A Journal opinion article Essay Example | Topics and Well Written Essays - 750 words - 5

A Journal opinion article - Essay Example ObamaCare a health insurance has the official name of The Patient Protection and Affordable Care Act to Health Care that was enacted into law in 2010 and will be implemented this year. One of the salient implications of the law when it is fully implemented in 2014 would be the enforced coverage of patients which insurance companies presently deem as â€Å"high risk†. It will also refocus the policy orientation of health care practices from being reactive (as coverage focuses on treatment) to being proactive as the new health care policy will also put importance on preventive therapies. Where before check-ups, consultations and preventive therapies requires a co-pay from policy holders, it will no longer be required under the new law so as not to discourage patients from availing preventative measures in looking after their health. Obama’s new health care policy will also address the present inequitable distribution of health care spending. Previously, half of the total expenditures in health care were spent on the 5% of the population and only 3% were spent on the 50% of the population. As it currently stands, the majority of American population receives only a miniscule fraction of health care expenditure while half of its total health care expenditures were spent on a small privilege number of Americans. Clearly, there was an uneven and inequitable distribution of health care cost allocation which the law would like to address. The new law intends to address and rectify this inequity in health coverage by the mechanism of the Obamacare. Under Obamacare, Government’s funding for Medicaid, the US government’s health care program for lower income families will be expanded thus covering more low income Americans. In addition, the new health care policy will also expand its coverage to employee’s children the age of 27. Obama’s Patient Protection and Affordable Care Act when fully implemented next year, health insurance co mpanies can no longer refuse coverage adults who have pre-existing conditions. Perhaps this component of the Patient Protection and Affordable Care Act made the law a â€Å"true patient’s bill of rights†. This law if fully implemented in 2014 will end one of the most unpleasant practices of insurance companies to unilaterally rescind or cancel a health insurance policy which were becoming a frequent practice among insurance companies to bend the legalities of an insurance coverage to avoid expensive insurance claims. Also, lifetime caps or limitation of the amount of insurance coverage which is the current practice of insurance companies on individual policies will also be removed when Obama’s new health care policy will be fully implemented in 2014. The budge for Medicare will also increase significantly. This increase of budget in Medicare has an implication to rural hospitals and other health care establishments that have a small number of Medicare patients w ill also be included in Medicare payment. Although well intended, President Obama’s Patient Protection and Affordable Care Act however was met with rabid criticism. Recently, Obama care had been the main cause of Republicans and Democrats came into a gridlock that no budget was allocated in 2014 that caused the government to shutdown in October 2014 in the effort of Republicans to defund Obamacare. Among those issues leveled against it and its implication are its added costs because the expanded coverage of Medicaid and Medicare will require additional funding from the federal government.

What Is Your Field of Interest Research Paper Example | Topics and Well Written Essays - 250 words

What Is Your Field of Interest - Research Paper Example Being with students and communicating with them will help me understand the diverse opinions of students and even develop my level of knowledge (Mlynarczyk & Babbitt, 2002). The ability to deal with each student separately has correspondingly enhanced my credibility to meet with the individual needs of the student and develop my ability to impart knowledge in a better way to the students (Mullamaa, 2010). Dealing with adult students needs to be handled in an effective manner. Adult minds are quite complex and has a huge amount of diligence. The effective communication skills and my interest towards developing the linguistic abilities among masses are going to act as an added advantage for the development of individual skills of the students (Mullamaa, 2010). Furthermore, I have always been interested to develop my individual interest to meet with the diverse challenges of handling individual students. This credibility has further enhanced my abilities to handle diverse situations and manage the individual needs of the adult students. Although imparting linguistic knowledge has always been a tough job, it has provided with an effective method to communicate with the greater and diversified section of the society. Moreover, as imparting linguistic knowledge has been a credible source to identify needs of students, it has even acted as an area of interest for me to communicate with larg er community (Richards 2011; Byram, Gribkova, & Starkey, 2002). Motteram, G. (2013). Innovations in learning technologies for English language teaching. Retrieved from

