senior citizen, minority, or disabled? * Do you have hiring and employee training and management practices in place? * Do you have an overall corporate philosophy that inspires, encourages, or offers incentives to employees? * Do you have an anti-discrimination policy in place? External Business Practices and Principles Do you have a customer policy or philosophy? Examples of client/customer philosophies include: * We do not serve clients; we team with clients to meet their goals. * We value creativity and imagination and use these to our client’s advantage. * Our employees maintain high ethical standards that reflect on how we treat our clients. Professional Skills and Resumes A business’ strengths come from the talent, skills, and experience of those running the company. In this section, you give a brief overview of all founders, employees, and partners involved in the business that will be contributing their skills and input into how the business is operated. You should also include any board members, directors, and officers. Include in your list of principals (most important people in your business or organization), a brief overview of how their particular skills will serve the business. You can also include accomplishments that relate to the business. It is also beneficial to attach resumes for at least the top three principals listed. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Management Aspect Feasibility Study for Snack Stand The central idea of management is to make every action or decision help achieve a careful chosen goal. The word management is also used to mean the group of persons called executives who perform management activities. Objectives 1. To keep the subordinates be alert to what is expected to them. 2. To know the duties and responsibilities of each member and personnel. 3. To know different strategies to be able to achieve the company’s goal. Description of Activities 1. DTI Permit Application The business name of GF Snack Stand should be register with the Department of Trade and Industry. It would take only four days to five days before the permit is receive. If there as no other name of its type. Three (3) different name should be apply so when one is approved, so they can use other applied business name (see appendix) 2. Rental Space The project business will be located at Bataan terminal at 2nd floor Ibayo, Balanga City, Bataan. The application will only about three to four weeks before it is approved. 3. Mayor’s Permit The Mayor’s Permit application will acquire the submission of the following: a. SSS Clearance Permit b. Sanitary Permit c. DTI 4. TAN (Tax Account Number) The project business will be registered at the Bureau of Internal Revenue District Office No. (1020) located at Capitol drive, San Jose, Balanga City. The following forms should be accomplished with necessary attachments. BIR FORM No. Attachment Required, Mayor’s Permit and DTI Permit 5. Buying of machineries and equipment Involves the acquisition of the necessary machinery and equipment in the food snack as mentioned in technical aspect. 6. Promotion Includes advertising and personal selling partnership in a variety of promotional activities to inform customer about products and service and to encourage them to buy. 7. Start of Operation After securing all the necessary permits and other needed materials. The said will be now ready to operate. C. Organizational Structure Through GF Snack Stand is just a simple business, the organization structure will have a simple flow. It is not as complicated as big ventures. Over – All manager / Cashier Cook 1, Cook 2 Utility Man 1, Utility Man 2 D. Personnel Structure The GF Snack Stand is required to have the members of personnel and service crew. Staff – Over all Manager – 1 Cashier – 1 Cook – 2 Utility Man – 2 E. Duties and Responsibities 1. Over-all Manager / Cashier   Ã‚     Supervise the overall operation of the business   Ã‚     Computer the total amount of the purchased item   Ã‚     Assist the customers 2. Cook 1   Ã‚     Prepares the necessary ingredients   Ã‚     Cooks the items/products 3. Cook 2   Ã‚     Prepares the necessary ingredients   Ã‚     Cooks the item/products 4. Utility Man 1   Ã‚     In charge of cleaning the workplace   Ã‚     Delivers items within the vicinity   Ã‚     In charge of buying raw materials f rom suppliers   Ã‚     In charge of the inventory 5. Utility Man 2   Ã‚     In charge of cleaning the workplace   Ã‚     Delivers items within the vicinity   Ã‚     In charge of buying raw materials from the suppliers   Ã‚     In charge of the inventory Excerpt from Management Project by Arde R. Reyes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Feasibility Study Outline for New Manufacturing Project There is a saying, hindsight is 20-20. Smart business people, however, do not rely on hindsight but on foresight. A feasibility study is more of a scientific foresight, a way of reducing guessing as to what things should be considered. The following is an outline of a feasibility study based on new manufacturing business. There are hundreds of variations of a feasibility study but this is good because it is applicable to big and small businesses, either domestic and international. C. Management Aspects 1. Management during the pre-operating period a. Project originators b. Project promoters; managers c. Firms or persons involved or to be involved in marketing, ngineering and other studies