Virgin Atlantic Case Study

Atlantics primary problem is that they were operating in the middle of the optimal utility model. Their slogan had become â€Å"Offering a First Class service at less than First Class fares†. In which Virgin Atlantic Is offering high quality at a low cost, which keeps them In the middle and not profitable. It seems that Virgin Atlantic did not take Into account that offering a premium service as they were would come at a premium cost for them and when throwing In low cost fares Into the mix they were reading a loss and expectations they will not be able to sustain for a long time.Starting off as a low cost premium airline aimed towards the business class may have been there way into the market and obtain market share but at some point they needed to work their way out of the middle of the optimal utility model and shift either towards high quality or low cost, not both simultaneously to stay profitable. Seeing that there number one goal was to provide premium innovative servic es/ products they could have gone the route that Apple Inc. As done by providing innovative premium products at a premium prices rather than setting themselves up for future losses.A recommendation for Virgin Atlantics primary problem of operating In the middle of the optimal utility model, In which consumers want either high quality or low cost products and services. Virgin should keep moving forward with innovation and providing a premium experience for all of their passengers but do it at a higher price so that they do not create any losses. Another route to go in would be to become a upper low cost provider for their business class niche and stop spending on infilling entertainment and amenities and focus only on cutting costs which would allow them to be profitable as a low cost air transportation provider.Another secondary problem is that during Virgin Atlantics pursuit to be innovative, top management neglected to make innovations that would help the company in terms of lower ing costs and Increasing profit. They only focused on innovations that benefited the consumers and not any self-interest. For example when Virgin Alertness management team decided that they did not want passengers to feel bored, they came up with innovative ways to keep them entertained during their flights such as pioneering individual video screens for every seat.But innovations like that did not help them cut any costs or increase fares significantly enough to increase profits or reduce costs. A recommendation in regards to creating innovations to help reduce costs and increase profits would be for Virgin Atlantic Airways to partner with small shipping impasses who could buy cargo space on Virgin Atlantic flights that are not at full capacity, so that they can generate more revenue on flights that are not traveling full of passengers.Another Innovative Idea would be to use the Individual video screens that they pioneered as ad space in the Mid and Economy class section of their p lanes. By doing so Vulgar Atlantic would be able generate additional revenues by selling ad space to advertisers, which would allow them to lower their cost per route,

Comparison and Contrast essays

Comparison and Contrast essays For my first compare and contrast assignment (#2), I did the Egyptian figure torso of a general and the Greek Marble statue of Kouros. These statues have some imilarities, and many differences. Torso of a general was sculpted in the beginning of the 4th century when Persian occupation was being overthrown. It also brought about a period of artistical renewal. This torso is a perfect example of that period. Kouros is one of the earliest marble statues carved in Attica. It has characteristics of Egyptian art with its left leg forward and arms at side. This statue marked the grave of a young Athenian aristocrat. These statues both are young looking and muscular. Torso of a general looked as it was a little bit younger than Kouros, but both were in excellent physical condition. However, they are also very different. Kouros is made of solid marble torso of a general is made of a different type of material that I could not determine. They also were dressed differently, even though both were wearing very little clothing. It was obvious that they were from totally different time periods. Torso of a general has on more mascular clothes while Kouros was wearing more stylish clothing. For my second compare and contrast assignment (#3), I did the Egyptian head Man with a shaven head and the Roman Portrait of a woman. The Egyptian man with a shaven head looks like your typical person. He does not even look like an Ancient Egyptian. To describe him perfectly, he looked like Michael Jordan. He was from the Ptolemaic period, and had a large head with a high forehead. He looked more like a young adult or a child than a full grown adult. This may have been to look like he was young in the afterlife. Portrait of a woman, is an attractive young woman whom was probably a maid in Athens during the...

