Live Interpretation of Heritage

Live Interpretation of Heritage Historic Sites, Museums and Galleries Live interpretation of Heritage Introduction Over the past few decades heritage and culture has become an important part of people’s life, especially in respect of their leisure and tourist activities (Boyd 2003, p.1). This is particularly true in the case of tourism, where the historical demand for tourist and leisure activities have waned in favour of those filled with more cultural elements. There is an increasing desire to visit historic sites, museums and galleries in an attempt by the individual to learn more about their heritage and those of other cultures and social groups. At the same time, today’s heritage visitor has become more discerning about the manner that these venues present heritage experience to them (Boyd 2003, p.2). In essence therefore, heritage can be seen to relate to historical events and settings and the visitor wants to experience those historical experiences as an almost physical event. However, despite the numerous researches and survey results that supports this change in the visitor demand, there is still evidence that a number of heritage sites, museums and galleries are failing to react positively to these findings (Black 2005, p.10), which in many cases has resulted in a drop in visitor numbers at these venues. This situation can have serious consequences, especially for those heritage sites that rely upon entrance fees to bridge the gap between state funding and the running costs of the venue. Even where this not the case, for example where government funding is used to provide free admission, such venues are still accountable to the state and need to prove that their establishment is delivering to the needs of the public, which a reduction in visitor numbers will not achieve. In an effort to address this problem the last two decades have seen an increase in literature related specifically to the manner in which heritage is displayed and portrayed to the visi tor, creating a new discipline under the general title of heritage interpretation. Heritage interpretation relates equally to the understanding of the site or objects displayed for the visitor and the motivation determinant and needs of that visitor (Blockley and Hems 2006, p.1). Until recently, most academics agree that heritage interpretation has been the least developed aspect of the venue’s promotion to the visitor (Boyd 2003 and Blockley and Hems 2006). Interpretation forms and integral part of the visitor experience and will influence the experience that they take away from the visit (Boyd 2003, p.193). Therefore, it follows that understanding what motivates a visitor or group of visitors will enable the museum, gallery or heritage site to be better able to display and promote their product (ibid 2003, p.64). For most visitors that motivation will be to gain pleasure and learning from the object or activity being displayed. In most cases, as Blockley and Hems (2006, p.10) suggest in their research the motivation for the visit is to fulfil the individual’s need for pleasure and leaning and if the heritage venue or object does not achieve this the visitor will leave dissatisfied. In fact, the visitor has come to expect to be greeted with visual views, and animated displays when visiting heritage sites (Dicks 2003, p.17). Thus it is essential for the venue managers to ensure their destination and its contents meet these requirements. One aspect of interpretation that has come to the fore in the minds of the visitor during recent years, and an area that academics agree is an essential part of interpretation, is the level of interaction that exists between the visitor and the heritage venue or object. A recent development in this respect is the increasing use of various forms of live interpretation within the heritage display and other venue activities, and it this area of interpretation that will form the focal point for this study. Live Interpretation Live interpretation of heritage is the most direct form of interaction between the visitor and the artefacts and events that are being exhibited at heritage sites and venues. Visitors and tourists today expect to see live heritage and cultural displays rather than inanimate objects displayed in empty or one dimensional building and display boxes. For example, visitors to industrial museums have come to expect to be treated to visual and moving displays of historical machinery and even to feel the experience through a living example of the society of the time (Dicks 2003, p.29). The process of live interpretation can be delivered in a number of formats. One early example of live interpretation was achieved by allowing the visitor to interact with working models, which enabled them to better interpret the processes that were involved with that models operational purpose. As the process of interpretation continued to evolve, these working models were enhanced by the inclusion of audio and visual interpretation methods, which research indicated were perceived to be more rewarding for the visitor than written text material, such as leaflets and books (Boyd 2003, p.231). The use of information and communication technology is another area of live interpretation that can prove effective, through a process of interactive involvement or displaying films and holographic images (Atkinson 2007). As Atkinson (2007) report further explains, by using ICT it is possible for the heritage site management to be able to â€Å"personalise and tailor exhibits and experiences to the individual or specific group’s needs.† However, today the most direct form of live interpretation is deemed to be that which involves physical face to face interaction between the visitor and a representative or group of representatives directly involved with the heritage site, either on a voluntary or employed basis (Blockley and Hems 2006, p.184), which most researchers identify as an interpreter. As these author’s point out â€Å"face to face interpretation is seen as the best form of enlivening the visitor experience† and certainly make them consider that it is time well spent. One important aspect needs to be mentioned in respect of the actions of the interpreter. This relates to their level of competence and degree of competence. As Boyd (2003, p.195) explains, â€Å"Whilst live interpretation is deemed the most effective form of interaction between visitor and the heritage object, poor quality in live interpretation is worse than nothing.† However, the degree to which the â€Å"interpreter† brings the heritage experience to life will depend upon the venue and its content. For example, they can range from the inclusion of a tour guide to costumed characters who re-enact the history and culture that the heritage site is promoting. This degree of variation and the appropriateness for the heritage venue will be further addressed in the following sections of this study. Museums and Galleries A number of researches have been conducted with the intention of discovering how much time visitors spent in museums and to what extent the format and display of the exhibits influenced the length of visit. One such survey, conducted for the research carried out by Boyd (2003, pp.77-78) found that there was a point of time at which visitors interest in the exhibits began to wane and the inclination to â€Å"head for the exit† began to dominate their thought processes. This was especially found to be true where the interpretation of the exhibits relied solely upon the basic strategy of display. For example, unless the visitor has a specific historical or academic interest in the specific artefacts being displayed within the venue, which only relates to a small segment of the population, after a while one exhibit, be that a painting, vase or another kind of inanimate object, all began to look alike to the visitor. At that stage the pleasure and learning gained from the experienc e began to deteriorate. There still exists the purist view that will argue against the introduction of live interpretation has no place within museums and galleries. Their reasoning is that the visitor should be allowed to interpret the exhibit free from the influence of what those who hold this opinion perceive to be external interference. However, although as stated previous this might be relevant for those who have a dedicated reason for visiting the museum or galleries it was becoming apparent to the mangers of these venues that this was not concurred with by the majority of visitors upon whom these museums and galleries depended. Therefore, remedial and innovative action was seen to be required if the decline in visitor numbers was to be reversed. It became apparent that some of the key qualities that visitors expected to experience from viewing a particular exhibit were clarity, poignancy, attractiveness together with a dynamic presentation (Boyd 2003, p.224). However, in the case of many visitors it proved difficult achieve the satisfaction of many of these qualities unless the object or exhibit was appropriately interpreted in the first place. This did not mean that the museums and galleries had to introduce moving or highly interactive interpretation process for all of their exhibits. In many instances it was simply a question of introducing a tour guide (Dicks 2003, p.171). This would involve employing a person who had sufficient knowledge and experience about the exhibit to be able to provide an appropriate interpretation, which the visitor could consider and come to their own informed opinion. An example of where such a tour guide is frequently used is in the Royal