d. Management during construction period 2. Management during the operating period a. Type of business organization (partnership, corporation) and reason for the choice b. Internal organization 1) Statement of functions of each unit 2) Organization chart c. Owners citizenship of owners, and percentage of their respective holdings d. Man agement personnel (from the members of the board of directors to the department or section managers) 1) Duties and time to be devoted to project 2) Requirements 3) Recruitment 4) Compensation 5) Staffing qualifications, education, history e. Labor 1) Skills required ) Number required for each skill 3) Sources of labor force for each type of skill 4) Recruitment program 5) Labor training program 6) Compensation a) prevailing rates b) Legal rates c) Rates intended for the project starting rates and provisions for annual increases 7) Facilities for laborers (housing, transportations, medical and dental care, recreation and other fringe benefits) 8) Effect of labor laws on the above items f. General managers if any arrangements and fees g. Professional firms to be hired law, accounting, engineering, etc. http://www. pinoydirectory. com/articles/feasibility-study. php †¦Ã¢â‚¬ ¦ Sample of Management Study January 8, 2009, 8:48 am Excerpt from the proposed telephone industry business. Management study includes the planning, organizing, staffing and directing of the project. Also it includes the external activities in starting the business. The means and procedure are undertaken before the operation of the business. The form of management is indicated identifying each of management and each personnel. The role and duties of each personnel is clearly defined, as well as practice and develop skills learned from this project Management Analysis Our business covers a system of services that can be determined in large scales. A corporation owns the ETHECOM. This kind of business has a very large management. The management and operation of the business are determined and constructed by the joint-forces and capabilities of the corporate members and staffs. Organization Chart ETHELCOM provides its organizational line chart, compose of personnel deployed within the business. Registration of business The registration of business is an act that is provided by the constitution. It is very important and must be implemented in order for the business to be legal and to perform well and freely. The following are the steps for registering a business in the Philippines. . Prepare the article of partnership/corporation. 2. Registration of the business name with the Bureau of Domestic Trade and Industry. 3. Apply the registration of the partnership with the Securities and Exchange Commission. 4. Get the necessary permit from the office of the mayor and license to operate from the treasure of the city of municipality whe re the business will be located. 5. Secure a tax identification from the Bureau of Internal Revenue and a file VAT or Not-VAT permit. Hiring Personnel The following are the qualification for the interested job seekers. Electronics and Communication Engineer   Ã‚     Preferably Male, 22-30 yrs. ld   Ã‚     Licensed   Ã‚     At least 5 years of experience Technician   Ã‚     Preferably Male, 22-30 yrs. Old   Ã‚     BSECE or Electronics/ Electrical graduate   Ã‚     At least 3 years of experience in the related field Sales   Ã‚     Male or Female, 21-30 yrs. old   Ã‚     High School Graduate   Ã‚     With pleasing personality Job Description and Responsibilities President   Ã‚     Responsible in making final decision for every undertaking the business may encounter.   Ã‚     Administer over all activities and for sees projects, forecast, and solve problems. Manager (Stockholders)   Ã‚     To assist the President and his duties and respons ibilities.   Ã‚     Must be responsible in assigning different task of each personnel.   Ã‚     Responsible for preparing financial statement of the business. Purchasing Personnel   Ã‚     Responsible for good quality of purchased products   Ã‚     Responsible for purchasing low cost of product   Ã‚     Responsible for scheduling of purchased product Technicians   Ã‚     Responsible for repairing, servicing and installation Sales Personnel   Ã‚     Responsible for the sales of product, operational reliability of services and provides customer care. http://sampleproposal. net/tag/management-study/ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Management Aspect (example) The product shall be pre-operated eight (8) months before the start of the operation. Partnership shall be the type of business organization, and shall be composed of five (5) partners. The organizational set up shall be in a line function. The business shall have an initial capital of Php 625,000 and Php350,000. The business shall be loaned from DBP. The General Manager shall be the head of the organization. Under him is the Plant Manager who shall be responsible on the production area, and has the overall control on the company personnel, marketing of the product and even the allocation of budget for the company. Along with him is a Secretary. Under the Plant Supervisor is the Human Resource Personnel; under him are the Utility Man/Driver, Security Guard, and Janitor/Messenger. Next is the Quality Control, under him is the Sewer, Machine Operator, Packager and Stockman. Next is the Marketing and Sales Personnel, under him is the Purchaser   Finally, the Finance Personnel, next to him is the Accountant, who shall be classified as retainer, because he shall render service only once every end of the month. The required personnel shall come from nearby places of the plant and within Tarlac. As soon as the business normally operates, all benefits are to be given to all employees. The company shall hire additional workers after six (6) years of operation, based on the forecasted increase of plant capacity. They are to be paid at a minimum starting salary and shall also increase to 10% annually. http://sampleproposal. net/category/sample-feasibility-study/

