Plantation and Race in the Caribbean Essay - 1738 Words

Plantation and Race in the Caribbean The incredible history of the Caribbean is indeed, one of the most rich, and at the same time troubling, of the New World. Its incredibly heterogeneous population and its social racial base make it a very difficult place to, for instance, live and raise a family. While some children may have a future because of their light complexion, the others are doomed to a life of poverty in the unforgiving culture and society of the Caribbean. Three people have taken it upon themselves to portray the Caribbean in their own ways. The opinions of Sidney Mintz, Michelle Cliff and Antonio Benitez-Rojo are made clear in their works and are discussed below in relation to two main issues; race and the†¦show more content†¦Boy is white, and is very intent on being so. He does not help out dark people, and only condemns them when he sees them. Clare’s mother, Kitty is darker and is the opposite of Boy in her treatment of the darker colored people on the island. She does not talk much when Boy criticizes ‘her people,’ but near the end of the book both parents make their feelings abundantly clear in their argument over the black woman urinating on the side of the street. Boy says to his family, What are we to do with people like that. (Cliff, 1984, p.130) Kitty retorts, Where do you get this ‘we’ stuff, white man? (Ibid.) Boy responds with, Come on, Kitty, no matter what you do with them, the y’ll never be like us. (Ibid., p.131) This is too much for Kitty, who in a rare state of rage yells, Why don’t you shut your filthy hateful mouth, you damn cuffy. She’s probably pregnant and alone—something you would not know about. (Ibid.) With that, Kitty makes him stop the car and so she could give the woman all the money that she had on her. This example illustrates perfectly how the issue of race permeates the everyday lives of the inhabitants of Jamaica, and the rest of the Caribbean for that matter. This is certainly not meant to be an isolated case of racial incident, as is portrayed throughout the rest of the book. Boy’s racism is also shown in many other ways, such as by the fact that he wants Clare to marry someone asShow MoreRelatedCaribbean Studies Essay999 Words   |  4 Pagesfor the changing role that Race, Colour and Ethnic affiliation play in Caribbean Society and Culture Subject: Caribbean Studies Teacher: Mrs. L. Nation Account for the changing role that Race, Colour and Ethnic affiliationRead More The Social Impact of Slavery on the Caribbean Society Essay1336 Words   |  6 PagesThe Social Impact of Slavery on the Caribbean Society In order for us to understand the Caribbean, we must acknowledge the tremendous social impact slavery placed upon the islands. We must not only consider the practice of slavery dating back to the indigenous peoples, but from what the introduction of the African slave trade did to the islands economically as well as culturally. 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In every known human society there is form of social inequality. This system was derived from events that took place some years ago. Social stratification can be class under the system of Plantation System and Social Mobility. According to Jenniffer Mohammed- Caribbean studies (2011). This rank or position in the social hierarchy is the lowest stratification occupied by the poorest groups who have a low status. The Caribbean stratificationRead MoreOpression of Caribbean Peole817 Words   |  4 PagesQuestion: Using examples from the Caribbean, explain how Caribbean people throughout history has responded to oppression. The Caribbean, known as a group of islands located in the Caribbean Sea, is inhabited by a mixture of people of diverse races, cultures, personalities and beliefs; the end result of slavery and oppression. According to the Oxford English Dictionary, oppression can be defined as â€Å"Prolonged cruel or unjust treatment or control; or the state of beingRead More The Caribbean’s Cultural History Essay1701 Words   |  7 PagesThe Caribbean’s Cultural History Columbus’ discovery in 1492 set off a chain of events in the emergence of the Caribbean society, as Knight states in his book The Caribbean. The first voyage of Columbus in 1492 fortuitously discovered a whole new world and set in motion a chain of events whose profound consequences gave new directions to the histories of Europe, Africa, the Americas, and Asia. It was the voyages of Columbus and those who followed him that brought the Americas into the consciousnessRead More The Institution of Slave Trade Essay1533 Words   |  7 PagesThe Institution of Slave Trade The institution of slave trade and the actual experiences of slavery that occurred in the Caribbean were to form a monumental part of that regions culture, society, and everyday interactions, both in the past and in the present. The culture that is present today in the Caribbean is the result of many different influences varying from those introduced by ruling colonial countries, to influences that the slaves stressed, and even from brand new colonies being developedRead More Caribbean Slavery Essay878 Words   |  4 PagesCaribbean Slavery Starting in the seventeenth century, the European colonization of the Caribbean changed drastically as exploration gave way to exploitation. As the great wealth that the Caribbean held became more evident to the European colonizers, a rush of profit hunters stormed the area and flooded it with slavery. The massive introduction of slavery as the major form of labor organization in the Caribbean changed social organization radically. The plantation system thrived and expanded through

The Importance of Promoting Equality, Diversity and...

