Someone tells you that it is possible to make any number by writing an addition sum using only consecutive numbers Essays

Somebody reveals to you that it is conceivable to make any number by composing an expansion whole utilizing just back to back numbers Essays Somebody reveals to you that it is conceivable to make any number by composing an expansion whole utilizing just back to back numbers Essay Somebody reveals to you that it is conceivable to make any number by composing an expansion aggregate utilizing just continuous numbers Essay 18 = 3 + 4 + 5 + 6 6 = 1 + 2 + 3 21 = 1 + 2 + 3 + 4 + 5 + 6 An) Is this individual right? B) Can you make each number? C) Investigate and record everything that you notice, as you come. (For example designs) ____________________________________________ A) This individual must not be right as they said you could make any number and I can't cause 8,16,32,40,56,64,80,88,96 this isn't any number I to feel this is adequate evidence to state that you can not make any number. B) You can not make each number as a ton of numbers in the multiple times table can not be made, for example, 8,16,32,40,56,64,80,88,96 so only one out of every odd number can be made. C) 1 CON NUMBERS 2 CON NUMBERS 3 CON NUMBERS 4 CON NUMBERS 5 CON NUMBERS 1 0 + 1 2 3 1+2 0+1+2 4 5 2+3 6 1+2+3 0+1+2+3 7 3+4 8 ** ** ** ** ** 9 4+5 2+3+4 10 1+2+3+4 11 5+6 0+1+2+3+4+5 12 3+4+5 13 6+7 14 2+3+4+5 15 7+8 4+5+6 1+2+3+4+5 16 ** ** ** ** ** 17 8+9 18 5+6+7 3+4+5+6 19 9+10 20 2+3+4+5+6 21 10+11 6+7+8 22 4+5+6+7 23 11+12 24 7+8+9 25 12+13 3+4+5+6+7 26 5+6+7+8 27 13+14 8+9+10 28 ** ** ** ** ** 29 14+15 30 9+10+11 6+7+8+9 4+5+6+7+8 I have seen there is an equivalent hole each time. The more back to back numbers the greater the hole between each aggregate. For example 2 Consecutive Numbers I saw that these back to back numbers are for the most part odd numbers 3,5,7,9,11.I likewise saw that a Nth expression could be found. For example 1 2 3 4 5 3 5 7 9 11 2 Nth term = 2n 100th term = 2 x 100 + 1= 201 I need the third term I realize that the term will be 7 however I have to ensure my hypothesis works. For example 1 2 3 4 5 3 5 7 9 11 2 Nth term = 2n third term = 2 x 3 + 1=7 3 Consecutive Numbers I am going to attempt to discover the nth term for 3 back to back numbers. For example 1 2 3 4 5 6 9 12 15 18 3 Nth term = 3n 100th term = 3100 + 3=303 Again to demonstrate this is correct I will work out the third term. Nth term =3n third term = 3 x 3 + 3 =12 I have demonstrated that my hypothesis works. 4 Consecutive Numbers Presently I am going to locate the Nth expression for four back to back numbers. For example 1 2 3 4 5 6 10 14 18 22 4 Nth term = 4n 100th term = 4 x 100 + 2 = 402 Presently again I should test my hypothesis. Nth term = 4n third term =4 x 3 + 2 = 14 I have now demonstrated that hypothesis is right I can discover any term which 4 continuous numbers make. 5 Consecutive Numbers Presently I am going to discover the Nth expression for 5 successive numbers. 1 2 3 4 5 11 15 20 25 30 5 Nth term = 5n 100th term = 5 x 100 + 5 = 505 Presently I should ensure it works. Nth term = 5n third term = 5 x 3 + 5 = 20 The hypothesis is correct I would now be able to discover any term, which is made by 5 back to back numbers.

Critical success factors of cable tv (pay-tv) against other competitors in hong kong.

Basic achievement variables of satellite television (pay-television) against different rivals in hong kong. Theoretical In this proposition, we want to gain proficiency with the genuine business techniques however the finding from investigate. Also, attempt to give some recommendation for these organizations to expand their deals and benefit. There are the progressions of the exploration proposition. To start with, to present the foundation of Pay-TV Limited and its industry. Let you have an essentially information on this industry in the pass and now. Secord, to list the destinations to grab accomplish the proposition point. Third, to have a basic audit of significant writing from books, articles, web, or magazine. Talking about the business hypothesis how to apply in the genuine business world, and for the situation, we can see which techniques the organization is utilizing and what achievement factors here. Generally significant, what we can see obviously the showcasing systems in a genuine circumstance from the aftereffect of the examination. Also, to depict the exploration technique which I had utilized. Counting the information assortment strategy, examining technique and the size of test. By utilizing survey, 100 to150 individuals will be asked, so as to discover the upper hand of Cable TV. Connection between factors (the nature of TV program, the value, client supporting assistance) and the demeanor of individuals towards which Pay-TV will be found. Point This works intends to bring up the alluring and rivalry of Pay-TV and however the exploration to discover their prosperity factors (upper hand with principle contender), and to regard the finding as business methodologies learning. In addition, to give a few recommendations and confirmations how to get increasingly potential clients, so as to build the deals and benefit of these organizations. Foundation Some may not comprehend why Pay-TV can exist in Hong Kong quite a while and have a steady advertising share. Truth be told, the major decide to observe Free charge TV, for example, TVB and ATV. Be that as it may, this free-charge TV program can not fulfill a few people. In any case, Pay-TV program center around this market, they produce exceptional TV program and purchase copyright of abroad TV program, which free-charge TV have not given. Plus, another selling purpose of Pay TV is that give sport direct seeding, for example, football and NBA. In as of late years, the more furious rivalry was brought about by increasingly more compensation TV administration Company had section to this market. In any case, the Cable Pay-TV which was the principal Limited effectively getting a Subscription Television Broadcasting License from the Government and can likewise keep up a steady showcasing share these year. What's more, its principle rival is NOW-TV which is auxiliary Company of PCCW. (Audit OF PAY TV MARKET) Coming up next are the foundation of Cable Pay-TV and Now-TV. I-Cable The Pay-TV administration is worked by Hong Kong Cable Television Limited, a completely claimed auxiliary of the Group. The Group effectively acquiring a Subscription Television Broadcasting License from the Government in 1993 which Pay-TV administration propelled around the same time set the precedent of multi-station pay-TV administration for Hong Kong. Hong Kong Cable at present delivers more than 10,000 hours of programming a year, which is the biggest TV programs maker in Hong Kong. Consistently, it has effectively settled a main situation in News, Movies and Sports TV programming and will keep on presenting creative neighborhood and universal projects for clients. (http://www.i-cable.com) Presently TV Presently TV is a 24-hour pay-TV specialist co-op in Hong Kong. It is transmitted through the companys Netvigator broadband system by means of an IPTV administration. It is transmitted through the companys Netvigator broadband system by means of an IPTV administration, with an aggregate of 175 channels, of which 156now Broadband TV Channels, including eight top quality channels and 15 music channels and 19 unadulterated TVB PAY VISION Channel, and another 17 classifications and VOD administration. Propelled in September 2003, the administration is worked by the main Hong Kong fixed-line telecom administrator PCCW, through its auxiliary, PCCW VOD Limited. As of June 2009, the client up to 990,002 1000, 700,005 of them in 1000 to paying clients. Nonetheless, I-Cable resembles to progress keep up their piece of the overall industry against the test of Now TV. So as to know obviously the achievement components of I-Cable (business systems, advancement, value, the program quality, supporting assistance) we have to pose various inquiries. (http://www.now-tv.com) CableTV VS Now TV Why individuals pick Pay-TV? What divert of individuals in contact Pay-TV? Which one is progressively acclaimed? What is the connection among factors and the demeanor of individuals towards watch Cable-TV/Now-TV? How individuals needs evolving? Will Cable-TV/Now-TV meet these evolving needs? The appropriate response will be found in the accompanying. Goal and research questions The following are the primary concerns of the destinations of this examination Study the general segment of target clients. Study the TV watching conduct of clients. Decide the clients, execution on different sorts of TV Program. Distinguish the explanation of picking Pay TV. Assess which qualities of Pay TV are essential to clients. Distinguish which is the best advancement channel. Analyze the channel individuals how to get the Pay-TV data. Analyze the reasons why they purchase Pay-TV administrations from that channel Look at the effect of value, sport direct seeding of clients towards Pay-TV. Look at the Supporting assistance of Pay-TV. Well break down the market speculations, for example, 7Ps of market systems structure the consequences of research. The appropriate responses of the above depend on the significant writing, and the examining meeting. The all detail as follows. Basic survey of pertinent writing There are 5 pieces of basic audit, the initial 4 sections are the discovering structure the important writing. The last 2 sections are the presentation of market technique of them, and the audit of this part. 1. The principle contrast between free-charge TV and Pay-TV Concurring the writing, Free-charge TV offer fundamentally diversion program, and the major of program are made without anyone else. what's more, their program centers around famous propensity. Be that as it may, Pay-TV offer more than 100 abroad TV channel and Sport direct seeding, and a portion of this program is data program what offers proficient information, the data of extraordinary propensity to individuals. (Kotler, P. what's more, G. Armstrong (2008)) In these years, an ever increasing number of individuals are eager to pay cash watching Pay-TV. The reasons are straightforward, the two neighborhood free-charge TV cannot fulfill the individuals, and youngsters who matured around 20, their necessities of staring at the TV are evolving. In the pass, individuals treat TV as their fundamental amusement ordinary. Be that as it may, the youthful have a lot different amusements, and they sit in front of the TV so as to watch sport rivalry, get data. It implies Pay-TV despite everything has an incredible potential market in the coming years. 2. The present rivalry of Pay-TV showcase in Hong Kong 3. The advancement systems of two Pay-TV constrained The advancement systems of them is comparative, their advancement center the potential clients who have extraordinary needs such propensity (cooking, religion, dramatization) or need to watch non-nearby TV program (Discovery Channel, CC TV). Furthermore, their advancement are additionally comparable, the quantity of TV program and game direct seeding are their selling focuses. Presently TV is more underline their advancement to pull in the potential client currently, however Cable TV simply keep nature of their unique help. Actually, individuals used to watch Cable TV in light of the fact that their more drawn out history and individuals know their nature of TV program more. In advertising, Cable-TV resembles a money bovine, 4. The popular TV program Digital TV has the incredible news TV program, and English group direct seeding. It is one reason why Cable TV can keep up piece of the pie. Albeit English class might be not the most elevated level football group (numerous individuals concur Spain alliance is turning into the most elevated association in as of late years and the Spain alliance direct seeding is offered at this point TV later on 3 years.), However, anybody realize that major of Hong Kong individuals like to watch English alliance more than others. Furthermore, Cable TV has likewise the direct seeding of bosses of alliance and World Cup in 2010. It is an extraordinary upper hand with Now-TV in this year and the coming 3 years. (The most up to date circumstance of individuals needs change) 5. The connections among factors and the demeanor of youngsters towards I-Cable/Now-TV There are some factor will impact youngsters how to pick which Pay-TV. a) Price(extend) Digital TV embrace non-selectivity Price(packaging of administration), we have to purchase various channel simultaneously; Now TV offers selectivity Price, we can pay an essential free, at that point the extra-charge depend on each channel, however Now TV are likewise offer a cost for the bundling everything being equal. Concurring one news, an incredible number of individuals are unsuitable on the grounds that Cable TV increment the fundamental charge from $239 to $259, and the extra-charge of football direct seeding. (http://hk.news.yahoo.com/article/091124/4/fbx5.html) b) Promotion c) Sport direct seeding (broaden) It is one significant components why Cable TV achievement and they can expand the cost in a terrible economy. Satellite TV spend a significant expense to get the privilege of footfall direct seeding, and increment the cost to take care of the expense. It is their procedure. In any case, they may disregard the youngsters needs change. In as of late years, English League is fruitful in Hong Kong, it has numerous elements, for example, the hour of rivalry, and football player stars. In any case, the Spain League are eager to begin right off the bat in the following year, and numerous stars move from English group to Spain League. It might cause individuals to lean toward watch Spain association more. (http://hk.news.yahoo.com/article/091120/4/fa0e.html) d) Technique supporting and client care (broaden) Satellite TV had a created sup

