Microsoft(R) ActiveX(R) Data Objects version 2.0

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CONTENTS

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1. PRODUCT DESCRIPTION

. NEW FEATURES

.1 Asynchronous Connection, Execution, Fetching, and Events

. Data Shaping

. Persistence

.4 Fabricated Recordset Objects

.5 Sort, Filter, and Find

.6 ADO Extensions for VC++

.7 ADO Support for Visual Analyzer (Microsoft Visual Studio(TM), Enterprise Edition Only)

.8 Conflict Resolution for Client Cursors

. Customizable DataFactory Behavior

. TECHNICAL NOTES

.1 Security Enhancements

. Restrictive Behavior

. Customizing Security Settings

4. KNOWN BUGS, LIMITATIONS, WORKAROUNDS, AND LATE-BREAKING DOCUMENTATION NOTES

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1. PRODUCT DESCRIPTION

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ActiveX Data Objects (ADO) is an Automation-based interface for accessing data. ADO uses the OLE DB interface to access a broad range of data sources, including but not limited to data provided via ODBC.

Users of RDO and DAO should quickly become comfortable with programming to ADO because the overall design of ADO comes from our experience in developing those interfaces.

Microsoft Remote Data Service (RDS) is a component of ADO that provides fast and efficient data connectivity and the data publishing framework for applications hosted in Microsoft Internet Explorer. It is based on a client/server, distributed technology that works over HTTP, HTTPS (HTTP over Secure Sockets layer), and DCOM application protocols. Using data-aware ActiveX controls, RDS provides data access programming in the style of Microsoft Visual Basic(R) to Web developers who need to build distributed, data-intensive applications for use over corporate intranets and the Internet.

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. NEW FEATURES

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ADO .0 adds several new features for developers.

.1 Asynchronous Connection, Execution, Fetching, and Events

As did RDO .0, ADO now supports asynchronous operations. Asynchronous operations allow you to cancel out of an extended operation or to continue processing while waiting for the connection to complete. Events notify you when an asynchronous operation has been completed. Asynchronous fetching is a feature specific to the client cursor (CursorLocation = adUseClient), which returns the first rows from a query result and then continues fetching in the background while you manipulate the rows that have already been fetched.

. Data Shaping

In conjunction with the MSDataShape provider, ADO can expose data hierarchically. ADO can also expose grouping and aggregation over a recordset.

. Persistence

You can now save a Recordset object right to your local hard drive and load it later (when working with client cursors). This allows you to connect to the server, execute a query, call rst.Save(myfilename), shut down the computer, and later call rs.Open(myfilename,,,adCmdFile) and modify the data.

.4 Fabricated Recordset Objects

You can create Recordset objects in ADO .0 without executing a query against the data source. Just create a new Recordset object, append some Field objects, call rst.Open(), and you now have a Recordset object that you can append data to, remote, and treat just as if the Recordset object had been created from a query.

.5 Sort, Filter, and Find

Allows you to manipulate results at the client when using client cursors.

.6 ADO Extensions for VC++

Provides improved performance for VC++ users by enabling the use of native data types instead of Variants in C++ code.

.7 ADO Support for Visual Analyzer (Microsoft Visual Studio, Enterprise Edition Only)

ADO works with Visual Analyzer, submitting events to help in analyzing performance.

.8 Conflict Resolution for Client Cursors

Provides enhanced functionality for Recordset objects built with client-side cursors in two-tier scenarios. New functions, like Resync and Update, with conflict resolution are now supported on client cursors.

. Customizable DataFactory Behavior

Implicit remoting behavior is customizable now via the DataFactory Handler object implementation. DataFactory handler can be used to customize the open and batchupdate behavior of Recordset objects opened via RDS. You have a choice of writing a new handler yourself or using the default handler (MSDFMAP.dll) that ships with RDS .0. The behavior of the default handler can be driven by editing the default INI file it uses -- MSDFMAP.INI.

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. TECHNICAL NOTES

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.1 Security Enhancements

This release includes security enhancements for ADO and RDS objects so that some of the operations are restricted when Internet Explorer is running in a safe mode.

.1.1. Zones

You can set different security settings for different zones in Internet Explorer 4.0 to customize the behavior of ADO/RDS objects in those zones. The following four zones are defined in Internet Explorer 4.0

Internet zone

Local intranet zone

Restricted sites zone

Trusted sites zone

.1.. Security Levels

For each of these zones, you can specify the security level to use. The following security levels are available for each zone

High

Medium

Low

Custom

Like any other ActiveX controls, in order for ADO/RDS objects to work at all in Internet Explorer 4.0, the security level must be set to Medium or High. Custom settings are used to set ADO/RDS objects to behave in safe or unsafe mode.

. Restrictive Behavior

By default, any unsafe operations on ADO/RDS objects in Internet Explorer 4.0 will result in a user prompt when accessing pages from Local trusted zone, Trusted sites zone, and Internet zone. Unsafe operations on ADO/RDS objects are disabled, by default, for pages loaded from Restricted sites zone. The following describes ADO/RDS behavior when running in these modes

..1 Safe Objects

The following objects are considered safe. This means that unsafe operations (detailed in ..) are disallowed in a safe environment (e.g., Internet Explorer, by default; unless custom settings are used to run in an unsafe mode) and allowed in an unsafe environment (e.g., Visual Basic).

a. RDS.DataControl object

b. RDS.DataSpace object

c. ADO Recordset object

.. Unsafe Objects

The following objects are considered unsafe. They cannot be created directly or indirectly (and given to a user) when operating in a safe environment.

a. RDSServer.DataFactory object

b. ADO Connection object

c. ADO Command object

.. Unsafe Operations on Safe Objects

The following are considered unsafe operations on the safe objects -- RDS.DataControl, RDS.DataSpace, ADO Recordset. These operations are disallowed in a safe environment but allowed in an unsafe environment.

a. RDS.DataControl

i) All two-tier and DCOM scenarios on the RDS.DataControl object. This means that you cannot open database connections on your local machine or from servers to which you connect using the DCOM protocol.

ii) All three-tier operations over HTTP are restricted to the server from which the page has been downloaded. This means that the Server property on the RDS.DataControl object must be equal to the host name (http//server) from which the page has been downloaded.

b. RDS.DataSpace

i) All two-tier and DCOM scenarios on the RDS.DataSpace object. This means that you cannot use the RDS.DataSpace object to invoke business objects on your local machine or over the DCOM protocol.

ii) All three-tier scenarios over HTTP are restricted to the server from which the page has been downloaded. This means that the second parameter in the CreateObject method call on the DataSpace object must point to the same server from which the page has been downloaded.

c. ADO Recordset

i) Making any connection where provider is not MS Remote. So the connection string must start with Provider=MS Remote. The Remote Server tag in the connection string must also be the same name as the server from which the page has been downloaded. Local two-tier and DCOM connections are not allowed.

ii) Local Persistence operations, like saving a recordset to the local filesystem and opening a recordset from file on the local machine.

. Customizing Security Settings

ADO/RDS behavior is controlled by the setting for the Initialize and script ActiveX controls not marked as safe option. You can change the security settings by changing the security level for a specific zone. Default settings for the Initialize and script ActiveX controls not marked as safe option for the intranet zone are as follows

Security level = HighValue = Disable

Security level = MediumValue = Disable

Security Level = LowValue = Prompt

For default settings in other security zones, please refer to the documentation for Internet Explorer.

You can override the default settings by directly manipulating the custom settings for the above option. You can choose to completely disable the unsafe operations (described above), or specify that a warning be displayed whenever such an operation is attempted, or enable such an operation without any warning. You can set different custom settings for different security zones. The following steps must be taken to customize your security settings for a specific security zone

CAUTION Please be aware that by enabling Initialize and script ActiveX controls not marked as safe (step 5 below), you are allowing ANY ActiveX control, safe or unsafe, to be used from within Web pages (which potentially exposes user machines to malicious controls or malicious scripting code). It is recommended that you should do this only in the intranet or Trusted Sites Security Zones and not on the Internet zone.

1. From the View menu in Internet Explorer 4.0, select Internet Options to bring up the Internet Options dialog box. Select the Security tab.

. From the Zone drop-down list, select the zone that you want to customize settings for.

. Select Custom for the selected zone. This enables the Settings button on the dialog box.

4. Click Settings to bring up the Security Settings dialog box.

5. If you want to enable unsafe operations (described in ..) on ADO/RDS objects without any warning being displayed, select Enable for the option Initialize and script ActiveX controls not marked as safe in the Security Settings dialog box. Click OK.

6. If you want a warning to be displayed whenever an unsafe operation (described in ..) on ADO/RDS objects is attempted, select Prompt for the option Initialize and script ActiveX controls not marked as safe in the Security Settings dialog box. Click OK.