Written Assessment #2 in Unit 204 (2.3, 2.4, 2.5, 3.1) The follow assessment will have a brief description of the importance of inclusion and inclusive practices in work with children and young people. And it also contains an exploration of how our own attitudes, values and behaviour may lead to that inclusive practice, how to challenge discrimination and how to promote some important anti-discriminatory and inclusive practices. First of all is important to define what is meant by inclusion and inclusive practice. Inclusive practice is a process of identifying, understanding and breaking down barriers that compromise the children participation in their educational process, in their feeling of belonging and in their wellbeing in the†¦show more content†¦So is important that we, critically, self-assess our attitudes and values, to find out what is necessary to improve or to change, towards a better understanding of the school diversity, a better awareness of possible barriers and how to face them, in a way to promote inclusion on school environment. Not making suppositions about children and young people and have a wider knowledge about their backgrounds, interests, abilities, individual needs and positive attributes, will help us to provide more efficient, suitable and personalised support for them. Is also important, to take in to account, at all the time, the importance of that diversity and the wa ys to avoid discrimination. Schools (in their policies) and we, as component part of the school, have the duty to guarantee that, anti-discriminatory practice (and not discrimination), is promoted. We can promote anti-discriminatory practice by: being a good role model in everything we do; promoting children diversity and individuality; given equal opportunities to all; promoting children participation in the learning process; being aware that â€Å"every child matters† as an individual; having good expectations (and not prejudice or discrimination) of all children; supporting a positive ethos within the school; giving pupils the confidence and skills toShow MoreRelatedDiscrimination and Young People706 Words   |  3 PagesFeb 2010 Title Promote equality, diversity and inclusion in work with children and young people 3 2 Assessment criteria The learner can: 1.1 Identify the current legislation and codes of practice relevant to the promotion of equality and valuing of diversity 1.2 Explain the importance of promoting the rights of all children and young people to participation and equality of access 1.3 Explain the importance and benefits of valuing and promoting cultural diversity in work with children and youngRead MoreTDA 3.61678 Words   |  7 PagesUnit 306 Promote equality, diversity and inclusion in work with children and young people Outcome 1 Promote equality and diversity in work with children and young people 1.1 Identify the current legislation and codes of practice relevant to the promotion of equality and valuing of diversity The education act is based towards the school responsibilities towards children with special educational needs. It means schools must provide resources, equipment and extra support to meet the needsRead MoreChampion equality, diversity and inclusion1712 Words   |  7 PagesChampion equality, diversity and inclusion          1.1 Explain the models of practice that underpin equality, diversity and inclusion in own area of responsibility. Equality is to treat all as individuals; to respect race, disability, age, gender, religion, beliefs ,culture and sexual orientation. For all to be open to opportunities, to be treated fairly and respectfully, have rights and equal status in society and for all to reach their full potential. Diversity is to value that we are all uniqueRead MoreEquality in Schools819 Words   |  4 Pagesequality in schoolsIntroduction Every child has the right to access the curriculum, Equality of access. This means that children can work to the best of their ability and be treated equally within their learning. The schools have a duty to support these rights and they must be reflected through their policies and procedures and must comply with current legislations and codes of practice. The Equality Act 2010 1.2 All pupils have the right to a broad and balanced curriculum. This must also beRead MoreUnderstand the Importance of Promoting Equality and Diversity in Work with Children and Young People.734 Words   |  3 PagesUnderstand the importance of promoting equality and diversity in work with children and young people. 1.1 Identify the current legalisation and codes of practice relevant to the promotion of equality and valuing of diversity. Below is a list of the legislations which form the basic government statutory codes of practice and frameworks that school policies and procedures should have in relation to equality and inclusion. United Nations Convention on the rights of the Child. This is set up to makeRead MoreTda 2.4 - Equality, Diversity Inclusion in Work with Children and Young People2579 Words   |  11 PagesTDA 2.4 - Equality, Inclusion amp; Diversity In Work With Children and Young People. | Kerri Cook | | Contents Section One: Page 4 Legislation, participation, equal access and valuing and promoting cultural diversity. Section Two: Page 8 Prejudice amp; Discrimination and own attitudes, values and opinions. section three: Page 13 group inclusion Contents Page 4 - Section One Page 5 - 1.1 - Identify the current legislation and codes of practice relevant to the promotion of equality and valuingRead MoreEssay on Tda 2.42734 Words   |  11 PagesTDA 2.4 Equality and diversity and inclusion in work with children and young people. 1.1. Identify the current legislation and codes of practice relevant to the promotion of equality and valuing of diversity. Equality Act 2010 The Equality Act 2010 aims to protect disabled people and prevent disability discrimination. It provides legal rights for disabled people in the areas of: †¢ employment †¢ education †¢ access to goods, services and facilities including larger private clubs and land basedRead MoreUnit 2042700 Words   |  11 PagesUnit 204 equality, diversity and inclusion in work with children and young people. Outcome 1 understand the importance of promoting equality and diversity in work with children and young people. Identify the current legislation and codes of practice relevant to the promotion of equality and valuing of diversity. Equality is ensuring individuals or groups of individuals are treated fairly and equally and no less favourably specific to their needs. Including areas of race, gender, disabilityRead MoreTda 2.4 Equality, Diversity and Inclusion in Work with Children and Young People.3124 Words   |  13 PagesTDA 2.4 Equality, diversity and inclusion in work with children and young people. In this essay i will be discussing equality amongst children, inclusion, inclusiveness and diversity and how to put these things mentioned into practise when working with children and young people. 1, Understand the importance of promoting equality and diversity in work with children and young people. 1.1 Identify the current legislation and codes of practise relevant to the promotion of equality and valuingRead MoreThe Code Of Practice That Promote Equality And Valuing Of Diversity Area à ¢Ã‚‚Å ¹1444 Words   |  6 Pagescurrent legislation and codes of practice that promote equality and valuing of diversity areà ¢Ã¢â€š ¬Ã‚ ¦ The Equality Act 2010 This act bought together a range of anti-discrimination acts to protect people, children and young people against discrimination for having a disability, the colour of their skin or their gender. The SEN Code of Practice 2001 This act made improvements so that children were able to have more of a chance of being in mainstream school, it was also able to give parents more rights. Human

Hollywood The Chinese Theatre and The Walk of Fame Essay Example For Students

