Bakhresa Group Organisational Structure and Innovation

Bakhresa Group Organisational Structure and Innovation Identify the strand of organisation structure and innovation approach used by the Bakhresa group. Is it organic or mechanistic structure followed by the Bakhresa group? Among the two which one is more suitable to innovation and why? How can Bakhresa group manage the tension between the need for creativity and efficiency? Discuss the main organisational characteristics that facilitate the innovation process in the Bakhresa group. Explain the key individual roles within the innovation process and the activities they perform in the Bakhresa group. How did Bakhresa group establish innovative environment that propagates the virtuous circle of innovation? Explain its features. BACKGROUND BAKHRESA GROUP OF COMPANIES TANZANIA Bakhresa Group is one of the leading Industrial Houses in Tanzania, East Africa. Started in a humble manner with a small restaurant in the Port City of Dar Es Salaam, Tanzania, in mid seventies, it has now emerged as a respected business group in the Region. The Group has its operations spread in Tanzania, Zanzibar, Uganda, Kenya, Malawi, and Zambia and most recently in Mozambique. Plans are in place to spread its wings to other countries. The group now boastsÂÂ  of a turnover of more than Three Hundred Million United Sates Dollars and is a proud employer of more than two thousand employees associated directly. There are several companies under its umbrella and have investments mainly in Food and Beverage Sector, Packaging, Logistics and Real Estate. The Bakhresa group of companies offers two groups of product and services that is food and beverage, and services. Examples of food and beverage companies owned by Bakhresa includes; Bakhresa Grain Milling (Malawi) Ltd, Salim Bakhresa Co Ltd, Bakhresa Grain Milling (U) Ltd, Bakhresa Grain Milling (Mozambique) Lda, Zanzibar Milling Corporation Ltd, Bakhresa Food Products Ltd, Azam Bakeries Company Ltd, Salim Bakhresa Co Ltd and those of services includes; Omar Packaging Industries Ltd, Said Salim Bakhresa Co Ltd, Paper Kraft International Ltd, Bakhresa Food Products Ltd, etc ORGANISATION STRUCTURE AND INNOVATION Identify the strand of organisation structure and innovation approach used by the Bakhresa group. Is it organic or mechanistic structure, among the two which one is more suitable to innovation and why? The structure of an organization is defined by Mintzberg (1978) as the sum total of ways in which it divides its labor into distinct tasks and then achieves coordination among them. One of the problems is recognizing that different groups within an organization behave differently and interact with different parts of the wider external environment. None the less, there have been numerous useful studies exploring the link between the organizational structure and innovative performance. Trott (2005) described the two organizational structures such as Organic and Mechanistic structure as follows:- Mechanistic organization tends to offer a less suitable environment for managing the creativity and the innovation process. From Bakhresa group of companies case study analysis the following facts were deduced The channel of communication is highly structured, there is restricted information flow, and operating styles are uniform and restricted. Authority for decision is based on formal line management position and the management is reluctant to adapt changing circumstances. Therefore Bakhresa group of companies use the mechanistic organization structure which offer less suitable environment for innovation and creativity. The seminal work by Burns and Stalker (1961) on Scottish electronic organisation looked at the impact of technical change on organisational structures and on a system of social relationships. It suggests that organic, flexible structures, characterized by the absence of formality and hierarchy, support innovation more effectively than do mechanistic structures. THE DILEMMA OF INNOVATION MANAGEMENT How can Bakhresa group manage the tension between the need for creativity and efficiency? Trott (2005) explained that within an organization there is a fundamental tension between the need for stability and the need for creativity. On the one hand, companies require stability and static routines to accomplish daily tasks efficiently and quickly. This enables the organization to compete today, for example processing of millions of cheques by banks everyday. On the other hand, companies also need to develop new ideas and new products to be competitive in the future. Hence they need to nurture a creative environment where ideas can be tested and developed. This poses one of the most fundamental problems for management today. The diagram below by Trott (2005) explains the tension Management between the need for creativity and efficiency. Organization Efficiency gains The efficient day to day operations within an organization require stable routines which can be achieved in stable and controlled environments The development of new products/services requires creativity and room to try out new ideas this is achieved in a loose and flexible environment Creativity gains From the Bakhresa group of companies study case analysis shows that The management of the Bakhresa Group is committed to long-term growth rather than short-term