7. If you want to completely disable unsafe operations (described in ..) on ADO/RDS objects, select Disable for the option Initialize and script ActiveX controls not marked as safe in the Security Settings dialog box. Click OK.

8. If appropriate, repeat these steps to customize the security settings for other security zones.

. Click OK.

Now ADO/RDS objects will behave in specified custom mode. These settings affect the following behavior of ADO/RDS objects (as described in ..) in the specified security zone -- opening local two-tier connections; working over DCOM; connecting to a server other than the one from which the page was originally downloaded; saving and opening a recordset to/from files on the local machine.

If you set your custom options to Prompt, the following warning is displayed when an unsafe operation is attempted on ADO/RDS objects

The page is accessing a data source on another domain. Do you want to allow this? The user has the option of replying Yes or No. If the reply is Yes, the operation is completed; otherwise it fails.

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4. KNOWN BUGS, LIMITATIONS, WORKAROUNDS, AND LATE-BREAKING DOCUMENTATION NOTES

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4.1 Client impersonation in RDS is not currently supported due to missing support from the operating system.

4. When using adUseClient or remoting against SQL Server 6.5 Service Pack 4, using the DISTINCT keyword in queries will be ignored for updatable result sets. This is a SQL Server issue and should be resolved in a future service pack.

4. When creating Virtual Servers in Internet Information Server 4.0, the following two extra steps are needed in order to configure the server to work with RDS

A) When setting up the server, check Allow Execute Access.

B) Move msadcs.dll to vrootmsadc, where vroot is the home directory of your virtual server.

4.4 When using the Recordset.Save method, for best results use CursorLocation=adUseClient. Some OLE DB providers do not support all of the functionality necessary to support the saving of recordsets, and the client cursor can be used in order to supply that functionality.

4.5 ADO Events

The titles for WillMove and MoveComplete, WillChangeField and FieldChangeComplete, WillChangeRecord and RecordChangeComplete, WillChangeRecordset and RecordsetChangeComplete, and EndOfRecordset all list these as Connection Events. However these are Recordset events.

4.5.1 WillConnect

The description in documentation for the Options parameter to the WillConnect event is incorrect. The only valid option is adOpenAsync.

The documentation for the WillConnect event states that the pConnection parameter can be changed. This is incorrect; the pConnection parameter cannot be modified with an event handler.

4.5. ConnectComplete and Disconnect

adStatus will always return adStatusOK for these events -- the documentation states that these could also return adStatusErrorsOccurred (which is incorrect).

The description for the adStatus parameter also states to set this parameter to adStatusUnwantedEvent to prevent subsequent notifications. However, closing and reopening a connection causes and events that have been turned off in this manner to start firing again.

4.5. WillExecute

The description in documentation for the CursorType parameter states that this parameter cannot be changed if it is set to adOpenUnspecified when this method is called. This is not correct. No matter what the parameter value coming in, it can be changed. If the operation that caused the event was not recordset open then it will be ignored.

The description in documentation for the LockType parameter states that this parameter cannot be changed if it is set to adLockUnspecified when this method is called. This is not true; this parameter can be changed no matter what the incoming value is. Again, if recordset open did not fire the event, it will be ignored.

The remark in documentation that the corresponding pConnection, pCommand, or pRecordset parameter will be set to the object causing the event and the remaining two will be set to Nothing is incorrect. This event will always have a pConnection object reference.

4.5.4 InfoMessage

The description in documentation for the pError parameter states that it describes the error that occurred if the value of the adStatus is adStatusErrorsOccurred; otherwise it is not set. This is incorrect -- this event is fired anytime a warning is returned. In that case, the status for this event is set to adStatusOK and the pError object contains the warning.

The description in documentation for adStatus parameter states that this parameter is set to adStatusOK if the operation that caused the event was successful, or adStatusErrorsOccurred if the operation failed. This event, however, is fired for warnings; the operation can never fail, and the status will never be adStatusErrorsOccurred.

The description for the pConnection parameter states that this connection object reference is to the connection on which the command executed. Warnings can also occur on other types of operations, such as opening a connection.

4.5.5 WillMove and MoveComplete

In the Remarks section, the following Recordset operations can also cause these events to be fired Filter, AbsolutePage, AbsolutePosition. It will also fire if the child recordset has recordset events connected and the parent recordset moves. Also, Delete will NOT fire these events.

4.5.6 WillChangeRecord and RecordChangeComplete

In the remarks section, it should be noted that these events will occur for the first changed field of a row.

4.6 The ADO/RDS documentation refers to a property named URL on the RDS.DataControl object. This property does not exist in the released version of the RDS .0 component.

4.7 Asynchronous Fetching is available in ADO .0 when using CursorLocation=adUseClient. There are two ways to turn this on -- one via the Options parameter to Recordset.Open, and another via the Recordset Properties Collection Asynchronous Rowset Processing property. For best results, always use the Recordset.Open parameter. Not using the parameter can cause the loss of ADO background fetch related events. Additionally, background fetching using Provider=MS Remote is not supported through the properties collection -- only via the Recordset.Open parameter.

4.8 When ADO is returning output or return parameter values to the user from a datasource, ADO will only read the values once from the provider. This means that if the user reads the values before they are ready, they may not be retrieved.

A primary case for this is exhibited by the following code

Sub params()

Dim conn As New Connection

Dim cmd As New Command

Dim rs As Recordset

conn.Open pubs, sa,

conn.Open provider=sqloledb;data source=sqlserver;user id=sa;password=;initial catalog=pubs

conn.Execute DROP PROC test_proc

conn.Execute CREATE PROCEDURE test_proc as SELECT from authors RETURN 1

Set cmd.ActiveConnection = conn

cmd.CommandText = test_proc

cmd.CommandType = adCmdStoredProc

cmd.Parameters.Append cmd.CreateParameter(RetVal, adInteger, adParamReturnValue)

Set rs = cmd.Execute()

Debug.print rs(0)

Accessing the parameter value before the recordset has been closed on a forward-only, read-only cursor on Microsoft SQL Server will result in the parameter value being retrieved before its available. Referring to the parameter only after the recordset was closed (instead of before and after) will retrieve the correct parameter value.

Debug.Print Return Val ; cmd(0)

rs.Close

Debug.Print Return Val ; cmd(0)

conn.Close

End Sub

4. When using CursorLocation=adUseClient, the Recordset.Resync() method is available only for non-read-only Recordset objects.

4.10 In order to use ADO .0 FetchProgress and FetchComplete Events with Visual Basic, at least Visual Basic version 6 is required.

4.11 When using Events in ADO against a provider which does not support bookmarks, the user will receive a RecordsetChanged notification each time ADO is required to fetch new rows from the OLE DB provider. The frequency with which this occurs is directly dependent on the Recordset.CacheSize property.

4.1 When using RDS on an IIS server, the number of threads created per processor can be controlled by manipulating the registry on the Web server. The number of threads per processor can affect performance in a high traffic situation, or in low traffic but large query size scenarios. The user should experiment for best results. The specific value to be adjusted is

HKEY_LOCAL_MACHINESYSTEMCurrentControlSetServicesWSVCParametersADCThreads

where ADCThreads is a user added REG_DWORD in the range 1-50. Default is 6, and invalid values default to either 6 or 50. The user will need to create this registry value; it is not included in the registry by default.

4.1 There are some columns in the Recordset objects returned from OpenSchema on the Connection object that are of a type that cannot be compared to other variables in Visual Basic. These are columns that have a corresponding OLE DB datatype of DBTYPE_UI4. See the OLE DB specification for those columns in schema rowsets that have this type.

4.14 When using the OpenSchema method on the ADO Connection object, it is possible to restrict the results returned by using the second parameter to the function. This parameter contains an array of variant values and can specified in VBA as

Dim criteria() As Variant

criteria(0) = pubs Use the pubs database on the SQL Server

criteria(1) = Empty No restriction on the schema/owner

criteria() = Empty No restriction on the table name

criteria() = table Only objects of type table are returned.

Set rs = cnn.OpenSchema(adSchemaTables, Criteria)

4.15 In ADO, the RecordCount property of the Recordset object may not always be supported by the provider or specific cursor type being used. In those cases in which the provider or cursor type doesnt support RecordCount, -1 will be returned as the value.

4.16 Running Code Examples

You must select the entire code example in order to preserve the paragraph formatting for each line of code. Otherwise, the paragraphs will be ignored when you paste the code into the program window and the code wont run.