heritage. Often professional interpreters are used to b ring the heritage to life, as is the case with the royal palaces (Blockley and Hems 2006, p.45). To maintain the dignity of these historical sites it would be inappropriate to introduce some of the more technological based live interpretation methods, such as videos, films and other gadgetry. In such cases therefore, the tour guide will be employed to act as the face-to-face interactive interpreter. The heritage visitor or tourist would not expect any greater level of interpretation in such delicate and reverent historical surroundings, and the same reasoning would be applied to heritage sites of religious significance, such as historical churches and cathedrals. Nevertheless, there are other museums and galleries where the more proactive and interactive live interpretation methods are useful in improving the visitor experience. Providing visitors with a method that allows personal live interpretation, for instance by using computer generated informational processes that explain the origins of the object or gives more information relating to its original use and purpose, can enhance the benefits that the visitor receives from viewing the object. Another method that is being used more frequently within the museum and gallery environment is to make the object or artefact live by introducing information and communication technology process that allow it to move and react (Atkinson 2007, p.7). Black 2005, p.264) promotes the increased use of files within the museum, arguing that this manner of interpretation is more likely to enable the visitor to experience the object as a living thing, thus creating a psychological connection. One area of museu ms where these methods have proven to be particularly successful is in the field of natural science. For example, presenting the dinosaur animal generation in an interactive and live interpretation method provides the visitor with a better idea of the size, power and a concept of the physical damage that such creatures could cause. Another recent development within the museum sector of heritage is the evolution of the open-air museum (Boyd 2003, p.224). Because of the difference of the environment for the exhibit, these venues have developed an interpretation process that is far more focused on its live element. In effect the visitor can almost touch a living exhibit and, through the detailed live interpretation process, is transported back to the historical times during which the object was created. In fact, by the use of costumes and special effects often in these cases the visitor will feel as if they have had a personal connection with these events. Research has shown that, where museums and galleries have adopted some of these live interpretation measures within their venues, and to provide a better understanding of the exhibit, this has resulted in a positive effect on the length of a visitor’s stay (Black 2005, p.257). Furthermore, it has also had a positive impact in that visitor numbers have seen improvement in many instances. Historic sites As Jane Malcolm-Davies (2003, p.1) mentions in the introduction to the process of using costumed robes for live heritage interpretation, historic sites are finding it increasingly difficult to survive in the competitive environment of the leisure and tourism industry, not least because of the reduction in government funding, but also because of the impact of competing sites. As a result they have to resort to new and innovative measures for interpreting theirs sites in a manner that will increase visitor numbers. To stand out from the crowd and gain a competitive advantage that will lead to an increase in visitor numbers, live interpretation of the heritage value of these sites often has to resort to making the historical event come alive, a process that is most commonly referred to as re-enactment. These live interpretation events can take a number of forms. Some of the best known would be the re-enactment of historical civil wars, with authenticity attempted in every aspect of the actor’s costumes and equipment, accompanied by the realistic noise of battle. In other cases, the event might involve a live reconstruction of a home or village as the actors perceived it to be in historical times. Alternative versions of these occur where industrial processes, plants, and retail business environments are re-created to resemble how it might have looked in yesteryear. In a number of cases there is an invitation for the visitor to join in with the experience, creating for them a unique memory of the occasion. However, as with the use of live interpretation developments in museums and galleries, there has been some intense disagreement inn the past between academics and members of the historical heritage groups regarding the use of re-enactment and the use of costumes, with the opponents considering it to be fake (Sansom 1996, p.134). Indeed, many of those who hold this opinion consider this approach little more than theatrical nonsense. It is probably partly because of this reaction that it took until the latter part of the 1980’s before heritage sites began to employ â€Å"paid, permanent, costumed staff as an integral part of their daily interpretation† activities (Hicks 1994, p.9). The difficulty was that, before the employment of professional interpreters or â€Å"actor† there could be said to be some truth in the opposing argument. However, to the extent that these objectors delayed the introduction of a more professional approach to the live interpretation, it could be said that they contributed to the poor standard of interpretation that previously existed. In his dissertation thesis in 1990, Robershaw (1990, p.31) found from his research into the situation with regard to costumed interpreters that whilst it had the cosmetic effect of creating a more realistic atmosphere, this was not at that time communicated to the visitor. The same author quoted other literature that, like his own, concluded that visitors were demanding that the historical site managers should deliver a more â€Å"interactive experience†, which was clearing not happening at that time. It was also argued that because of the educational leanings, the resultant experience lack ed any element of fun and entertainment. The remarkable thing is that, since the introduction of live costumed and professional methods of interpretation (Sansom 1996, p.122 and Malcolm-Davies 200, p.9), this element of interaction and increased in the value of entertainment and fun has become more evident. The improvement has led to a situation where it has been found to the level of recall and understanding that is experienced by the visitor. Most academics, including Black (2005, p.117) and Dicks (2003, p.49) are now firmly of the opinion that historic and cultural sites that adopt the live approach to interpretation and encourages interaction with the visitor, even to the extent of re-enacting historic events, do find that it leads to an increase in visitor numbers. Furthermore, it leads to a greater degree of satisfaction of their need for enjoyment and learning. The proponents of live interpretation for historical sites argue that these re-enactments, especially now that they are more professional in nature, can be considered to be displaying an improved and closer depiction of the actual event, and therefore should be viewed as being more authentic. Furthermore, they will also argue that these events are serving to deliver to the main demands of the visitor, in that they provide a much greater depth of learning, whilst at the same time satisfying the visitor demand for them to include an element of fun and entertainment. The managers of these historical sites will also argue that, the inclusion of live interpretation and re-enactment within the promotional element of the destination, such moves are also serving the objectives of the destination, which are a) to remain self-sufficient in terms of funding and b) to assist the destination in achieving a competitive advantage over other similar destinations. They would further argue that the reported visitor number increases for the industry sector as a whole, and many of the destinations individually, support their choice of interpretation methods. Conclusion As has been mentioned in the introduction section of this research, over the past few years there has been increasing pressure exerted upon the managers of historic sites, museums and galleries to become self sufficient and accountable for the value achieved as a result of the limited resources provided to them from the public purse. It is natural that, in order to meet these conditions, the managers of these sites have been forced to consider a more innovative solution to promoting their destinations (Dicks 2003, p.122). An increasing number have turned to the use of live interpretation as a means of providing a resolution to the problems they have been facing. In the past there may have been some merit to the argument raised by opponents to live interpretation. These might have been justified especially where those elements of this process went as far as the inclusion of costumes and re-enactment. This justification can be linked with the lack of professionalism that existed at that time. However, in most cases that position has changed and the introduction of professional actors, directors and costume designers have dramatically improved this element of live interpretation. However, in the final analysis of the appropriateness of these methods of live interpretation it is the results produced that determine their success or failure. When one poses the question whether the adoption of these new approaches to interpretation have had the desired effect in terms of increasing the numbers of visitors being seen at historic sites, museums and galleries, the external researches studied by the author all support a positive response. Similarly, looking at it from the viewpoint of the other main stakeholder, the heritage visitor, the question to be asked is whether â€Å"live† interpretation promotional methods have improved their enjoyment of the experience and is more completely meeting their demands and needs. Here, again, current research and survey results confirm that this is the case. In fact, as Hunt (2004, p.387) states in his detailed research on heritage and interpretation., â€Å"acting the part has now become almost essential, as most visitor s have come to expect it!