Compliance Essay Example | Topics and Well Written Essays - 250 words

Compliance - Essay Example Additionally, SOX might affect the company’s information systems that entail information security and IT organisation (Spears, 2009). SOX might define the executive’s accountability for IT irregularities and the need for modern information systems in the company. SOX may influence information systems at Wobbly Wheels (WW) Distribution Company. SOX issue may compel the executive, CFO to adopt a detailed finance and accounting system that will enhance the success of the accurate financials. SOX will influence the company’s route optimization and freight tracking system where the executive, CIO and CFO will offer freight origin and destination details. In addition, SOX compliance issue will advocate for the adoption of a detailed financial reporting process that entails WW’s daily financials thus affecting its management reporting system. The company can modify the systems to address SOX compliance issue by allocating more resources to information technology systems used in the management, distribution, and warehousing. The increased allocation will enhance improved accuracy in financial reporting. The company can also adopt modern technologies that will help in implementing standard auditing and accounting procedures and methods. The company should train its IT staff and support specialization to boost efficiency. Additionally, WW should secure its databases, minimize network outages, and reduce IT costs. Spears, J. L. (2009). How Has Sarbanes-Oxley Compliance Affected Information Security?  Retrieved from:

NURSING Personal Statement Example | Topics and Well Written Essays - 500 words

NURSING - Personal Statement Example Concurrently, from a reflective stance, I realized that nursing is a career with vast opportunities for growth. As people get older, there would always be a need to address various ailments through their lifetime. As such, one could never be bored in this profession as it is seen to pose varied challenges through meeting diverse people with unique and distinct health conditions; yet, it also provides opportunities for personal fulfillment and uplifting rewards. The graduate specialty track that I have selected is the Dual Family Nurse Practitioner/Advanced Public Health Nursing Program. I have always had the interest to gain specialization in the provision of primary care services, not only to individuals; but more so, to family members, and even local community residents within a defined population. I am interested to pursue higher education in this field to gain advanced theoretical frameworks on the provision and delivery of holistic care to a wider range of clientele. Through research in the online medium on this field of specialization, I strongly believe that by pursuing advanced courses and modules through the program, I would be accorded with the opportunity to develop the skills required for addressing health care issues within the community level that requires services such as addressing chronic illness, educating members on preventive care, as well as effectively focusing on interventions for acute care, as needed. A situation that could be remembered regarding taking a leadership role was when I was elected the leader of a group in terms of complying with an academic project. As the leader, I assumed a proactive stance at discerning the need to delegate tasks; effectively identify the roles and responsibilities of each of the member according to their competencies and skills; as well as regularly monitoring the performance of each member to ensure that tasks were appropriately accomplished according to schedule. Through

Law and management Essay Example | Topics and Well Written Essays - 2000 words - 1

Law and management - Essay Example IMO purpose is established in the ISM Code to reduce damages and accidents during shipping and voyage. Especially in operations of the ship. This code promotes cleaner and safer ships (Anderson, 2003, pg 23). The MV ‘Shields Happiness’ ship requires proper safety management to ensure competence by the crew in the ship. In this scenario between the Hall and South Shields, pollution was caused during voyage because the drip trays had not been cleared of oil and the oil later overflowed in the main deck. If the crewmembers had applied the safety management culture, they would constantly think about improvement and safety of the ship. They would have improved the deep trays by clearing the oil voyage. In addition, the Third Mate would constantly be thinking of safety and would have rechecked whether his instructions were followed. With this safety culture it places a duty on everyone on board to be constantly thinking about the safety of the ship, therefore another crewmember would have noted the discrepancy and cleared the oil on the drip trays, and this would have avoided overflow into the main deck that polluted the sea. Application of the safer culture management method would support and encourage safety in shipping. This method of management is successful if certain factors like commitment, belief and values are instilled to the shipping crewmembers. Such values of safety, if instilled in the maritime personnel, would create a positive impact (Anderson, 2003, pg 44). The second scenario shows that the tanks were not correctly inserted, and the required oxygen was not at the required level that caused a 12-hour delay and this increased costs. To improve the efficiency and performances of the ship by the ship-owner, the method to incorporate would be the organizational culture. This type of culture applies where there is a group of people from and can form their culture. There are two perspectives on it that