Blog Archive What I Learned atWharton, Part 3

Blog Archive What I Learned atWharton, Part 3 In our “What I Learned at…” series, MBAs discuss the tools and skills their business schools provided as they launched their careers. Moran Amir, commonly referred to as Mo by her peers, is a second year at the Wharton School at the University of Pennsylvania and the co-founder of  ADORNIA Fine Jewelry, the online destination to learn about and shop for fine jewelry. By applying innovative editorial content and fashion merchandising to the fine jewelry segment, ADORNIA reintroduces the art and tradition of jewelry to a modern generation of women.  In Part 3 of this series, Mo describes to mbaMission how she met her ADORNIA business partner, Bex Aronson, and the importance of the Wharton network in growing her business. Trite, albeit true: I chose the Wharton School at the University of Pennsylvania to connect with its 80,000+ alumni network scattered all over the globe and encompassing leaders in every industry. I had entered my undergraduate school, New York University (NYU), a semester later than my peers because of visa issues and so lost the key networking opportunity of those first few months. I departed NYU with strong yet disparate sets of friends who ended up in career paths that did not confer immediate benefits on mine. The fashion industry gave me a significant network, but early on, I knew that I was never going to fit into the culture of the archetypal fashion girls. Though embodying the fashion world’s gestaltâ€"5’10’’, international and well-heeledâ€"I was still much too righteous to limit my calorie intake and much too cerebral to remember to reapply my lipstick. More than I loved my Balenciaga bag, I loved learning about the business model behind it. I ascended professional ranks very quickly and left many of my peers behind both mentally and physically. Through my Wharton peers, I found my cheerleading squad and much of the confidence I needed to found ADORNIA Fine Jewelry. My Wharton classmates are an impressive group of people, and I didn’t have to look that hard within and outside my cohort to find outstanding individuals. They are international hotel entrepreneurs, marketing geniuses, private equity stars, medical doctors and classical pianists. Some like cheesesteaks, while others prefer arugula. They hail from Beverly Hills and Bombay. This is an incredible group comprising Jews and Arabs, fashion girls and rugby players, the gay and the allied. And then there is Bex, my talented business partner in ADORNIA. I caught her attention at a loud bar the first week of school by recounting to her the exact outfit she had worn at the Welcome Weekend for admitted Wharton applicants four months earlier. At that moment, we knew instantly that we’d be good friends. Prior to Wharton, Bex had been an accessories editor for Lucky magazine and a fashion editor for Redbook magazine. Given our fashion backgrounds, we both were involved in the Wharton Graduate Retail Club and the school’s annual Charity Fashion Show. She founded Wharton’s first-ever fashion blog, The Whartorialist, and hired me as one of her editors. We fetishized leopard prints, organized Shabbat dinners, vacationed in Europe and talked serious businessâ€"the jewelry business. I found an amazing friend and business partner for life, and we forged a connection so strong that our unit requires just one word: bexandmo. And a highly complementary business pairing we are! Bex handles most of the creative facets of ADORNIA, whereas I manage most of the operational aspects. Only at a place like Wharton can such synergistic skill sets come together and formidable friendships be created that help drive business. ADORNIA is a natural extension of our labor, our passion and our friendship. Launching the business a few weeks before starting the second year of the MBA program at Wharton, I did not know what to expect coming back to campus. Needless to say, my close friends and the larger class have proved to be an endless source of enthusiasm for ADORNIA. I utilized my industry contacts to land a spot on the roster of Philadelphia’s first-ever Fashion’s Night Out at an esteemed boutique, Plage Tahiti, in the city’s Rittenhouse Square neighborhood. Bex and I sent invites to our Wharton peers, and the turnout from them was incredible. We have managed to attract sales from Internet strangers through our promotional efforts, but we can’t help but smile bigger every time a Wharton friend’s name pops up on our new orders log. Building the business in the company of our peers at school has been a boon for ADORNIA. It has allowed us to nurture ADORNIA’s growth in these early stages by tapping into a natural support network and captive audience of women. This Wharton bootstrap will help ADORNIA go far. Share ThisTweet University of Pennsylvania (Wharton) What I Learned at...

Pos/355 Team Assignment - 2415 Words

Windows 7 Windows 7 is an operating system that is of the Microsoft Windows family. Windows 7 is part of one of the most used operating systems around the world. It is the successor to Windows XP and Windows Vista. Alongside Windows 7 are two other operating systems that are viewed as alternatives to the Windows OS. Those alternatives include Linux operating systems as well as Windows Server 2008. Windows 7 Versions Windows 7 like all other versions before has with sub versions of its operating system. Theses sub versions include W7 Starter, W7 Home Basic, W7 Home Premium, W7 Professional, W7 Enterprise, and W7 Ultimate. These are all sub versions of W7 that have their key features as well as their requirements. Beginning with Windows†¦show more content†¦In our world today there are so many different types of operating systems as well as features and applications that run on them. There are many similarities as well as differences between Windows 7, Linux and Windows Server 2008. The one enduring similarity is that all three are intended to be utilized as an operating system is meant to. Windows Server 2008 Windows Server 2008 is a line of server operating systems (OS) from Microsoft. It is the successor of Windows Server 2003 and shares the same code base as Windows Vista. New features were added in Server 2008 particularly Server Core command utility from security perspective to reduce attack surface. Windows Server 2008 Versions Windows Server 2008 comes with three basic editions. The usage depends on the level of criticalness of applications. Following is a summary view of all three. Datacenter Edition Datacenter Edition is for the most mission-critical applications. It offers highest level of virtualization which helps in achieving highest levels of scalability, reliability, and availability Enterprise Edition For the next critical level, we have the enterprise edition. It provides a cost-effective way to realize the benefits of virtualization. Standard Edition Standard edition is designed to increase the reliability and flexibility of your server infrastructure while helping save time and reduce costs. Powerful tools give you greater control over your servers and streamline configuration andShow MoreRelatedMedicare Policy Analysis447966 Words   |  1792 PagesOF DIVISIONS, TITLES, rmajette on DSK29S0YB1PROD with BILLS 4 5 AND SUBTITLES. (a) SHORT TITLE.—This Act may be cited as the 6 ‘‘Affordable Health Care for America Act’’. 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Monty Python And The Holy Grail Analysis - 724 Words

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Southwest Financial Analysis - 2602 Words

[pic] Southwest Airlines Financial Performance Analysis Presented to Gary C. Kelly Chairman of the Board, President and CEO by Total Resource Network Raquel Alston, Tanya Spencer and, Nicole Stenhouse for BUS 515 Financial Management Professor James Kerwin October 3, 2011 Introduction Total Resource Network (TRN) congratulates Southwest Airlines for thirty-eight years of consecutive profitability. This is a major accomplishment that should be applauded especially during this economic recession and recovery period. Southwest’s success has been attributed to their core values and mission that begin with their employees and exceptional customer service. These two attributes along with low airfares have†¦show more content†¦Ã¢â‚¬Å"The short-term liquidity ratios are used in the evaluation of short-term liquidity to convert current assets into cash in order to reduce the financial obligations of the company as they become due† (Covee 2010 pg.45). 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Work Life Flexibility Will Replace Work Life Balance