Hrm Practices In Service Industry In Egypt Management Essay

Hrm Practices In Service Industry In Egypt Management Essay The role of human resource management (HRM) in contemporary organisations has grasped the attention for the past previous years. The priority of most academics and practitioners has been extenuating HRM value to the firm. This claim is supported by the emergence of several experiential studies, exploring the impact of different HRM practices on organisational performance. However, despite the quantity and variety of these studies, the influence of HRM practices on performance gained slight attention not only as concept, but also in understanding its mechanism. (Theriou Chatzoglou (2009)) HRM professional practitioners struggle to guarantee that each member in an organisation a private firm, a government agency, or non-profit organisation adds as completely and efficiently as possible to the accomplishment of the organisations mission. The organisation cannot coexist without HRM. Nowadays HRM is well-known not only by solely administrative functions, but also by its concern for organisational strategy and the skills and competencies required to perform that strategy. (Campus France, 2009) Basically, HRM can be divided into Administration of human resource such as payroll, contracts, and legal and regulatory compliance, and development of human resources as partnership with operational managers such as career development, recruitment, training, and competency management. As a result, HRM extends over several disciplines and shapes every part of organisational life. (Campus France, 2009) Research about HRM in developing countries and especially in Egypt has been little relative to developed ones. Through this paper the researcher wants to add to such emptiness. Literature One of the essential strategic areas of an organisation is human resource management (HRM). Human resources play a crucial role in developing the resource capability of an organisation so as to meet its objectives and for upcoming improvement (Armstrong as cited in Ho, 2009). Many organisations have initiated new approaches to management, especially a shift from personnel management PM to HRM, as a response to increased competition and instability in the markets (Storey as cited in Ho, 2009). The key characteristic of HRM is that it aims to incorporate the management planning of the organisation with its PM functions. Over the past decade, private business and industry has widely employed such type of management strategy, linking with the long range direction and development of an organisation. (Ho, 2009) It is appropriate to start by exploring where HRM was back in the late 1960s, and it is not surprising to find that personnel management was the subject that mostly referred to, while HRM was not even on the agenda (Marchington, 2008). Personnel Management can be simply defined as obtaining, organising, and motivating the human resources required by the enterprise (Armstrong as cited in Armstrong, 2006, p.2). A broader definition describes personnel management as The phase of management which deals with the effective control and use of manpower as distinguished from other sources of power. The methods, tools, and techniques designed and utilised to secure the enthusiastic participation of labour represent the subject matter for study in personnel administration. (Yoder as cited in Reddy, 2004, p.1) A review of early issues of Personnel Management specifically Late 1960s Early 1970s showed that the key topics included training, industrial relations, pay, job design, and manpower planning. The terminology of personnel was used in the majority of adverts which is shown through searching the job pages, in addition there were examples of training, industrial and labour union, yet HRM was not mentioned (Marchington, 2008). At the end of 1980s, the term HRM was emerged in UK, after its appearance in the USA. At that time, articles on topics such as training and development, pay and the role of the personnel/HR function where published by Personnel Management. Also it was the period where HRM articles started to slightly appear, for instance the article of Pettigrew, Sparrow, and Hendry in 1989. (Marchington, 2008) Perhaps more considerably, the term HRM was started to appear in job adverts, particularly in appointments at superior levels, however the huge majority still referred to personnel, training and employee relations. (Marchington, 2008) In 2008, HRM is entrenched both as an academic subject and as a terminology that is broadly used by practitioners. According to Marchington, (2008, p.5) Personnel Management is not used in major textbooks anymore, and even those like Torrington et al who started with personnel management as their headline have now changed it to HRM (Marchington, 2008). HRM can appear to be a vague and subtle concept, not least as it has a range of definitions. In fact, pinning down on satisfactory definition can look as if you are trying to strike a moving target in a fog (Price, 2007). HRM can be simply defined as a notion of how people can be managed in the interests of the organisation (Armstrong as cited in Price, 2007, p.30). A broader definition could describe HRM as a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques (Price, 2007, p.30) According to Storey in the handbook of human resource management, HRM can be considered as a set of interrelated policies with an ideological and philosophical underpinning. (Armstrong, 2006, p.3). The significant form of HRM as Storey suggests comprise four aspects: a specific collection of beliefs and assumptions; a strategic power informing decisions regarding people management; the central contribution of line management; and dependence upon a set of levers to shape the employment relationship. (Armstrong, 2006). The core roles which contribute to the HRM concept includes; strategic perspective, change management, training development, career management, and performance management. It is essential to take a look at the definition and the linkage of those aspects to HRM. According to Dessler, Strategic human resource management means formulating and executing human resource policies and practices that produce the employee competencies and behaviours the company needs to achieve its strategic aims (2008, p.13). Being a people specialists in a definite area that brings traditional HR services is no longer the picture for HR professionals. They must be experienced in several areas including strategic decision making processes. This is argued by many scholars including the well-known piece of research by Ulrich et al., who explored the need for twenty-first century oriented HRM and presented a practical conceptualization of the way that the HR function itself is emergent. (Lemmergaard, 2009) Seco nd the change management aspect, a perfect example could be the transformation occurred in Zegna an Italian menswear business where HR team had to create the changes itself to facilitate the achievement of business change objectives. They needed to recognise the existing perception of HR as well as the business strategy and future plans. (Tyler-Cagni Hills, 2009) Third, Management development concerns any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills (Dessler, 2008, p.310). Fourth, Career management deals with the lifelong series of activities that contribute to a persons career exploration, establishment, success, and fulfilment (Dessler, 2008, p.378). The fifth and last aspect is performance management, which can be defined as taking an integrated, goal oriented approach to assigning, training, assessing, and rewarding employees performance (Dessler, 2008, p.294). Performance management is not based on management by command, instead it is based on the principle of management