The CRM Value Chain Essay Example for Free

The CRM Value Chain Essay The meaning of those three letters, CRM, is hotly contested. For some, CRM is simply a bridge between marketing and IT: CRM is therefore an IT-enabled sales and service function. For others it’s little more than precisely targeted 1to-1 communications. But both of these views deny CRM its great potential contribution. Because CRM, at its most advanced, answers questions like ‘who should we serve?’ and ‘what should we serve to them?’ and ‘how should we serve them?’ it could, and often should, be positioned as the fundamental strategic process around which the business is organised. CRM decisions impact on marketing, certainly, but also on operations, sales, customer service, HR, RD and finance, as well as IT. CRM is fundamentally cross-functional, customerfocussed business strategy. The CRM value chain The CRM value chain (figure 1) is a proven model which businesses can follow when developing and implementing their CRM strategies. It has been five years in development and has been piloted in a number of business-tobusiness and business-to-consumer settings, with both large companies and SMEs: IT, software, telecoms, financial services, retail, media, manufacturing, and construction. The model is grounded on strong theoretical principles and the practical requirements of business. The ultimate purpose of the CRM value chain process is to ensure that the company builds long-term mutually-beneficial relationships with its strategically-significant customers. Not all customers are strategically significant. Indeed some customers are simply too expensive to acquire and service. They buy little and infrequently; they pay late or default; they make extraordinary demands on customer service and sales resources; they demand expensive, short-run, customised output; and then they defect to competitors. What is a strategically significant customer? We’ve identified four types of strategically significant customer (SSC). Selfevidently, the high life-time value customer is a key SSC. These must be the focus of customer retention efforts. Life-time value potential is the presentday value of all future margins that might be earned in a relationship. Tempting as it may be to believe, not all high volume customers have high LTV. If they demand JIT, customised delivery, or are in other ways costly to serve, their value may be significantly reduced. We know of one company that applied activity-based costing disciplines in order to trace process costs to its customer base. They found that 2 of their 3 biggest customers were in fact unprofitable. As a consequence the company re-engineered its manufacturing and logistics processes, and salespeople negotiated price increases. A second group of strategically significant customers we call ‘benchmarks’. These are customers that other customers copy. A manufacturer of vending machine equipment is prepared to do business with Coca Cola at breakeven. Why? Because they can tell other customers that they are supplying to the world’s biggest vending operation. The third group of SSCs are ‘inspirations’, customers who inspire change in the supplying company. These may be customers who find new applications, come up with new product ideas, find ways of improving quality or reducing cost. They may be the most demanding of customers, or frequent complainers, and, though their own LTV potential is low, they offer other significant sources of value. One insurance company modified its claims process to satisfy one particular car fleet operator; this process eventually became the company’s default standard. The final group of strategically significant customers we call ‘cost magnets’. There are customers who absorb a disproportionately high volume of fixed cost, thus enabling other, smaller customers to become profitable. One oilseed processor, for example, has two major customers, a manufacturer of snack foods which buys oil in bulk and a retail multiple which buys consumer packs. Although they account for 60% of oil-seed processing time, they absorb 85% of fixed costs between them. Five steps to profitable relationships The five steps in the CRM value chain are customer portfolio analysis, customer intimacy, network development, value proposition development and managing the relationship. Although we don’t discuss them here, at each stage of the value chain there are concepts, tools and processes to help create and implement successful strategy. Very briefly, the CPA step analyses the customer base to identify customers to target with different value propositions. The second step involves the business in getting to know the selected customers as segments or individuals and building a customer data-base which is accessible to all those whose decisions or activities impact upon customer attitude and behaviour. Step three involves building a strong network of relationships with employees, suppliers, partners and investors who understand the requirements of the chosen customers. Step four involves developing, with the network’s compliance, propositions which create value jointly for the customer and company. The fifth and final stage is to manage the customer relationship. The focus here is on both structure and process. From observation of failure it is clear that CRM solutions cannot be transplanted into any organisation in the absolute certainty that the business will flourish. For success to happen, CRM needs a supportive culture: it’s unlikely to yield dividends in companies which only pay lip service to customer focus. Neither will it succeed in organisations wedded to product-based structures or reward systems based on sales volume. Similarly, if IT, human resources and procurement processes are not aligned with the CRM agenda, it’s unlikely to flourish. For example, we know one IT company which is trying to implement CRM strategy whilst still recruiting up-and-at-‘em salespeople who are quota driven. Another company is in the throes of a cost-reduction programme and procures least cost inputs to its manufacturing process without due regard to the impact on customer satisfaction and buying behaviour. Customer Portfolio Analysis CPA, the first step in the CRM value chain acknowledges that not all customers have equal value to the company. CPA asks the question: ‘who are our SSCs?’ The answer can be pitched at sector (e.g. food retailing), segment (e.g. food retail multiples) or individual (e.g. Tesco) levels. Companies which have no customer history on which to base their analysis can use segmentation approaches to identify potential SSCs. When CPA has sorted the actual or potential customer base into different groups, they can be taegeted with different value propositions. An important consideration is to analyse and sort by profit potential, not by volume, whether that is by sector, segment or individual. One CPA tool sorts customers into 4 strategic groups: sack, re-engineer, nurture and invest. Sackable customers are those who have no present or future profit potential or life-time value. The ‘invest’ group contains customers who are both valuable currently and have significant future potential. The ‘reengineer’ group contains customers who are not presently profitable but who could become so if the relationship were re-engineered. Options may include reducing the level of customer service, disintermediation, or telesales, rather than face-to-face sales representation. The final segment ‘nurture’ contains those customers who are currently profitable but have little future potential. The task here is to address, possibly in consultation with those customers the reasons for pessimism. It may be that they can jointly find solutions which suggest a more profitable future relationship. Customer intimacy Choosing customers to serve is one thing. Get ting to know them well is altogether different. Most companies collect customer data. Some industries are overwhelmed with information – scanner data, loyalty card data, complaints files, market research, geodemographic data. The challenge is to use the data to better understand the who, what, why, where, when and how of customer behaviour. Mining data intelligently is, of course, a source of huge competitive advantage, and it enables a more refined CPA to be undertaken. Develop the Network Company does not compete against company. Network competes against network. For example, Sainsbury does not compete against Tesco. Their respective networks compete. Tesco’s network, which includes partners such as Royal Bank of Scotland (for its retail banking offer) and Privilege Insurance (for its insurance offer) currently seems to be performing better than Sainsbury’s. A company’s network position i.e. its connectedness to other parties who co-operate in delivering value to the chosen customer, is a source of great competitive advantage. An innovative software house partnering with IBM, for example, enhances its network position. IBM also benefits, as well as their joint customers. Networks consist of partners like these, employees, suppliers and owners/investors. CRM is not a quick fix; it requires owners and investors who will commit to the long-term investment in the people, processes and technology to implement CRM strategies. Employees will probably need reorienting and reskilling, if not redeployment. There is clear evidence that employee performance in moments of truth with customers influences customer satisfaction and purchasing intention. It only takes a short leap of faith to link employee satisfaction to customer satisfaction to business performance. Suppliers also need to understand who the customer is trying to serve. According to the consultants A T Kearney, companies are going to continue vendor reduction programmes over the next several years, as they try to build closer relationships with fewer partner vendors. CRM is becoming twinned with SRM, supplier relationship management. Kearney reckons 20% of current in-suppliers will be de-listed by 2003. For CRM to succeed, the network of suppliers, employees, owners/investors and partners must be aligned and managed to meet the needs of the chosen customers. Value proposition development By the fourth step of the CRM value chain, you will know who you want to serve and will have built, or be in the process of building, the network. Now the network has to work together to create and deliver the chosen value(s) to the selected customers. Great value is found more effective and more efficient solutions of customer problems. Although it is traditional to focus on the product as the main source of value, many companies are finding that people, process and service offer more competitive advantage as products become more commoditised. How things are done with and for customers process is particularly important. There may be small processes, such as how complaints are handled; or big processes, such as how new products are jointly developed with customers. The value star (figure 2) illustrates sources of customer value in a retailing context. Price Managing the relationship For relationships to succeed with strategically significant customers, companies are having to re-invent structures and process. On the way out are hierarchical structures and product managers. Replacing them are flatter organisations with empowered front-lines and customer or market managers. We encourage companies to replace their single marketing strategy with a trio made up of a Customer Acquisition Plan, Customer Retention Plan and Customer Development Plan. Each of these has different metrics from those found in run-of-the-mill marketing strategies. New measures include customer acquisition costs, customer retention rates, share-of-customer and customer development targets alongside more conventional measures such as customer satisfaction and sales volume, and additional measures relating to the performance of network members.. Final thoughts CRM is widely misunderstood by marketing management and seriously misrepresented by software houses. Companies are being sold front-office and back-office solutions, but are missing out on the fundamental, strategic benefits that CRM can provide. CRM at its most sophisticated has the potential to integrate all business processes around the requirements of strategically significant customers, a fact that most IT solutions fail to acknowledge.