Question: Write about the Work Life Flexibility Will Replace Work Life Balance. Answer: Introduction The report will discuss in detail about the significant consideration provided especially when the employers of all kinds actually consider or sometimes reconsiders working practices flexible by nature. There is also a consideration from managers who are also focus on flexible working arrangements. The concept of flexible working defines any kind of working arrangement that provides a certain degree of flexibility on how long and where the employee can function. The present stator right is based on request which is also based on flexible working that can assist flexible working environment with familiar kind of workplace along with arrangements with right options in employment sector for a very long time and it also assist managers to meet the varied needs of the customers as well as the staff (Demerouti et al., 2014). It is important to understand that the different stakeholders have different expectations like customers expect to have goods as well as services that are present outs ide the traditional working time. Then there are employees who want to accomplish a good balance between the home and work life. Employees also want to accomplish a good balance between the work as well as the home life. Body Implications for Employees There are so many kinds of employees that have the right to actually ask for flexible working time and under new policies it is mandatory for everyone who previously was only available for people who have small children or people with special needs. It is also advisable that present set of new rules will also assist the management to properly handle the present flexible working requests in a right manner and the employees also manage the specific set of life situations (Allen et al., 2014). According to many authors the flexible working helps in keeping more people in long term employment and it also helps the organization to retain more staff. It is important to understand that it is now time to bring more working practices that are updated as per the needs as well as choices of youth and modern families. It is also expected to have a flexible working specifically which is interesting for old workforce since the approach is based on retirement and to people who are young or the peop le who may need to study while working. The practices based on flexible working can do more amount of harm and it is not good to workers since it also encages a culture which promotes always on and to varied young people who require studying while working. In reality, the concept of flexible working can be more harmful since the concept motivates an always on culture that can have a heavy psychological toll on the mind of the people (Kulik et al., 2014). Working from or away from the organization can also sometimes isolates the employees from social network and many career options while looking or grazing for an instinct that is actually quite dangerous and secrete stress hormones at a very high level. Flexible working based policies can also raise the amount of risk for poor working culture and also create a lot of resent among the co-workers while it also blurs the line that exist between the work and home life. Companies as well as the government will have to respond by motivating the concept of working and also working from home along with flexible hours and part-time contract and time off to look after the family and recently with experiments in shutting down the emails at the working time. There is a specific issue cropped up where people were grazing through proper work by refreshing emails and also taking some right kind of calls external of the office hours with recent work found on somebody who have performed a work in high stress. If there is constant stress on the work with worrying about the system as well as the systems that never really get appreciation from the baseline so people are unable to recover in right manner (Kossek et al., 2014). The studies also suggest that people might want a quick method to properly relax as well as they also tend to depend on wrong substance like alcohol. There is time for many personal hobbies and exercise along with right kind of eating habits that are squeezed out by the work as well. Another important concern is the influence of the new base for technologies that make flexible working possible for the workers and also found that an adult spend more time using the right technology than sleeping every day. The nature of the work has become more intense with the advent of new technology and also forces people to function in a faster manner and also multi-task (Kossek et al., 2014). The research is also based on finding or rising the level of presentation for instance when people are working while being ill. It is always important to understand that more amounts of control as well as autonomy is an effective process which helps in reducing the level of stress however not every working practice have the proper solution. Good level of management is also seen as very significant. At the same time, there are concerns related to work life balance which is prevalent the average working hours are completely declined in a consistent manner for last one decade. At the same time there are number of working based couples that are growing or have a piling pressure on the household in order to retain time for caring different obligation as well as domestic time (Johns and Gratton, 2013). The conclusions changes on the scale of overall issue in finding the right kind work life balance and the office of National Statistics found more than half of the worker from British background that actually meet the balance of work as well as leisure time and there are more than a quarter of people who are not sati sfied. The HRM Implications How Might HR Have to Operate Differently? Companies are always under a lot of stress as well as pressure to produce right goods and services of the right kind of quality and that too at the right prices and when customers actually require them and in order meet the rising demands, there are times where new methods of working have to be based on making best utilization of resources as well as staff. The flexible patterns of work can also assist to deal with pressure by increasing the present labor along with improvement in customer services. A manager, organization is all about the motto based on duty of care in order to save the employees from the risks to the health as well as safety. The risk can also be based on stress which is because of the working for long time to health and safety of the workforce (Johns and Gratton, 2013). Such risks might also be based on the stress caused by working for long hours or struggle to create a balance in work as well as home life. Flexible work culture can actually assist to improve the level of health as well as well-being of employees and at the same time it is based on the extension which in reality reduced the absenteeism rate with increased level of productivity and increase engagement of employees along with high level of loyalty. Flexible working and many attached arrangement are already utilized in many sectors of employment like part time work which is used in restaurants, warehouses, shops and many other kind of places (Coenen and Kok, 2014). The concept of flextime is usually used in offices which based on culture for the staff below the level in public as well as private sector and service based organization along with annualized time period and which is often utilized in manufacturing as well as agriculture based big variations in demand all across the year. With any kind of modification in perspective along with working practices, there can be a challenge that requires basing on actions taken before anything else (Sandberg, 2013). The issues that management can implement on flexible working practices are discussed below: - Potential and operational level challenges in making suggested modification Additional pressure places on other workers who are not requesting flexible working Negative influence on customer services as well as overall quality of work Resistance to change from managers Challenge in scheduling the work with many work arrangement to be based on considering the additional costs Expected challenges in interaction with the workforces Reduction in flexibility of employees While such limitation may actually infer that it is impossible or not right to change the original proposed because of right consideration and there are many times ways to solve the challenges faced by the company and managers. Implications for Leaders and Managers The main role of the employers or the manager is based on striking the right balance which is recognized as being a critical process with majority of respondent reporting about the overall attitude of the manager that works like a obstacle in order to attain right balance. With any support from management, the requirement for right balance can modified with employee based phoning as well as also agrees that the child is not well and requires some amount of care. This is also perceived as the need to hide other accountabilities as well which is mainly driven by lack of principles or policies introduced by the company (Csikszentmihalyi, 2014). Polices are to cover many unplanned situations but in many cases it is also related with to fear of reprisals if there are any commitment issues. People in workforce who feel more about this are able to be more forthright and honest about the absence. A lot of attention is given to role and significance of communication with considerable number o f management that highlights the significance on being more open and honest discussion with employees and which also enable them to be more engaged with the members of the team on a more personal as well as work basis. This is why, respondents also reports about the active discussion on challenges and about the work life balance with the tram and were also kept in the loop specifically when the team members are facing challenges at home. Employees also suggest that there must be very open as well as flexible work arrangement with so many people being happy for the staff to work from home and other people actually adopting a calculation by solutions based approach rather than calculating the attendance. There is also a limited number of referred associated with role that play with setting the tone right for what can be acceptable and also active management of the work-life balance and with one respondent understanding that the refusal to surrender to the pressure specifically for selves and also making sure that that it can be evident (Csikszentmihalyi, 2014). People who actually faced challenges are heavily centered on the fact that the overall pressure of workloads is usually made it challenging for people to work in working hours and which make sure the right balance. There is a respondent who noted that people actually sometimes have right deliverable that is based on a team along with impossible delivery related dates and the result of the same are based on additional time at work. There is other highlighted dilemma as well and flexibility to assist one member of the staff it is important to ask or sometimes expect other people to work for long period of time specifically if there is any kind of pressure in order to meet the deadlines (Ammerman and Roof, 2014). Conclusions and Recommendations In the current world it is very common for the workforce to have so many competing accountabilities in the life of people. There are certain examples related to responsibilities that are away from the work that can be based on: Commitment as well as care that consist of children or elder people Education based commitment that can restrict the presence at times of the week or month or year. Duties as well as interest which is outside of the present work Need to be present for the religious base of observances Employees wanting for a great sense of well being with decreased level of stress and a poor balance that exist between an work commitment of employees and their other accountabilities that can lead to stress and high absence and low level of productivity (Todd and Binns, 2013). Staffs that have better work life balance usually have a great sense of accountability along with ownership and control of the present work life. If a manager assists the employees to strike a right balance with the work as well as home life, it can be rewarded by rise in loyalty as well as commitment (Todd and Binns, 2013). Reference Allen, T.D., Cho, E. and Meier, L.L., 2014. Workfamily boundary dynamics.Annu. Rev. Organ. Psychol. Organ. Behav.,1(1), pp.99-121. Ammerman, N.T. and Roof, W.C., 2014.Work, Family and Religion in Contemporary Society: Remaking Our Lives. Routledge. Coenen, M. and Kok, R.A., 2014. Workplace flexibility and new product development performance: The role of telework and flexible work schedules.European Management Journal,32(4), pp.564-576. Csikszentmihalyi, M., 2014.Toward a psychology of optimal experience(pp. 209-226). Springer Netherlands. Demerouti, E., Derks, D., Lieke, L. and Bakker, A.B., 2014. New ways of working: Impact on working conditions, workfamily balance, and well-being. InThe impact of ICT on quality of working life(pp. 123-141). Springer Netherlands. Johns, T. and Gratton, L., 2013. The third wave of virtual work.Harvard Business Review,91(1), pp.66-73. Kossek, E.E., Hammer, L.B., Kelly, E.L. and Moen, P., 2014. Designing work, family health organizational change initiatives.Organizational dynamics,43(1), pp.53-63. Kulik, C.T., Ryan, S., Harper, S. and George, G., 2014. Aging populations and management.Academy of Management Journal,57(4), pp.929-935. Sandberg, S., 2013.Lean in: Women, work, and the will to lead. Random House. Todd, P. and Binns, J., 2013. Worklife balance: is it now a problem for management?.Gender, Work Organization,20(3), pp.219-231.