profit and the organization is willing to invest in the long-term development of technology and is aware of its threats and opportunities and thus comply straight to the organization creativity gains and efficient gains as described by Trott (2005) above. ORGANISATIONAL CHARACTERISTICS THAT FACILITATE THE INNOVATION PROCESS Discuss the main organisational characteristics that facilitate the innovation process in the Bakhresa group. Trott (2005) explains the following organizational Characteristics that Facilitate the Innovation Process Growth Orientation It is characterized by a commitment to long-term growth rather than short-term profit. Not all companies first and foremost objective is growth. Some companies are established merely to exploit a short-term opportunity, other companies would like to maintain the company at its existing size: the objective of innovative companies is to grow the business the actively plan for the long-term, as it has been seen in the Bakhresa group of companies The management of the Bakhresa Group is committed to long-term growth rather than short-term profit and the organization is willing to invest in the long-term development of technology and is aware of its threats and opportunities. On top of that Trott (2005) added the following characteristics that facilitate the innovation process. Vigilance It is characterized by the ability of the organization to be aware of its threats and opportunities. Vigilance requires continual external scanning e.g. within the marketing function the activity would form part of market research and competitor analysis collecting valuable information is one thing, but relaying it to the necessary individuals and acting on it are two necessary associated requirements. Presently Bakhresa group is catering the fuel needs of customers in Zanzibar and Local bunkers. The vision is to enter the international bunkering business in near future since Zanzibar is the gateway to the East African coast. Commitment to Technology It is characterized by the willingness to invest in the long-term development of technology. Most innovative firms exhibit patience in permitting ideas to geminate and develop overtime. This need to be accompanied by a commitment to resources in terms of intellectual input without a long-term approach it would be extremely difficult for the company to attract good scientists. As seen in the Bakhresa group of companies technology is highly applied, most of the tasks are machinery operated. On the other hand the Company has a well supported IT system to run its day to day operations. PC Workstation Internet Access Satellite base Fleet Management Solutions Tracking System Fleet Cost and Maintenance Management System Road Base Daily Reporting Fleet Management System Real time location of trucks at finger tips Speed monitoring feedback on screen at all times Telephone and SMS availability at all times Acceptance of RISKS It is characterized by the willingness to include risky opportunities in a balanced portfolio. It means the willingness to consider carefully risky opportunities. Ability to take calculated risks and include them in a balanced portfolio of projects. Being an entrepreneur Bakhresa took a great risk to even in the foreign land and still think to spread its wings all over the African countries. Cross-functional Cooperation It is characterized by mutual respect among individuals and a willingness to work together across functions. Inter-departmental conflict is a well documented barrier to innovation. Often conflict has been observed between marketing and R D functions as the two groups often have very different interests. Receptivity It is characterized by the ability to be aware of, to identify and take effective advantage of externally developed technology. Most technology based innovations involve a combination of several different technologies. It would be unusual for all the technology to be developed in-house. That is why business is witnessing an in chasing number of joint ventures and alliances. Slack It is characterized by an ability to manage the innovation dilemma and provide room for creativity while organizations place a great emphasis on the need for efficiency, there is also a need for a certain amount of slack to allow individuals room to think, experiment, discuss ideas and be creative. Adaptability It is characterized by a readiness to accept change. The development of new product innovations will invariably lead to disruptions to established organizational activities. Major or radical innovations may result in significant changes, although the two are not necessarily linked. The organization must be ready to accept change in the way it manages its internal activities. Otherwise proposed innovations would be stifled due to a reluctance to alter existing ways of working or to learn new techniques. Diverse Range of Skills It is characterized by a combination of specialization and diversity of knowledge and skills organizations require individuals of a hybrid nature who are able to understand a variety of technical subjects and facilitate the transfer of knowledge within the company. It is the ability of the organization to manage this diversity of knowledge skills effectively that lies at the heart of the innovation process. Bakhresa Group started in a humble manner with a small restaurant in the