The Beauty Salon Organization free essay sample

The Beauty Salon Organization Jane Doe Management for Organizations John Doe Monday, August 1, 2011 The organization that I work at is a salon. I have been at this establishment for 6 ? years. I have worked side by side with the owner, operated as manager, and I currently work in this organization as a self-employed manicurist. I have seen firsthand the outcomes of the functional and dysfunctional control systems, experienced how to develop control systems, analyzed and illustrated essential techniques, and seen the impact they have on my professional life and my personal life. In 2005, I began working as a licensed esthetician and assisting the owner on daily duties. Working in a small business and being one of two full time employees I was able to work close with the owner and collaborate on ideas. The business started out as a tanning salon and later incorporated skin care, which is where I came in. We will write a custom essay sample on The Beauty Salon Organization or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Not only did I perform the duties of a skin care professional, but I also worked as a customer service representative for the company. We began implementing goals for the organization which included expanding the skin care department, expanding the tanning salon, adding members to our team of staff, and adding a hair salon as well. By achieving these goals we had to plan, decide what strategies to use, and allocate the companies resources to pursue the strategies. The owner was the manager and as the manager she did most of the planning, organizing, leading, and controlling. The staff assisted her in her final decision making since we were so small. Our brainstorming would take hours and sometimes days to figure out each step to attaining our goals. We did some demographic research to find where this industry fit in our community. Demographic forces are outcomes of changes in, or changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class. Like the other forces in the general environment, demographic forces present managers with opportunities and threats and can have major implications for organizations (Jones, 2010, P. 145). With the research we were able to narrow our playing field down to women. We offered services for most anyone from ages 14 and up, but we knew our largest consumer would be women. Our products and services offered the public beauty enhancements from darkening light skin, reducing cellulite, anti-aging to toning the body. We tried our hand in marketing the business on a small scale, word of mouth. Word of mouth lead us through the spring and summer months when our products and services were most desirable. During the slower months we dabbled in newspaper advertisements as well as billboard advertisements. We arranged a menu of our services to allow clients the opportunity to share information about us and to learn about all the services and products that we offered. We researched the larger cities around us as well as the smaller communities that compared to ours. We looked for similar services and products to find a starting point in applying prices. A low-cost strategy is a way of obtaining customers by making decisions that allow an organization to produce goods or services more cheaply than its competitors so that it can charge lower prices than they do (Jones, 2010, P. 9). With this strategy in mind we adopted a theory, it’s better to have lower prices and more clients than higher prices and fewer clients. We wanted the competitive advantage. Planning strategy is complex and difficult, especially because planning is done under uncertainty when the result is unknown. Managers take major risks when they commit organizational resources to pursue a particular strategy (Jones, 2010, p. 19). Trying to hang with the â€Å"big dogs† we committed too much of our financial resources to offer bigger and better services for our small town. Lacking in money management and having a big vision the owner began splurging on high tech and high priced items with hopes of making the business boom. With little demand of the newest line of equipment that our organization invested in we realized we became too big too fast. We became the largest salon and spa in our area with 15 staff members, 12 tanning beds, over a hundred services, and thousands of dollars in inventory. Our staff included 3 part time receptionist and tanning bed operators, a massage therapist, an esthetician, 2 manicurists, and 8 hairstylists. Our goal was reached, but it was spiraling out of control. After evolving for seven years and after gambling over $600,000 in equipment and products our owner was in way over her head. The business was not sustaining itself any longer. The financial resources were depleted and the