4.17 In the documentation for the topic Shape Append Command, the syntax should be shown as follows

SHAPE {parent command}

APPEND {child command} [AS] table-alias

RELATE (parent column TO child column)

4.18 In the documentation for the topic Accessing Rows in a Hierarchical Recordset, the line of code in step should be as follows

Set rstChapter = rst(chapter).Value

4.1 In the documentation for the topic Step4 Manipulate the data (ADO Tutorial), the sample code refers to the Optimize property on the Field object. This is slightly incorrect -- the Optimize property is found in the Properties collection of the Field object when using CursorLocation=adUseClient or a disconnected Recordset object. Sample usage is as follows

rs(au_lname).properties(Optimize) = True

4.0 The documentation for the StayInSync property says that the property indicates, in a hierarchical Recordset object, whether the parent row should change when the set of underlying child records (that is, a chapter) changes.

This is incorrect. The property controls whether or not a reference to a child recordset will change as the user navigates through the parent recordset (the default is True.)

The documentation also states that the property sets or returns a Boolean value. If set to True, the parent Recordset object will be updated if the chapter changes; if False, the parent Recordset object will continue to refer to the previous chapter.

This is incorrect. If the property is True, the child recordset stays in sync -- navigating through the parent recordset changes the data shown in the reference to the child recordset. If the property is False, a reference to a child recordset will continue to contain information for that particular chapter even as the user navigates through the parent recordset.

4.1 The code in the sample in the Accessing rows in a Hierarchical Recordset help topic is incorrect.

The rsChapter object should be dimensioned as an ADODB.Recordset object rather than a variant, and it should retrieve the chapter from the parent recordset with code such as the following

Set rsChapter = rst(chapter).Value

4. The help for the WillChangeRecordset and RecordsetChangeComplete (ConnectionEvent) Methods topic states, A WillChangeRecordset or RecordsetChangeComplete event may occur due to the following Recordset operations Requery, Resync, Close, Open, and Filter. This is incorrect. Filter and Close do not issue this event.

4. The help for the WillMove and Move Complete (ConnectionEvent) Methods suggests that the WillMove event will be issued for Resync. This is incorrect; Resync does not issue this event.

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Yr. 10 Roman HistoryEssay: Julius Caesar Topic: "'Caesar was simply the logical conclusion of developments in the late republic from the Punic Wars onwards.' Why might someone hold this opinion? To what extent do you agree?"

If you order your cheap custom essays from our custom writing service you will receive a perfectly written assignment on Yr. 10 Roman HistoryEssay: Julius Caesar Topic: 'Caesar was simply the logical conclusion of developments in the late republic from the Punic Wars onwards.' Why might someone hold this opinion? To what extent do you agree?. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Yr. 10 Roman HistoryEssay: Julius Caesar Topic: 'Caesar was simply the logical conclusion of developments in the late republic from the Punic Wars onwards.' Why might someone hold this opinion? To what extent do you agree? paper right on time.

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By the end of the Third Punic War (~146 BCE), Rome had already undergone many significant changes to its political and social structure due to her sudden expansion. There was also unrest in the lower classes, who were struggling because of the constant war, the proliferation of slavery, heavy taxes and the rise of the middle class. As a result, poverty increased drastically in Rome; there was a need for reform, and it was only a matter of time when one man would prove to be so popular as to be voted 'dictator for life', thus making Rome a virtual monarchy. That man was Caesar.

In the post-Punic War period, the Roman peasantry was finding it difficult to prosper. The endless war since 64 BCE had been disastrous. The land itself had deteriorated dramatically, especially during Hannibal's fifteen years of occupation in the Second Punic War, where leaders of both the Roman and Carthaginian armies had deliberately set alight the crops. In addition, peasant Plebeians who were absent from their farms on military service were often away for too long, which led to financial ruin.

It was not long before wealthy Romans especially of the middle 'Equestrian' class began to capitalise on the peasants' misfortune. Using money gained from the wars, the wealthy amassed huge estates by both purchasing many small land holdings from the diminishing peasants, and leasing large areas of ager publicus, or public land from the government.

With the mass acquisition of land by the wealthy came the rise in slavery. As part of the 'spoils of war', the influx of slaves began to render the peasant class obsolete, with slaves replacing the peasants in domestic service, manufacture, mining and agriculture. The wealthy landowners preferred slaves to peasants, as slaves were much cheaper, and many slaves were also previously highly skilled craftsmen.

The capitalist Equestrian class was also charged with the task of collecting tax from those Roman provinces which were exempt from military service. These tax-collectors generated substantial profits from tax-collection, as the company were given the sole right to tax in a particular province could tax as they wished, leaving most peasants destitute.

Faced with such obstacles, the Plebeians of Rome had little choice but to flock to the cities in search for employment; but even there, slaves had become prevalent in society. The poor, who made up the majority of the population, were ready to follow a shining advocate of their cause or to sell their votes to the highest bidder. The gap between the lower and upper classes was extensive, and the people of Rome were clearly crying out for reform.

Attempts at reform began with the brothers Tiberius and Gaius Gracchus, who, in 1 and 1 BCE, endorsed a bill in a bid to redistribute land from the rich to the poor. Despite gaining the support of the lower classes, both brothers were eventually assassinated by a Senate jealously guarding its power. The Gracchi had challenged the power of the Senate, and their successors were to do the same, until the arrival of Roman general Lucius Sulla, who became dictator in 8 BCE after emerging victorious from Rome's first civil war. Sulla aimed to restore the traditional powers of the Senate through a series of extensive reforms, and showed the Roman people a glimpse of one-man rule, and also revealed that the way to power lay in military muscle. The idea of a single leader was now surfacing.

In the 66 BCE, General Pompey of Rome made himself prominent through his conquest of eastern Asia Minor, Syria and Palestine. However, the Senate, reluctant to accept the rising popularity of any one man, refused to acknowledge his achievements. Pompey, and two other leaders of the time, Julius Caesar and Marcus Crassus, then formed a three-man political alliance known as the 'First Triumvirate' in 60 BCE in an attempt to seize control. However, it was not long before the First Triumvirate began to collapse as a result of the strong personal ambitions of those involved. Crassus died in 5 BCE, leaving only Pompey and Caesar remaining. In 51 BCE, Pompey, both jealous and fearful of Caesar's power after Caesar's conquest of Gaul, then turned back to the conservative Senate and ordered Caesar to relinquish his command. Caesar refused, and invaded Italy in 4 BCE, emerging supreme in 45 BCE. Eventually, the citizens honoured Caesar by voluntarily voting him dictator for life in 45 BCE.

Caesar, having gained absolute power, now used it to implement important reforms he tried to restrict dishonest practices in government; he improved the calendar, he reorganised the government system in Italy and most importantly, he attended to the needs of the poor by establishing colonies, distributing free grain, government services and improving the infrastructure. Although some may accuse Caesar of applying these reforms simply to retain popularity, the end result is that the gap between the lower and upper classes was reduced. Despite this, Caesar was popular with neither the Senate nor the Republicans. The Senate was treated with near-indifference, and the Republicans did not like Caesar's autocratic status. On 15 March, 44 BCE (the Ides of March), Caesar was assassinated by a group of aristocrats as he entered a meeting of the Senate. The people were outraged they had preferred the reforms of one man rather than the empty promises of the Republic. Caesar was honoured by the people after death by an elaborate funeral.

The eventual fall of the Republic, and the rise of a man like Caesar was indeed a logical conclusion following the events after the Third Punic War. A mix of factors after the conflict drove the lower classes into poverty, and, because the cries of the exploited poor fell upon a deaf Senate, the advent of a small group of outstanding reformers was inevitable, and the First Triumvirate was formed. However, with such lust for power in the alliance, an eventual clash resulting in the emergence of the strongest leader, Caesar, was unavoidable. Thus, supported by the vote of the people, Rome eventually came to be ruled by one man, bringing an end to the Republic.

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My last Dutches

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My Last Duchess, Musee des Beaux Arts

World Without Love The Poems My Last Duchess by

Robert Browning and Musee des Beaux Arts by W.H. Auden describes

how people don't care about each other and that world is cruel. In My

Last Duchess the guy is talking the messenger from the duchess

about how he killed his wife and was happy about it, whereas in

Musee des Beaux Arts the kid is dying in water but his father or not

even the people in the ship care about him, they just let him drown in

the water and lastly the poem The Sick Rose by William Blake has

perfect metaphor reflecting the behavior and feeling of a human being

by comparing love to an invisible worm, which destroys people lives.