A Global War Or An Intercontinental Nuclear Exchange Is Highly Unlikel

A global war or an intercontinental nuclear exchange is highly unlikely in the current world political climate. But as long as considerable nuclear weapons and long range delivery systems exist in other countries and a developing threat resides with potential adversaries, the possibility of an aerospace attack on North America cannot be discounted. Furthermore, the proliferation of cruise and ballistic missiles, and weapons of mass destruction, has made the post-Cold War world more, rather than less, dangerous. New generations of these weapons may be in the hands of governments or organizations which could threaten the North American continent, or American and Canadian military personnel deployed around the world. Control of North America's airspace is challenged by those who violate the air sovereignty of Canada and the United States. In addition, weapons proliferation coupled with an increasingly unstable world, increases the importance of effective aerospace warning. Benefits The greatest benefit the Canadian and US governments derive from NORAD is their ability to share the resources and costs needed for aerospace security. It would be militarily impractical, as well as inefficient, for each nation to unilaterally perform NORAD's missions and functions. In Canada's case, although aerospace control would be possible, the mission of air defense in depth would be difficult due to the country's large land mass and relatively small defense force. Further, Canada depends entirely on US systems to provide warning of ballistic missile attack, both at home and at overseas locations where deployed Canadian military personnel could be threatened. Although other US military organizations could assume many of NORAD's tasks in aerospace warning, the increased costs and operational difficulties would be compounded by the loss of efficiency that is obtained through cross-border cooperation. In addition, the US benefits from the ability to receive early warning information from radars along Canada's northern tier. This improves the US'' capability to provide timely warning for air launched cruise missile attacks and to initiate defensive measures. Other benefits to both nations include shared intelligence and technology, joint strategic planning for defense, and a long tradition of binational cooperation and friendship. NORAD/Command Relationships The Commander in Chief NORAD (CINCNORAD) is responsible to the governments of both Canada and the United States for the aerospace defense of North America. CINCNORAD may be either a Canadian or American general, but has historically been an American. CINCNORAD reports directly to the Prime Minister of Canada through the Canadian Chief of Defence Staff, and to the US President and Secretary of Defense through the Chairman of the Joint Chiefs of Staff. Canada and the United States decide individually what forces to make available to CINCNORAD to enable him to carry out NORAD''s missions. CINCNORAD exercises operational control over the Canadian and US forces made available by both countries. For example, CINCNORAD controls US and Canadian radars and air defense fighters to safeguard North America''s air sovereignty and to defend against air attack. CINCNORAD is also supported by other commands. As a case in point, United States Space Command provides NORAD with surveillance and warning information to carry out NORAD''s aerospace warning mission. Because timely and accurate warning information plays such a key role in NORAD accomplishing its missions, whenever CINCNORAD is a US officer he is dual-hatted as Commander in Chief of US Space Command (USCINCSPACE). This helps to ensure rapid passage of warning information from USSPACECOM to NORAD. Forces and Funding The Canadian and US governments fund NORAD forces through their respective military budgets and each nation provides its own funding for the forces it contributes to the Command. These arrangements provide maximum flexibility for each government. Except for NORAD Headquarters itself, all forces, surveillance systems, and infrastructure are owned, operated and maintained by other military commands such as Air Combat Command in the United States or Air Command (as of mid-1997, 1 Canadian Air Division) in Canada. These forces and systems frequently are shared with other users, with only a portion of their costs being directly attributable to NORAD. Enhanced Effectiveness and Efficiency NORAD continually studies and implements measures designed to streamline operations while performing its critical missions. For example, NORAD has initiated a flexible fighter alert concept. This concept allows NORAD Region Commanders to tailor their aerospace control forces and alert postures to meet the perceived

The Benefits of Art Education on Children essays

The Benefits of Art Education on Children essays Over the past decade, the dramatic growth in promoting early childhood education and the encouragement of the four stages of child development (which are, cognitive, social, emotional, and physical development) has become a widespread trend across America. Promoting these stages are essential for the growth and development of tomorrows leaders. The two most important stages of child development, that often times go unnoticed, but is very essential for positive growth is social and emotional. Having art in early programs is one of the most important ways to encourage social and emotional behavior. Research (Bovey, Strain, 2003) indicates that having activities such as art lessons can support social and peer interaction. One of the roles as teachers and parents are to help young children identify and communicate their feelings, become attuned to and accepting of the ways young children approach and deal with emotional issues, and provide environments that enable young children to express their feelings (Dettore, 2002). Many children stresses that come to children and their families may include illness, job loss, economic crisis or poverty, relocation, birth, death, and trauma (Hatfield, 2003, p. 471). Socially and emotionally, young children of working parents, victims of abuse, or sufferers of constantly moving families may not develop completely as a child that may not have any of these issues. Young children are capable of deep feelings of lasting sadness and grief in response to trauma, loss, and early personal rejection. They can be seriously moved negatively by these emotions. A childs earliest human relationships affect later childhood relationships and provide the building blocks to future development (Hawley, 1998). The growth of self-regulation is the cornerstone of early childhood development (Raven, 2003). The way that family reacts to the stress affects the...

MArketing Essay Example | Topics and Well Written Essays - 2250 words

MArketing - Essay Example However, it has been recommended to focus on the development of broader range of healthy and organic products due to the shift of the consumers’ preferences towards healthier eating habits is a great niche for the company. Starbucks might broaden its existing range of food items by offering innovative and tasty but healthy food items. Also, Starbucks could strengthen significantly its market position by selecting a good â€Å"victim† for M&A. In case of successful acquisition, Starbucks could develop and launch relevant campaign devoted to its healthy product line. Also, as the company is operating through franchising system in the UK’s market it might be helpful to promote its franchising opportunities through launching a broad marketing campaign and participation in various franchising events and exhibitions. By developing its network through franchising, Starbucks will be able to capture a larger market share within a short period of time and thus will be more competitive on the market. Starbucks Corporation is the US-based premier roaster, marketer and retailer of specialty coffee, operating globally (MarketLine Advantage 2014). The company began its story in 1971 in Seattle (Starbucks.com, 2014). Nowadays, its presence is covered by the 19, 767 retail stores operating in 62 countries all over the world (MarketLine Advantage 2014). In addition to purchasing, roasting and selling whole bean coffees, handcrafted coffee, tea and other variety of beverages, the company offers different fresh food items in its stores (MarketLine Advantage 2014). Starbucks also sells its products and licenses trademarks through grocery and national foodservice accounts and licensed stores (MarketLine Advantage 2014). The Food and Beverage sector in the UK’s economy has a broad definition as it is comprised of different sub-sectors (Thornton 2010). The major sub-sectors include: dairy products, soft beverages, frozen and chilled foods,

Knowledge Management- Building a learning organization summary Essay

Knowledge Management- Building a learning organization summary - Essay Example These five areas are considered as necessary in order to build a successful learning organization. This paper will therefore review this article and summarize it and present the point out the specific ideas presented in the paper. Confusion about the concept of learning organizations Even though organizations as well as the academics are aware of the significance of the concept of learning organization however, it is still considered as a source of confusion for many. The initial paragraph therefore sets the tone as to how the organizations in a fast changing environment and industries such as semi-conductor industry can adapt to the increasing complexity of doing business through learning and acquiring knowledge. Till now the efforts to define a learning organization have been based upon stating it in a relatively philosophical position with little or no actionable implementation of the subject. The author therefore has suggested that there is a need to develop a more actionable and practical definition of learning organizations. Author also highlights the practical implication of the same for the management of the organizations as it is suggested that the management must have an operational definition which can be put into action. Further, the current definition of the learning organizations also lack the measurability viz a viz measuring the rate at which an organization can actually increase its learning over the period of time. Learning Organizations Though the author has outlined different views of other authors regarding defining the concept however, Garvin has outlined following definition of learning organizations â€Å"A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.† (Garvin) According to the author, above definition has taken into consideration the practical aspects of actually implementing the knowledge within an organiz ation. The above definition is therefore considered as something which is actionable and limits the number of organizations which can actually be considered as the knowledge or learning organizations. Building Blocks According to author, there are five different building blocks which are essential for organizations to become truly learning organizations in nature. The first building block discussed is the excellence at achieving the capability of systematic problem solving. Learning organizations must adapt the new and more objective ways of analyzing the information for the purpose of problem solving. The more emphasis should be placed upon dealing with the problems through logic and data rather than relying extensively on guesswork and other methods. Experimentation is another building block for the learning organizations as it is suggested that the learning organizations must continue to search for and new ideas and knowledge in order to become more competitive. It has been stres sed that the experimentation should be done in two different phases wherein the on-going continuation program should be in place to allow small programs of experimentation to run through the time. The one-off programs for experimentation purposes have also been discussed to suggest that the organizations must develop capabilities to successfully execute such programs. It has also been discuss