Hollywood The Chinese Theatre and The Walk of Fame Essay Hollywood is not a city but a district of northwest Los Angeles. Hollywood was once a city but the lack of a successful water supply and independant sewage system led to its merger with Los Angeles in 1910. In that same year, D. W. Griffith a director of films, came to the west coast and shot the first film in California called In Old California. He later went back to New York and told everyone of that lovely place. It was during the First World War that Hollywood became the entertainment capital of the world, all other countries were experiencing the war in the own yards while the U. S. was untouched by it. After the war, everyone around the world knew about Hollywood and people would travel from all over to be part of that magic. Hollywood is known for their films and the district uses that to its advantage. There are landmarks all over Hollywood that can be recognized by almost anyone. The Hollywood Walk of Fame, The Chinese Theater, and of course the most famous the Hollywood sign. These structures represent Hollywood and its famous culture. The have influenced Hollywood and they continue to bring people all over the world to Hollywood. These structures are the outcome of the culture of the film industry in Hollywood, and it is also a mask to the people who come here to be famous. Hollywood makes it seem that everyone can be famous and achieve stardom and that is not true. Thousands of people come here thinking that, only to realize that it is very difficult to happen. What Hollywood culture does it inspires aspiring actor and film makers to come make their dream come true. Hollywood has been in existence for many years and continues to grow culturally and population wise. 1. Hollywoodland, 1923 The Hollywood sign was built in 1923 and it originally said Hollywoodland it was built as a giant advertisement for the housing development under the mountain. In the photo above is the original lettering of Hollywoodland (Figure 1), the H would letter be replaced because of an accident. Each letter is 30 feet wide and 50 feet tall. Below the Hollywood sign there were searchlights to attract and each letter had its own lights as well. The sign was only supposed to last only 1 year and a half. Then later the Film industry used the sign and was famous internationally. It wasnt till 1949 that the land in Hollywoodland would be removed so that it meant the district not the real estate development. The Hollywood sign would later begin to collapse around 1978 spelling out Hollyweed. Stars would donate around 27 thousand dollars per letter to restore them to their original glory. That is the sign we see now today. On February 7th 1973 the sign was added to the Los Angeles Historic Cultural monument. 2. Hollywood 1978 The Hollywood sign is one of the most recognized signs in the world. It was built during the film industrys migration from the east to the west. The year 1923 was booming with many films most studios moved from New York to Hollywood because of Edisons wrath in New York. The culture was beginning for Hollywood people were beginning to notice that the central hub of the movie industry was in Hollywood. Immigrants looking to be famous, citizens looking for fame all came to Hollywood and were greeted with the sign. Once the sign was due to be removed it was never let down it had become part of the city. During 1927 and 1963 these were the years of the Hollywood Golden Age. As Hollywood started to collapse in the 1970s many things started to change. Studios were challenged financially and audience were getting tired of the same films being made. The state of Hollywood was seen through its sign. Falling apart and being neglected. The system that Hollywood had in the 1930s had all but collapsed. 3. Graumans Chinese Theater, 1973 Graumans Chinese Theatre was built January 16th 1926, and had its first premiere in May 18th 1927. The first film to premiere was Cecil DeMilles The King of Kings. Thousands came to see the celebrities and the Chinese theatre then open to the public the day after. Since that premiere at the Chinese theater, it has hosted hundreds of movie premiers. Sid Grauman decided to build the Chinese theater after his great success with his Egyptian theater. It was Graumans idea to create concrete forecourt that later would be the famous footprint forecourt. It was said that the footprints in the concrete was an accident but Grauman kept the idea. Today you can go to the Chinese theater and see footprints of your favorite celebrities. The film jaws EssayActors were no longer employed by the studios and now had to audition to be in movie from the studios. This was during the time when the Hollywood sign in figure 2 started to collapse. No longer paid a weekly-based salary but an amount to be in the film. Some stars struggled with the system and just retired. This led the way for new actors and directors to have a chance to work in the new Hollywood system. The new system gave new opportunities but people were still coming to California and not finding work. In this era, it wasnt just about coming to Hollywood to find a job. You needed to know someone who worked in the business. 65 percent of people who received jobs in the movie industry in the 1970s was through connections. Steven Spielberg was a person who got a job working with a friend as an assistant director and eventually he worked his way up. Only 10 percent of people who came to Hollywood to get a job in the industry actually got it the rest either went back home or got a job somewhere else. Another 10 percent went to go be part of the adult industry either making it there or eventually giving up. The adult industry eventually began to receive strict rules and was no longer shown in theaters the same way as films. In the 1990s Hollywood was starting a new turn with technology. By the 1990s, Chinese theater was being visited by more than a million people a year. Today the theater still has premieres and hundreds of people still go to see the stars that attend them. The Hollywood sign is the most recognizable landmark in the world and to this stay still greets everyone. Hollywood studios no longer fill Hollywood in fact the only studio to still be in Hollywood is Paramount. All the other have moved around the areas but not far from Hollywood. The Hollywood walk of fame was restored in 2008 replacing the broken stars with new ones. As of 2008 there are 2,365 stars on the walk of fame and that number continues to grow. Hollywood at its height was a dream but during the 70s and 80s it achieved its worst state. That was when Hollywood fate was uncertain, and people didnt want to invest in a future that was uncertain. The buildings deteriorated and were facing many problems. It wasnt till the 90s that when Hollywood saw a future in CGI and Digital Production that Hollywood then began to embrace the future. By 2010 all most all-historic building in Hollywood would be restored. 6. Todays Walk of Fame Hollywood is still a dream for people. A survey stated that people still dream of becoming movie stars. It has been a rough ride for Hollywood with the emergence of internet and home video Hollywood is finding it difficult to attract the same amount of people it once did in the 1920s. Hollywood for its culture and history is one of the most visited places on earth. People come all over the world to see were there famous stars have laid to rest or were they stepped in cement. There homes are shown in tours and there is no way of ignoring the presence of that Hollywood sign up on that hill. Figure 6 shows the walk of fame today. F But where ever you walk in Hollywood boulevard just look down and see the culture of Hollywood on your feet and in that star with a celebrity that changed the world in the past or in the present, but see a blank star and you can see a celebrity that is going to change the future. Bibliography: 1. Custen, George F. Hollywood History and the Production of Culture. Journal of Communication, 36.2 (1986): 123-133. 2. Jones, Janna. Channeling Hollywood. Journal of Popular Film Television, 31.3 (2003): 109-108. 3. Nardi, Peter m. The Reality of Illusion: The Magic Castle in Hollywood. Contexts, 5.1 (2006): 66-69. 4. Raesch, Monika. Alison Trope, Stardust Monuments: The Saving and Selling of Hollywood. International Journal of Communication (Online), (2012): 1894-1897. 5. McKenna, Denise. The Photoplay or the Pickaxe: Extras, Gender, and Labour in Early Hollywood. Film History: An International Journal, 23.1 (2011): 5-19. 6. Ruscha, Edward. Then Now : Hollywood Boulevard 1973-2004. GoÃÅ'ˆttingen: Steidl, 2005. 7. Jaffe, Matthew. Hollywood Palaces. Sunset, 188.2 (1992): 76.