This three poem reflects people just don't care about each other and

people have lost the meaning of love. In My Last Duchess the guy is

describing to his how he killed his ex-wife and that he was happy

about it. He liked a girl and girl was beautiful and young. She liked to

flirt around and liked everything in this world. She liked all men and

women. She smiles at everyone and like everyone around her. She

smiled at the guy too but he is not happy about it because he thinks

that she is his woman and she should not look at anyone else except

him. Even the guy said to the messenger that, Will't Please you sit

and look at her? (Browning 550), which shows she was beautiful and

one's eyes would just stare at her for a long time. He also said, Her

mantle laps Over my Lady's wrist too much, or Paint Must never

hope to reproduce the faint Half-flush that dies along her throat

Parekh (Browning 550) which shows she was courteous, disciplined

and beautiful. She had a good heart, which loved everyone and made

everyone glad but the author did not like the fact she considers

everyone same as him and that she does not pay more attention to

him than others. The author also gave her a gift but she considered all

the gifts as the same and did not differentiate between a bad and a

good gift. In other she did not care about author's feeling and the love

that author had for her. The author says, Just this Or that in you

disgusts me; here you miss, Or there you exceed the mark (Browning

550) which represents that she treats everyone equal and did not give

more importance to author. She considers author as one of nine

hundred men that she likes. And after a while she passed the author

without a smile, and that offended author because he really liked her

and she did not cared about him. The guy was angry with the lady and

he commanded his men to kill her to show his power over the lady.

The guy says, I gave commands; Then all the smiles stopped

together. (Browning 550) this shows that the author proved his power

over the lady by killing her. The guy wants her command over the lady

so he killed her and now he is regretting for his deeds. And now he

asks the lady in the picture to come back to him. He says, Will't

please your rise?(Browning 550) this shows the guy cares from her

now, after she is dead. This whole scenario reflects that people don't

care about each other. The duchess loved everyone but the guy

wanted her but did not achieve her so he Parekh killed her. This is a

selfish and cruel world we live in. People just don't understand the

feeling and the type of relationship that the other person is trying to

follow. On the other hand the poem Musee des Beaux Arts shows

that people around the world don't care about each other even if the

person is dying. The kids father made him a like wings out wax so he

could fly but he warned him by saying not to fly near sun or near

water, but the kid flew near the ocean water and the wax melted and

the kid fell into the ocean and was drowning. Although the kid was

drowning nobody was even trying to help him save. His father was

busy ploughing the field he did not care either. The sheep were

grazing; the dog was scratching himself on a tree; the sailor was

sailing his ship he did not want himself to get wet and did not want

water on his expensive ship. Everyone around there was selfish and

nobody cared about the kid's drowning. The author says, and, the

delicate ship that must have seen Something amazing, a boy falling

Our off the sky, Had somewhere to go to and sailed calmly on. (Auden

5) this shows nobody cares about the boy in the water. The author

also says, Quite leisurely from the disaster; the ploughman may Have

heard the splash, the forsaken cry, But for him it was not an important

failure. (Auden 5) this reflect the ploughman did care about the boy

just because it was not important to him; it was not a great failure or

loss to the ploughman. Nobody understands the meaning of humanity

or mankind towards his or her fellow beings. This poem reflects that

people love and talk to each other only for their own interest and not

for being Parekh 4 generous or helpful. The most amazing thing about

this poem is people are following their daily routine and a boy is

drowning in the ocean and nobody cares about it. This is utmost

disturbing situation. People have lost the meaning of humanity and

mankind. The people in the whole scenario as described by Auden

reflects that people are just dully walking away doing their daily

business and they assume that nothing is happening around them as if

it is just a normal day and its normal for a kid to drown in water. This

is the most dreadful scene. And lastly the poem The Sick Rose by

William Blake describes people have lost the meaning of love making

them selfish and cold-hearted people. Blake says, And his dark secret

love Does thy life destroy(Blake, 5), which show love is an evil

thing and could destroy ones life. He also says, O, Rose, thou art sick!

The invisible worm That flies in the night (Blake, 5), which reflects

that people have lost he meaning of love and have become cold

hearted. Love is compared to a sick rose and our love for others have

become sick and weak. And in terms of feeling, we absolutely have no

love and even if we do, it is for some selfish purpose that's why Blake

calls love a sick rose. Love is like an evil spirit that in a howling storm

destroying everything that comes in its way. Thus Blake reflects

through this poem that everyone in the world is cold-hearted and

nobody cares about each other. According to me, all of these three

poems reflect as to how people have become selfish and cold hearted

for their own interests. In My Last Duchess the guy is crazy and kills

the duchess just prove his power but fails to reflect care, compassion

and love for human being; also in Musee des Beaux Arts the kids

father, the sailor and even the Parekh 5 people around him do not care

about he kids drowning. Everyone is doing their work as if nothing is

happening there and lastly The Sick Rose which reflects how love has

lost it's meaning and people have destroyed their lives without love

and compassion. Thus according to me all the people in the world are

selfish and don't care about other people's feeling and don't have

affection toward them Parekh 6 Work Cited 1). Blake, William. The

Sick Rose. Literature and the Writing Process. Elizabeth McMahan,

Susan X Day, and Robert Funk. 5th ed. Upper Saddle River Prentice,

1. 5-540. ). Browning, Robert. My Last Duchess. Literature

and the Writing Process. Elizabeth McMahan, Susan X Day, and Robert

Funk. 5th ed. Upper Saddle River Prentice, 1. 5-540. ). Auden,

W.H. Musee des Beaux Arts. Literature and the Writing Process.

Elizabeth McMahan, Susan X Day, and Robert Funk. 5th ed. Upper

Saddle River Prentice, 1. 5-540.

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Country Analysis Report Of The People's Republic of China

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Introduction

Diageo PLC (NYSE DEO), formed by the 17 merger between alcoholic beverage giant Guinness with food and spirits company Grand Metropolitan, is the world's largest producer of alcoholic drinks. Its beers and distilled spirits include Smirnoff, Johnnie Walker, Guinness, Baileys, J&B, Captain Morgan, Cuervo, Tanqueray, and Beaulieu Vineyard and Sterling Vineyards wines. Diageo helps stock bars and shelves in over 00 countries around the globe. After earning enormous profits from its major markets in North America, Great Britain, Ireland, and Spain, the company is planning to enter the alcoholic beverages market in the People's Republic of China with its popular flavored malt beverages.

Like beer, flavored malt beverages such as Smirnoff Ice and Captain Morgan Gold are created in breweries using water, yeast, fermented malted barley and hops, but unlike beer, they are then flavored with citrus, vodka and other highly concentrated ingredients.

This country analysis report will assess the investment potential for Diageo's expansions of production facilities and sales in China. Various factors including economic, political, infrastructural, ethical, and cultural conditions in China will be evaluated in detail, as well as Chinese market potential for flavored malt beverages (Harmonized System Number 0.00.0000), and this report will wrap up with a recommendation on the steps that should be taken for Diageo.

Economics Environment

Over the past half-century, China has experienced a dramatic change; an underdeveloped nation transformed into one of the world's fastest growing economies. Since the beginning of the open-door?policy in 178 and the accession to the World Trade Organization (WTO) in 001, China's economy has grown swiftly from a low base, and developed wide consumer market.

China has the biggest population in the world at 1. billion people. 0% of the population lives in the urban areas, while the remaining 70% is concentrated in the countryside. China is also the world's third largest country by area, covering .6 million square kilometers. Despite a GDP of USD 1.4 trillion, China is still one of the poorest countries due to the huge population spread. Rural per capita GDP is only USD 8.66 and urban per capita GDP is about USD 06.8. Labor cost per worker in manufacturing is approximately $800 per year with $,885 value added per worker in manufacturing.

China has the world's largest market size and growth rate. Diageo PLC will be able to find a huge market demand and a cheap labor supply in China. However, the low GDP per capita indicates that not every Chinese consumer can afford Diageo's products because their income is below the World Bank's USD 1 per day standard for absolute poverty.

Market and Industry

American companies continue to have mixed experiences in China. Some have been extremely profitable, while others have struggled. To be successful in China, Diageo PLC must thoroughly investigate the Chinese market for its flavored malt beverages.

The alcoholic drinks production market in China is diverse and extremely fragmented. Market size and potential vary from region, and nationally recognized brands are rare. There are currently about 40,000 distillers in China, all with varying degrees of production capabilities and national distribution. Miller Brewing, Anheuser-Busch, Allied Domecg, Bacardi, and Fortune brands have all established in China and experienced volume sales rather than margin growth.

Chinese are near the top consumers in Asia, and consume annually about 1 liters of spirits per capita; therefore, the growth of importing spirits is expected to continue. Until the large price differences are reduced, imports will have difficulty displacing domestic competition.

As compared to spirits, beer is a more popular drink in China. However, the younger Chinese generation prefer the lighter and better tasting beverage over beer from the influence of the globalization of Western culture.