by agreement or contract. (Armstrong, 2006). According to Armstrong, it can play a main role in providing for an integrated and coherent range of human resource management processes which are mutually supportive and contribute as a whole to improving organizational effectiveness (2006, p.493) Human resource management (HRM) has become a persistent and dominant approach to the management of the employment relationship (Beardwell and Holden, 1997; Beer and Spector, 1985; Hendry and Pettigrew, 1990 as cited in Garavan, Morley, Heraty 1998). The elaboration of academic theories of HRM in the 1980s led to an argument about the nature of HRM. A main question raised in the early debate was Is HRM different from personnel management PM? (Boselie, Brewster Paauwe, 2009). (Garavan, Morley, Heraty 1998). Several critics believe it as a restatement of basic personnel functions (Armstrong as cited in Garavan, Morley, Heraty 1998). Others believe it is a mixture of personnel management and industrial relations (Guest as cited in Garavan, Morley, Heraty 1998). Two additional perspectives were emphasized by critics such as Beardwell and Holden (1997) and Brewster (1993, 1995): an approach to HRM that emphasises the role of the individual within organisations and HRM as a strategic a nd international function. The two latter perspectives have guided several critics to describe differences between traditional personnel and human resource management (Garavan, Morley, Heraty 1998). Also, there is evidence that every now and then experts view personnel and HRM as dichotomous models for managing human resources (Fowler Legge as cited in Garavan, Morley, Heraty 1998). The difference between personnel and Human resource management are perceived as a matter of emphasis and approach rather than one of substance, according to Hendry and Pettigrew HRM can be perceived as a perspective on personnel management and not personnel management itself (Armstrong, 2006, p.20). Basically, Personnel management is an operational function that deals with the execution of daily people management activities. In contrast, the nature of HRM is strategic, that is, being concerned with helping an organisation precisely to achieve sustained competitive advantage (IQPC, 2006). Moreover, personnel management is more passive than HRM, where the maintenance of personnel and administrative systems is what personnel management is all about. On the contrary, HRM is concerned with forecasting of organisational needs, the continual monitoring and adjustment of personnel systems to meet current and future requirements, and the management of change (IQPC, 2006). According to Edvards son: Independent of the similarities or differences between HRM and personnel management, the core business of the HR function is to develop the employees in accordance to the business strategy, select and hire people, train and develop the staff, evaluate their performance, reward them, and create a culture of learning. (2003, p.6). It is argued over and over that, Human resource management (HRM) has a significant role to play in assuring high levels of service quality, given the value of the customer/employee interaction to the service encounter (Haynes Fryer, 2000).The act of consuming a product differs from service customer, where the latter engages a pleasantly understated and complex experience which is personal and emotional. (Schneider and Bowen as cited in Haynes Fryer, 2000). Subsequently it is astonishing to find that our understanding of the correlation between HRM policies and practices and service quality remains incomplete (Haynes Fryer, 2000). The advice is largely normative and the links between good HRM practice and the quality of service that the customer receives are typically only inferred (Redman Mathews as cited in Haynes Fryer, 2000, p.240) Such misunderstanding is partially a result of the traditional focus of HRM on quantifiable outcomes not directly related to service such as labour turnover, absenteeism, and productivity. (Haynes Fryer, 2000) The lack of focus on service outcomes is attributed as a measure of HRM performance to the manufacturing paradigm within which HRM is believed to be developed. Conversely, in most cases the HRM literature has inclined the assumption that the relationship between HRM and organisational performance are positive. Until recently, there was no interest in measuring the effects of HRM on organisational performance. (Haynes Fryer, 2000) A positive relationship between high performance HRM policies and practices, and organisational performance is reported by several studies over the past decades. (Arther 1994; Delaney Huselid, 1996; Huselid, 1995; Huselid et al., 1997; MacDuffie, 1995 as cited in Haynes Fryer, 2000) (Arthur, 1992; Dyer and Reeves, 1995; Ichniowski, et al., 1997; MacDuffie, 1995 as cited in Haynes Fryer). Lately, attention has focused on the aptitude of internally reliable and synergistic HRM bundles or systems, especially to create competitive advantage associated with organisational strategies (Arthur, 1992; Dyer and Reeves, 1995; Ichniowski, et al., 1997; MacDuffie, 1995 as cited in Haynes Fryer). Human resource management in corporative banks is more sensitive, personalised, context dependent and cannot be handled through a collection of pre-identified procedures than any other management function. Nowadays, HRM is seen as a strategic tool for competitive advantage rather than being a supportive function only. Actually, it is hard to practice customer-centric strategic management without initially achieving customer satisfaction. Consequently, customer satisfaction is achieved after reaching employee satisfaction. Cooperative banks must prioritise their options around workforce engagement, which is derived from a cautious examination of the needs of the business. Successful HRM necessitates banks to perform a sound management philosophy that compliments human dignity and diversity and are devoted to the development of employees, consider in the value of employees involvement and engage them in decision making and share the wealth equitably and fairly. (Ramu, 2008) Research Aims: This study is concerned with the evolution of HRM in Egypt. What the researcher thinks is that HR managers in Egypt end up doing much the same things personnel managers were doing 20 years ago, which are designed to run yesterdays organisations rather than concentrating on the importance of HRM. The researcher wants to examine the following points; Whether HRM practices in banking sector in Egypt already exist or its only about personnel management? This will be discovered through covering the following aspects; Strategic Perspective Change Management Training Development Career Management Performance Management Then suggest a model for banks to use to enhance their HR practices which will enable them to compete in nowadays global, competitive, and dynamic market. Research Objective: Research Question: Are HR departments in banking sector in Egypt concentrates on Personnel Management? Research Hypothesis: Alternative hypothesis 1: HR departments in banking sector apply traditional personnel management. Null hypothesis 1: HR departments in banking sector do apply contemporary HRM practices Research Methodology: In collecting primary data, the researcher preferred to use qualitative research methodology as it is the appropriate tool for the research. The qualitative research will be based on semi-structured interviews conducted with selected HR managers and managers in other departments as well as top management if possible. Structured questionnaires will be distributed among selected employees. The Main resources that the researcher is going to use for the secondary data include; Online business journals and academic databases Books Articles Timescale:

Trainning as a Recruitment Tool :: Free Essay Writer

Trainning as a Recruitment Tool The title of the article is â€Å"Training as a recruitment tool†. It begins by addressing the problem which is that although we are living in a time of good conditions like low unemployment rate, many employers fell so bad. In the last decade employers had a deep and wide pool of new college graduates and recently laid-off, trained workers from which to choose. The workforce was also faithful and had no interest in leaving the security of a paid job to join the unemployed. The article suggests that the cause of this frustration is recruitment and retention problems. In an attempt to solve this problem, many organizations are offering nontraditional benefits, which include training and development opportunities. Training is considered the number 1 attraction and retention tool followed by flexible work schedules and competitive salaries. The author points out that we shouldn’t just believe that more training will improve conditions. He bases his argument on a study that found that high performing organizations provided each employee with an average of only 30 hours of training, compared to the average of 45 hours of training for each employee in other organizations. So as a conclusion, if more training hours do not guarantee improved performance, then there must be other factors that needs fixing. The difference between high performing companies and all other organizations is the degree to which training is integrated into company culture and strategy. Despite less time was given for formal training, the employees were benefiting more. This is due to the environment of continuous learning in which nontraditional training opportunities were offered and encouraged. Another important factor is linking strategy and training. Training is considered an investment for the organization because it is potentially a company’s most critical asset. The author then goes on by providing a list of tools to help managers and employees think about contribution and development in a new way. The first tool is the human capital value chain. This model consists of the opportunities offered to employees in the work environment enabling them to engage in the overall business strategy. The second tool suggested is the value creation continuum. This model helps employers define employee contribution to the organization, independent of job title or position, and define growth through the development of competencies. As employees progress, they begin to contribute more by growing intellectual capacity and leveraging their work and the work of others.