The History Of Behaviourism Psychology Essay

The History Of Behaviourism Psychology Essay During the decades 1930-1960, behaviourism represented the mainstream of experimental psychology (Jean-Claude Lecas, 2006). Central idea of behaviourism simply means A science of behaviour is possible (William M. Baum, 1994). While, behaviourists are group of individual which have diverse views about what this proposition means, and particularly about what science is and what behaviour is. Most of the behaviourist agrees that there can be a science of behaviour (William M. Baum, 1994). Behaviourists call the science of behaviour as behaviour analysis and are part of the psychology and this result the contention happen among behaviourist and psychologist due to many psychologists disagree psychology is a part of science while those regard it as a science consider its subject matter something other than behaviour. After the debate, behaviourism has been consider as a philosophy of science which related to a manner why we do, what we do, and what we should and should not do. In a more d irect way, behaviourism is an approach which offers an alternative view that often runs counter to traditional thinking about action (William M. Baum, 1994). Early Behaviourist There are some of the famous early behaviourist which contributes for the early behaviourism such as John Watson, Edwin Guthrie, Clark Hull, Edward Lee Thorndike, Ivan Petrovitch Pavlov, and B.F. Skinner. 1. Edward L. Thorndike (1874-1949) Edward Thorndike started young and continued his scientific output until his death at nearly 75 years old. He was a type of people dislike any abstract discussion not tied closely to concrete facts because what he wrote was based directly on data, usually on new data. Thorndike had made a superior undergraduate record at Wesleyan University, 1891-95 (Robert s. Woodworth. 1952). After that he went to Harvard for his graduate study. In the second year of his graduate study, Thorndike undertook a research project of the experimental study of the instinctive and intelligent behaviour of young chicks. Through his laboratory study of animal learning, demonstrate that animal behaviour observed under experimental conditions could help solve the general problems of psychology. The first published paper by Thorndike was Animal Intelligence which announced a new law of learning, additional to the old standard laws of association, and emerges of theory of learning. On his study, Edward placed ch icks, cats or dogs in a problem situation where alternative responses were possible and the first response was unlikely to be successful. The question of this study was whether the animal, perhaps after much trial and error, would learn to do the right thing in the situation-and how rapid his learning might be. Through this study, understand that in a series of trials the unsuccessful responses would fade out and the correct response would occur more and more quickly. The effect or outcome of any response was thus a powerful factor in its elimination or establishment (Robert s. Woodworth. 1952). Apart from the first study, Thorndike carry out a series of other study, one of it was transfer experiment. On this study, he give a person intensive training in some narrow field and then test that persons abilities in a more inclusive field and determine how much improvement could be demonstrated beyond the limits of the special training. Through this experiment, it showed a meager transfer effect, the ability developed by training in one line of work was specific and did not spread to other lines of work except when what had been learned could be utilized in a concrete way. Both of his study mention above led up to Thorndikes celebrated theory of the specificity of abilities (Robert s. Woodworth. 1952). 2. Ivan Petrovich Pavlov (1849-1936) Pavlov was a physician which worked as an experimental laboratory scientist. On 1883, Pavlov had developed his theory of nervism which he defined as a physiological theory which tries to prove that the nervous system controls the greatest possible number of bodily functions. Apart from that, he had won the Nobel Prize in 1904 due to their publication on the developed of a small part of the stomach called the Pavlov pouch as well as chronic external-salivary, biliary, and pancreatic fistulae for his fundamental study of gastric physiology. Pavlov also involves himself on the research of human psychophysiology and psychopathology. This led to a new psychology oriented school of physiology and stimulated ideas of many aspects of human behaviour. 