The Effect of Competition, Jit and Tqm Essay Example

The Effect of Competition, Jit and Tqm Essay Journal of Economic and Social Research 10(1) 2008, 35-72 The Effect of Competition, Just In Time Production and Total Quality Management on the Use of Multiple Performance Measures: An Empirical Study Melek Eker* Fikri Pala Abstract. This paper is an empirical investigation into the use of multiple performance measures in manufacturing organizations. Specifically, the relationship between multiple performance measurement system and competition factors, JIT practices and TQM practices is examined through the data collected from 122 manufacturing firms from the Turkish top 500 companies in 2005. The results show there is a linear relationship between using multidimensional performance measurement system and the firms that have high market position are those that are using JIT and TQM more than others. JEL Classification Codes: D29, M29. Keywords: Multiple Performance Measures, Competition, Just in Time Production (JIT), Total Quality Management (TQM), Factor Analysis, Multi-nominal logistic Regression Analysis. 1. Introduction Performance measurement is a concept of modem business administration history. The organizations in the market have to identify with concepts such as dynamism, scarce resources and complexity and have to show high performance to survive thereby needing to measure and to evaluate their performances accurately. This means for firms that performance measurement is more than a systematic action, but today, performance measurement and evaluation system is the most important managerial tool for organizations. Nowadays, because of high specialization, division of labour and high competition, its clear that performance should be thought more Department of Management, Uludag University, Bursa. Department of Management, Uludag University, Bursa. 36 Melek Eker Fikri Pala elaborately as a concept and discussed not in a result-focused but in a process-focused way. (Albright, 2006:157-174; Yasin and et al. , 2005: 323). In this context, it will be possible to state two types of criteria conteming the performance measurement in organizations. These are financial and nonfina ncial performance criteria. Financial criteria evaluate the performance in terms of monetary assets gained and therefore attach importance to the result. We will write a custom essay sample on The Effect of Competition, Jit and Tqm specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Effect of Competition, Jit and Tqm specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Effect of Competition, Jit and Tqm specifically for you FOR ONLY $16.38 $13.9/page Hire Writer On the other hand, a non-financial criterion evaluate the performance in terms of units or divisions and work processes in a company and highlights the actions that provide final financial result and enable its sustainability. Its possible to separate performance criteria theoretically, but both are linked practically. In fact, firms are organizations in business to make a profit, but today it is possible to argue that there are various functions in organizations and therefore financial performance is likely to be affected much more by non-financial processes. Hence, performance measurement has to have a structure containing both flnancial and non-financial criteria. (Wruck and Jensen, 1998:401^23). Due to its effect on how successful firms are, performance measurement system has to contain accurate and reliable information, which is so critical to business organizations because of its roles in future planning, evaluation of targets and actual results, and decision-making matters affecting employees are all based on the strength of the information contained in performance measurement evaluative processes. However, the more important point needing to be noted here is that generally the meaning of performance for organizations has become limited to only profitability or financial incomes. Undoubtedly, firms are profltbased organizations, but more than that, they have to be sustainable. Making profitability sustainable depends on managers abilities to see all developments in and around firms and evaluate them according to future results. So, this underlines that the concept of performance should not be confined only to financial results, but also should have a wide meaning including the non-financial criteria as well. Balanced Scorecard (BSC) is a performance measurement model, which was proposed as a result of this obligation. Three reasons for using multiple performance measures are: (1) perceived limitations in traditional accounting-based measures, (2) Fisher (1995) ndicates that many firms believe that financial measures are too historical and backward-looking, lack predictive ability to explain future The Effect of Competition, Just In Time Production and Total Quality 37 Management on the Use of Multiple Performance Measures: An Empirical Study increasing competitive pressure and (3) applying new management techniques like TQM and JIT needed for non-financial measures (Itner and Larcker, 1998: 217-218). Performance should therefore not be interpreted only as profit-focused activities but also as non-financial activities directed toward obtaining or following profit process. This kind of new comprehension on performance measures points to changing perception of firms toward performance. In this context, improvements in information technology make it easy to observe internal and external business processes, consequently making it possible to apply BSC. (Donovan, 1-3). Hitherto studies have shown that the use of non-financial performance measures by the firms is directly related to such variables as market competition, computer aided production, new production techniques, the structure of firm (size, culture, technological situation and adopted strategy etc. ) and sector structure. The aim of this study is to determine whether the multidimensional performance measures are used or not by the manufactures of top 500 firms in Turkey and if theyre used, to define the relationship between multidimensional performance measures and. firms market position, market competitive density degree, JIT and TQM practices. In this context, first the literature and the developed hypotheses on the subject will be reviewed and then the designation of sampling and factor analysis, descriptive statistics, multi-correlation and multinomial logistic regression analysis results will be described together with the results from our empirical study. 2. Literature Review and Hypotheses 2. 