† In conclusion therefore, it is found that live interpretation is more effective as a method of education and learning, and as a means of visitor entertainment, than has been the case with most of the other methods of destination promotion adopted by historic sites, museums and galleries in the past. It is therefore recommended that those destinations that have yet to adopt these methods, and are experiencing difficulty in meeting financial or public accountability standards, should seriously considered following the example of the many institutions that have benefitted from live interpretation. Bibliography Atkinson, S (2007) The value of information and communications technology in natural heritage interpretation Scottish Natural Heritage. Retrieved 8 August 2008 from: http://www.snh.org.uk/pdfs/publications/commissioned_reports/ReportNo218.pdf Black, G (2005). The Engaging Museum: Developing Museums for Visitor Involvement. Routledge, Abingdon, UK Blockley, M and Hems, A (eds) (2006). Heritage Interpretation: Theory and Practice. Routledge, Abingdon, UK Boyd, S and Timothy, D (2003). Heritage Tourism. Pearson Education, Harlow, UK Dicks, B (2003). Culture on Display. Open University Press. Maidenhead, UK. Dray, C (1999). History as Re-enactment: R.G. Collingwoods â€Å"Idea of History†. Oxford University Press. Oxford, UK Hicks, D. (1994). The use of living history events at historic sites and buildings, master’s thesis, Nottingham Trent University, Nottingham, United Kingdom. Hunt, S.J (2004). Acting the part: ‘living history’ as a serious leisure pursuit. Leisure Studies, Vol.23, No.4, pp.387-403 Malcolm-Davies (2003). Borrowed Robes: The educational value of costumed interpretation at historic sites. Retrieved 8 August 2008 from http://www.esade.es/cedit2003/pdfs/malcomdaviesjm.pdf Robertshaw, A. (1990). Acts of imagination. Museums journal, Vol. 3, pp.30-31. Ransom, E. (1996). Peopling the past: current practices in archaeological site interpretation. In Archaeological displays and the public: methodology and interpretation (McManus, P. Ed.), pp.118-137, Institute of Archaeology, London’

Water Conservation Essay -- Environment, Environmental

One of the items people, animals, and our environment cannot live without is water. Water is extremely vital in the everyday life of everyone in the world from everyday life of drinking, washing clothes, animals, grains, cleaning, and so many other uses that eliminating water would eliminate our species as we all depend on the necessity of water. â€Å"The water footprint refers to the volumes of water consumption and pollution that are ‘behind’ your daily consumption†. (Network, 2010) If an average American uses approximately 80-100 gallons of water per day then an average American needs to change their ways and contribute to a better water footprint. Water is critical for ecological systems and the health of humans. Animals or plants cannot survive long without water. Water not only is most widely used resource by our industry, it both indirectly and directly produces energy, provides basis for outdoor recreation, and important for transportation along wit h so many other uses that it is globally in need. It is amazing as I thought about how I use water in my day. Flushing the toilet, taking a shower, brushing my teeth, drinking a glass of water, using water to make oatmeal, washing my dishes and my clothes, swimming in the lake or the pool, making different recipes that call for water, and watering my plants and garden. It was amazing to me when reading the website www.waterfootprint.org, because I never conceptually put together our food we consume to items we make in realize how much water is used globally. Some items that I did not think about would be beef, chicken meat, eggs, hamburgers, milk, pork, beer, tea, wine, barley, maize, millet, rice, soybeans, coconuts, apples, orange, potato, cheese, bread, cotton, paper,... ...o conserve water, as I enjoy eating meat and do not favor vegetables on a regular basis, so it is extremely important I do what I can in conserving as much water as possible on a daily basis. Works Cited Council, W. W. (2009, May 27). World Water Council/Water Crisis. Retrieved August 24, 2010, from www.worldwatercouncil.org: http://www.worldwatercouncil.org/index.php?id=25 Frederick, K. D. (2004, November 11). Consequences Vol. 1. Retrieved August 24, 2010, from www.gcrio.org: http://www.gcrio.org/CONSEQUENCES/spring95/Water.html Network, W. (2010). Your Water Footprint. Retrieved August 24, 2010, from www.waterfootprint.org: http://www.waterfootprint.org/?page=files/YourWaterFootprint Park&Co. (2009). 100 Ways to Conserve. Retrieved August 24, 2010, from www.wateruseitwisely.com: http://www.wateruseitwisely.com/100-ways-to-conserve/index.php

Herman Miller Inc Essay

From the headquarters of Herman Miller Inc. , Curt Pullen talks amid the unmistakable pounding sounds and commotion associated with a construction work site about his company’s plan to rebound from the recession. Pullen, the firm’s executive vice president and president of North America, says the workers are installing new lower-height Herman Miller workstations designed to accommodate a growing trend in offices toward more open, collaborative environments. The new product, called Canvas, is part of the company’s market-shift strategy after the demand for office furniture fell hard during the economic downturn. The plan also involves diversifying into the health care and academic furniture markets and more emphasis on emerging economies. The plan appears to be paying off. For the first time in nearly four years the company reported two consecutive quarters of double-digit percentage sales growth after releasing its second-quarter earnings statement on Dec 15th. Orders in the second quarter rose 34% to $462 million. CEO Brian Walker noted the company’s expanded market reach as a contributing factor to growth. Significant increases occurred in international markets where sales rose 33%. In 2010 the company acquired UK-based ergonomic workstation manufacturer Colebrook Bosson Saunders and purchased assets from Australian furniture maker Living Edge Group. In 2008, the company announced a partnership with China’s Posh Office Systems Ltd. to expand in the Asia-Pacific region. The company attributed a year-end surge to gains in its international, health care, learning and retail vertical markets. The expanding health care industry has become one of the company’s key growth targets. One of the more recent expansions into the health care field came on Jan. 31 when Herman Miller completed its acquisition of health care furniture manufacturer Nemschoff Chairs LLC based in Sheboygan, Wis. Herman Miller designed the Canvas workstation at a lower height than traditional workstations to facilitate a workplace trend toward more collaborative environments. The design also allows more light into work areas and saves space, the company says. Including sinks and headwalls, to be reconfigured to meet patient needs. 2. Business Strategy: Broad Differentiation Strategies This strategy pursues the buyer’s needs and preference to make them satisfied with the product. And to be different from other rivals, the product must have unique product attributes that a wide range of buyers find appealing and worth paying for. The strategy achieves its aim when an attractively large numbers of buyers find the customer buyer value proposition. Herman miller is pursuing this strategy as we refer to the case study that their products are based on the design which is designed according to the people who use the furniture. Like the president of Herman Miller said: ‘people are important not the furniture. Furniture should be useful’. Besides, this company emphasizes on product design and environmental friendly, these are two basic things that they have been practicing for many decades. Furthermore, they also invest more in research and development for product innovation. Take an example of office design product, Herman Miller’s Insight and Exploration team observed various workplaces to analyze how people collaborate and the ways in which their interactions vary over the course of a day, and throughout the life of a project by differentiating the subtleties of how, when, where, and why people connect independent of content or industry. Senior Researcher Shilpi Kumar notes that, â€Å"outlining these collaborative work behaviors will empower designers and decision makers with a greater understanding for how people really work, and will enable more informed choices in regards to office spaces. Herman Miller takes advantage of the growing desire for green products to create a better world and increase ergonomic furniture, because the consumers are willing to pay a premium for such quality and social responsible product. Since the designer of Herman Miller emphasized quality, excellence, and the continual improvement of their products, obviously one of their product which is designed by Charles and Ray Eames since its launch in 1950 had developed from plastic chair to wood chair in 2000. She also confirmed that this wood chair is 100 times recyclable since Herman Miller is concerned about environmental friendly, and Eames Molded Wood Side Chair earns â€Å"Gold† award at NeoCon 2013 in the Guest Seating category. 