3. B.F. Skinner (1904-1990) Skinner was an American psychologist,  behaviourist and  social philosopher (Smith, L. D., Woodward, W. R., 1996). Skinner called his philosophy of science as radical behaviourism. He argued that psychology should be the study of behaviour. From the point of view of Skinner, he defined behaviour as anything the organism does. This view diverges from the point of view of psychologist who thinks the proper subject matter of psychology is the stream of consciousness. He called his philosophy of science as radical behaviourism was because radical can mean root, and he that his behaviourism was through going, deep behaviourism (William T. ODonohue   Kyle E. Ferguson, 2001). Behaviourism is not the science of human behaviour; it is the philosophy of that science. Some of the questions it asks are these: Is such a science really possible? Can it account for every aspect of human behaviour? What methods can it use? Are its law as valid as those of physics and biology? Will it lead to a technology, and if so, what role will it play in human affairs? (Skinner, 1974) Skinner (1970) also stated that Behaviourism is a formulation which makes possible an effective experimental approach to human behaviour. It is a working hypothesis about the nature of a subject matter. In conclusion, radical behaviourism is not a scientific law; it is a metascientific which attempts to define what the science of behaviour should look like and it is important to be clear what is radical behaviourism and what is not (William T. ODonohue   Kyle E. Ferguson, 2001). 4. John B. Watson (1878- 1958) He had introduced the term behaviourism in the early part of the twentieth century. Watson emphasized the need for focusing scientific inquiry on observable behaviours rather than thinking which defined as non-observable phenomena by him. Apart from that, he also opposes the study of internal mental events as well as denied any existence of the mind. His thinking was greatly influenced by Pavlov. He had adopted the classically conditioned S-R (Stimulus-Response) habit as the basic unit of learning and extended it to human learning (J. E. Ormrod, 2008). Watson had proposed two laws which describing how S-R habit develop. The first law was law of frequency and second law was law of recency. The first law concern on the importance of repetition which bring the meaning of the more frequently a stimulus and response occur in association with each other, the stronger that S-R habit will become. While the second law concern on the importance of timing which mean the response that has most recently occurred after a particular stimulus is the response most likely to be associated with that stimulus (J. E. Ormrod, 2008). In conclusion, from the point of view of Watson, he believed that the past experience of an individual accounts for virtually all behaviour. He was a extreme environmentalist, which denied that hereditary factors had any effect on behaviour (J. E. Ormrod, 2008). 5. Edwin R. Guthrie (1886-1959) Guthries famous with his contiguity theory which had similar perspectives as Watson approach which placed S-R connections at the center of the learning process. An organism responds to a particular stimulus in a particular way on one occasion, the organism will make the same response the next time it encounters the same stimulus and this called habits. Guthrie also shared Watsons belief that recency is critical in learning: An organism will respond to a stimulus in the way that it has most recently responded to that stimulus (J. E. Ormrod, 2008). 