China will be a big market for Diageo with its increasing demand for foreign alcoholic drinks. However, with all the domestic and foreign competitions in Chinese alcoholic drinks production market, and the majority of Chinese favoring beer, Diageo may want to market its drinks differently from other competitors, and focus on the younger generation segment such as college and white-collar workers in urban areas.

Business Climate

Before China's accession to the WTO, China prohibited foreign companies from distributing imported products. Since WTO implementation, China has worked towards liberalizing its distribution system to provide rights for U.S. firms. The U.S. Commercial Service and the International Partner Search will assist new-to-market firms like Diageo to locate, screen, and assess potential qualified overseas sales representatives, agents, distributors, joint venture partners, and licensees for the products.

Representative offices are the easiest type of offices for foreign firms to set up in

China, but Chinese law to performing liaison?activities limits these offices. Therefore, they cannot sign sales contracts or directly bill customers. A locally incorporated equity or cooperative joint venture with one or more Chinese partners and a wholly foreign-owned enterprise are also other alternatives to develop markets for a company's products. With careful selection, training, and constant contact, a U.S. company can obtain good market representation from a Chinese trading company. However, most of these trading companies cannot provide diversified coverage throughout China due to transportation and communication difficulties.

If Diageo decides to open its market in China, It will have to choose an entry mode for the company in China first. A joint venture is maybe the best choice for a big brewing company like Diageo. A good Chinese partner will have the connections to help smooth over red tap and obstructive bureaucrats, and in-country production avoids import restrictions including relatively high tariffs and unreasonable restrictions. Diageo will also have greater controls over both intellectual property and marketing, however, it should bear in mind that joint venture is time-consuming and resource demanding.

Political Environment

Although there has been considerable reform of China's economic model, the same is far less true of Chinese political system. The Chinese Communist Party still dominates the entire political apparatus, and its leaders make all major policy decisions. China faces a growing disconnection between the demands of its reforming economy and a political system that is largely ill suited to meet their needs.

Chinas new president and party leader, Hu Jintao, is most likely to focus on improving democracy within the party, such as giving party branches greater choice in the selection of their bosses. However, Mr. Hu would have to be sure to obtain support from Jiang Zemin, his predecessor, who is still in charge of the armed forces.

China has traditionally restricted imports through high tariffs and taxes, non-tariff measures, trading rights restriction, and other barriers. Chinese officials are increasingly aware that such protective measures contribute to endemic economic inefficiencies and encourage smuggling. To address these problems, the Chinese government agreed to dramatically reduce many barriers as part of it WTO accession. China also has reformed its tax system to minimize distinctions between domestic and foreign entities according to the principle of national treatment. In addition, China has substantially reduced the number of goods subject to import quotas and as part of its WTO commitments will continue to phase out or notify to the WTO all remaining quotas.

On top of normal tariff duties, both foreign and domestic enterprises are required to pay value-added taxes (VAT) and business taxes. VAT is assessed after the tariff, and incorporates the value of the tariff. China is now bound by WTO rules to offer identical tax treatment for domestic and imported products.

All products sold in China must be marked in the Chinese language with the relevant information. According to the Food Labeling Standards of China, imported foods shall have clear markings that indicate the country of origin in addition to the name and address of the general distributor that is registered in the country.

It will be better off for Diageo to establish factories in China instead of importing into China so that it can avoid various restrictions, tariffs, and taxes. In addition, it will be much easier to label its products in Chinese.

Country Risks

China is a country with great risk for importers, exporters, and investors. The outbreak of the Severe Acute Respiratory Syndrome (SARS) virus had negative economic effects on most industries in China, especially the service industry. The Chinese government is very concerned about the price depletion and growing unemployment caused by the SARS outbreak. Another concern is the growing disparity between urban and rural incomes because there are huge income gaps between the wealthy coastal regions and the poor interior regions. The central government of China acknowledges that unemployment and income inequality are growing problems and chief potential threats to stability in China.

China's political relations with the U.S. temporarily deteriorated following the accidental bombing of the Chinese Embassy in Belgrade, Yugoslavia, in May 1 and the collision of a U.S. EP- reconnaissance aircraft and a Chinese fighter in international airspace in April 001. Bilateral relations have gradually recovered from both incidents. China came out firmly in support of the United States following the September 11 terrorist attacks. Relations further improved with the October 001 and February 00 visits by President Bush to China and the October 00 visit of then President Jiang Zemin to the United States. However, differences remain between the U.S. and Chinese governments on some political issues such as non-proliferation, human rights, and rules over Tibet. All these issues will continue to color the relationship between the two countries.

Diageo needs to be tactful and knowledgeable of current political developments and risks involved. As Chinese service and entertainment industries continue on a downward spiral after the SARS crisis, demand for products related to these industries such as drinks and alcohol will decrease. There will also be the possibility of people in China banning U.S. goods if China and U.S. relation become worse.

Currency Issues

China has effectively pegged the exchange rate for its currency at RMB 8. to USD 1.00 since 17. With the fall in interest rates overseas, particularly the United States, China still maintained a good position in its balance of payments. Although some foreign observers believe that RMB is under-valued versus the U.S. dollar, the Chinese authorities have clearly indicated their belief that preserving stability in the exchange rate with the dollar serves China's interests. Depreciation of the RMB will decrease the average family's disposable income, meaning less and less people will be able to afford foreign goods. However, Diageo will be able to decrease its cost of doing business in China because U.S. dollar is valued more after RMB deprecates. Same amount of U.S. dollar will allow Diageo to purchase more goods in China.

In general, Chinese companies are not permitted to retain foreign exchange. In business deals with Chinese companies, U.S. companies have been asked to keep a portion of the Chinese companies?hard currency earnings in foreign bank accounts to avoid reporting and turning it over to the foreign exchange control authorities. In 17, China issued a new rule allowing some Chinese enterprises that meet a certain criteria to establish a foreign currency account in a designated bank, thus retaining a limited amount of foreign currency earnings. The banking sector is one area that has benefited from WTO accession. Client restriction on foreign banks?foreign currency services was one of the areas immediately removed upon China's WTO accession, which meant foreign banks could offer foreign currency services to corporate and individual clients.

Ethics Environment

Corruption remains widespread in China. Although the government launched a high profile anti-corruption campaign, these efforts are hampered by the lack of truly independent investigative bodies. Numerous senior provincial and municipal officials came under scrutiny, but there are widespread reports that many senior officials and their family members used their connections to avoid prosecution. Banking and finance are among the sectors most afflicted by corruption, as are government procurements and construction projects. China's business practices commonly involve grease payments?which may be in violation of U.S. Foreign Corrupt Practices Act.

For Diageo, it will be important to maintain goodwill with business associates while obeying both Chinese and U.S. laws. Diageo will have to make good judgment on what firms and banks to deal with, and which to stay away from. Any wrong move could lead to potential dangers in the future.

Infrastructure Analysis

Although developing at an impressive rate, China generally has very poor infrastructure. It is stricken with power shortages, weak transportation, and relies on the support of billions of dollars provided by foreigners. Recently, infrastructure investment has been a key element of China's economic growth potential with major infusions scheduled for the road, railway, port, telecommunications, oil and gas, and coal sectors. Since 18, the Chinese government has issued about RMB 70 billion in special bonds to fund infrastructure projects aimed at stimulating the domestic economy.

Telecommunications

Infrastructure development in the telecommunications sector remains strong and China now boasts the largest wireless networks in the world. The Chinese government has made telecommunications and IT development a national priority and enacted preferential policy initiatives to promote telecommunications modernization throughout the country. Computer and Internet connections are also becoming more and more popular and affordable in China.

With the increasing rise of technology and development of the telecommunications system, Diageo should not have to worry about communicating employees in overseas company via internet and phone communications.

Transportations

China's inadequate transport system constitutes a serious obstacle to future economic growth, with virtually every facet of it already run to capacity. The backbone of the system remains the railway. New railways recently constructed include a ,81 kilometers north-south link bisecting the existing coastal routes. The road network has also failed to keep pace with a rapid increase in the number of automobiles on the roads. Similar problems affect ports, of which Shanghai remains the most important, accounting for 0.7% of sea cargo handled. Despite the difficulties of distributing nationally in China, which stem largely from the country's poor transportation infrastructure, the large volume sales and relatively low retail prices in China have encourage investors to set up regional plants.

Diageo should take into strong consideration about the relatively poor transportation systems in China. A company such as Diageo needs a strong transportation system to be able to ship its products across different parts of the country. Without a properly fitted system, delays and problems will certainly affect business for the company.