3. Functional strategy: Research and Development (R&D) This category focuses on strategy that is concerned with the actions in managing particular functions within a business especially in R&D. In terms of Herman Miller R&D, they invested in research and development (R&D) financially. Although there was downturn in financial, Herman Miller still invested tens of millions of dollars in R&D. The investment in R&D was code named Purple. A result of investment in R&D was an outgrowth of project Purple. The goal of this project was to spread beyond the boundaries of normal business. Herman miller created a special team called the accessories team in which the team-identified a potential growth area. This team is made to recruit people with different disciplines needed to support that goal. In addition, this team focuses on contributing ideas to the success of the team from all resources and also to develop a particular product as it goes through that piece of work. This project is in line with functional strategy of R&D in which a company’s product development represents the plan for keeping the company’s product in accordance with what buyers are looking for (Thompson et al, 2014). In the case of Herman Miller Inc, they began with research in every real design solution in which the exploitation and insights of the best research leads to human-centered design and problem solving. Herman Miller Inc is doing many things for R&D in the case of education, sustainability, performance, healthcare, manufacturing, architectures design and ergonomics. Herman Miller Inc has its major R&D activities and projects, i. e. its way to support and develop a company’s product. According to Herman Miller’s financial statement for fiscal years 2006-2011, there was a decline in design and research in 2009 due to the ongoing economic downturn. Figure 1. 1: Spending on Design and research So far, they have done some research projects regarding education such as; student’s research work behaviors behind innovation spaces. In the fall 2012, there was a project Herman Miller funded as a way of investing in the next generation of workers by giving students the chance to apply what hey learn in a real-world setting. Herman Miller wanted them to look at the business objective of the company. Besides Herman Miller providing the funds, the employees of the company also participated in the project. After the field research, the goal of this project was that the students shared what they had learned from going to the company for a workshop. The company also wanted to discover more about places that encourage creativity and the places of creative people. Besides Herman Miller providing the funds, the employee of the company also participated in the project. In regarding with the research in technology, the research starts by understanding which technological trends are creating new behaviors in the workplace. So from that, they can produce new design solution. Over the last three years, a group of designers, engineers, and researchers, the Insight Herman Miller and Exploration Team (I & E) has focused on emerging technologies and how they alter social behavior in the workplace. Herman Miller’s goal is to identify the technology trends that are relevant to the office and also understanding new behaviors that allow the designers, architects and manufacturers to bring new workplace design. For healthcare, Herman Miller Healthcare saw the opportunity to study and analyze by doing the research from the discussion of Bluewater health in which prior to design development and also the satisfaction and safety of patients and staff members. Herman Miller Healthcare is sponsoring a research project that will explore how changes in the built environment have affected staff in three important areas: Ambulatory Care, Intensive Care Unit and Emergency Department. 3 4. Functional Strategies: Marketing Marketing is one of the strategies used under functional strategy. First and foremost, Herman Miller products were sold internationally through wholly owned subsidiaries in countries including Canada, France, Germany, Italy, Japan, Mexico, Australia, Singapore, China, India, and the Netherlands. Hence, they use the international strategy to compete its products in each country. In other words, they use the foreign subsidiary strategies because it seemed that they prefer to have a direct control over all aspects of operating in a foreign country that is the reason why they established wholly owned subsidiaries. As a result, this strategy was successful as their brand was recognized by customers and increased customer base spreading over 100 countries. Moreover, they used green marketing strategy to sell their products. This is because they mainly focus on environmental friendly such as Mirra chair, one of their products which was made of 45 percent recycled materials, and 96 percent of its material were recyclable. Therefore, the chairs used 100 percent renewable energy. Due to this strategy used, Mirra chair was recorded as one of the Top 10 Green Products by Architectural Record and Environmental Building News. Hence, this can indicate the success of using this strategy. In addition, Herman Miller engaged in cooperating advertising with strategic partners. As the example of Hilton Garden Inns which they equipped the Mirra chair in some room and on the desk in the room, was a card that explain how to adjust the chair while also providing the advertisement of Herman Miller’s website, how to purchase the products. Likewise, this is one of the advertising used to promote their products by using the strategic partner. As a result, they can reduce the advertising cost and gain more brand awareness. . Operating Strategy: Lean Production Initially, at Spring Lake, Herman Miller had invested in a giant robot assembly that welded supports inside file cabinet housings, including a tractor-trailer-length automated welding line with 1,000 sensors to drive labor completely out of the process. Unfortunately, big customers like Hewlett-Packard and AT&T were pulling their orders of 100 instead of 500 and some wanted file cabinets in two weeks instead of six with much higher quality. The Spring Lake plant could not deliver, and certainly not for the lower prices customers demanded. 995, they adapted Toyota’s leading-edge formula for plant-floor management into an approach they called the Herman Miller Performance System (Booz&co. , 2010, para 20). Based on the above quote, it depicted that Herman Miller’s decision to employ Herman Miller Performance System (HMPS); lean production, was to maintain efficiencies and cost savings by minimizing the amount of inventory on hand through a just-in-time process. To ensure a fluid flow on the order – driven production, Herman Miller collaborated with reliable and strategic suppliers. HMPS created competitive advantage through large assembly – manufacturing based. For example, direct materials and components purchased as needed to meet the demand and some suppliers delivered parts to Herman Miller production facilities five or six times per day. This resulted in a standard lead time of 10 to 20 days for majority of the products and low inventories on hand. Interestingly, HMPS managed to increase the variable costs rather than fixed costs while retaining proprietary control over manufacturing process. It was reported that â€Å"the plant managers across Herman Miller have learned that the best-run plants rely on people, not machines. Only people can solve problems to make assembly lines go faster, run cheaper, and deliver higher quality† (Booz&co. , 2010, para 25). Therefore, it can be concluded that labor intensive approach tend to outperform machine intensive approach especially when the products demand further customization with limited time and the majority of industry products are built to each customer’s unique order. Question 2: Culture at HMI: healthy and largely supportive of good strategy execution. Herman Miller had codified its long-practiced organizational values, intended as a basic for uniting all employees, building relationship, and contributing to society. Herman Miller started in 1905 with the Star Furniture Company and created the Herman Miller furniture company with his son in law named Dirk Jan De Pree. From the beginning, De Pree committed himself to treating all workers as individuals with specials talents and potential. This was part of Herman Miller’s corporate culture which continued to generate respect for all employees and take advantage of the diversity of skills possessed by all. This is one of the functional strategies in corporate culture in Herman Miller Inc in which included the company’s approach to people management, procedures and operating practices that provide the guidelines for the behavior of the company. The impact of this culture became one of the competitive advantages that make strong management and employee satisfaction in the company. The business principles and ethical standard of Herman Miller are the management practices as the key of company’s culture. Herman Miller was one of the furniture company named to Fast Company’s