6. Clark L. Hull (1884-1952) Hull had introduced an organismic characteristic which bring the meaning of characteristics unique to different individuals. He brings this approach into behaviourist learning theory. He had maintained the S-R habits approach by Skinner and agreed with Thorndike and Skinner behaviourists approach. However, Hull partially agree with the statement by Thorndike and Skinner which stated that presence of a particular stimulus and ones past experiences will affect the behaviour of an individual. In his approach, he believed those stimuli are not the only determinants of whether a particular response will occur or how strongly it will be made. There are some other factors called intervening variables which affect the individual response or behaviour toward certain stimulus. Example of intervening variables are habit strength, organism drive (an internal state of arousal that motivates one behaviour), and inhibitory factors (e.g. fatigue). Hulls theory was predominant throughout the 1940s an d 1950s (J. E. Ormrod, 2008). Hawthorne Studies The Hawthorne effect is often mentioned as a possible explanation for positive results in intervention studies. It is used to cover many phenomena, not only unwitting confounding of variables under study by the study itself, but also behavioural change due to an awareness of being observed, active compliance with the supposed wishes of researchers because of special attention received, or positive response to the stimulus being introduced (Wickstrà ¶m G, Bendix T, 2000). Hawthorne studies was introduced by Frederick Taylor in the year of 1911 which influenced by the principles of scientific management. It is first be practice on the year of 1924 by the management of the Hawthorne plant of the Western Electric Company in Chicago, Illinois, in the United States. The studies look into the relationship between illumination and productivity of the workers. The similar studies was repeated between year 1927 and 1933 in cooperation with the Massachusetts Institute of Technology (MIT) and Harvard University which concerned with the effects of changes in rest pauses and work hours on productivity (Wickstrà ¶m G, Bendix T, 2000). For the first studies done on 1924, the methodology involve was decreased the illumination step by step for the experimental subjects, while the controls received the same illumination. Both group of subjects slowly but steadily increased their performance of inspecting parts, assembling relays or winding coils. This experiment showe d that there were not significant relationships between the lighting with the productivity of the workers in the criteria as long as the lighting was kept at a reasonable level. However, there was some other factor more important to affect the productivity of the worker (Wickstrà ¶m G, Bendix T, 2000). Other variables were later being study such as physical factors causing fatigue and monotony, assembly, mica splitting and bank wiring. After complete the series of experiment it found that assembly test as well as the others 3 variables did not explain the continuous increase in productivity observed during the test. The individuals named Roethlisberger Dickson which compile this study report suggested that the most important factor behind the continuous increase in output was the improved personal relations between workers and management. This statement was supported based on the explanations of the informally expressed opinions of the workers participating in the experiment and also based on the general thought of the investigators (Wickstrà ¶m G, Bendix T, 2000). By this study, the investigators conclude that the unintentional manipulations caused the subjects to improve their overall productivity and thus results the appeared of the term called the Hawthorne effect. This term will introduced apparently in French on 1953 which highlighted that the marked increase in production related only to special social position and social treatment. Many of the other articles had deduced that the increased on productivity may result from one the causes stated below, e.g. morale, attitude, supervision, teamwork, cohesiveness, informal organization, interpersonal relationships, social unity, and awareness of being in an experiment, acquiring skill, or continuous feedback while working in a group (Wickstrà ¶m G, Bendix T, 2000). In conclusion, the Hawthorne effect is simply referred to as an increase in productivity. The increase in productivity may due to one or more of the factor below, e.g. relief from harsh supervision, receiving positive attention, learning new ways of interaction, possibilities to influence work procedures, rest pauses, higher income, or threat of losing ones job. All of these factors, or any combination of them, may result an observable increased in the productivity.