Social Enterprise Potential for Sustainability in the UK

Social Enterprise Potential for Sustainability in the UK Social enterprise is an active and sustainable business form of choice which is able to bring economic, communal and environmental benefits to the UK. It operates across all sectors of the economy, serving individuals in the private, public and third sectors. Through out this research will identify the increase levels of understanding of the role and value of Social Enterprise, given that a lack of understanding of the role and value of social enterprises was cited as a major barrier to the acceleration of the use of the business model. The purpose of this research will identify the key barriers faced by Social Enterprise and explore how these barriers could potentially be overcome to achieve sustainability. Chapter 1: Introduction A brief overview of social enterprise is introduced in the first chapter. Then, the purpose of the study will be next discussed which will end with a specific research question. In the end of this chapter the contribution of this research is also presented. A Brief Overview of Social Enterprise Social enterprise is a business structure that aims to distribute across a range of economic, social and environmental outputs which refer as‘ Triple bottom line. Within this business structure, anyone can develop a business and considers social and environmental impact as central part objectives. It can bring wealth as well as empowerment to disadvantaged communities which may be otherwise suffering exclusion. Social enterprises are organisations that supply goods and services to communal economy sector. These comprise a collection of organisations that subsist between the traditionally private and public sectors and have a stronger association with the community and non-profit sector. This sector has a key function to take part in achieving many of its goals, including overcoming social injustice and exclusion. Fundamental ethos are most often used by social enterprise organisations themselves, emphasises following three general features: †¢ Enterprise oriented like any other business, social enterprise is capable of generating income from production of goods and services to a market. As far as viable trading concerns, they are also able to make surplus from their trading. †¢ Social aims they are driven forward by unambiguous social aims. They are capable of creating new employment opportunity, training skills development and provision of local public services. They are responsible to their members and the larger society to increase its effectiveness and financial sustainability with the ultimate goal of creating social, environmental and economic impact or change. †¢ Social ownership they are self-governing organisations with an authority and the ownership structures are based on participation by stakeholder groups for example users or clients and local community groups and by trustees. Profits or surplus are disseminated as profit sharing to stakeholders or are used for the benefit of the community. In the United Kingdom, social enterprises are gradually becoming a well-known sector of the local and national economy. The organisation which is operating in this sector is conscious about the most important factor that becoming sustainable businesses is the path to independence both financially and in mission. However, this emerging sector is struggling for further growth and eventually it leads to have impact negatively on their sustainability. Social Enterprise should be supported and encouraged to grow both as a sector and as individual organisations so that these will become more sustainable organisations. Purpose of the Study My paper has been developed to explore how the term social enterprise has acquired meaning in the United Kingdom and to demonstrate how practitioners, policymakers and academics influence each other in the development of new sustainable ideas, given that a lack of understanding of the role and significance of social enterprises was cited as a major barrier to the acceleration of the use of this business model. These challenges come in many forms. Some are the same as those affecting any other business including access to business support and finance, a lack of affordable premises and finding skilled staff. However, social enterprises also face one huge barrier that seriously affects their ability to assume a position within the market. That barrier is a lack of understanding of how social enterprises work and of their potential value. This lack of understanding exists across the public, private and voluntary and community sectors. Often its been very difficult to secure contract and mainstream funding support as there are plenty of confusion surrounding the social enterprise business model. So my dissertation will identify the key barriers faced by Social Enterprise and explore how these barriers could potentially be overcome in order to achieve sustainability. It examines critical incidents that have shaped the meaning of social enterprise in England and reflects on these incidents to draw conclusions about the future sustainable development of social enterprise practice. Through out this paper, I will also study the possible circumstances for the sustainable development of social enterprise. The purpose is to notify both policy-making and the wider argument about social enterprise: what its potential might be and how that potential can be realised in different settings. Structure of the Report: This research is divided into six chapters; the first chapter is an introduction with purpose of the study. In the second chapter, literature based review of definitions of social enterprise, roots of social enterprise, discussion relevant to the sustainability of social enterprise, the nature of their contribution and their sponsors and sources of funding. The third summarises the background information of social enterprise in the UK and the fourth and fifth chapter contain the methodology and the summary of the main findings of the study with implications for policy. Finally, the sixth chapter is giving the idea about possible areas that further research could be conducted with the limitations of the study of this research paper. Chapter 2: Literature Review This chapter will give an overview of literature and models that are related to the research problem presented in the previous chapter. This chapter will introduce the roots and concepts of social enterprise in order to give a clear idea about the research area. 2.1 Roots of social enterprise Scott specified (2006, p.50) mentioned â€Å"The roots of social enterprises and community enterprise overall can be found in the mutual, self help and co-operative sector which goes back, in the UK, at least to the Fenwick Weavers in Ayrshire 1769 and Dr William King of Brighton in the 1820s with earlier antecedents.† Local community based organisation played vital role within the development of this movement and empowering disadvantaged poor community to move forward labour market. Grass root social worker Harry Cowley campaigned between first and second world war for housing needs and employment opportunity for returning service people and capacity building support for small business. He also advocated â€Å"job creation† programme from the local public service authority for unemployed people and eventually had some success. 2.2 General Discussion on Social Enterprise Social Enterprises combine the requirement of successful businesses with communal aims. They seek to qualify as businesses by setting up a market share and making a profit and draw attention to the long-term benefits for employees, consumers and the community. Todays competitive business world stated that defining the social enterprise is a challenging task. According to OECD (1999, p.9) â€Å"there is no universal, commonly accepted definition of social enterprise.† On the other hand, the OECD (1999, p.10) has described social enterprise as: â€Å"any private activity conducted in the public interest, organised with an entrepreneurial strategy but whose main purpose is not the maximisation of profit but the accomplishment of certain economic and social goals, and which has a capacity of bringing innovative solutions to the problems of social exclusion and unemployment†. Doherty and Thompson (2006, p.362) mentioned in their article that social enterprises are organizations which are seeking business solutions to social crisis. These are needed to be distinguished from other socially-oriented organizations. These also need to take initiatives that can promote to communities but which are not seeking to be â€Å"businesses†. In this esteem, these latter organizations remain dependent on endowments and donations rather than build up true paying customers. According to DTI report A Progress Report on Social Enterprise: A Strategy for Success (2003, p.6), social enterprise is such kind of business which reinvests its surpluses in the business or in the community rather than increases profit for shareholders or owners. Drucker (Gendron, 1996, p.37) argued that social entrepreneurs are those who altered the performance capacity of society but Henton et al. (1997, p.1) mentioned that ‘civic entrepreneurs are a new generation of leaders who built new, powerfully productive connections at the intersection of education, business, community and government. Somers (2005, p.46) stated â€Å"Social enterprise emphasise creating social and environmental value at all stages of their production process, as an intrinsic part of their identity†. Following Figure: 1 describes the production process of social enterprise. Laville and Nyssens (2001, p.325) argue that when the roots of social enterprises are based in reciprocity and in this way these are part of the third system, their force is based in their ability to valve into all three economic principles and systems. They are different from private and public enterprise. In terms of private enterprise they do not only maximize profit to benefit owners, they also develop market activities and generate profits. With the comparison to public enterprise, they are independent from direct control by public authorities but they benefit to a greater or lesser extent from public subsidy. In this way, they mobilize market relations to sell services or goods and use redistributive relations by utilizing government funding to finance their services. Their long-term sustainability depends on their ability to ‘continuously hybridise the three poles of the economy so as to serve the project. 2.3 Discussion Relevant to the Sustainability of Social Enterprise According to Asefa (2005, p.1), â€Å"Sustainable development is the concept of a relationship between economic growth and the environment. The term was first used in 1987 by the world Commission on Environment and Development .Although the term has been around for almost two decades, different interpretation have kept it from being a useful guide for development policy†. Bornstein (2004, p.3) mentioned that over the last decade there has been unprecedented growth of social enterprise world wide. This business model has been getting attention from both government and corporate sector though sustainability remains the major concern. According to 2004 Global Entrepreneurship Monitor (GEM) report, a survey was conducted of social entrepreneurship activity in the UK. These data suggested that latest ‘social activates are emerging at a faster rate than more conventional, commercial endeavours. Within local and global level there are three areas to focus on sustainability in business activity and they are environment, economy and community. (Harding and Cowling, 2004, p.5) Environment It ensures that business is engaged in the appropriate and careful use of limited supplies and the management of waste so that it will be able to minimize the negative and maximize the positive impact of human activity. Economy It ensures that business is financially viable and it engages in good employment practice. Finally it is beneficial to the whole economy. Social It ensures that business is overall of advantage to communities, their customs and does not cause danger to them. Schulyer (1998, p.3) described that social entrepreneurs are those who have a powerful visualization for social change and who have the strong financial resources to support their ideas. That means they should reveal all the abilities of conquering business people and a compelling aspiration for social change. On the other hand, Catford (1998, p.96) argued that â€Å"social entrepreneurswill only flourish if they are supported by the right environment, which will be created largely by governments together with the private sector†. 2.3.1Financial Sustainability Social Enterprise looks for surplus generation in order to achieve financial sustainability. This is a fundamental need to social enterprises. Emphasizing financial sustainability in addition to profit distribution becomes a way to account for all activities the organization engages in, including advocacy and in support of bono work. Sacrificing one cause and effect chain for another can have significant implications for both the quality of work and social enterprises financial sustainability. Whilst many may rely on combination of grant and trading income, ultimately, if an organisation is not financially sustainable, it cannot deliver its social and environmental impact. Fig3. Shows how the profit of social organisation is distributed to the organization itself and community. 