Human Resources

China had made considerable strides in reducing the number of illiterate people. In 000, illiteracy had decreased from 14% in 10 to 8% for males and % to 1% for females. The youth illiteracy rate is even lower % to 1% for males and 8% to 4% for females. Many rural schools are inadequately funded despite a notional nine years of compulsory education, and very small percentage of people attends college and higher education institutions.

China will continue to suffer in the future from an acute shortage of skilled personnel. Diageo will easily find workers in China that are suited for its labor-intensive beverage production; however, it might become a big problem for the company to find highly skilled management personnel to run the subsidiary in China.

Location

China is a collection of large and distinctly different regional markets. Studies have identified six regional markets each with a population of over 100 million and a GDP exceeding USD 0 billion

?Northeast ?Heilongjiang, Jilin, and Liaoning

?Greater Beijing ?Beijing, Tianjin, Hebei, and Shandong

?Central Provinces ?Shaanxi, Henan, Hubei, Anhui, Jiangxi, Sichuan, and Chongqing

?Greater Shanghai ?Shanghai, Jiangsu, and Zhejiang

?Greater Guangdong ?Guangdong, Fujian, Hainan, and Hong Kong

China's central inland region is less developed and the west region is the least developed. Most of China's economic and commercial activities are concentrated on the coastal regions such as Greater Beijing, Greater Shanghai, and Greater Guangdong.

Shanghai, the core of the Yangtze Delta Region, would be the ideal location for Diageo. There are more than 180 million consumers in this region over an area approximately the size of Great Britain. Shanghai is the natural focal point of all the potential wealth on the Yangtze River basin. As communication, power and transportation keep developing in the basin, the Shanghai area will soon surpass the regional wealth of South China. With regard to distribution, Shanghai has a quite decent developed system. The Chinese government in this area has encouraged retailing, and the number of supermarkets rises systematically. Shanghai also offers special investment zones offering a variety of incentives for foreign investors, the most famous example being the Pudong area in Shanghai. Furthermore, Shanghai consumers are traditionally reckoned as people open to foreign influences and fond of international brands, this fact together with their relatively high incomes have proven to be good reasons for Diageo to locate and invest in Shanghai.

Culture Analysis

Hofstede Scale indicated that China has many different workplace values compared to the United States. China rates high on long-term orientation/Confucian dynamism (118), and power distance (80), moderate on assertiveness (50), and getting low scores on uncertainty avoidance (8), and individualism (10). In general, the Chinese are focused on the future, value dedication, hard work, thrift, perseverance, and saving for the long-term. The average Chinese worker will concentrate on fitting in with the group and maintaining well defined social networks and boundaries.

Regional Customs

There are many different provinces, dialects and regional cultures throughout China. Diageo will need to segment the market and understand the differences among the different regions. Since it is recommended that Diageo put forth most of its marketing efforts to Shanghai consumers, Diageo managers must understand how Chinese urban mentality and its traditions interface when dealing with both marketing and employee situations.

Consumers

Chinese consumers are pragmatic, price and quality conscious and careful planners. Most Chinese consumers are sensitive to price and will usually choose the less expensive product unless they can be swayed by better after-sales service or clearly better product quality. While they clearly prefer imported, high-quality products, they do not blindly buy Western. China's consumer preferences tend to differ according to geographic location, as regions vary in their levels of economic development. As a matter of fact, there are also significant differences in purchasing power and attitudes between rural and urban residents. A number of Chinese consumers can afford foreign-made appliances, food and other goods. Diageo needs to bear in mind that 70% of all Chinese live in rural area, and they look for quality at a good price.

Relationships

Personal relationships (guanxi?in Chinese) in business are critical. The Chinese feel more comfortable dealing with old friends? and it is important for exporters, importers, and investors to establish and maintain close relationships with their Chinese counterparts and relevant government agencies. It is equally important that American exporters encourage strong personal relationships between their Chinese partners, agents or distributors and the buyers and end-users. A web of strong personal relationships will help ensure smoother development of business in China.

Recommendation

Before arriving at a recommendation, it is important to summarize the anticipated advantages and disadvantages Diageo will face in China

ProsCons

Largest market sizePoor consuming power

Cheap labor supplyStiff competition

Stable currencySlim profit margins

WTO accessionHigh country risks

Potential market in ShanghaiUnstable relation with U.S.

High long-term orientation dynamismWidespread corruption

Poor infrastructure

Lack of highly skilled workers

It is not recommended that Diageo enter the Chinese beverage market at this time. Competition in this industry is intense, profits are slim, and there are great risks doing business in China. However, Diageo should not forgo such a large market either, the company should observe the economic, political, and culture environments in China closely for a longer period of time. If China continues improving its market under WTO's influences, then Diageo can enter with more confidence.

1.Ambler, Tim, Doing Business in China? New York Routledge, 000.

. Business Outlook China? Country Monitor, October 7, 00. Available from ABI-Inform Global

.Country Insights China, Global EDGE Web Site, http//globaledge.msu.edu/ibrd/cioffsite.asp?URL=http%A%F%Fwww%Eeconomist%Ecom%Fcountries%FChina%F&CountryID=17&CategoryTitleText=CHINA, September, 001.

4.Country Report China, Mongolia? The Economist Intelligence Unite, London The Unit, 001.

5.Daykin, Tom, Flavored Malt Beverages Swamp Market? Journal Sentinel Online, http//www.jsonline.com/bym/news/nov0/66.asp, November, 00.

6.Diageo PLC Annual Reports, 1-001.

7.Diageo PLC Web Site, http//www.diageo.com, August 15, 00.

8.Dixon, John, Entering the Chinese Market the Risk and Discounted Rewards? Connecticut Quorum, 18.

.EU-China Business Co-operation Opportunities o the Beverage and Food Industry? http//europa.eu.int/comm/europeaid/projects/asia-invest/download00/mpm46_chinaexecutivesummary.pdf, May, 000

10.Hoovers.com Diageo PLC ?August 14, 00

11.Hu, Zuliu, Why Is China Growing So Fast? International Monetary Fund Web Site, http//www.imf.org/external/pubs/cat/doctext.cfm?docno=WPIEA07516, August 15, 00

1.Luo, Yadong, How to Enter China ?Choices and Lessons? Ann Arbor The University of Michigan Press, 000.

1.The Prospect of Chinese Alcohol Industry? Asianinfo Daily China News, March 6, 00.

14.Sullivan, Jeremiah J., Exploring International Business Environment nd ed.? Boston Pearson Custom Publishing, 00.

15.Sullivan, Jeremiah J., IBUS 00 Website? httpfaculty.washington.edu/jerrys/ibus/ibus.html, August 14, 00.

16.World Bank, World Development Indicators, 00

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Operation Management

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I had little knowledge of operations management prior to this course, I think I had perceived it as something exclusive to manufacturing and industry. I linked it purely to oily machine shops and large, noisy machines producing goods. I discover that the principles and techniques of operations management apply equally to the effective running of services and although not there yet it is my intention to use this assignment to help me to develop a well managed, organised and planned work environment. The team I manage is the Family Support Team, which is part of Newcastle Social Services Directorate.

Family Support Team.

The Family Support Team was established in April 001. It superseded the Community Support Team, which had the remit to prevent accommodation of young people over the age of ten into local authority care and the Family Resource Team, who provided assessment for children under the age of ten within the child protection guidelines. The Family Support Team was an expansion of the existing services, as the City of Newcastle wanted to increase the resources to prevent reception into public care/accommodation and have a positive impact on the Child Protection Registration. The Family Support Team became part of the Children and Families structure instead of the Accommodation Services in which the teams had previously belonged.

The Family Support Team currently consists of 14 Family Support Workers,

1 Senior Family Support Worker, Social Workers, 1 Family Support Co-ordinator, 1 Social Work Assistant, Black and Ethnic Minority development workers, 4 full time Admin posts, and a partnership with Newcastle, North Tyneside and Northumberland Mental Health Trust who provide Paediatric Nurse posts.

The team also has workers based with a Sure Start project and a worker based with a community family health centre.

The Newcastle Drugs Action Plan includes a Drug and Alcohol specialist midwife post based with the based with the team.

A Social Work Team Manager (Dave Lally) manages the Team.

Key Objectives Family Support Team

ɨ To prevent family break down and the placement of children in crisis

ɨ To support the rehabilitation back home of children and young people

ɨ To impact positively on Child Protection and Re registration rates, and reduce the time children spend on the register

ɨ To offer a range of Family Support Services to vulnerable families and children in need

ɨ To provide focused intervention with individual young people that will enable them to remain living with their family

ɨ To provide Family Support to Asylum Seekers and Refugees

ɨ To Network and build Partnerships to counteract the problems faced by families in Newcastle.