Port City of Dar Es Salaam, Tanzania, past three decades, it has now emerged as a respected business group in the Region. The Group has its operations spread in Tanzania, Zanzibar, Uganda, Kenya, Malawi, Zambia and most recently in Mozambique. There are several companies under its umbrella and have investments mainly in Food and Beverage Sector, Packaging, Logistics and Real Estate. The Bakhresa Group has established companies dealing with variety of products from manufacturing of Food and Beverage Sector, Packaging, Logistics and Real Estate and has become a market leader because of innovation and entrepreneurship. THE ROLE OF THE INDIVIDUAL IN THE INNOVATION PROCESS Explain the key individual roles within the innovation process and the activities they perform in the Bakhresa group Trott (2005) explains innovation process is essentially a people process and that organizational structure, formal decision making processes, delegation of authority and other formal aspects of a so-called well run company are not necessary conditions for successful technological innovation. The study of Rubenstein has revealed that certain individuals had fulfilled a variety of roles that had contributed to successful technological innovation. Technical Innovator: This individual is an expert in one or two fields. Generates new ideas and sees new and different ways of doing things. Also referred to as the mad scientific. In the Bakhresa group of companies there is no technical innovator. Technical/Commercial Scanner This individual acquires vast amounts of information from outside the organization, often through net working. This may include market and technical information. For the company to survive and perform effectively, technical information is very important as seen in the Bakhresa group of companies. Gatekeeper This individual keeps informed of related developments that occur outside the organization through journals, conferences, colleagues and other companies. Passes information on to others, finds it easy to talk to colleagues. Serves as an information resource for others in the organization, consequently for the organisation to meet customer needs it is important to search for the outside information to see what other organisation do. Product champion This individual sells new ideas to others in the organization. Acquires resources, aggressive in championing his/her cause, takes risks. As per Bakhresa group of companies there is no product champion. Project Leader This individual provides the team with leadership and motivation. Plans and organizes the project ensures that administrative requirements are met. Provides necessary coordination among team members sees that project moves forward effectively. Balances Project goals with organizational needs Sponsor This individual provides access to a power base within the organization: a senior person. Buffers the Project team from unnecessary organizational constraints, helps the project team to get what it needs from other parts of the organization. Provides legitimacy and organizational confidence in the project. The Bakhresa Group engages commercial scanner, gatekeeper and project leader and sponsor to facilitate the innovation process. Even though the Bakhresa Group of companies lack product champion and technical innovator still the innovation activities within the organization is excellent. ESTABLISHING AN INNOVATIVE ENVIRONMENT AND PROPAGATING THE VIRTUOUS CIRCLE How did Bakhresa group establish innovative environment that propagates the virtuous circle of innovation? Explain its features As from (Porters 1985 cited in Trott 2005) explained that, given the importance of innovation, many businesses have spent enormous sum of money trying to develop an environment that fosters innovation. Creating a virtuous circle of innovation means getting competitive advantage over others. Virtuous circle of innovation The organizations Reputation for innovation High morale and Attraction of Retention of creative creative people people Motivates people and organizational Reduce frustration encouragement of Creativity and innovation A willingness in the Org. to accept new ideas Development of Innovative Product Reputation of the Organization It takes many years to develop. It is strongly linked to overall performance. Some companies are able to achieve wide exposure of new products or new research as seen in the case analysis Bakhresa group of companies started in a humble manner with a small restaurant in the Port City of Dar Es Salaam, Tanzania, in mid seventies, it has now emerged as a respected business group in the Region. The Group has its operations spread in Tanzania, Zanzibar, Uganda, Kenya, Malawi, and Zambia and most recently in Mozambique. Attraction of creative people Creative people will be attracted to those companies that themselves are viewed as creative. TOP scientists and researchers will seek employment with such companies. Currently Bakhresa group of companies is an employer of more than two thousand employees associated directly. Organizational encouragement of creativity The creativity has to be supported with actions and resources with the time to be creative: Organization can try to build sufficient slack into the system to allow for creative thinking and tolerates errors and mistakes and successful ideas need to be rewarded. Development of