1. Literature Review Many factors contribute to why many firms prefer non-fihancial performance measures. In view of this, some researchers suggest that the preference for these measures on a large scale is related to the enterprises operational and competitive structure (Said, et. l. , 2003: 193-223), others suggest that this preference can be related to the JIT, TQM and CAM structure (Hoque, et. al 2001: 23-45). Similarly, while many reported that the use of multiple performance measures is relevant only to the strategic preference of managers (Malina and Selto, 2001:48; Govindarajan and performance, reward short-term or incorr ect behaviour, provide little information on root causes or solutions to problems, and give inadequate consideration to difficult to quantify intangible assets such as intellectual capital. 38 Melek Eker Fikri Pala Gupta, 1985: 51-66), some reports demonstrate that an enterprises environmental conditions affect this preference. On this subject, for example. Hoque (2004) found that there was a meaningful relationship between environmental uncertainties and the preference for these measures. Chenhall and Morris (1986: 16-35) found that organizations prefer nonfmancial management accounting systems to cope with high environmental uncertainties effectively. The use of multiple performance measures and its positive effect on production performance are demonstrated in another section of the literature. For example. Banker, Potter and Schroeder (1993: 33-55) stated that multidimensional performance measurement system reports presented to the personnel in production line was positively associated with the implementation of modem management techniques such as JIT, Team Work and TQM. However, Chenhall (1997: 187-206), Callen, et al. (2005: 271309), Itner and Larcker (1995: 1-34) examined the use of BSC together with the aforementioned modem techniques and argued that enterprises using the TQM/JIT and non-financial (production performance) measurements together have reached a higher performance than other firms without these measurements. Additionally, many studies examine the positive contribution of multiple performance measures on the general enterprise performance from the fmancial perspective. For example, Davies Albright (2004: 135-153) and Dilber et al (2005: 220) argued that there is a meaningful positive relationship between the use of BSC and high-level fmancial performance. In an empirical study by James, Hoque (2000: 1-17) demonstrates that the use of BSC increases general enterprise performance, but this increase is not associated with organization size, product life circle, or market position. Lingle and Schiemann (1996: 56-61) found that enterprises managed by measurements reached a higher fmancial performance level, a higher industrial position and a higher level in the management process relative to enterprises that are not managed by measurements. Ittnera, Larckera and Randalb (2003: 715-741) indicated that the enterprises placing more emphasis on measurement and variety have acquired a much higher stock exchange income. Perera, Harrison and Poole (1997: 557-572) argue that the use of non-financial measures show significant associations with customer focused strategy, but not the link to organizational performance. Apart from studies examining BSC effects on general enterprise performance, other studies have examined the enterprises suitable working The Effect of Competition, Just In Time Production and Total Quality 39 Management on the Use of Multiple Performance Measures: An Empirical Study conditions as an effective performance measurement tool in BSC. For instance, Cavalluzzo and Ittnera (2004: 243-267) state that organizational factors such as willingness in the top management directed at the use of performance knowledge, decision making and training in the subject of performance measurement techniques have a positive effect on measurement system development and usage. Also, Moers (2005: 67-80) called significant attention to the positive relationship between the variety of performance measures and the degree of perfection with bias during the performance evaluation. It is clear that the bias mentioned here indicates a pre-cognitive accumulation directed at performance measurement. On the other hand, Krumwiede (1998: 239-278) suggested that organizations with higher quality information systems could implement new measurement systems comfortably relative to companies with less sophisticated information systems. Thus, he suggests that this highlights the linear relationship between opportunities for existing information systems and the success of implementation. In addition, he draws attention to managers^ who are satisfied with information from the existing system that might not be willing to invest in new systems. This will give way to the development of a negative relationship between the system and its implementation. Briefly, these studies, within a framework related to literature conceming multidimensional performance measurement system, draw attention to the use of multiple performance measures by enterprises associated with the anagers preference, specifically, the enterprise managers scientific level, organizational culture, environmental conditions, technological developments, new management techniques, enterprise performance and indirectly, stock exchange incomes. Our study considers the relationship between the four dimensions that occur in BSC (financial, customer, internal business processes, learning and growth); a) with the enterprises position in the market, b) with the level of competition in the market, c) with the JIT pra ctices and d) with the TQM practices. 2. 2. Variables and Hypotheses 2. . 1. Balanced Scorecard BSC created firstly by Kaplan and Norton in 1992 at the end of pursuits on altemative planning, control and performance measurement system in 40 Melek Eker Fikri Pala management accounting, is an efficient management tool (Kaplan and Norton: 1992). The target is to enable managers to obtain comprehensive viewpoint about overall business and in this way help them focus more on critical activities that are supposed to improve the organizational strategy of the firm (Wongrassamee, et. al. 2003: 18). In that way, BSC undertakes two crucial functions. First is being a strategic guide for department managers. Second is being communication and strategic planning tool describing the link between financial and nonfinancial criteria as a guide for firms (Kaplan and Norton 1996; Kaplan and Atkinson, 1998: 367-375; Atkinson, Kaplan and Young: 2004; Simons: 2000). Using BSC provides some opportunities to managers on subjects like ability to evaluate changes around a firm, to determine and evaluate the processes of the aims of a firm, to check whether internal performance targets are achieved or not and sustaining the continuation of improvements, in the final analysis. Four dimensions of BSC and derived indicators have created these opportunities. These four dimensions or perspectives will be explained briefiy. Financial performance