2.4 Policy Reform and Good Governance DTI report A Progress Report on Social Enterprise: A Strategy for Success (2003, p.6) describes the three key goals for government: creating an enabling environment, making social enterprises better businesses and establishing the value of social enterprise. Thompson et al. (2000, p.328) describe â€Å"people who realize where there is an opportunity to satisfy some unmet need that the state welfare system will not or cannot meet, and who gather together the necessary resources (generally people, often volunteers, money and premises) and use these to ‘make a difference†. Brown and Murphy (2003, p.57) mentioned on Bank of England report that â€Å"Social enterprises, like all businesses, need access to a range of financial products appropriate to their activity and stage of development†. A HM Treasury report on Enterpriseand Social Exclusion (1999, p.108) came to the conclusion, arguing that social enterprise was â€Å"less understood and rarely promoted in a consistent way by the existing infrastructure for business support†. It is more constructive to judge and expand social enterprise capabilities rather than expertises and capacity building. The fact that social enterprises need to combine commercial objectives with social mission as well as internal governance means that a â€Å"capabilities approach† is more comprehensive. This is a useful way of recognising factors additional to individual skills that inter-play to determine the effectiveness and impact of a specific enterprise. It also moves away from limited considerations of a key person or group within the organisation, and their specific skills, towards a more holistic view of what the organisation is capable of doing, irrespective of the location of particular skills. Catford (1998, p.97) articulated the problems and gave one probable way out: â€Å"Traditional welfare-state approaches are in decline globally, and in response new ways of creating healthy and sustainable communities are required. This challenges our social, economic and political systems to respond with new, creative and effective environments that support and reward change. From the evidence available, current examples of social entrepreneurship offer exciting new ways of realizing the potential of individuals and communitiesinto the 21st century†. Academic writing about modern social entrepreneurship skills is relatively limited, compared to mainstream business or charities. The concept of ‘social enterprise has been quickly appearing in the public, private and non-profit sectors over the last few years. Todays increased competitive not for profit sector there is extensive needs for the improvement of organisation effectiveness and sustainability even though securing funding is harder to meet the criteria of funding body. There is a good opportunity to tap in to corporate social responsibility programme by utilising better communication and marketing strategy in order to tackle complex social problems. Chapter 3: Background Information of Social Enterprise This chapter will give the idea about the social enterprise in the UK along with the impact, barriers and access to finance. Social Enterprise in the UK The UK government has been at the front position of enabling and encouraging the increase of social enterprises as part of both welfare services delivery and community regeneration at the policy level. The impacts and influence of public, private, and citizen are empirically proven and exhibit that these conventional sectors of society are playing a part in re-evaluating the value creation opportunities offered by market (or quasi-market) mechanisms. DTI research suggested that there are at least 55,000 social enterprises in the UK, and combined turnover of  £27billion per year. These social enterprises account for 5% of all businesses with employees and the contribution to GDP is approximately  £8.4 billion, around 0.7% of the total economy. Cabinet Office mentioned on their website that in the year 2004-2005, the charity sector in the UK had a overall income of about  £27.6 billion which was raised over  £800 million from the previous year. It stand for about 2% of the UKs GDP. The data obtained from the Cabinet Office website in social sector showed that, 67% of them expected activity to grow in the next three years compare to 56% in the year 2003-2004 of third sector organisations reported an increase in activity in the previous year. Positive aspects of Social Enterprise: Social enterprise is a diverse activity and can contain a range of organisations working on different extents and at different stages of trading. They can work in commercial markets or in public services. Some work nationally, while others work at community level. They often work in the most deprived areas and work with the most underprivileged groups. Some organisations work only as a social enterprise while in other organisations social enterprise is often a part of their activity. It works in a number of key priority areas for the UK economy- these include: employment and training adult care services childcare and health transport financial enclosure recycling rural enhancement renewable energy and community regeneration According to Doherty and Thompson (2006, p.362) the common characteristics for a Social Enterprise are: They have a social rationale and yields and surpluses are not shared out to shareholders. Reinvested income can be utilized to provide training and improvement opportunities for workers. They use assets and capital to generate community benefit. It gives assurance that resources provide value for money where a public-sector agreement is essential for the activity. Members or employees can also take part in decision making. The SE model could make new structures of entrepreneurship and employment within a society. The enterprise is responsible to both its members and a wider community. Social enterprise can propose goods and services to its consumers in an elastic and inventive way. Often the market has failed or the private sector does not want to go in this area. The potential of earnings and returns stream could unleash organisations from the oppression of fundraising and grant applications. There is either a double or triple-bottom line concept. The assumption is that the most effective social enterprises show signs of healthy financial and social returns rather than high profits in one and lower profits in the other. Social Enterprise adopted enterprising solutions to deal with social and environmental issues following evidence of the beneficiaries of social enterprise activity is shown in Figure.3 (IFF, 2005). According to IFF (2005, p.28), a survey of social enterprises was conducted in 2004 for the Small Business Service (SBS), the UK Government, is showed on the following figure.4. It shows 19% beneficiaries were people with disabilities; 17% were children and young people; 15% were elderly; 12 % were people on low incomes and the unemployed. Social enterprise has been playing vital role to tackle these targeted disadvantaged group and moving forward them in the labour market, predominantly in poor areas with soaring levels of poverty and joblessness. Barriers of social enterprise According to UK Government, there are mainly four significant barriers to accessing appropriate business support and finance for social enterprises throughout the region. 1. Cultural barriers between those setting up social enterprises and mainstream business advisors. 2. Lack of transparency about where to access business support at the local level, largely due to the huge diversity of routes into starting up social enterprises. 3. Limited numbers of qualified technical specialists in key business advice areas where social enterprises require specialist support, for example on legal structure, potential investors or taxation. 4. Limited sources of affordable equity and loan finance of all sizes. Bank of England (2003, p.25), took the survey of Social enterprise and it stated that 32% of social enterprises mentioned the problems in obtaining external finance and 25% problems in getting grants as major barriers to expanding their trading activities. However, other problems are lack of qualified staff (14%); lack of appropriate premises (16%); and lack of cash flow (10%) Low (2006, p.381) cited in his journal according to the source of DTI â€Å"†¦often have boards of directors or trustees who come from a voluntary sector rather than a business background. This can lead to a lack of business focus and prevent social enterprise from truly reaching their potential† The Progress Report on Social Enterprise: A Strategy for Success(2003, p.68) concluded that there is little hard substantiation to show the impact and added value of social enterprise. According to the report, the main reason is that social enterprises generate a variety of social and environmental impacts, beyond their financial return that are difficult to measure. Policy makers, business support providers and finance providers find it difficult to assess the value of targeting social enterprises or of including them in their activities due to lack of information on their social and environmental, as well as financial impact. Access to Finance The key factor in an enterprises development is access to appropriate sources of finance. Social enterprises have been rejected more for finance compared to the SMEs. In addition, a large minority of social enterprises perceive access to external finance as a major barrier to expansion, including some of those that have successfully accessed finance in the past. There is no clear reason to account for the higher rejection rates among social enterprises but possible contributory factors are: lack of obtainable security and private financial stake; use of organisational structures and grant funding streams with which lenders may be unfamiliar, and which may result in lengthy arrangement times; low levels of investment readiness among some social enterprises depends on some elements of credit and behavioural scoring and reputational risk to the lender. For example creating â€Å"venture philanthropy† organisation will ensure long term financing of charities infrastructure, proact ive management support and capacity building support. Dees (2004, p.18) mentioned that â€Å"Businesses fail all the time and many donor-dependent nonprofits have been around for many decades, even centuries. Social entrepreneurs look for the strategy, structure, and funding mechanisms that are most likely to ensure effective and efficient social performance given specific mission objectives and a particular operating environment†. Chapter 4: Methodology This chapter will present detailed idea about the research were conducted. This includes the research design, sample selection methods and data collection methods. At the end of this methodology part validity and reliability issues will be discussed to follow the quality standards of the research. 4.1 Research Design The present study endeavoured to explore the sustainability of social enterprise for the development of the UK. Exploratory research is selected as research design as little information exists about the social enterprise of the UK. The aim of exploratory research is mainly to gain enough information before doing more thorough research. Cooper Schindler (2003, p.21) mentioned that we basically start by gathering as much information about the object as possible and with a vague impression of what we should study. Exploratory studies are a valuable means of finding out what is happening, to seek new insight, to ask questions and to assess phenomena in a new light. It is particularly useful if researcher wish to clarify the understanding of a problem. According to Saunders et.al. (2003, p.360), there are three principle ways of conducting exploratory research and these are: a search of the literature, talking to experts in the subject, conducting focus group interviews. Qualitative interviews would be best in achieving and addressing the questions that I am looking forward to address in this dissertation paper. The research requires data that is both rich and varied as I am keen to extract the opinions and insight about practices, insights and expectations of leaders and beneficiaries in the social sector. Adopting this methodology, I will extract this data without limiting the responses of the respondents; I am mostly interested in their innate insights, opinions and organisational beliefs. Anastas (1988, p.19) mentioned that when there are the cases of sensitive subject issue and difficult decision-making procedures, individual in-depth interviews give a far more valuable tool and create a situation where participants would be likely to speak more explicitly and freely. According to Sokolow (1985, p.28) , there are several other advantages of one-to-one in-depth interviewing which include the support of individual thought, respondent thoughtfulness to questions and the offering the capability of the interviewer to sense non-verbal opinion. 4.2 Sampling Cooper and Schindler, (2003, p.44) stated in their book that selecting some of the elements in a population is the fundamental idea of sampling and researcher may draw conclusions about the entire population. There are a number of convincing reasons for sampling, including: lower cost, greater correctness of result, greater speed of data collection and accessibility of population selection. The sample would be randomly selected nationally from Social Enterprise and are actively fund raising. It is easier to make some comparison and a fairer analysis of the data because the similar size of organizations most likely to follow related trends and they are also affected by the same factors. Due to the complexity of the sector, the samples would be drawn from the wider UK region; this is to widen the organisation from which to select the qualifying sample. 4.3 Data Collection The major form of data collection was based on the semi-structured interview process with senior managers, policy officer and research development officer of the 7 selected Social enterprises operating in the UK. The interviews were designed to gain an understanding of Social Enterprises potential sustainability issues and further research needed to achieve sustainability. Therefore, interview procedures needed semi-structured interview process which is relatively informal; relaxed discussion based around a predetermined topic. Whilst conducting a semi-structured interview first of all I provided the background information regards to the research programme and its objectives to the interviewee. My interviews questions are based on open question where the interviewees had the opportunity to express opinions through its discussion. To keep momentum of discussion with the interview it is important to prepare easy to understand approach when building question with a logical sequence. In terview questions were tested among prior to interviews. Semi-structured interview was highlighted by Leech (2002, p.665) as â€Å"†¦Ã¢â‚¬ ¦one that can provide detail, depth and insiders perspective, while at the same time allowing hypothesis testing and the quantitative analysis of interview responses†. For collecting secondary data participant social Enterprises annual report, various books, websites, newspapers, annual reports, monthly reviews and significant articles were chosen. Also for collection of primary data in-depth interviews with a range of designated professional, related to this field, were taken. I contacted with Business Links and DTI to obtain the list of social enterprise operating in the UK. 4.3.1. Validity Saunders et. al. (2003, p. 109) emphasised validity is concerned with whether the findings are really about what they appear to be about. Validity defined as the extent to which data collection method or methods accurately measure what they were intended to measure. Cooper Schindler (2003, p.71) believe that validity refers to the extent to which a test measures what we actually wish to measure. There are two major forms: external and internal validity. The external validity of research findings refers to the datas ability to be generalized across persons, settings, and times. Internal validity is the ability of a research instrument to measure what is purposed to measure. To ensure the validity of the study numbers of different steps were taken: †¢Data was collected from the reliable sources, from respondents who are more experienced senior management position within Social Enterprise; †¢Survey question were made based on literature review and frame of reference to ensure the validity of the result; †¢Questionnaire has been pre-tested by the responded before starting the survey. Questionnaire was tested by at least ten persons; †¢Data has been collected through four weeks, within this short period of time no major event has been changed with the related topic. 