Innovative Products Developing new products that are genuine improvements compared with products currently available. Taking an example of Bakhresa Food Products Limited (BFPL) is based in Dar Es Salaam, Tanzania and produces high quality, delicious and nutritious Azam brand Ice Creams, Fruit Juices, Frozen Chapattis and Uhai (means Life in Kiswahili) brand Pure Drinking Water. Azam Bakeries, the largest bakery in Tanzania, produces the popular Azam brand bread, cakes and donuts. The state of the art technology is used for producing the bakery products making the company proud of supplyingÂÂ  essential food in the country. It has a modern biscuit factory producing the finest varieties of biscuits. Many varieties of biscuits such as Chai, Creams, Glucose, Coconut, Nice, Marie, and Shortcake are popular in the country. Willingness to Accept New Ideas Many organizations suffer from an inability to implement changes and new ideas even after rewarding the people involved in developing those ideas. Once a new product idea has been accepted it is important that it is carried through to completion. In future Bakhresa group of companies expect to trade Lubricants Jet A1 LPG With 60odd resorts of 150beds capacity each, in Zanzibar there is also ample scope for bulk supply LPG (In tanks), if they will able to arrange logistics. Increased Motivation and Reduced frustrations Individuals within the organization can see their ideas and efforts contributing to the performance of the business; they will be encouraged still further: on the other hand if seemingly good ideas are constantly overlooked, this will lead to increased frustrations. High Morale and Retention of Creative people A rewarding and enjoyable working environment will help to retain creative people. This in turn should reinforce the companys innovative capabilities. The Bakhresa Group, given the importance of innovation, has spent enormous sums of money trying to develop an environment that fosters innovation. The Bakhresa Group is aware of developing a reputation for innovation which helps propagate a virtuous circle that reinforces Groups abilities. RECOMMENDATIONS AND CONCLUSION As seen in the case study analysis, Bakhresa group of companies is now expanding towards all over the Africa supplying services and products. The company mainly caters through the food and beverage products and service products. The organisation structure of Bakhresa group of companies is characterized by mechanistic structure which is not very much conducive for enhancing innovation process within organisation, for more efficiency and effectiveness I suggest Bakhresa group of companies to start adopting organic structure. Meanwhile the structure of Bakhresa group of companies lacks the product champion and technical innovator so I suggest also including those two individual roles for maximum output of companies. Despite various organisation that falls under the umbrella of the Bakhresa group of companies the top management of all sub companies is comprised by family members, something that might bring trouble when family instability happens.

Continental/Fintelco Jv Case Analysis Essay

1. Is entry into the Argentine market a good strategic move for Continental? Entering Argentine market in 1993-1994 was a good strategic decision for Continental as one of the TOP5 cable TV companies in the US despite certain risks for several reasons: 1. Changes in the US regulatory environment created additional challenges for Continental’s core business: 1992 Cable Act limited the cable TV companies’ ability to raise cable rates whereas costs at market prices reached up to $2000/subscriber. This inevitably led to constrained profit margins 2. US market began saturating: long-standing competition on the market coupled with growing demand and consumer selectivity has led to further squeezing margins and forced companies to seek for diversification of revenue streams –by entering non-traditional cable markets, capturing smaller niches, or expanding overseas. 3. Argentine cable TV marked lagged in behind US market by almost a decade: cable TV penetration barely re ached 50%, subscription growth rates approached 60-70% in selected areas. Also, the market was only beginning to consolidate around 4 major players – more than 50% of the market was controlled by a thousand of smaller operators. Although Buenos Aires was relatively more mature market, other regions and provinces presented lucrative opportunities. Telephone, satellite, and other adjacent markets had untapped future opportunities. So far, emerging Argentine promised much brighter prospects for cable TV companies than saturating US. 4. Argentine macroeconomic indicators exhibited positive dynamics despite high level of uncertainty: indeed, after a decade of political turmoil and military rule Argentine was finally building a democratic civilian government. During four years preceding the acquisition, Carlos Menem and Domingo Cavallo launched effective economic and political reforms, including deregulation and privatization in TMT and other major sectors. In particular, legislation became very favorable to foreign investors. However, Argentine was suffering from hyperinflation and chronic recessions during the previous decade. Moreover, political risks were becoming more and more tangible as presidential elections of 1995 approached. As