owner was forced to sell at a salvage price. Her intentions were good, but her management skills were weak and in the long run her strategies to succeed caused her to fail. Her task was to plan, organize, lead, and control and no self-evaluation was taken to measure her own performance. Before the next owner, a retired insurance branch manager, purchased the business he had one requirement. The requirement was that a manager would be hired to run it with little assistance from him. The manager hired was me. The new owner was under the impression that the business was self-sustaining and thought since I had 4 years’ experience assisting the previous owner and I was knowledgeable of the business that I would be a great candidate for management. I had little business management education, a large ego and I lacked most of the important skills to managing a business. Three important skills to have when effectively managing a business is: conceptual, human, and technical skills. One of the biggest problems that people who start small businesses confront, for example, is their lack of appropriate conceptual and human skills. Someone who has the technical skills to start a new business does not necessarily know how to manage the venture successfully (Jones, Gareth, 2010, P. 26). I was more skillful with conceptual skills than I was with human skills and technical skills. As a young inexperienced woman my first task was to gain confidence. My emotions were in it and I desired respect. Gaining respect from a group of women that had been in the industry for a combined total of over 70 years was tough. I did not have the ability to manage my emotions very well. I struggled for months with one particular employee that knew what buttons to push on me. From the beginning my job satisfaction was low. I allowed her personality to get to me and it disrupted my decision making. When the situation was at its peak I asked her to leave. Another obstacle I faced was similar to the previous owner; I did not know how to manage money. Looking back I can see where mistakes were made. The reception area was unorganized, but it had the potential to be great. So in my efforts of developing control systems I began organizing the reception department. I typed up a manual of ways of handling most situations that may occur between a client and the receptionist. Professional customer service was my goal. I laid out the plan on paper with the manual and next I approached the receptionists. We came up with simple phone greetings and methods of communicating to clients over the phone and in person. We found new and better ways to organize the appointment book so that everyone knew their schedule and had all the appropriate information on each client. These new approaches caught on. The more the reception area was organized and prepared the less likely they had to depend on me. They had the confidence they needed to handle their responsibilities. We gathered information from clients and salon consultants to improve our business and the services available to clients. With minor changes we were able to spice up the appearance of our tanning department as well as help organize it. We took the same approach to our laundry room and spa area. We framed the changes so that clients would find the materials they needed for their service more easily. Little by little the departments were looking better and better. The clients were noticing the changes and enjoying them. I analyzed figures and came up with new tanning packages to increase sells, marked down products periodically to move old product out. I developed a webpage of our business to increase traffic. We sold gift certificates on our website, usually selling hundreds of dollars’ worth each quarter. Each month we had a spa special which included a skin care service and a massage service. We kept our website updated monthly with each new special. We also started a salon fan page on Facebook so that our clients could view daily, weekly, and monthly specials. This really kept our business connected to the community. Our goal was to constantly remind our clients to come visit us whether to buy for themselves or for someone they loved. Getting our name out to the community and giving the community an idea of what we did and what we were about was important. We wanted them to know that they deserved to be pampered and we had the services to help them relax from head to toe. Our efforts showed a small climb in sells. I was quickly seeing that advertising was essential to our business’ growth. Advertising was not always cheap, but using Facebook and our webpage was cheaper and easier way to advertise on a daily basis. Occasionally we did newspaper advertisements and local business card ads in menus for restaurants and school flyers. We also met with a local graphic designer to design our new service brochure and our business cards. This was a cheap way of getting our name out. We dropped these off at local businesses and gave them out to every new and old client. Another way that we pointed ourselves out was purchasing new awnings with our logo on them so that people could see us from a distance. We also purchased banners with our name and information to set up at chamber events, parades, and other community events. We were chamber members and we helped sponsored chamber events. All of this was done over the course of 2 years. Every once in a while we planned