4.3.2 Reliability: To ensure the reliability of the study numbers of different steps were taken: In order that responders could concentrate more on each question questionnaire was divided into three parts; The Ground Theory that has been selected for the study was clearly described and research question has been formulated based on the previous theory. Data has been collected based on the frame of reference that was drawn from the discussed theories. The objective is to make sure t Social Enterprise Potential for Sustainability in the UK Social Enterprise Potential for Sustainability in the UK Social enterprise is an active and sustainable business form of choice which is able to bring economic, communal and environmental benefits to the UK. It operates across all sectors of the economy, serving individuals in the private, public and third sectors. Through out this research will identify the increase levels of understanding of the role and value of Social Enterprise, given that a lack of understanding of the role and value of social enterprises was cited as a major barrier to the acceleration of the use of the business model. The purpose of this research will identify the key barriers faced by Social Enterprise and explore how these barriers could potentially be overcome to achieve sustainability. Chapter 1: Introduction A brief overview of social enterprise is introduced in the first chapter. Then, the purpose of the study will be next discussed which will end with a specific research question. In the end of this chapter the contribution of this research is also presented. A Brief Overview of Social Enterprise Social enterprise is a business structure that aims to distribute across a range of economic, social and environmental outputs which refer as‘ Triple bottom line. Within this business structure, anyone can develop a business and considers social and environmental impact as central part objectives. It can bring wealth as well as empowerment to disadvantaged communities which may be otherwise suffering exclusion. Social enterprises are organisations that supply goods and services to communal economy sector. These comprise a collection of organisations that subsist between the traditionally private and public sectors and have a stronger association with the community and non-profit sector. This sector has a key function to take part in achieving many of its goals, including overcoming social injustice and exclusion. Fundamental ethos are most often used by social enterprise organisations themselves, emphasises following three general features: †¢ Enterprise oriented like any other business, social enterprise is capable of generating income from production of goods and services to a market. As far as viable trading concerns, they are also able to make surplus from their trading. †¢ Social aims they are driven forward by unambiguous social aims. They are capable of creating new employment opportunity, training skills development and provision of local public services. They are responsible to their members and the larger society to increase its effectiveness and financial sustainability with the ultimate goal of creating social, environmental and economic impact or change. †¢ Social ownership they are self-governing organisations with an authority and the ownership structures are based on participation by stakeholder groups for example users or clients and local community groups and by trustees. Profits or surplus are disseminated as profit sharing to stakeholders or are used for the benefit of the community. In the United Kingdom, social enterprises are gradually becoming a well-known sector of the local and national economy. The organisation which is operating in this sector is conscious about the most important factor that becoming sustainable businesses is the path to independence both financially and in mission. However, this emerging sector is struggling for further growth and eventually it leads to have impact negatively on their sustainability. Social Enterprise should be supported and encouraged to grow both as a sector and as individual organisations so that these will become more sustainable organisations. Purpose of the Study My paper has been developed to explore how the term social enterprise has acquired meaning in the United Kingdom and to demonstrate how practitioners, policymakers and academics influence each other in the development of new sustainable ideas, given that a lack of understanding of the role and significance of social enterprises was cited as a major barrier to the acceleration of the use of this business model. These challenges come in many forms. Some are the same as those affecting any other business including access to business support and finance, a lack of affordable premises and finding skilled staff. However, social enterprises also face one huge barrier that seriously affects their ability to assume a position within the market. That barrier is a lack of understanding of how social enterprises work and of their potential value. This lack of understanding exists across the public, private and voluntary and community sectors. Often its been very difficult to secure contract and mainstream funding support as there are plenty of confusion surrounding the social enterprise business model. So my dissertation will identify the key barriers faced by Social Enterprise and explore how these barriers could potentially be overcome in order to achieve sustainability. It examines critical incidents that have shaped the meaning of social enterprise in England and reflects on these incidents to draw conclusions about the future sustainable development of social enterprise practice. Through out this paper, I will also study the possible circumstances for the sustainable development of social enterprise. The purpose is to notify both policy-making and the wider argument about social enterprise: what its potential might be and how that potential can be realised in different settings. Structure of the Report: This research is divided into six chapters; the first chapter is an introduction with purpose of the study. In the second chapter, literature based review of definitions of social enterprise, roots of social enterprise, discussion relevant to the sustainability of social enterprise, the nature of their contribution and their sponsors and sources of funding. The third summarises the background information of social enterprise in the UK and the fourth and fifth chapter contain the methodology and the summary of the main findings of the study with implications for policy. Finally, the sixth chapter is giving the idea about possible areas that further research could be conducted with the limitations of the study of this research paper. Chapter 2: Literature Review This chapter will give an overview of literature and models that are related to the research problem presented in the previous chapter. This chapter will introduce the roots and concepts of social enterprise in order to give a clear idea about the research area. 2.1 Roots of social enterprise Scott specified (2006, p.50) mentioned â€Å"The roots of social enterprises and community enterprise overall can be found in the mutual, self help and co-operative sector which goes back, in the UK, at least to the Fenwick Weavers in Ayrshire 1769 and Dr William King of Brighton in the 1820s with earlier antecedents.† Local community based organisation played vital role within the development of this movement and empowering disadvantaged poor community to move forward labour market. Grass root social worker Harry Cowley campaigned between first and second world war for housing needs and employment opportunity for returning service people and capacity building support for small business. He also advocated â€Å"job creation† programme from the local public service authority for unemployed people and eventually had some success. 2.2 General Discussion on Social Enterprise Social Enterprises combine the requirement of successful businesses with communal aims. They seek to qualify as businesses by setting up a market share and making a profit and draw attention to the long-term benefits for employees, consumers and the community. Todays competitive business world stated that defining the social enterprise is a challenging task. According to OECD (1999, p.9) â€Å"there is no universal, commonly accepted definition of social enterprise.† On the other hand, the OECD (1999, p.10) has described social enterprise as: â€Å"any private activity conducted in the public interest, organised with an entrepreneurial strategy but whose main purpose is not the maximisation of profit but the accomplishment of certain economic and social goals, and which has a capacity of bringing innovative solutions to the problems of social exclusion and unemployment†. Doherty and Thompson (2006, p.362) mentioned in their article that social enterprises are organizations which are seeking business solutions to social crisis. These are needed to be distinguished from other socially-oriented organizations. These also need to take initiatives that can promote to communities but which are not seeking to be â€Å"businesses†. In this esteem, these latter organizations remain dependent on endowments and donations rather than build up true paying customers. According to DTI report A Progress Report on Social Enterprise: A Strategy for Success (2003, p.6), social enterprise is such kind of business which reinvests its surpluses in the business or in the community rather than increases profit for shareholders or owners. Drucker (Gendron, 1996, p.37) argued that social entrepreneurs are those who altered the performance capacity of society but Henton et al. (1997, p.1) mentioned that ‘civic entrepreneurs are a new generation of leaders who built new, powerfully productive connections at the intersection of education, business, community and government. Somers (2005, p.46) stated â€Å"Social enterprise emphasise creating social and environmental value at all stages of their production process, as an intrinsic part of their identity†. Following Figure: 1 describes the production process of social enterprise. Laville and Nyssens (2001, p.325) argue that when the roots of social enterprises are based in reciprocity and in this way these are part of the third system, their force is based in their ability to valve into all three economic principles and systems. They are different from private and public enterprise. In terms of private enterprise they do not only maximize profit to benefit owners, they also develop market activities and generate profits. With the comparison to public enterprise, they are independent from direct control by public authorities but they benefit to a greater or lesser extent from public subsidy. In this way, they mobilize market relations to sell services or goods and use redistributive relations by utilizing government funding to finance their services. Their long-term sustainability depends on their ability to ‘continuously hybridise the three poles of the economy so as to serve the project. 2.3 Discussion Relevant to the Sustainability of Social Enterprise According to Asefa (2005, p.1), â€Å"Sustainable development is the concept of a relationship between economic growth and the environment. The term was first used in 1987 by the world Commission on Environment and Development .Although the term has been around for almost two decades, different interpretation have kept it from being a useful guide for development policy†. Bornstein (2004, p.3) mentioned that over the last decade there has been unprecedented growth of social enterprise world wide. This business model has been getting attention from both government and corporate sector though sustainability remains the major concern. According to 2004 Global Entrepreneurship Monitor (GEM) report, a survey was conducted of social entrepreneurship activity in the UK. These data suggested that latest ‘social activates are emerging at a faster rate than more conventional, commercial endeavours. Within local and global level there are three areas to focus on sustainability in business activity and they are environment, economy and community. (Harding and Cowling, 2004, p.5) Environment It ensures that business is engaged in the appropriate and careful use of limited supplies and the management of waste so that it will be able to minimize the negative and maximize the positive impact of human activity. Economy It ensures that business is financially viable and it engages in good employment practice. Finally it is beneficial to the whole economy. Social It ensures that business is overall of advantage to communities, their customs and does not cause danger to them. Schulyer (1998, p.3) described that social entrepreneurs are those who have a powerful visualization for social change and who have the strong financial resources to support their ideas. That means they should reveal all the abilities of conquering business people and a compelling aspiration for social change. On the other hand, Catford (1998, p.96) argued that â€Å"social entrepreneurswill only flourish if they are supported by the right environment, which will be created largely by governments together with the private sector†. 2.3.1Financial Sustainability Social Enterprise looks for surplus generation in order to achieve financial sustainability. This is a fundamental need to social enterprises. Emphasizing financial sustainability in addition to profit distribution becomes a way to account for all activities the organization engages in, including advocacy and in support of bono work. Sacrificing one cause and effect chain for another can have significant implications for both the quality of work and social enterprises financial sustainability. Whilst many may rely on combination of grant and trading income, ultimately, if an organisation is not financially sustainable, it cannot deliver its social and environmental impact. Fig3. Shows how the profit of social organisation is distributed to the organization itself and community. 