measures; they are the focal point for the target and measures of other three perspectives in BSC. In this sense, financial performance measures can be considered as the outcome of operational activities (Rao: 2000). Therefore, each selected measure should be a part of the cause-and-effect relationship leading to an improvement in financial performance. These measures are items such as sales amount, market share, new customers, new markets, cash now, return on capital, etc. (Morrow, 1992: 145). Customer performance measures; today, being customer-focused is one of important items for firms, so at the same time its a kind of important expression of vision and mission. In this sense specific measures reflecting critical factors like time, quality, cost should be determined. Customer satisfaction, improving costumer loyalty, gaining new customers, customer profitability, and market and customer shares in targeted scope are basic measures. Internal operation measures; these are obtained from critical success factors which are effective on providing shareholder and customer satisfaction by focusing on work processes and activities (Keegan, Eiler and The Effect of Competition, Just In Time Production and Total Quality 41 Management on the Use of Multiple Performance Measures: An Empirical Study Jones, 1989: 45-49). But, the most important point here is that to create value for both customer and shareholder, it is necessary to define and measure an exact intemal operation value chain at the designing and development stage, production and commercializing (Eker, 2004:128). These measures include the duration of presenting new product to the market, number of new products, sales percentage of new products, rate of defect, duration of production, production cost, just-in-time delivery, etc. Leaming and growth measures; making real the ideals related with financial, customer and intemal operations highly depend on the learning and growth capacity of an organization. In leaming and growth measures especially, it investigates and measures what sort of methods to be followed for increasing the growth of intemal operation methods, which measures are employee satisfaction, productivity and sustainability ofthe employees. 2. 2. 2. Market Competition One of the distinguishing factors of the use of multiple performance measures by the firms is the competition environment in the market. As the market competition increases, the firms are likely to need multidimensional performance measurement system more than before in rder not to lose their power and market share. Also, the measures included in multidimensional performance measurement system (BSC) are known to increase the level of competitiveness by monitoring the static and dynamic capabilities of the firms (Hoque, Mia and Alam, 2001: 26). If its considered that the world has become a single market in global scale, in such a condition, its necessary for a firm to have the capability of offering speedy customer service (reliability), high quality and low cost, different and new product/service in order to be dominant in its own sector. Furthermore, all these need to be supported by total and coordinated organization efforts and also by performance measurement systems serving the same objectives within the organization. BSC is not only satisfied with following the financial performance of the firm, but it could also be functional by monitoring non-financial performances like customer satisfaction, renewal via quality production, which are essential to sustaining the competitive advantage (Otiey, 1999: 363-382; Howell and Soucy, 1987: 27; Trussel and Bitnet, 1998:441). 2 Melek Eker Fikri Pala 2. 2. 3 Just-In-Time Production It is possible to observe that traditional performance measurement system is inconsistent with JIT system benefiting from technological innovations at a maximum level and also that it prevents or hides broadbased effectiveness of new production methods. In this sense, the restrictions of traditional measurement system in JIT environment might be listed as follows: Continuous development in produc tion process is basic element in JIT manufacturing environment. To reach this aim easily, its intended to make flow of production possible with minimal parties and decreasing stock levels to a minimum. Yet, production and productivity measures of traditional understanding have reported that the productivity is low when small-lot production is made (Drury, 1990: 40-41). For this reason, traditional accounting system suggests increasing batch capacity rather than decreasing lot size, which leads to raising stock levels, long supply process, ihcreasing cost and declining customer satisfaction (DonoVah, 2-3; Mcnair, Lynch and Cross, 1990: 29). As in standard costing, appropriate operational control of traditional accounting system cannot be carried out in todays production environment (Allott, 2000: 54-56; Cheatham and Cheatham: 1996; Ezzamel, 1992: 117). Besides, due to the reliability and consistency of manufacturing processes in JIT environment, deviations do not exist or exist in quite low level and it also leads to less use of deviation analyses. JIT manufacturing system changes will bring about changes in information requirements (Upton, 1998:110). As it is known, normally traditional performance reporting is prepared monthly or weekly and cannot detect on time real reasons of processes that are not realized as expected. Yet, in JIT production system there is a possibility of short production cycle, so it requires information for the problems coming out in accordance with one-day or real time principal. In current production environment, direct labor cost is between 5%15% of total product cost. In this sense, traditional accounting system is likely to exaggerate the importance of labor cost and The Effect of Competition, Just In Time Production and Total Quality 43 Management on the Use of Multiple Performance Measures: An Empirical Study ignores the control and measurement methods of increasing general production costs. Another limitation of traditional accounting system is its failure in reporting the criteria such as quality, reliability, supply duration, flexibility, and customer satisfaction (Johnson, 1990:63). As a result of this, management and the employees are encouraged to focus only on costs rather than those critical success factors. Consequently, JIT production system is in need of a performance measurement system that will follow, measure and report critical success factors such as production and delivery time, quality, flexibility, cost efficiency and continuous development(Fullerton, 2003: 40; Mcllhattan, 1987: 25-26). In current environment, which is dominated by a flexible, dynamic, and process-oriented roduction understanding, JIT production system cannot perform its functions including result-focused traditional performance measurement system, measuring, evaluating and reporting of operational actions in order to be successful. Therefore, performance measurement system of a corporate using Just-in-time production system should support basic variations such as increasing product or service quality, continuous development and reducing the losses (Hendricks, 1994: 27). BSC meets the new management requirements because of its following qualifications: (1) focusing long term perspective instead of short term perspective; (2) performing data both in fmancial and non-financial/operational dimensions; (3) being timely and ready for usage instead of being prepared for terms; (4) being easy to understand and apply; (5) immediately answering/adapting the changes in the production process, (6) transforming the firm strategy to operational measures (Santari, 1987: 27). 