â€Å"Most Innovative Companies† in both 2008 and 2010. Herman Miller had pursued a path of reinvention and renewal. Herman Miller has many ways to develop their products and its culture is also unique. Through the growing of the company, Herman Miller maintains the relationship with the employees. Herman Miller’s commitment to innovation included sharing ideas and opinions from the employees. On January 1979, Herman Miller established new organization structures that included all employees were to be given the opportunity to discuss new plan in small group settings. In addition, Herman Miller also established a plan in which all employees became shareholders. Herman Miller Inc. also focuses on more efficient and environmentally friendly by taking a major initiative in 1981. It is in line with a better world value which is pursuing sustainability and environmental policy. They established environmental quality action team whose goal was to coordinate environmental programs worldwide that involves many employees. A Herman Miller’s culture is grounded in and resides to certain core value and some sets for ethical behavior. Herman Miller had long practiced organizational values that were still used in 2012. The values are as basis for uniting all employees, building relationship, adapt the implied attitude, behaviors and work practices. The company adopted inclusiveness which means they include all the expressions of human talent and potential that society offers. As mentioned before, Herman Miller corporate culture continued to create respect to all employees and looking for and utilizing the skills possessed by anyone. The second value is design in which it is important to Herman Miller Inc. in order to make innovative products. It is the way for them for looking at the world and how it can work. The results of this value are Herman Miller established many innovative products and designs. In 1971 and 1984, they introduced products based on ergonomics principles such as the Ergon chair and Equa chair. For another groundbreaking design, it introduced the Aeron chair which was almost added to New York Museum of Modern Art’s permanent design collection in 1990. Other important values are based on Herman Miller’s best performance that focuses on enriching the lives of employees, customers and create value for the shareholders. The result of this value has made Herman Miller share the gains and pains with the employees especially about the compensation. All employees received a base pay and they also participated in a profit sharing program where they received stock in accordance to the company’s financial performance. The company also offered to the employees the employee stock purchase plan (ESPP), retirement income plan, offered annual bonus to all employees based on company’s performance, and in regard to profit sharing both the employees and executives have same calculation of bonus potential. High performance culture In Herman Miller Inc. there is a strong sense of involvement on the part of company personnel and emphasis on individual initiative and creativity. Two of the greatest strengths lie behind our heritage of research-driven design. Respecting and encouraging risks, exploring new ideas and freedom of speech. Owners actively committed to the life of the community called Herman Miller, pride in doing things right, sharing in its success and risks. The strengths and payoff really comes in when engaging in people’s own problems, solutions and behavior. Performance is required at the highest level possible. Herman Miller enriches employees’ lives, delight its customers, and create value for its shareholders. Herman Miller includes all the express human talent and potential, everyone should have a chance to realize his or her potential regardless of color, gender, age, sexual orientation. It believes that skill; different educational background could bring the company uniqueness. Adaptive Culture Herman Miller always keep innovating its products to serve their customers better. Herman Miller’s corporate culture, which continued to generate respect for all employees, had fueled the quest to tap the diversity of gifts and skill held by all. The company designs products according to what people want the most, and it is a way of looking at the world and how it works or does not. To design a solution, rather than simply devising one, required research, thought sometime starting over, listening and humility. Manager and employees support each other in dealing with working environment. Herman Miller designed the Canvas workstation, at a lower height than traditional workstations to facilitate a workplace trend toward more collaborative environments. The design also allows more light into work areas and saves space, the company says. Additionally, the company also keeps changing its production designs from time to time according to the needs of the people and follow ergonomic system. Herman Miller hired much expertise to design its furniture, and it is costly to spend on R;D but company the company was willing to take risks on new innovation. Financial performance Year 2008 2009 2010 2011 Revenue ($ millions) $ 2,012. 1 $1,630. 0 $1,318. 8 $1,649. 2 R;D to Sales Ratio R;D/Sale 51. 2 / 2,012. 1 = 2. 5 % 45. 7 / 1,630. 0 = 2. 8 % 40. 5 / 1,318. 8 = 3. 1 % 45. 8 / 1,649. 2 = 2. 8 % Table 2. : HMI’s Revenues and R;D to Sales ratio from 2008 to 2011 Figure 2. 1: Research and development (R;D) to Sales ratio from 2008 to 2011 The above graph shows the trend of R;D sales ratio which increases from year 2008 until 2010. However, it decreased slightly in 2011 due to low R;D investment because of recession. However, it is not clear whether measuring the R;D ratio is a good metric to represent its efficiency towards a company. This is because it takes into consideration the R;D expenses rather than R;D investment thus it is easy to manipulate the number by lowering the R;D expenditure. Even, in the balance sheet of Herman Miller, the R;D investment is not disclosed under assets. If R;D is capitalized as asset, then it depicts the efficiency of R;D towards business revenues. In brief, due to that constraint, we assume that at least the R;D sales ratio increases and contributes positively towards Herman Miller’s business structure as Herman Miller invests heavily in R;D to create the furniture. Figure 2. 2: HMI’s Revenues from 2008 to 2011 The above graph illustrates that the trend of sales revenue decreases from year 2008 until 2010. However, it started to increase in year 2011. Thus, in brief, Herman Miller is improving in their sales through investment in Research and Development and produces competitive design. Question 3: HMI’s Financial situation: prior years and its competitors 1. HMI’s financial situation In order to measure the financial performance of Herman Miller Inc, we have used different ratios, such as liquidity, profitability, leverage and activity ratios. Besides, we also compare the financial performance of HMI in relation to its competitors – HNI and Steelcase Inc from 2008 until 2012 based on the above mention ratios. For our case, we have used the current ratio to measure the extent to which the three companies (HMI, HNI and Steelcase) can meet their short term obligations as shown in the figure below. Figure 3. 1: HMI’s current ratio versus its competitors’ ratio The figure above shows the current ratios for the three manufacturers’ of office furniture and equipment for five consecutive years. In the case of Herman Miller Inc. , their current ratio showed some slight increase of about 1 percent from 2008 to 2009. However, a drop of about 21 percent was xperienced in 2010 but they were still able to maintain a current ratio of greater than 1. In the year 2011 and 2012, there had been a tremendous increase in their current ratio to 1. 76 and 1. 81 respectively. This current ratio of greater than 1 provides additional cushion against unforeseeable contingencies that may arise in the short term. In the case of HNI, their current ratio showed a moderate increase of about 7 percen t from 2008 to 2009. However, for the subsequent years, HNI experienced a decrease in their current ratio of approximately 10 percent from 2010 all the way to 2012. Nonetheless, they were able to maintain a current ratio of at least 1 to ensure that the value of their current assets covers at least the amount of their short term obligations. As for Steelcase, their current ratio showed a moderate increase of about 8 percent from 2008 to 2010. On the other hand, the company experienced a decrease of roughly 8 percent in the year 2011 but they were still able to maintain a current ratio of greater than 1. However, Steelcase managed to have an increase in their current ratio from 1. 37 in 2011 to 1. 52 in 2012. Overall, Herman Miller Inc. as shown a significant increasing trend in their current ratio as compared to the other two companies. This may suggest improved liquidity of the company or a more conservative approach to working capital management. ii. Profitability ratios: Profitability ratios measure management’s overall effectiveness as shown by the returns generated on sales and investment. There are a number of ratios under profitability but for our case, we have used the Return on Assets (ROA) to measure the after-tax profits per dollar of assets and Gross Profit Margin which measures the total margin available to cover operating expenses and yield a profit. These two ratios have been used to evaluate the three companies (HMI, HNI and Steelcase). Figure 3. 2. 