For the purpose of this assignment the Family Support Team (FST) is the organisation, within which there are several operating systems and subsystems.

The operational function of the FST as an organisation can be broken down into several activities

MARKETING

Promotional leaflet, road shows and Web site.

ACCOUNTING AND FINANCE

Management of charities grants, monitoring of expenditure, pay staff, prepare and manage budgets.

SERVICE DEVELOPMENT

Design new methods of working with families, focus groups, research and evidence based practice.

OPERATIONS

Referral process, case transfer, and reviewing, emergency response and duty system.

PERSONNEL

Recruitment and selection of staff. Training staff and scheduling staff.

PURCHASING

Support from external agencies, equipment and consumables.

TECHNICAL Virtual Electronic Social Care Records.

There are many definitions of operating systems all very similar

Organisations use their resources to change the state or condition of something to produce outputs. This process is known as transformation. I will use the transformation model to describe the operating system of FST.

See Fig.1.

In the FST model there are two types of input

1. Transformed resources made up of Information and Customers; in this case the customer (family) is the dominant resource.

. Transforming resources, including social work staff, admin support, the building Cragside House and its facilities.

The FST transformation process involves customer processing where the parent, child or family undergoes a significant change, in this case in their emotional state, behaviour and physical wellbeing.

The output of the FST transformation process is services to families and are best described as intangible as they can not be physically touched but the results of offering the service can certainly be felt and seen, e.g. changes in someone's psychological state. As a service FST is neither storable nor transportable.

The outputs of the FST can be described using a Service Delivery Model, (see appendix 1). I am using this model as an example because I used it as part of a Team Development Workshop in February 00 with no knowledge of operations management but have found it helpful to identify the operation for this assignment.

The model uses an axis. The operating system I am concerned with is associated with the direct work to the left of the vertical axis and is made up of two sub systems, above and below the horizontal axis.

Like all organisations FST has a number of parts that can be considered to reflect the whole operation they are part of. The FST is itself only part of a the larger social services directorate and so on… This Slack refers to as an ' operations system hierarchy'.

The sub system or operation known as 'Duty' in Fig 1, produces outputs that are the input for the operation referred to as 'Family Support'. This arrangement is described by Slack as the internal customer internal supplier relationship.

The organisational aims and objectives are the same for both operations and it is essential that the external customer experience little or no difference between the two as they are transformed. I am going to concentrate on the operation 'Duty'.

When looking at this operation I first need to classify it, there are four generally accepted classifications for an operation

1 Manufacture.

Supply.

Service.

4 Transport.

Quite clearly if we use these classifications as sited by Wild we can see that FST is a service operation as there is a change in the state of the input.

Wild further goes on to classify service operations by how the organisation plans to meet the expectations of the customer.

By using Wilds classification model, we can see that when the FST first started it attempted to have a service that combined two structures into one. It attempted to have a fast immediate response to new customers on demand, whilst at the same time using a social work model of planned intervention based on appointments. This did not work and certain metaphors come to mind like; 'blue arse fly' and 'headless chickens'

It was at this stage that I decided the team needed a specialist group of staff to deal with the demand for rapid crisis response which I hoped would then allow the rest of the staff to get on with their planned case work. The planned work was suffering, leading to families experiencing more crises and there was then a vicious circle. Again I must emphasise that I knew nothing of operations management theory but can now use Wild's classification to explore the systems.

In the case of FST ' Duty' the following structure applies, see Fig .

Fig .

Using this classification of function we see that Duty is a customer response model, there is no stock of input resource apart from the queuing of customers, in a pure version of this system the customer is the stock and described by Wild as the Stock-Customer-Operation or; S-C-O. In the case of FST we have no control over this aspect of our stock, the queue varies and appears not to be influenced by anything that can be controlled or measured as future demand. Wild describes this classification as

In the case of 'family support' the system as represented in Fig is one of efficiency, where customers access the service by appointment. S-Q-O or Stock-Queue-Operation.

Fig .

Having earlier defined the operation as customer processing, I found it interesting to futher classify the type of sevice process the FST used.

Slack surgests there are three process types

1 Proffessional services.

Mass services.

Service shops.

This is based on the service process matrix proposed by Schmenner in 186, which included ' Service Factory' in its classifications. Schmenner also goes on to point out the implications this has for operations managers, I have looked at this in relation to FST.

The service requirements of the larger organisation, (social services) are that the FST is a targeted, high contact service, specialist assessment and planning service for individual customers and front office based with considerable discretion and automony for staff. This high level of customisation coupled with high labour intensitivity leads to a classification that FST is a professional service.

However when I look at how the service is set up I have to challenge this.

FST was formed following a lengthy restructuring (ney rationalisation) process that ensured the most experienced and best trained staff transferred elsewhere. The new team consisted of those least 'marketable' and vacances were used to absorb redeployment issues.

There is no dedicated training budget and the highest level of training offered to staff is the minimal standards set by the Department of Health.

I have to conclude therefore that currently the service is not a proffessional service. It would appear from the resources put in to the maintainance of the team that we are resourced as a mass service being asked to do a proffessional task. More likely this places FST in the position of a service shop, somewhere between professioal service operation and mass service. The challenge therfore for me is how to maintain the high level of quality demanded, by developing the skills of the staff at the same time as managing a flat organisation with ever decreasing costs.

As previously mentioned the customer is queing for this service and internally the relationship between the two systems includes a queuing process. This means then that FST operates a Push system as the services are provided to the customers as soon as and only when the team is ready. At times this does not suit the customer as they have to wait for a service. I believe this is inevitable in a service like social services , but we need to ensure that the staff operating the 'duty' system and the 'family support' operators meet each others internal requirements. It would be pointless to have one system ensuring a fast response if the customer then had to wait in an internal queue. As manager I need to ensure that staff do not take a heads down approach to their work and that workers relate to each others operations, are able to solve problems, communicate effectively and remain customer focussed.

Manageing this complexity is well sumerised by Schonberger and Knod (14)

Design of Family Support 'Duty' process

The response of the duty worker is often the first contact a customer has with FST, it is important then that we get this right. By this I mean it needs to be designed to meet their needs and expectations, this includes both internal and external customers. It is necessary therfore to seek feedback from the customer and from other sources that may give you information on the needs of the customer. The non - customer feedback received by FST comes from two main sources

1 Other professionals who know the customer and have identified what they believe to be the customers needs.

Research and evidenced based practice, this is often commissioned by government bodies.

The service design can as Slack points out start with the customer and end with the customer. It is then the task of the service designers to interpret this information and create the specifications for the service. In the case of FST that was my role, which I did with the team members. Unfortunately this role is not exclusive and at times external influences from other managers and departments have affected changes to operations.

Designing FST 'Duty'

There are two major aspects of designing a service

1 Defining a service that best meets the needs and expectations of the customer, in manufacturing this is known as product design.

Organising and utilising the available resources to best deliver this service. This is known asprocess design or planning.

The real difference between service design and manufacturing design is the emphasis placed on the process planning. In services the customer is often as much a part of the process as the product they use, whereas in manufacturing the customer may never experience the process at all.

Slack offers a model of design similar to this and describes three aspects to design that I feel fits the FST.

ɨ The 'concept' of FST Duty is that families referred from social workers to FST receive a speedy, relaible and customer focused service. The belief about the concept is that families are transferred seamlessly rather than join yet another waiting list.

ɨ The 'Package' is that there is an experienced/multi skilled worker avilable at all times to receive information (the referral), input data into Electronic Social Care Record, same day contact with family to arrange appointment or negotiate crisis response.

ɨ The process is mainly a front of house activity, known internally as 'front-line' with some back room support, 'back-up' . See fig 4.

Fig 4.

There was a need to market the concept of having a duty operation, but not with our external customers. They had driven and pushed the development with their feedback which confirmed the theory that as such the activity of design is itself a transformation process.

The layout had to be considered carefully, the office set up was origioally based upon individual choice, and had staff in groups of four it was my decision that the four duty workers should sit together to give duty a firm base. This involved the movement of about 1 people in all. One of frustrations for the workers is that they have to share computors and it did not go down well that I insisted on the duty workers had there own but it was accepted that this was necessary to enble them to respond quikly. The operation had to be set up using already hard pushed resources, and it was this reassignment of resources that some staff objected to, it was pushed through with the understanding that the remaining staff would not get tied up with unplanned work and therefore will be more efficient. It was important that I built in a reviewing process into the design. This evaluation process links directly to the performance of both operations as they are interlinked.