2. 2. Total Quality Management TQM does produce value, through a variety of benefits: improved understanding of customers needs; improved customer satisfaction; improved intemal communication; better problem-solving; greater employee commitment and motivation; stronger relationships with suppliers; fewer errors; and reduced waste (Powell, 1995: 15-37). In order to get this value and to ensure the success of the system, the features of the performance measurement system of the businesses applyi ng the system should be: (Kaydos, 1999: 150) 44 Melek Eker Fikri Pala to focus the attention of managers on the satisfaction of foreign and domestic customers to produce assumptions on strategy to detect the unforeseen quality and wasting problems to provide objective information for priority-setting to receive support from managers and employees for further changes when they see concrete improvements in performance to increase the loyalty of employees by encouraging managers to delegate their authority Taking all these features into account, it is seen that BSC is in compliance with what is expected from a performance measurement system in the context of TQM. Because there is a reciprocal relationship between BSC and TQM as the former makes the latter more efficient through its applications. Accordingly, BSC makes TQM more efficient in the following matters: (Kaplan and Norton, 2001:376) Firstly, it complements the intemal processes where the progressive elements with critical importance for the strategic success are found. TQM is implemented in many businesses; however, the effects of its implementation can be determined neither in financial terms nor in terms of the performance with respect to the customer, and the implementation remains limited to the department or unit level. BSC, on the other hand, identifies the processes that are important for the strategy as well as the priorities in these processes. Moreover, it also determines whether the process developments focus on such important issues as cost-cutting, quality improvement and shortening of production cycle, or not. Secondly, BSC identifies the non-financial quality measures regarding the quality costs and prepares reports on a daily or real-time basis, and it can find out the real causes of the unfulfilled transactions (Sinclair and Zairi, 2000: 156-157). Therefore, BSC proves to be a crucial resource, which provides continuous and acctirate feedback to managers and employees, in meeting customer expectations, improvement of processes and reporting of quality performance measures. Thirdly, BSC urges managers to develop business processes in order to achieve successful outputs for customers and shareholders, and to create value. Within this framework, a perpetual relationship between quality and the financial outputs is made possible. Based on the above studies, we posit that increasing application of JIT and TQM, as well as intense market competition, would prompt greater The Effect of Competition, Just In Time Production and Total Quality 45 Management on the Use of Multiple Performance Measures: An Empirical Study multiple performance measures usage. Therefore, the following hypotheses are proposed: Hypothesis 1 : The greater emphasis on the use of multidimensional performance measurements by the management will be associated with a more intensely competitive environment. Hypothesis 2: The greater emphasis on the use of multidimensional performance measurements by the management will be related to a greater application of JIT. Hypothesis 3: The greater emphasis on the use of multidimensional performance measurements by the management will be associated with a greater application of TQM. 3. Research Methodology 3. 1. The Nature of the Research This study depends on the data related to 430 manufacture firms of the top 500 in Turkey. The data forms were delivered between the dates of 01 January- 30 June by post and mailed to the top managers (general manager or vice general managers) of manufacture firms that participated in this study. The survey forms return rate was 28. 3% (122). The manufacturing activity of the firms is depicted in Table 1. 6 Melek Eker Fikri Pala Table 1: Profile of respondents by manufacturing activity Manufacturing Activity Frequency 25 15 1 10 12 6 6 13 7 20 1 6 121 Percent 20,5 12,3 ,8 8,2 9,8 4,9 4,9 10,7 5,7 16,4 ,8 4,9 99,2 Valid Percent 20,7 12,4 ,8 8,3 . 9,1 5,0 5,0 10,7 Cumulative Percent 20,7 33,1 33,9 42,1 51,2 56,2 61,2 71,9 77,7 94,2 95,0 100,0 1 Textile, clothing and foo twear 2 Food and allied products 3 Drink and tobacco 4 Construction 5 Petroleum and chemicals 6 Plastic products 7 Metal Wares 8 Machinery 9 Wood and paper products 10 Automotive and spare part 11 Glass products 12 Electronic products TOTAL 5,8 6,5 ,8 5,0 100,0 As can be seen from the table, manufacturing activity distribution was realised in the following order, 20,7% textile, clothing and footwear, 16,5% automotive and spare parts, 12,4% food and allied products and 10. 7% machinery sector. 3. 2. Data Collection Tools The survey form, which was developed to collect the research data, was comprised of three parts. In the first part, it is aimed at defining the usage level of JIT and TQM practices. Within this framework, participants were requested to designate their choose not used, partly used, used, rather used and used at high level. The second part consisted of 5 questions, which were directed at defining the firms market situation and the competition level in the market. Within this framework, participants were requested to mark each term very bad, bad, average, good and very good for each denotation which occurred between 1 and 5. In the last section, the diversity of measurement is measured with an adapted version of the instrument used by Hoque and James (2000) and Hoque et al. (2001). The aforementioned BSC approach was comprised of four sub-dimensions, such as financial, customer, intemal business processes and leaming and growth and a total of 20 items. The participants were requested to designate whether their firms used the aforementioned measures. For this, the likert scale, in which the choices between 1 and 5 were not used at all. The Effect of Competition, Just In Time Production and Total Quality 47 Management on the Use of Multiple Performance Measures: An Empirical Study partly used, used, used rather a lot, and used very much. The reliability analysis was performed to test the consistency of BSC s survey results. The alpha coefficient was found to be 90%. No variable was negatively associated with the . total correlation. The data showed strong internal consistency. 