1: HMI’s return on asset ratio versus its competitors’ ratio The figure above shows the Return on Assets for the three manufacturers’ of office furniture and equipment for five consecutive years. In the case of Herman Miller Inc. , there has been a decreasing trend of ROA in the year 2008 to 2010 from 19 percent to 4 percent respectively. This shows that the profitability of the company is deteriorating. Nevertheless, rom the year 2010 to the year 2012, the company has shown some slight increasing trend of ROA from 4 percent to 9 percent respectively. This indicates that the company’s profitability is quite improving over the years. When it comes to HNI, it has also shown a high decreasing trend of ROA in the year 2008 to 2011 from 5 percent to -0. 6 percent respectively. This shows that the profitability of the company is extremely deteriorating. However , in the year 2012, there was an increase of about 4 percent as compared to the previous year. The company was able to move from -0. 6 percent to 3. 8 percent. This signifies that the company’s profitability is slightly improving. Lastly for Steelcase, there has also been a high decreasing trend of ROA from the year 2008 to 2010 with about 6 percent and -0. 8 percent respectively. This shows that the profitability of the company is extremely deteriorating. However, there was a slight increasing trend of ROA in 2011 and 2012 of 1. 02 percent and 3. 33 percent respectively. This means that the company’s profitability is somewhat improving. Overall, Herman Miller Inc. has shown a considerable increasing trend in their ROA over the years as compared to the other two companies. This may imply effective use of assets and creation of high margins by the company as well as gauging how well the company uses its financing from borrowing and bonds. Figure 3. 2. 2: HMI’s gross profit ratio versus its competitors’ ratio The figure above shows the Gross Profit Margin for the three manufacturers’ of office furniture and equipment for five consecutive years. In the case of Herman Miller Inc. , there has been a slight decrease of the Gross Profit Margin in the year 2008 to 2009 from 34. 72 percent to 32. 37 percent respectively. However, from the year 2010 to the year 2012, the company has shown some slight increase in their Gross Profit Margin from 32. 49 percent to 34. 26 percent respectively. This indicates that the company can make a reasonable profit. For HNI, there has been an increasing trend of the Gross Profit Margin from the year 2008 to 2011 with about 33. 66 percent and 34. 6 percent respectively. However, in the year 2012, there was a slight decrease of about 1. 3 percent as compared to the previous year. The company’s Gross Profit Margin moved from 34. 86 percent to 34. 39 percent. This also signifies that the company can make a reasonable profit. Lastly for Steelcase, it has shown a slight decreasing trend of Gross Profit Margin from the year 2008 to 2010 with 32. 12 percent and 28. 35 percent respectively. However, there was a slight increasing trend of Gross Profit Margin in the subsequent years amounting to 29. 5 percent in 2012. This means that the company can still make a reasonable profit. Overall, HNI has shown a steady increasing trend in their Gross Profit Margin over the years as compared to the other two companies. This may indicate how efficiently the company is using its materials and labor in the production process and gives an indication of the pricing, cost structure, and production efficiency of the company. iii. Leverage ratios This ratio is used to determine the companies’ financing methods, or the ability to meet the obligations. There are many ratios to calculate leverage but the important factors include debt, interest expenses, equity and assets. In this section, we will examine two ratios which are debt to assets and debt to equity ratios. Figure 3. 3. 1: HMI’s debt to asset ratio versus its competitors’ ratio The debt to asset ratio gives us a quick measure of the amount of debt that the company has on its balance sheets compared to its assets. In general, the debt to asset ratio for Herman Miller fluctuated over the years as compared to its competitors – HNI and Steel case. In 2008, the debt to equity ratio for Herman Miller was above 80 percent and rose approximately to 100 percent in 2009, whereas this ratio was just about 61 percent and 57 percent for HNI and Steel case respectively in 2008; and about 58 percent in 2009 for both competitors. This indicated that almost 100 percent of Herman Miller’s assets were financed by debt or creditors which implied that the Company has high level of leverage and risk, while its competitors had roughly 50 percent of their assets financed by the owners. However, Herman Miller’s ratio significantly dropped in 2010 to about 40 percent which was below its competitors who almost maintained their position over the years. In 2012, 70 percent of Herman Miller’s assets were financed by debt. In general, although the company debt to assets ratio is still high in relation to its competitors, the financial performance of the company is improving after the financial crisis. However, the Company needs to further reduce the amount of debt resulting to the reduction of risk; this is because it may affect the company’s survival in the long-run. Figure 3. 3. 2: HMI’s debt to equity ratio versus its competitors’ ratio A debt-to-equity ratio measures the amount of debt a company uses to fund its business for every dollar of equity it has. In other words, it is a measure of a company’s ability to repay its obligations. Generally companies with less debt equity ratio are less risky than the companies with high ratios. As we can see from the graphs, Herman Miller Inc. has the highest ratio over the year in relation to the other companies. For instance, its ratio fluctuated significantly over the years which were at 32. 7 and 94. 91 in 2008 and 2009 respectively. This might be due to the effect of the financial crisis, which caused the company to increase its debt financing heavily. Also, this indicates that the company had substantial high amount of debt as compared to equity which can endanger the long term survival of the firm since the company may not be able to generate enough cash to satisfy its debt obl igations. Meanwhile, debt to equity ratio for HNI and Steel case was roughly lower than 2, which was acceptable for large public companies. For Herman Miller, however, this ratio sharply dropped over the next years to just about 8. 62 in 2010 and 2. 37 in 2012. In contrast, its competitors still can maintain their ratio below two over the next years. In order to improve this ratio, Herman Miller had sold its common stock and tried to lower the mount debt financing, this can be seen by the amount of long-term debt decreasing. This implies that the company’s financial performance has been improving after the financial crisis. In terms of leverage, overall, it can be said that the performance of the company has been improving over the years and regaining its position in the furniture market after the economic downturn. Although it may not do well as compared to its competitors in terms of financing the debt and equity, there is a sign of improvement and effort in positioning its self in the market industry in U. S. iv. Activity Ratios Figure 3. 4. 1: HMI’s Inventory turnover ratio versus its competitors’ ratio The inventory turnover is commonly used to measure the operational efficiency in managing its assets. Based on the figure 4. 1 illustrated above, in 2009, Herman Miller Inc. has the highest ratio compared to other years. This high ratio could indicate two conditions, such as; whether the company has strong sales during the year or it has an ineffective buying activity. However, it is perceived that the company did have strong sales proven from the lowest level of inventory and high sales revenue which are seen in the annual report during the year. While in 2010, Herman Miller Inc. ’s turnover ratio drops significantly compared to the other years. Its cost of sales for the year has the lowest and showed a decrement of 24% from previous year which simultaneously contribute to low ratio as well as indicating the lack of effectiveness particularly in turning its inventory into sales. One of the reasons is that it could be due to the recession which highly affected the company, and hence making them to reduce the cost of sales. However, Herman Miller Inc is getting better in turning its inventory into sales proven from the increment of its ratio by year. Additionally, compared to competitors, the position of the ratio shown for Herman Miller Inc. is located somewhat in the middle. Steelcase is somewhat faster in turning their inventory into sales compared to others. In contrast, HNI has the lowest rate. This proves that Steelcase is more effective in managing its operational assets. Figure 3. 4. 2: HMI’s Average collection period versus its competitors’ ratio Average collection period is the number of days it takes a company to collect its account receivables. As illustrated from the figure 4. 