a result, the beta for Argentine was two times as high as that for the US. Is Fintelco an appropriate venture partner? Fintelco possessed at least three characteristics of a good venture partner: a. Knowledge of local market including cultural, political, and regulatory background as well as customer programming tastes. Basically, buying a successful incumbent is one of the best potential moves while entering â€Å"terra incognita† b. Fintelco had strong presence in various regions and owned licenses in MDDS and satellite, which created solid base for revenue streams diversification and future growth. c. Fintelco was still owned and managed by its founder, a prominent serial entrepreneur with diversified assets. Liberman had a very hands-on approach in business, and thus secured complete alignment of incentives between the management and the owners. 2. What are the major opportunities and risks you see in the venture? Success factors and opportunities (excluding market opportunities mentioned above): a. Personal and professional â€Å"click† between Samuel Liberman and Amos Hotsetter indicated good potential for constructive and conflict-free partnership. b. Similar growth strategies and vision: both companies grew using clustering strategy and capturing operating efficiencies by consolidating subscribers geographically. c. Limited access to capital markets in Argentine: Continental had access to capital markets in the US which could significantly foster business development in a country with scarce financial resources. Risks&Concerns: a. Active involvement of Fintelco’s founder and owner in business operations has also created certain problems. For instance, it resulted in a sort of nepotism – many key positions were held by Liberman’s direct relatives. Thus, potential restructuring and changes in management would be complicated. Also, after an acquisition Liberman would have 50% ownership, which could decrease his involvement in this particular business and also led to incentives misalignment. Indeed, he had diversified businesses and could have been looking for a cash-out. Liberman’s full involvement and commitment were crucial for joint venture success. b. Fragmented regional market in Argentine commanded inorganic expansion trajectory for Fintelco, which in turn required capital commitment from both parties. A ceiling should have been established to limit uncontrollable capital pump and its inefficient allocation. c. Exchange rate risks: significant portion of revenue stream born currency exchange risk (peso vs. USD) regardless of geographical and product diversification. These risks were absolutely external and thus could have been hardly mitigated. 3. One could value Fintelco in either of the following ways: a. Peso cash flows discounted at peso rate and then value converted at the spot rate b. $US flows discounted at $US rate Which approach is more appropriate in this case? We analyzed assumptions required to adopt each of proposed approaches. Approach (b) – $US cash flow discounted at $US rate – assumes that: (1) Peso/$US rate would remain constant – despite stable projection of peso exchange rate till 1998, PPP implied exchange rate has a high range (0.999-1.436, 44%) and hence significant volatility. (2) $US discount rate reflects the risk of the project – As revenues of Fintelco are denominated in pesos while a significant portion of its liabilities, including interest expense and a portion of programming costs, would be denominated in $US, the project bears significant currency risk which is not reflected by US discount factor. Although the real currency of the industry in Argentina is in local currency Peso, we believe that finding a proper discount rate in Peso is quite tough and unreliable. Moreover discounting the Peso valuation with today’s exchange may be a biased approach. Hence what we prefer Ä ±s to conv ert the Peso cash flows to USD with the estimated USD/Peso rates for each period and then discount it with the US$ discount rate. 4. Is $80m for a 50% interest a fair value for Fintelco? Based on our valuation we believe that $80m for a 50% interest is a fair value for Fintelco. In our valuation we chose to be conservative with the assumptions as well as try to cover all possible risks and ran multiple iterations to obtain a good understanding of the value ranges. Our valuation is based on the following assumptions: (1) WACC of 15.35% calculated used 9.01% as Rd (BB rating), D/V ratio of 14.44% (current Balance sheet), Re of 17.07% (Lessard model) and tax rate of 40% (Exhibit 1). Beta was estimated using comparable companies (Exhibit 2). We recognize that D/V ratio as well as Return on Equity is subject to our judgment hence we assessed sensitivity of WACC to change in these assumptions. We estimated Re using 4 different models (Exhibit 3) and D/V at the level of comparable companies. WACC ranges between 10.77% and 17.19% (Exhibit 4). We believe that 15.35% is an adequate estimation of WACC reflecting both country and project risks. (2) Terminal growth of 4% based on our view of sustainability. We noticed that Fintelco’s projections imply 7% revenue growth however we do not believe that such high level of growth is sustainable in the long run, hence we suggest more conservative estimation. (3) Conversion to $US based on parity-implied exchange rates for 10yrs. We believe