Computer Can Replace Teacher Essay

There are some innovation and technology enthusiasts who claim that computer-based learning will soon replace teachers. Just take a look at some recent op-eds by Andy Kessler and Richard Galant. They point to the accessibility of information via the Internet and the recent advances in online instruction and adaptive learning as harbingers of teacher obsolescence. These assertions are alarming to those who advocate the importance of teachers, like Diane Ravitch and Wendy Kopp. They point to a strong body of research that affirms the importance of good teachers. So how do we make sense of this war of words and tumult of opinions? To one degree or another, both sides are overlooking important considerations. Those who proclaim that computers will replace teachers often naively reduce teaching to mere instruction and assessment. In doing so, they forget the true breadth and complexity of the job teachers perform. Computers are becoming better at providing customized direct instruction an d at assessing student mastery of foundational knowledge and skills. But good teachers do much more than present information and drill the fundamentals. High-quality teachers guide their students through activities and projects that stretch them to analyze, synthesize, and apply what they have learned across academic subjects and into the real world. They provide personalized, qualitative feedback to help students develop their critical and creative thinking. They create a classroom culture that intrinsically motivates students by honoring their hard work and by making academic achievement socially relevant. Going above and beyond the call of duty, many of the best teachers are driven by a â€Å"whatever-it-takes† attitude to ensure that all their students receive the resources and support needed to put them on a path to success in life. Those human aspects of good instruction are not going to be replaced by machines anytime soon. On the other side of the debate, those who emphasize the importance of traditional teachers often do not notice how unrealistic it is to provide high-quality teachers at scale in the current monolithic model of classroom-based instruction. They overlook the fact that the breadth and complexity of the job of good teaching makes it nearly impossible for most teachers to do all of the critical aspec ts of their job exceptionally well. Teachers are expected to design and execute daily lesson plans for multiple hours of the school day, orchestrate student learning activities, administer and grade student assessments, develop and implement efficient and effective classroom procedures, and differentiate their approaches for diverse student needs, all while managing the daily wild cards of student behavior. Additionally, we expect teachers to maintain close contact with parents, provide students with social and emotional support, perhaps offer after-school tutoring, sponsor student clubs, coach sports, organize school and community events, and shoulder many of our schools’ administrative duties. With all of these jobs crammed onto their plates, few teachers have the time, stamina, or cognitive and emotional capacity to do each job well. Under these circumstances, is it any surprise that so few teachers produce the results that we demand of them? Exceptional teachers are often put on pedestals in the media and in public debate, but these awesome individuals produce a level of work that is rarely sustainable and certainly not scalable. The model of monolithic classroom instruction from the late 1800s just wasn’t designed to allow teachers to meet 21st-century expectations. In fact, traditional classrooms were designed to prepare students for jobs in an industrial economy of the past. To meet this end, the system was set up to process seemingly homogeneous batches of similarly aged students through one-size-fits-all instruction. Undifferentiated instruction was acceptable back then because students only needed to understand math, science, and literature at a C or D level in order to â€Å"pass quality control,† receive their diplomas, and enter the workforce. Teaching might have been a reasonably manageable job back when these assumptions held true, but in the knowledge-based economy of today, the assumptions no longer hold and teaching becomes a heroic job. Despite the incredible challenges we face in providing good teachers at scale, there is a bright light at the end of the tunnel. The educators, in novators, and entrepreneurs that are now experimenting with blended learning are completely redesigning our models of instruction. Rather than merely layering technology on top of traditional classrooms, they are leveraging technology to transform the role of teachers, accelerate student learning, and magnify the impact of educators. Blended learning allows much of the work of basic instruction—like drilling multiplication tables or reviewing vocabulary words—to be offloaded to computers so that teachers can focus on the aspects of teaching that they find most rewarding, such as mentoring students and facilitating exploratory learning projects. Properly implemented blended learning does not eliminate teachers, but instead eliminates some of the job functions that teachers find most onerous. Technology will not improve our education system if we marginalize or eliminate teachers. Likewise, our education system will not meet modern needs at scale until we innovate beyond the factory-model classroom. Innovation may lead us to classroom setups and teacher roles that look very different from today, but a human element will always be an essential part of the equation. By framing the debate as technology vs. teachers, we create a false dichotomy. Instead, our conversations should focus on finding ways to let technology do what it does best so that we can leverage teachers to do what they do