2 above, Herman Miller is getting better in obtaining its receivables shown by the average days taken which was from 58 days in 2008 and 34 days in 2012. This demonstrates that Herman miller Inc. onstantly improve its credit policy effectiveness confirmed by a dramatic slump by years. Comparing to other competitors, originally HNI was the most effective company in managing its credit term policy, as the company only took 38 days in collecting its account receivables compared to Steelcase or Herman Miller. However, the company ended up to be the highest rate at 2012 showing that it is not effective in evaluating company’s credit policy. As a result, when a company possesses a lower average collection period, it is seen as optimal as it indicates that the company does not take very long to turn its receivables into cash. . HMI’s current strategies: an issues of need to change its strategies during poor economic conditions The current Herman Miller strategy which focuses on growth strategy, through innovative products and related diversification made the company to survive the Great Depression early in its history, multiple recessions in 20th century and in early 21st century the company recovered from the dot-com bust and was able to continue expanding overseas. The furniture industry is an economically volatile industry. The office furniture segment of the industry was hit hard by the recession. Industry sales decreased 26. 5 percent during the 2009 economic downturn. However, because of the innovative and diversification, Herman Miller was able to outperform its competitors in terms of sales and profitability, during that time Herman Mill’s sales dropped by 19% which is relatively low in comparison with its competitors HNI Corporation and Steelcase which had dropped by 33 percent and 28% respectively. The furniture industry is at its maturity stage, thus Innovation is crucial to the company’s survival. If Herman Miller continues to successfully innovate, it will enable them to compete in the market strongly. The industry had been negatively impacted telecommunication which had reduced the need office furniture. Yet, more employees were spending more hours in front of the computer screens than ever before. Because of Herman Miller’s effective innovation, they were able to respond to the need of ergonomically correct office furniture that had helped to decrease fatigue and injuries like carpal tunnel syndrome. In summary, the company does not need to radically alter its main strategy which focuses more on innovation and diversification as it’s the reason they were not dramatically hit by recessions and competitions among the rivals. 3. Recommendation: i. Reduced current benefit and incentive schemes There are several incentives that had been eliminated by Herman Miller’s management due to the economic downturn in 2009. The suspend of 401(k) contribution plans (saving contribution plan), cut-off 15 percent of current workforce and 10 percent reduction in salary for remaining workforce had been implemented during the crisis. However the pay cuts was discontinued because of Herman Miller’s quick turnaround. The company was stable starting the year 2011, but the selling, general, and administrative were the highest contribution of the operating expenses. Specifically, â€Å"†¦$3. million and $16. 6 million of additional operating expenses during fiscal 2011 due to the reinstatement of all of our employee benefits and employee incentive expenses† (Herman Miller’s Annual Report, 2011). The company believed that the large benefit and incentives had created motivated and skilful employees which are the key of its competitive advantage. Even though the company has increased in sales as compared to the year 2010, it is important to cut the costs by eliminating some of the less important incentives schemes and benefits such as $100 rebate on a bike purchase, concierge services and one-site services to name a few. Previously, the company had eliminated the 401(k) contribution plan so that they could stop providing some percentage on the employees’ contribution. It is crucial since it could allow the company to save a significant amount of money in the long run (Richardson, 2009). It can be done by communicating the problems and issues which need to be addressed to the staff before they get out of hand. Address the problems proportionately and regular communication could make the staff be aware on their role to support the company throughout the economy downturn. By having it, the staff might accept the decision positively and provide effort to help the company to fully recover after the recession (‘Recession Business Cost Cutting†, 2013). ii. Reduction in company’s cost of sales According to Herman Miller’s Annual Report (2011), the increase in cost of sales for the year 2011 was due to the increase in sales volume that was driven primarily by cost leverage on higher production, which was partially offset by deeper discounting, higher employee benefit and incentive costs, and higher costs of key direct materials, most notably steel and steel components. Besides that, the cost of direct material increased as compared to previous years which there was increase in the cost of commodities and the increase in discounting, which has the effect of reducing net sales The costs of certain manufacturing materials used in producing finished products are sensitive to the volatility of commodity market price. The cost of direct labor and overhead were increased due to increase in product volume while the cost of freight expenses had increased during the year because of increase in product volume as well as increase in fuel costs in 2011. First recommendation to cut the cost of sales in terms of direct material is substituting lower cost material where possible to replace the expensive one and each angle should be considered for better decision. For example, the substitution of carbon steel to replace expensive stainless steel could reduce the cost but the corrosion protection might not last longer. This method should be applied if only the benefit from the substitution is higher than the cost of reduction in quality (Lewis, n. d. ). Second recommendation is by eliminating unnecessary product features to reduce cost. The company should produce a product that really suits customers’ preferences in buying their products. For example, the company should identify whether customers are purchasing its products because of their unique looks, lower price or high quality. If customers buy the products because of their lower price, unique features may not be needed (Lewis, n. d. ). Third recommendation which is the most effective one is by hedging the price of the steel through futures contract. According to Herman Miller’s Annual Report (2011): The company believes market prices for commodities in the near term may move higher and acknowledges that over time increases on its key direct materials and assembly components are likely. Consequently, it views the prospect of such increases as an outlook risk to the business† (p. 34). By locking the price in the contract, it could eliminate any risk of price volatility (â€Å"Hedging in Practice†, 2013). For example, if there is a huge possibility that the price of steel will increase in a certain period of time. Due to that, the company will engage in future contract and lock-in the price for a specific period in the future. Regardless of increase in steel price, the company is eligible to buy the commodity at a lower lock-in price as stated in the agreed future contract. Conclusion Herman Miller Inc. has implemented different strategies in order to improve its performance and expand its self in furniture market, such as diversified strategy, broad differentiation strategy, green marketing, product development and innovation. In addition, besides focusing on those strategies to achieve the business goals, the company also concerns about how it communicates and treat its employees. â€Å"All workers as individuals ith special talents and potential† can be considered as one of the healthy culture at Herman Miller since 1927 and the Company continued to generate respect for all employees and fueled the quest to tap diversity of gifts and skills held by all. According to one of the verse in chapter 42 of the Qur’an: â€Å"Those who hearken to their Lord, and establish regular Prayer; who (cond uct) their affairs by mutual Consultation; who spend out of what We bestow on them for Sustenance† (Quran 42:38) The verse above explains the importance of mutual consent in making a decision. Islam encourages Muslims to decide their affairs by consulting with those who will be affected by the decision. Thus, in the case of Herman Miller, it empowers its employees and nurture participative decision making so that the employees feel as part of the company. Surviving in matured furniture industry and the economic volatility such as recession, demand full cooperation from the whole organization. It is not easy to integrate the diverse nature of employees with different backgrounds and behaviors to achieve goal congruence. Thus, Herman Miller’s healthy culture leads to its employee’s readiness to accept any relevant decision by Herman Miller such as cutting their salaries as the employees work with Herman Miller and not just work for it. Furthermore, in term of design value, the designer team of Herman Miller always emphasized on quality, excellence, and the continual improvement of their products. â€Å"At Herman Miller the products we made decade ago are still sold after today, and products we make today we will do for a decade to come. † All in all, Herman Miller should pursue its current strategies and continue to expand those strategies such as product innovation, diversification and so on. We believe that these strategies have made and will make Herman Miller one of an outstanding and award winning Company. They will continue to provide the Company with the ability to renew and reinvent itself in the furniture market and outperform its rivals in the future. From the explanation above, it gives us a broad view of how the company’s long-term strategy and objective affects all their business: from product design to decision-making process to the culture of the Company.