Quality management

Old school management talks soley of productivity or rather the limits to productivity as the way to judge how well an operation has performed. However it is generally acknowledged that this can only be used in conjunction with other factors and that quality and its control is a priority for any business. As the President of Hewlett-Packard said in 185

The main criteria used for evaluating operations according to T hannagan 18 are

ɨ cost of the transformation process;

ɨ quality of the service;

ɨ delivery. Speed and reliability of the service;

ɨ flexibility of the process.

Slack et al, 18 adapted this to define five major performance objectives

doing things RIGHTthe QUALITY advantage.

doing things FAST the SPEED advantage.

doing things ON TIMEthe DEPENDABILITY advantage.

CHANGING what you dothe FLEXIBILITY advantage.

doing things CHEAP the COST advantage.

Quality of FST Duty is imperative as the resources are so tight that we can not afford the time spent correcting mistakes, we need to get it right first time.

Speed; traditionally people have been made to wait for health and social services and common to all the customer feedback we have done indictes that families most appreciate not having to go through this waitng process and that a speedy response makes them feel important and worthwhile.

Dependability; the impact of work done by FST is affected by how trustworthy customers find us, many have had poor experiences of social work it is imperative that we constantly prove we are dependable.

Flexibility; Although we are a standardised process, the actual package for each family is unique. This is only possible if the operation is flexible. The Duty operation itself is designed to operate -5, however the whole service operates out of hours and 7 days per week. The duty staff also work these hours which alows for a great deal of flexible working.

Cost; Financial cost is a major factor for the service as a whole but only in relation to operating within budget. The real cost of the duty operation is in staff time as the staff who operate this had to be taken from the Family Support operation.

The FST Duty priortitises, speed, dependibility and flexibilty, see appendix 1. This is reviewed each week during the Thursday Duty meeting.

Most definitions of quality accept that high quality is a measure of excellence taken from the customer's point of view, no matter how we feel we are doing, we need to gain the customers perceptions. If we use the customer focused model similar to that used during the design of the operation then we see that the customer requirements are taken into account, research is done to get information on what others believe the customer needs and that this process is reviewed. See the customer focus model in fig 5, adapted from 'Management, Concepts and Practicies'.

As businesses have strived to become more customer focused inrelation to quality, they have used methods such as Total Quality Management (TQM)in an attemt to achieve this.

TQM employs a value based approach to quality management, a goal that an organisation aims to achieve or one that organisations may strive too but never achieve. Similar approaches to quality accept this, e.g Strategic Quality Management or SQM which as well as being value based, it is also systematic and sees quality improvement as having maximum straegic effect on the future of the organisation. This framework allows for the drive to improve quality being sustained without mking the claim that it is total quality.

TQM or SQM can be defined as

TQM provides an 'umberella' under which an orgaisation can use a variety of tools to improve quality. It is said that Japanise companies have moved away from having a framework to manage quality and simply have a corporate ethos that quality will be attained.

Strategically FST must stive to achieve the quality inline with Social Services Directorate and with Newcastle Local Authority corporate objectives. For this purpose the government has introduced its own Performance Assessment Framework, see appendix . This was highlighted in the latest Department of Health Annual Report in which it restates the government's aims and objectives for Social Services, sets out the targets to be included in the Public Service Agreements and clarifies the expected performance in relation to those targets.

The aim of this is to help councils develop their own performance management processes, compare this to other councils and priorities improving their own performance. The targets for the FST form the basis of our Key Objectives, are reviewed annually by the D of H and quarterly by ourselves.

One of the concepts that build on quality control is the 'just-in-time' JIT principle. This principle is concerned with improving efficiency and reducing waste, however it is more appropriate to use this if your operation is a 'pull' operation, we have already classfied Duty as a 'push' system.

CAPACITY and SCHEDULING

Slack defines the capacity of an operation as

Managing capacity requires two major elements; the insight to determine the 'steady-state' or average levels of demand and the ability to be flexible at those time when the demand levels fluctuate. Slack referrs to this as' forcast' which determins the level of demand, 'level capacity' which allows you to control demand by appointment, 'flexible capacity', that allows the operation to react to changes in demand and 'established level of capacity'

Which enables the operation to balance it's activities to avoid bottle necks, e.g queueing theory and work study.

Wild identifies six similar stages

Demand estimation.-estimation of demand.

Aggregate capacity planning- aims to develop a medium to long term staement of capacity requirements.

Master operations schedule (MOS)- this is a breakdown of the aggregate plan, showing when the operations are required for each item of demand.

Rough-cut capacity planning-this is the analysis of the MOS to test out its feasibility.

Detaied operations schedule (DOS)-If the MOS is feasible then a detailed schedule for all operations is completed.

Short-term resheduling and prioritising and controll-allows the operation to react to changes in demand.

Wild defines capacity management as

and describes scheduling as being

The management of capacity will be influenced by the objectives of the organisation, which determins what needs to be achieved and the structure of the operating system which will determin what can be achieved.

FST Duty was set up because we were unable to cope with the ammount of work the team inherrited along with the new work it was expected to do. Inorder to satisfy current and future demand we needed a different system. The expected work output of the FST is set externally by people/ systems that have little or no knowledge of how the team functions, it is my role to manage this and meet targets.

This poses certain problems for me

ɨ What is the capacity of FST?

ɨ How do I control the keep the capacity level?

ɨ Can I forecast demand?

ɨ Can we deal with fluctuations in demand?

ɨ How do we aviod bottleknecks?

ɨ

The directorate or some senior manager decided that unqualified staff and health staff can carry the same case load level as a fully qualified social worker, 10 cases. Using their model for deciding capacity FST has the resource of 17.5 staff that gives the potential capacity to work with 175 cases at anyone time. The target set per annum is in excess of 400 families. This allows each staff member to meet the needs of a maximum of families per annum-(pa + currnt case load of 10 = ) Staff are available to work approx 46 weeks per annum, therefore each family will receive 1.5 working weeks support. This amonts to 55.5 hours per family per annum, however as one worker has 10 cases at any one time then we need to divide this roughly by giving each family a total of 18.5 hours.

This method clearly does not work as it pays little attention to the needs of the customer apart from time.

How do I then control the demand, the duty was set up with mainly this in mind. The Duty function, operates on speed with an emphasis on the assessment and planning stage of the service rather than the intensive support stage, this requires fewer resources than the family support function as it is seen as short term and will and will provide the imputs for family support. Therefore the Duty system operates 4 times more effeciently than the family support, but can not meet any of the long term expectations this emphasises the interdependancy of both operations.

The duty system also allows some control over the capacity level in the sense that it can filter out less urgent cases and deal with them direct. This also reduces the queue of families waiting for the family support operation.

The forecasting of demand is difficult, there are some seasonal variations e.g. September and October are always bussy because of the reamergence of schooling problems, Febuary is always a time of hightenned stress in families due to loan implications of the financial cost of X-mass. (loan sharks not TSB) One way I have forecast is to look at historical data. This entailed extrapalating data from several old data bases in an attempt to identify issues for the future. This is known as quantitive forecasting and differs from qualitive forecasting which involves surveys and questionnaires etc…and depends on making judgments about the information.

Fluctuations in demand are delt with by the flexibility of the operation, although operating am-5pm the workers are contracted to be available 8.0am-8pm, seven days per week. This enables the working day dedicated to Duty to be extended at any time aith no added financial costs. The workers are empowered to adjust this time themselves, it does not need the operational manager to decide.

The issue of bottlenecking is a frequent concern at the FST, if cases can not progress from Duty into family support because family support does not have the capacity then the whole operation becomes constrained. Strategically it would be benificial to increase the resources for family support but this is not always possible. Sceduling in service opreations is not as clear as in manufacturing, where Gantt charts have been used for many years as a method of control, withtime charted on a horizontal axis and actions/tasks on a vertical axis. Horisontal bars represent plannes scedules and the time required for each task. I have never attempted to schedule for Duty or family support using tools such as Gantt, but feel confident now to try and will include this as a possible improvement.

Most of what I have discussed in this assignment is based on maintaining the operation and micro-operations that I am responsible for. There are areas that can be improved and this reflects the complete absence of any theoretical backround when these operations were first established. However it would be wrong for me to simply leave it at that as it would be tantermount to complacency which could be the end of a reletively new service like ours. In fact this could give me the edge as I am convinced that few managers in socail work have this background or if they do they appear to place little value in implementing it.

surgestions for improvement

ɨ Accurate information from customers updated regularily.

ɨ Schedule both operations using Gantt chart.

ɨ Improve monitoring inorder to speed up the output from the family support system to prevent bottle-necking.

ɨ Stop fire fighting.

ɨ Review the operations by asking

1 Where should we be?

Where are we?

What are our objectives?

4 How do we meet these objectives?

5 Has the environment changed?

6 Has the competition changed?

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