3. 3. Data Analysis In this study, the data was entered into SPSS 13 for data analysis. Factor analysis, descriptive statistics, multi- correlation and multinomial logistic regression analysis were performed. 3. 3. 1 Factor Analysis Exploratory factor analysis was used to designate the factors which form the sub dimensions of BSC. Firstly, KMO (Kaiser-Meyer-Olkin) sampling adequacy measure was calculated for determining the convenience of data for factor analysis. KMO varies from 0 to 1. This measure shows that sampling is convenient for factor analysis when it is close to 1 and it shows that sampling is not convenient for factor analysis when it is under 0. 50. In the analysis the KMO sampling sufficiency has been calculated as 0. 803, this shows that this sampling has sufficient size. We use basic components and varimax rotating technique to carry out factor analysis. The obtained factor analysis results were examined, because the factor burden related to the market share measure in the second and third factors and the factor burden related to the employees satisfaction measure in the second and fourth factors that have almost the same burdens, analysis has been done again excluding these two variables. At the end of the analysis 5 factors have been determined whose Eigen value is above 1. Five factors explained 69. 857 % of the total variance. Factor 1 explained most proportion of the total variance (17. 098 %) and consisted of variables which contained internal business processes measures. Factor 2 explained 14. 381% of the total variance and consisted of variables, which were related to customer performance measures-I. Factor 3 explained . 13. 582% of the total variance and consisted of variables, which were related to financial performance measures. Factor 4 explained 13. 495% of the total variance and factor 5 explained 11. 301% of the total variance and they consisted of variables, which were related to learning and 48 Melek Eker Fikri Pala growth measures and customer performance measures-II, respectively. Table 2 shows groups of questions. Table 2: Rotated Component Matrix Factor Factor Factor Performance Measurement 1 3 2 Items Internal Business Measures ,839 Rate of material scrap loss Ratio of good output to total ,748 output at each Production process ,667 Manufacturing lead time ,613 Materials efficiency variance ,546 Labour efficiency variance Customer Performance Measures-I ,745 Customer response time ,694 Number of warranty claims ,662 On-time delivery ,609 Survey of customer satisfaction ,562 Number of customer complains Financial Performance Measures ,873 Sales growth ,827 Operating income ,576 Return-on-investment Learning and Growth Measures Number of new product launches Time-to-market new products Number of new patents Customer Performance Measures -II Percentage of shipments returned Due to poor quality Number of overdue deliveries Factor 4 Factor 5 ,831 ,824 ,736 ,774 ,742 The analysis carried out on performance measures was also performed respectively on competitive factors. According to this, alpha co efficient was calculated as 58% for competitive factors. KMO sampling adequacy measure was 0,561 therefore sampling was convenient for factor The Effect of Competition, Just In Time Production and Total Quality 49 Management on the Use of Multiple Performance Measures: An Empirical Study analysis. Also, significant level of Bartlett test was calculated as 0,00. Consequently, both tests showed that factor analysis could be applied to data. In the factor analysis, principal component analysis and none rotation technique were used. At the end of the analysis 2 factors have been determined which have Eigen value above 1. Two factors explained 65. 972% of the total variance. Factor 1 explained most proportion of the total variance 38. 186% and Factor 2 explained 27. 786% of the total variance. In the results of factor analysis the first factor is named firms market situation and the second factor as market competitive density level. Table 3: Rotated Component Matrix 1. Factor ,867 ,824 ,683 ,820 ,810 2. Factor Competition for Marketing Competition for Market Share Competition for New Product Development Competitors Power Number of Competitors in the Industry 3. 3. 2. Descriptive Statistics related to the Variables and Correlation Analysis In Table 4, the BSC and sub-dimension averages, minimum, maximum values and standard deviations of the firms are presented. The firms usage points of overall multidimensional performance measures are between 38 and 100; the average usage point was 74. 751. When the BSC subdimensions were analysed, the financial measures were between 6 and 15 and the average was 12. 8525. The customer measures usage points were between 17 and 40 and the average was 30. 5656. The intemal business process measures usage points varied between 7 and 25 and the average was 18. 9174. The learning and growth measures usage points were between 4 and 20 and the average was 12. 6148. These average figures show us that the firms use the financial performance measures (86%), customer performance measures (76%), and intemal business processes measures (75%) at a rather high level and teaming and growth measures at a medium level. 50 Melek Eker Fikri Pala Table 4 : BSC and Sub Dimensions Averages, Minimum, Maximum Values Mean Standard Cronbach N Theoretical Minimum Maximum No deviation alpha of range items ,572 18,3639 2,40303 2,2 21,2 Competition 122 5 5-25 Factors 3,57 1,191 1 1 5 JIT 117 1-5 1,144 1 1 4,08 TQM 121 1-5 5 74,7951 12,64842 ,905 20-100 38 100 Overall 122 20 Multidimensional Performance Measures ,762 15 12,8525 2,07970 122 3 3-15 6 Financial Performance Measures 40 30,5656 5,46361 ,787 Customer 122 8-40 8 17 Performance Measures 18,9174 4,23396 ,849 Intemal Business 121 5-25 25 5 7 Measures 4 122 4 20 12,6148 3,88352 ,813 Learning and 4-20 Growth Measures Variable Table 5 shows a correlation matrix for all variables. As proposed, the overall use of multiple performance measures is positively and significantly correlated with firms market situation, market competitive density level, JIT and TQM practices and the correlations were 0,425 (p