meetings to get feedback from employees and staff and to update everyone on changes. The meetings were usually a time to complain and that is one place I struggled. I did not step outside the box to make the meetings fun and enjoyable. They were usually dry and long. We also tried planning events where we could all enjoy ourselves, like going to a hibachi grill or having holiday parties. When we held those events they were fun and we should have done more of them to pep up the staff and encourage them. As time went on it just seemed harder to plan and encourage people, because I felt so burden with the business battling with the economy. Struggling to pay bills for the business I consulted the owner. He gave me the opportunity to improve the financial situation, but with the crashing economy and an absence of money management I was unable to grasp control of the situation. The owner began assisting me on orders and paying bills as he shelved money into the business to keep it afloat. We cut back on hourly wages and I covered the reception area more. The idea of selling the business seemed better each month. Selling the business would probably mean me losing my job. In my second year of management I took a manicurist class at a local community college to obtain my manicurist license. I did this knowing we did not have enough staff to handle the demand for manicurist services. I finished in May and was able to bring in more income for the business by being available to render the services. By November the owner was looking for a prospect to purchase the business. During this time our full time manicurist told us she would be moving out of the country and leaving her clientele behind. So by mid-December I was taking over a full clientele and stepping away from my position as manager. January 1st we were officially owned and operated by a hairstylist that had only been with us for 4 months. I assisted the newest owner as she began managing the salon and spa. I worked with her for about a month showing her how to prepare payroll, taxes, and schedules. I illustrated ways of increasing revenue. One way I mentioned would help was to set up televisions in all the departments of the business advertising each department. Knowing that all of our tanners did not know what all we offered and all of our hair clients did not know we offered other services, this would have been a great way to advertise to our existing clients. We even spoke with a videographer and she agreed to swop services, so no money would be exchanged. Months have gone by and we have no televisions. As a small-business owner, you need to juggle many different roles, and tapping into all available resources is essential (Anonymous, 2009, Running A Successful Small Business ). So we analyzed the monthly figures and came up with ways to use fewer resources. I gave her advice on how to run the reception area, as well as, when to order inventory. Like me, she became overwhelmed in the first couple of months. Her managing style was different than anyone we had worked with before. She herself had no managing experience. Her ways were not consistent and out of order. If you were being reprimanded she would do so in front of other people including the clients. The respect people had for her went out the window. Unfortunately, her low-cost strategy was by abstaining from ordering products. She also put family members in the reception area to save money. Working as a full time hairstylist she was not able to assist or train the receptionist properly. A few of the staff members gave a few hours a week to help her save money on hourly wages. We also gave up our small commissions on product sells so that she could use the money as needed. To settle in my new position, to learn the daily responsibilities of operating my manicurist business, and allow the newest owner to become independent I had to back away from assisting her. She and her husband now operate it. They are struggling to make the business grow and to depend on fewer resources. The majority of the business’s income is made in the spring and summer months. During the fall and winter months it takes much more effort to bring in revenue and to minimize cost. I have managed my on manicurist business for 7 months now. Taking some of the skills that I have learned from my experience as manager and the education that I have received over the last few months has motivated me to plan, organize, lead, and control my business. I have not done any advertisements; I have grown by word of mouth. I enjoy what I do and I believe it shows in my work. Occasionally I will buy a box of cards and mail them out to my clients to let them know that I appreciate them and if there is an illness or an issue in their family I will send one out. My business has grown and has become established, I believe, all because of the faith that I have and the skills that I have learned. I take classes pertaining to my field and I am obtaining my bachelors in Business Administration. I should be graduating in October of 2013 and hopefully pursuing my master’s degree shortly after. In conclusion, I have shown the ways I have seen outcomes of functional and dysfunctional controls systems in the organization that I work at. I have exhibited my experience in managing and developing control systems, illustrated and analyzed essential techniques, and shown how it has impacted my professional and my personal life.