Analysis Of Breast Cancer Screening Procedures Using Health Belief Model - Free Essay Example

Sample details Pages: 5 Words: 1647 Downloads: 2 Date added: 2019/02/05 Category Medicine Essay Level High school Tags: Breast Cancer Essay Did you like this example? Breast cancer and associated risk factors: Breast cancer is the most commonly occurring cancer in women and the second most common cancer overall. More than 2 million cases were diagnosed in 2018 worldwide. (â€Å"Breast cancer statistics,† 2018) Genetic factors constitute about 80% of the major risk factor leading to cancer. Don’t waste time! Our writers will create an original "Analysis Of Breast Cancer Screening Procedures Using Health Belief Model" essay for you Create order Specifically, BRCA 1 and BRCA 2 gene mutations are responsible for malignancy (Feng et al., 2018) Breast cancer occurs very rarely in men due to incomplete development of breast without mammary glands and extremely low levels of estrogen, the hormone responsible for stimulation of breast cells. (â€Å"Breast Cancer Risk Factors,† n.d.) Other risk factors are aging, having dense breasts, radioactive therapy, use of drugs containing Diethylstilbestrol (DES), previous history of breast cancer, positive family history, long reproductive period. These set of risk factors cannot be changed. Those that can be changed are physical inactivity, improper intake of hormones, improper reproductive history like avoiding breastfeeding, consumption of alcohol and obesity control. (â€Å"CDC What Are the Risk Factors for Breast Cancer?† 2018). The signs of breast cancer are new lump on breast or arm pits, discharge from nipples except for milk, pain, reddish or flaky skin on nipples or breast, pulling in of nipples, Thickening or swelling in any part of the breast and change in size and shape of the breasts. However, sometimes the signs may occur due to any other disease. (â€Å"CDC What Are the Symptoms of Breast Cancer?† 2018) Procedures treating breast cancer results in severe psychological suffering, anxiety, financial hardships depression and disfigurement. Sometimes life threatening too (Guilford, McKinley, Turner, 2017). Hence, it is better to diagnose the disease in first place through readily available screening procedures to save lives rather than going through all the pain and suffering after having the disease. According to ACS guidelines, women from the age 40- 45 years should undergo mammography annually till 50 years and the following years biennially. In 2018,266120 cases of invasive cancer are diagnosed and 40920 deaths are reported in USA. Age- adjusted mortality decreased from 1989-2015 with 322600 deaths averted through screening procedures. The favorable statistics are not evenly distributed. Through 2010-2015 death rates are 42% more in African Americans than whites. (Smith et al., 2018). But the new incidence rates are low in African Americans than Whites (â€Å"Comparing Breast Cancer Screening Rates Among Different Groups | Susan G. Komen ®,† n.d.) There are several barriers associated with withdrawal of participation from the screening, the first one being health insurance, 68% of those with insurance has undergone screening procedures compared to 31% with no health insurance. There are other barriers as well like lack of closest screening centers, lack of availability of health care provider, difficulty to get sick leaves, lack of child care, lack of awareness, lack of income and fear of bad news, cultural and language differences (â€Å"Comparing Breast Cancer Screening Rates Among Different Groups | Susan G. Komen ®,† n.d.) According to the fact sheet 2015 by ACS there are differences in prevalence of mammography in women from 40years older in a way that NHW stands 50%, NHB 55% , Asian Americans stands 47%, Alaskan native 46% and Hispanic women 46%.(Street, n.d.)A study conducted among the Asian Americans to assess the influence of ethnicity on perceptions of susceptibly and seriousness related to breast cancer came out with the results that the Filipino and Chinese women had significantly higher levels of perceived susceptibility and seriousness than Asian Indian women. Also, the common barriers across the three groups are: being examined by male practitioner, having the breast touched by a stranger and being exposed to unnecessary radiation. African American women face knowledge-based barriers and pain. (Wu, West, Chen, Hergert, 2006) Poor knowledge on risks related to breast cancer and screening procedures, cultural and language barriers are responsible for the lower screening participation among th e Hispanic women. (Ramirez et al., 2000) Health belief model: The health belief model was developed in 1950s, the period in which main attention of US public health service is entirely on disease prevention and very little on treatment of disease. The originators of this model were Godfrey Hochbaum, Stephen Kegels, Irwin Rosenstock. This model deals with the relationship between health behavior, practices and utilization of health care services, influenced by theory of Kurt Lewin which states that the world of the perceiver determines what an individual will do or will not do. According to this theory a person’s motivation to perform a health behavior depends on three main factors: individual perceptions like susceptibility, severity and importance of health to the individual, modifying behaviors like demographic variables, cues to action, perceived threat and the probability of likelihood of action. When the individual perceives threat and simultaneously cued to action and if the perceived benefits outweigh the perceived barriers then t he individual engages in the preventive health behavior. Hochbaum, G., Rosenstock, I., Kegels, S. (1952). Health belief model. United States Public Health Service. The main constructs are perceived severity, perceived susceptibility, perceived benefits, perceived barriers, modifying factors, cues to action and self-efficacy. The significant constructs in health belief model is perceived barriers followed by perceived susceptibility, perceived severity being the least significant Perceived susceptibility refers to one’s perception of risk of a health condition and perceived severity refers to seriousness of contracting an illness, both of which are together called as perceived threat. Perceived benefits are responsible for outcome of action since it makes the individual feel that a certain behavior is efficacious even though susceptibility and severity are initial driving factors. Perceptions such as the negative outcomes of the behavior, time factor, cost, feasibility are compared with the efficacy of the action fall under the perceived barriers which when outweighed leads to the action of the recommended behavior. Other modifying factor s like socioeconomic factors, ethnicity etc. indirectly effects all other constructs. Cues to action helps to result in a positive outcome in case of diseases with higher perceived threat. Self-efficacy concept was introduced by Bandura in 1977 which refers to the conviction of an individual to perform a behavior for an expected outcome. (Janz Becker, 1984) Application of HBM: The purpose of application of health belief model to breast screening procedures would be to plan an intervention to make more individuals take part in the screening procedures. For the model to yield effective results all the constructs must be included in questionnaire as follows: Perceived susceptibility: Belief that chances of getting breast cancer are high? Perceived severity: Is my life endangered if I have a breast cancer? Perceived benefits: Getting a mammogram saves my life, mammogram is beneficial as it diagnoses disease before it gets even worse. Perceived barriers: getting a mammogram is too costly Modifying variables: are there any other socioeconomic factors that hinders the likelihood of action? Cues to action: looking at the flyers make me think about mammogram Self-efficacy: How sure are you that you know how to make an appointment to get a mammogram? From the literature review it is evident that there are financial and accessibility barriers that prevent people from participating in the screening programs. These barriers may be due to lack of knowledge about the free health care services, ignorant about the available health care clinic. These can be intervened by scheduling programs during holidays at accessible locations and providing facilities for the child care and implementing more economical, cost-effective programs Another significant factor to be considered from literature is differences in perception towards the disease among different groups. Low perception to seriousness and susceptibility, poor knowledge related to breast cancer can be increased through awareness programs that provide the information, detailed course of the disease and health consequences followed by the occurrence of disease. The cultural and language barriers are reviewed, and it is to be noted that these barriers influence the behavior of people to participate in screening programs. Language and cultural barriers could be eliminated by designing the screening programs in a multi-lingual and multi-cultural approach with female practitioners to make the patients comfortable as some women feel embarrassed to get checkup done by male practitioner and benefits of the screening programs being clearly explained. Further, cues to action could be used to make people with high perception of threat to take one more step to change their behavior. References Guilford, K., McKinley, E., Turner, L. (2017). 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