that due to difference in US/Argentina inflation rates over the long horizon only PPP-implied exchange rate reflects true value of money at any given point in time. We used it to convert annual peso free cash flows at the respective rate (Exhibit 5); We calculated terminal value using 2002 $US DCF value and Gordon Growth formula and arrived at Enterprise Value. We further subtracted net debt converted @1994 exchange rate to arrive to Equity Value in $US (Exhibit 6). We also calculated $US value based on spot rates (both official and PPP-implied) to assess sensitivity of the model (Exhibit 7) and concluded that our estimation is reasonably conservative and reflects country’s currency risk adequately. (4) 30% private penalty discount – as Fintelco is a private company, we discount its value further for 30% to account for lack of liquidity. Exhibit 8 contains the summary of our valuation under different scenarios. We concluded that though there are scenarios under which value of 50% share of Fintelco is below $80m, probability of these scenarios occurring is fairly low. Our base case scenario uses Lessard’s model for Return on Equity calculations, PPP-implied 10 years forecasted exchange rate and 30% private penalty discount (result highlighted). 5. In the course pack there is a reading (Estrada (2007)) about valuing offshore projects using techniques proposed by Lessard, Godfrey and Espinosa, Goldman Sachs and Salomon Smith Barney. What assumptions underlie each approach? The reading Estrada 2007 describes four models for evaluating investment opportunities in developing markets. Each model estimates a required return on equity by attempting to incorporate country and/or project-specific risk. Unlike the CAPM, none of these models has reached the level of standard-bearer in the finance community, and each rests on critical assumptions that must be considered before using them in a project assessment: The Lessard Approach: R = Rf + MRP*(ÃŽ ²p* ÃŽ ²c) * Assumes that the country beta is a good approximation of country-specific risks (political, sovereign, and expropriation) * Assumes that the risk of a project is not related to the risk of the country (e.g., ÃŽ ²p for oil industry may be low, but should be high for a country which has a history of expropriation) * Assumes that investors do not value the effect of global diversification that the project would bring the company The Godfrey and Espinosa Approach: R = (Rf + YSc) + MRP* [0.60*(ÏÆ'c/ ÏÆ'w)] * Assumes that the yield spread, which measures default risk, is an appropriate risk premium to capture sovereign risk associated with an offshore project * Applies a value (60%) that reflects the average risk reflected by the stock market but not the bond market across all developing markets, thus ignoring country-specific correlations * Assumes that the project’s risk is solely dependent on location. It does not factor project or industry-specific risk Goldman Sachs: R = (Rf + YSc) + MRP* [1- Ï SB * (ÏÆ'c/ ÏÆ'w)] * Assumes that the yield spread, which measures default risk, is an appropriate risk premium to capture sovereign risk associated with an offshore project * Assumes that the project’s risk is solely dependent on location. It does not factor project or industry-specific risk Salomon Smith Barney: R = Rf + MRP* ÃŽ ²p + [{Ï’1 + Ï’1 + Ï’3)/30]*YS * Assumes that three factors can be measures on a scale from 1 to 10 in a robust and consistent way: the company’s access to capital markets, susceptibility of project to political risk, and financial importance of project to the company) 6. Would you suggest any modifications to the structure of the deal? The structure of the transaction described in the case is to form a joint venture. Continental will: c. Purchase 50% of equity stake in Fintelco for USD 80 million. d. Commit to provide USD 70 million of capital for acquisitions and investments in technology upgrade at Fintelco. Samuel Liberman undertakes to provide another USD 70 million for the investments. e. Fintelco will bear a significant currency risk on its balance sheet, as its revenues are in peso, but liabilities, interest expense and programming costs are in US dollars. f. Continental will provide technical assistance to Fintelco on cost basis. g. The deal contained an exit agreement, the so called â€Å"shotgun deal†, whereby after four years the partners could sell to each other our trigger an outright sale to the third party. The terms of the transaction are in our opinion fair for both parties. When being a financial advisor of Continental, we would suggest: * That the commitment to invest USD 70 million in the target company is stated clearly, structured with limited recourse to the new shareholder to prevent undertaking a blanco commitment to invest capital. * Share purchase agreement between Continental and Samuel Liberman contains certain clauses about representations and warranties of both parties to mitigate the risk of financial loss in case of â€Å"window dressing† of the target company. * Shotgun clause to contain more substance over the price of the transaction in the future, giving a call and a put option to both contractual counterparties: * If one party will not wish to sell in the future at a certain price, it will undertake to purchase 50% shares in the target company from the other party at the price it declined to sell at.