2.4 Policy Reform and Good Governance DTI report A Progress Report on Social Enterprise: A Strategy for Success (2003, p.6) describes the three key goals for government: creating an enabling environment, making social enterprises better businesses and establishing the value of social enterprise. Thompson et al. (2000, p.328) describe â€Å"people who realize where there is an opportunity to satisfy some unmet need that the state welfare system will not or cannot meet, and who gather together the necessary resources (generally people, often volunteers, money and premises) and use these to ‘make a difference†. Brown and Murphy (2003, p.57) mentioned on Bank of England report that â€Å"Social enterprises, like all businesses, need access to a range of financial products appropriate to their activity and stage of development†. A HM Treasury report on Enterpriseand Social Exclusion (1999, p.108) came to the conclusion, arguing that social enterprise was â€Å"less understood and rarely promoted in a consistent way by the existing infrastructure for business support†. It is more constructive to judge and expand social enterprise capabilities rather than expertises and capacity building. The fact that social enterprises need to combine commercial objectives with social mission as well as internal governance means that a â€Å"capabilities approach† is more comprehensive. This is a useful way of recognising factors additional to individual skills that inter-play to determine the effectiveness and impact of a specific enterprise. It also moves away from limited considerations of a key person or group within the organisation, and their specific skills, towards a more holistic view of what the organisation is capable of doing, irrespective of the location of particular skills. Catford (1998, p.97) articulated the problems and gave one probable way out: â€Å"Traditional welfare-state approaches are in decline globally, and in response new ways of creating healthy and sustainable communities are required. This challenges our social, economic and political systems to respond with new, creative and effective environments that support and reward change. From the evidence available, current examples of social entrepreneurship offer exciting new ways of realizing the potential of individuals and communitiesinto the 21st century†. Academic writing about modern social entrepreneurship skills is relatively limited, compared to mainstream business or charities. The concept of ‘social enterprise has been quickly appearing in the public, private and non-profit sectors over the last few years. Todays increased competitive not for profit sector there is extensive needs for the improvement of organisation effectiveness and sustainability even though securing funding is harder to meet the criteria of funding body. There is a good opportunity to tap in to corporate social responsibility programme by utilising better communication and marketing strategy in order to tackle complex social problems. Chapter 3: Background Information of Social Enterprise This chapter will give the idea about the social enterprise in the UK along with the impact, barriers and access to finance. Social Enterprise in the UK The UK government has been at the front position of enabling and encouraging the increase of social enterprises as part of both welfare services delivery and community regeneration at the policy level. The impacts and influence of public, private, and citizen are empirically proven and exhibit that these conventional sectors of society are playing a part in re-evaluating the value creation opportunities offered by market (or quasi-market) mechanisms. DTI research suggested that there are at least 55,000 social enterprises in the UK, and combined turnover of  £27billion per year. These social enterprises account for 5% of all businesses with employees and the contribution to GDP is approximately  £8.4 billion, around 0.7% of the total economy. Cabinet Office mentioned on their website that in the year 2004-2005, the charity sector in the UK had a overall income of about  £27.6 billion which was raised over  £800 million from the previous year. It stand for about 2% of the UKs GDP. The data obtained from the Cabinet Office website in social sector showed that, 67% of them expected activity to grow in the next three years compare to 56% in the year 2003-2004 of third sector organisations reported an increase in activity in the previous year. Positive aspects of Social Enterprise: Social enterprise is a diverse activity and can contain a range of organisations working on different extents and at different stages of trading. They can work in commercial markets or in public services. Some work nationally, while others work at community level. They often work in the most deprived areas and work with the most underprivileged groups. Some organisations work only as a social enterprise while in other organisations social enterprise is often a part of their activity. It works in a number of key priority areas for the UK economy- these include: employment and training adult care services childcare and health transport financial enclosure recycling rural enhancement renewable energy and community regeneration According to Doherty and Thompson (2006, p.362) the common characteristics for a Social Enterprise are: They have a social rationale and yields and surpluses are not shared out to shareholders. Reinvested income can be utilized to provide training and improvement opportunities for workers. They use assets and capital to generate community benefit. It gives assurance that resources provide value for money where a public-sector agreement is essential for the activity. Members or employees can also take part in decision making. The SE model could make new structures of entrepreneurship and employment within a society. The enterprise is responsible to both its members and a wider community. Social enterprise can propose goods and services to its consumers in an elastic and inventive way. Often the market has failed or the private sector does not want to go in this area. The potential of earnings and returns stream could unleash organisations from the oppression of fundraising and grant applications. There is either a double or triple-bottom line concept. The assumption is that the most effective social enterprises show signs of healthy financial and social returns rather than high profits in one and lower profits in the other. Social Enterprise adopted enterprising solutions to deal with social and environmental issues following evidence of the beneficiaries of social enterprise activity is shown in Figure.3 (IFF, 2005). According to IFF (2005, p.28), a survey of social enterprises was conducted in 2004 for the Small Business Service (SBS), the UK Government, is showed on the following figure.4. It shows 19% beneficiaries were people with disabilities; 17% were children and young people; 15% were elderly; 12 % were people on low incomes and the unemployed. Social enterprise has been playing vital role to tackle these targeted disadvantaged group and moving forward them in the labour market, predominantly in poor areas with soaring levels of poverty and joblessness. Barriers of social enterprise According to UK Government, there are mainly four significant barriers to accessing appropriate business support and finance for social enterprises throughout the region. 1. Cultural barriers between those setting up social enterprises and mainstream business advisors. 2. Lack of transparency about where to access business support at the local level, largely due to the huge diversity of routes into starting up social enterprises. 3. Limited numbers of qualified technical specialists in key business advice areas where social enterprises require specialist support, for example on legal structure, potential investors or taxation. 4. Limited sources of affordable equity and loan finance of all sizes. Bank of England (2003, p.25), took the survey of Social enterprise and it stated that 32% of social enterprises mentioned the problems in obtaining external finance and 25% problems in getting grants as major barriers to expanding their trading activities. However, other problems are lack of qualified staff (14%); lack of appropriate premises (16%); and lack of cash flow (10%) Low (2006, p.381) cited in his journal according to the source of DTI â€Å"†¦often have boards of directors or trustees who come from a voluntary sector rather than a business background. This can lead to a lack of business focus and prevent social enterprise from truly reaching their potential† The Progress Report on Social Enterprise: A Strategy for Success(2003, p.68) concluded that there is little hard substantiation to show the impact and added value of social enterprise. According to the report, the main reason is that social enterprises generate a variety of social and environmental impacts, beyond their financial return that are difficult to measure. Policy makers, business support providers and finance providers find it difficult to assess the value of targeting social enterprises or of including them in their activities due to lack of information on their social and environmental, as well as financial impact. Access to Finance The key factor in an enterprises development is access to appropriate sources of finance. Social enterprises have been rejected more for finance compared to the SMEs. In addition, a large minority of social enterprises perceive access to external finance as a major barrier to expansion, including some of those that have successfully accessed finance in the past. There is no clear reason to account for the higher rejection rates among social enterprises but possible contributory factors are: lack of obtainable security and private financial stake; use of organisational structures and grant funding streams with which lenders may be unfamiliar, and which may result in lengthy arrangement times; low levels of investment readiness among some social enterprises depends on some elements of credit and behavioural scoring and reputational risk to the lender. For example creating â€Å"venture philanthropy† organisation will ensure long term financing of charities infrastructure, proact ive management support and capacity building support. Dees (2004, p.18) mentioned that â€Å"Businesses fail all the time and many donor-dependent nonprofits have been around for many decades, even centuries. Social entrepreneurs look for the strategy, structure, and funding mechanisms that are most likely to ensure effective and efficient social performance given specific mission objectives and a particular operating environment†. Chapter 4: Methodology This chapter will present detailed idea about the research were conducted. This includes the research design, sample selection methods and data collection methods. At the end of this methodology part validity and reliability issues will be discussed to follow the quality standards of the research. 4.1 Research Design The present study endeavoured to explore the sustainability of social enterprise for the development of the UK. Exploratory research is selected as research design as little information exists about the social enterprise of the UK. The aim of exploratory research is mainly to gain enough information before doing more thorough research. Cooper Schindler (2003, p.21) mentioned that we basically start by gathering as much information about the object as possible and with a vague impression of what we should study. Exploratory studies are a valuable means of finding out what is happening, to seek new insight, to ask questions and to assess phenomena in a new light. It is particularly useful if researcher wish to clarify the understanding of a problem. According to Saunders et.al. (2003, p.360), there are three principle ways of conducting exploratory research and these are: a search of the literature, talking to experts in the subject, conducting focus group interviews. Qualitative interviews would be best in achieving and addressing the questions that I am looking forward to address in this dissertation paper. The research requires data that is both rich and varied as I am keen to extract the opinions and insight about practices, insights and expectations of leaders and beneficiaries in the social sector. Adopting this methodology, I will extract this data without limiting the responses of the respondents; I am mostly interested in their innate insights, opinions and organisational beliefs. Anastas (1988, p.19) mentioned that when there are the cases of sensitive subject issue and difficult decision-making procedures, individual in-depth interviews give a far more valuable tool and create a situation where participants would be likely to speak more explicitly and freely. According to Sokolow (1985, p.28) , there are several other advantages of one-to-one in-depth interviewing which include the support of individual thought, respondent thoughtfulness to questions and the offering the capability of the interviewer to sense non-verbal opinion. 4.2 Sampling Cooper and Schindler, (2003, p.44) stated in their book that selecting some of the elements in a population is the fundamental idea of sampling and researcher may draw conclusions about the entire population. There are a number of convincing reasons for sampling, including: lower cost, greater correctness of result, greater speed of data collection and accessibility of population selection. The sample would be randomly selected nationally from Social Enterprise and are actively fund raising. It is easier to make some comparison and a fairer analysis of the data because the similar size of organizations most likely to follow related trends and they are also affected by the same factors. Due to the complexity of the sector, the samples would be drawn from the wider UK region; this is to widen the organisation from which to select the qualifying sample. 4.3 Data Collection The major form of data collection was based on the semi-structured interview process with senior managers, policy officer and research development officer of the 7 selected Social enterprises operating in the UK. The interviews were designed to gain an understanding of Social Enterprises potential sustainability issues and further research needed to achieve sustainability. Therefore, interview procedures needed semi-structured interview process which is relatively informal; relaxed discussion based around a predetermined topic. Whilst conducting a semi-structured interview first of all I provided the background information regards to the research programme and its objectives to the interviewee. My interviews questions are based on open question where the interviewees had the opportunity to express opinions through its discussion. To keep momentum of discussion with the interview it is important to prepare easy to understand approach when building question with a logical sequence. In terview questions were tested among prior to interviews. Semi-structured interview was highlighted by Leech (2002, p.665) as â€Å"†¦Ã¢â‚¬ ¦one that can provide detail, depth and insiders perspective, while at the same time allowing hypothesis testing and the quantitative analysis of interview responses†. For collecting secondary data participant social Enterprises annual report, various books, websites, newspapers, annual reports, monthly reviews and significant articles were chosen. Also for collection of primary data in-depth interviews with a range of designated professional, related to this field, were taken. I contacted with Business Links and DTI to obtain the list of social enterprise operating in the UK. 4.3.1. Validity Saunders et. al. (2003, p. 109) emphasised validity is concerned with whether the findings are really about what they appear to be about. Validity defined as the extent to which data collection method or methods accurately measure what they were intended to measure. Cooper Schindler (2003, p.71) believe that validity refers to the extent to which a test measures what we actually wish to measure. There are two major forms: external and internal validity. The external validity of research findings refers to the datas ability to be generalized across persons, settings, and times. Internal validity is the ability of a research instrument to measure what is purposed to measure. To ensure the validity of the study numbers of different steps were taken: †¢Data was collected from the reliable sources, from respondents who are more experienced senior management position within Social Enterprise; †¢Survey question were made based on literature review and frame of reference to ensure the validity of the result; †¢Questionnaire has been pre-tested by the responded before starting the survey. Questionnaire was tested by at least ten persons; †¢Data has been collected through four weeks, within this short period of time no major event has been changed with the related topic. 4.3.2 Reliability: To ensure the reliability of the study numbers of different steps were taken: In order that responders could concentrate more on each question questionnaire was divided into three parts; The Ground Theory that has been selected for the study was clearly described and research question has been formulated based on the previous theory. Data has been collected based on the frame of reference that was drawn from the discussed theories. The objective is to make sure t