Indian Restaurant Case Study Essay

Porter’s five forces model will help us to determine in what ways this new venture will use it when thinking about business strategy and the impact of IT. 1. Buyer power: Buyer power is high when buyers have many choices from whom to buy, and low when there are few. As a provider of the product or services, we should always wishes to reduce buyer power. For this enterprise the buyer power will be low because there is no other Indian restaurant in that area. In addition, the enterprise will keep track of the customers who make their visit often to the restaurant through loyalties programs, number of times credit card being used etc. and it is not feasible without large –scale IT systems. 2. Supplier power: supplier power is high when buyers have few choices from whom to buy. As a customer of other supplier organizations, you want to increase your buyer power. Over here, IT plays a vital role in bringing buyer-supplier together through internet, IT-enable B2B e-marketplaces etc. For this business the supplier power will be low. We can create a competitive advantage by locating alternative supply sources for the organization. 3. Threats of substitute product or services: It is high when there are many alternatives to a product or services, and low when there are few alternatives from which to choose. Ideally, we want it to be in the organization in a market in which there are few substitutes for the products and services. In this venture if we talk about the availability of the Indian food in this area, the threat of substitute is very low. But competition can be given other fast food chains like McDonalds, Wendy’s, domino’s etc. Over here we can take the help of IT by providing fast services to our customers by the help of taking order online, drive through etc. 4. Threat of new entrants: The threat of new entrant is high when it is easy for new competitors to enter a market, and low when the entry is not easy. Over here the threat of new entrant in this particular type of business is low because it required high investment, involvement of risk in front of the other fast food chains etc. 5. Rivalry among existing competitors: It’s high when competition is fierce in the market and low when competition is more complacent. Over here there is no existing competitor as far as the Indian restaurant is concerned. But still we can get competition from other fast food chains who have already established themselves in the market. BUSINESS INTELIGENCE Business intelligence is a knowledge about your customers, competitors, business partners, competitive environment, and your internal operations that gives you the ability to make effective, important, and strategic business decisions. It is an IT applications and tools that support the business intelligence within an organization. The objective of BI is to improve the timeliness and quality of the input for decision making by helping knowledge workers to understand the a) Capabilities available in the firm. b) Trends and future directions in the markets. c) Actions of competitors and implementation of these actions. d) Economic, political, social, and regulatory environments in which the firm competes. Over here BI will help us in getting knowledge about competitors; future prospects of the business and hence will help us in efficiencies and lowering cost in internal operations of the restaurant. Through BI we can find out the business strategies which have to be implied in the future if restaurant faces a competition from other restaurant or fast food chains. It is known that BI systems provide actionable information and knowledge at the right time, in the right location, in the right form. CUSTOMER RELATIONSHIP MANAGEMENT A customer relationship management uses information about customers to gain insights into their needs, wants, and behavior in order to serve them better. Customers interact with companies in many ways, and in each interaction should be easy, and error free. It’s uncommon for a customer to change companies after having a bad experience. The goal of CRM is to limit such negative interactions and provide customers with good experiences. Its plays very important role in the industry likes food industry because once customer have a bad experience in it he will never like to come back. So we should take care of the quality of the food and good customer service. Not only this we should also take care of the other facilities which is to be provided to them like availability of the wi-fi within the premises so that they can do there work online, now over here IT plays its role. We can also provide facilities like free home deliveries, taking order online and they can book the table in advance to hold any type of gathering like graduation day, valentine day, birthdays etc. IT will help us to enhance feedback from the customer and thus meet their requirement as far as service is concerned, and they can also give suggestion to improve further. SUPPLY CHAIN MANAGEMENT Supply chain management will play very important role in this venture. IT will help us in bringing together vast network of suppliers. Over here, in restaurant business we have to take special care about the quality of materials to be used. Supply chain management will help us in tracking arrival the date of the material, expiry date of it, also help in tracking inventory and information about raw materials and their suppliers. Too many materials on hand means that too much money is tied up in inventory and also increases the risk of obsolescence, especially in the case of perishable goods. Too few materials on hand are not good either. So to avoid that situation we can use just in time (JIT) approach. It will help us in reducing holding cost. TO REACH TIPPING POINT To reach tipping point in this venture, the main focus would be on customer satisfaction and the quality of the food because customer wants value out of the money spent and it they get that value it will keep bringing them. It can be done by using differentiation strategy and IT will play major role in this. We have to do planning, implementing and controlling of the operations to satisfy customer requirement as efficiently as possible. We have to take care of the movement and storage of raw materials, in- progress inventory and all this can be done with help of IT. Staff will also play a major role in reaching to the tipping point. We will look for highly skilled and experienced staff for this. Importantly, all this would be offered to the customers at a reasonable price.