Understanding Apa Essay Outline

Understanding Apa Essay Outline What's Actually Happening with Apa Essay Outline It is possible to also allow the introduction with thesis be the very first Roman numeral heading. Additionally, among the important purposes of an outline is to clearly convey the relationship between the thesis and every one of the topic sentences. In any case, also make certain that grammar is in order. At our essay support, essays are always delivered in a brief moment. In an academe, plagiarism is an extremely serious offense that could sometimes lead to expulsion. Academic papers need you to identify a specific angle to pursue in writing, which is going to be the basis of the paper. Sources are important to support and produce the idea you've presented. Utilizing an essay outline can help you organize your thoughts so you don't make that mistake. It is a relatively short piece of writing on a particular topic. Employing an essay outline makes it possible to organize your thoughts from starting to end and makes sure that you don't leave any vital parts from the middle! The 5-Minute Rule for Apa Essay Outline Also, it's a remarkable method to see whether your paper flows and makes logical sense before you begin writing. Introduction has to be written first utilize verbs mostly avoid being passive. All work should have a title. In some instances the author might be an organization or department, hence the stating of their name will finish the APA essay format. After you have decided on your subject, you have to formulate it in the title. Bear in mind that the title and topic are distinct things. The Honest to Goodness Truth on Apa Essay Outline Many psychologists in the USA of America must take training to stay informed about new developments in the specialty and to remind them of things that they might have learned a very long time ago. Following your research paper outline is completed, it's time to begin writing. The significance of the outline in the research paper is clear. Create guidelines of what you would like to achieve in your research. Decimal outline is more prevalent in the sciences. Do not neglect to update the APA paper outline regularly based on the knowledge you've gained. Basically, APA format is utilized in the social sciences. however, it is not only confined to social sciences alone. To utilize APA paper outline or a different style, you have to read many samples of such documents. Exactly like an essay, your research paper desires a hook. Basically, the sections of an essay proved just 3 divisions. You may consider the way the simple APA requirements are satisfied in APA Essay sample. Thus, it's wise to begin with an outline. You might also see book outline. You could also see chapter outline. You could also see biography outline. The Most Popular Apa Essay Outline 1 important matter to note is that any source that's cited in your essay needs to be included in the reference segment. With essay outline, essays will avoid writer to get off topic or jumping from 1 argument to some other argumen t that doesn't relate with what you're discussing. In short, you can't fail by making the suitable introduction to your quote. Informative essay examples may be used for references. The Advantages of Apa Essay Outline These guidelines will help you in planning how to compose a reaction paper to a documentary. An outline can be exceedingly precise (to contain plenty of information), but nevertheless, it can also be general containing few ideas only. You may also do some studying to discover more about the points to discuss to be able to present a logical and compelling review. When it has to do with writing your bibliography, it is essential that you adhere to proper guidelines so as to make sure its quality and success. Nobody will argue that It's quite challenging to compose an academic paper if there's no structure for it. If you take a look at research paper outline examples, you will observe we have several tactics to present the principal body. There it's possible to learn to construct the structure and its elements. In the event the structure of the primary body has many levels, it is preferable to use different numbering styles.

Example Of Platform Iot - 896 Words

\section{IoT Device Management Platforms} \subsection{Management for Internet of Things (ManIoT)} This section describes the platform ManIoT (Management for Internet of Things) for managing devices that make up the IoT environments \cite{ManIoT}. An environment corresponding to a domain of applications and sensors installed physically in this environment. The platform ManIoT also takes into account the heterogeneity of the devices or things. So ManIoT not require major modifications or installations of additional software on the devices on the network or on user devices. Application access platform ManIoT and conducted through a Web interface. \begin{figure}[!ht] \centering \includegraphics[scale=0.54]{maniot.PNG}†¦show more content†¦In this way, for example, the local manager can control the events that an application or user can perform, such as turning a lamp on or off. \begin{figure}[!ht] \centering \includegraphics[scale=0.54]{local.PNG} \caption{ManIoT: Local Management Architecture.} \label{fig:Local} \end{figure} According to Figure \ref{fig:Local}, the following functions performed for each layer below can be described: †¢ \textbf{Application Layer:} The first layer consists of applications that use data provided by one or more devices, as well as platform services. Network users access applications through a web interface, and these applications, in turn, interact with ManIoT using function calls. Each application requests the platform to perform actions on the sensors in view of the implemented scenario. For example, an energy management application requests turning off or on an air conditioner in order to reduce consumption. †¢ \textbf{Service Layer:} The second layer is formed by the services that support the applications and use the abstractions implemented by the drivers to communicate with the devices. Among the items in this layer are: Storage, Scheduling, Authentication, Settings, Communication, Events, Conflict Management, Context Management. †¢ \textbf{Adaptation Layer:} The third layer is divided into two parts, the first one being responsible for standardizing the data a nd the second for dealing with the specificities of each device. 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