Explain & discuss the stages of the online buying process from a Essay

Explain & discuss the stages of the online buying process from a consumer & site owner perspective - Essay Example As a result, the first thing a consumer looks for when he or she wants to buy a product through the internet is whether their money will be safe if they use the site. Due to this, the company should ensure that the providing security indicators that will make the consumer confident that his or her money is secure if they use the site. After a customer is contented about the security of the online buying website, they then try to establish that their privacy is protected. Another issue that customers determine during this stage is if the site has measures to ensure that their identity is safe from identity thieves. Hence, the company should ensure that customer information is treated with at most privacy ensuring that it cannot be stolen by either hackers or even the company’s staff. People are always very cautious in order not to become victims of internet scams. After the second stage, customers usually try to find out if the website facilitating online buying is a fraud or it is real deal. Due to this, the company should provide the customers with sufficient information for them to ensure that the company’s site is not a scam. Due to the issues of security, online buyers mostly use the best means of online payment. This is because it is through this that they feel their money will not be lost. This being so, the company should ensure that it accepts all the best methods of payment. It should use all the best because customer opinions on best payment methods often differ from each other. Customers try to make sure that they have all the details of the transaction that they took part. They tend to require sellers address, billings, mode of delivery among others. The company should ensure that its website provide all these details to customers to ensure that customers are satisfied with the site All these five steps will guide the company in creating a good site for online buying. However, it is

Strategic Planning & Decision Making (SWOT Analysis) PART TWO Assignment

Strategic Planning & Decision Making (SWOT Analysis) PART TWO - Assignment Example The company mission statement; to save people’s money as a way of uplifting their lives has shaped the company policies. This is because the company has focused on cost reduction in order to ensure price leadership (Kneer 2009). The company targets the medium income earners with an average annual income of $35000. The company has also focused on implementing new technology as a way of keeping it ahead of its competitors and ensuing that it delivers quality products and services to its consumers. One of the main strengths that Wal-Mart has is that they are able to offer a wide array of goods in one store. Moreover, because of its large scale of economies, the company is able to offer competitive prices which are highly discounted with make them offer the best prices. This makes the company stand out because its rivals may not have the advantage since they may not have the advantage of getting huge discounts from supplier that comes with buying goods in bulk. These discounts are then passed down to the consumers (Kurtz, 2013). The consumers can thus buy different good within a single store at low prices which is quite convenient. Another strength that makes the company outstanding is the fact that the company sells goods with their own brands together with good from other major brands. This makes it possible for the company to reach out to a wider market as it supplies different segment of the market. This is in contrast with her competitors who may focus on selling products form a single brand. The consumers thus have a wide range of substitute products to pick from which is convenient. A major weakness facing this company is that since it is focused on offering goods at low prices, its clients may sometimes question the quality of these products. This is because high prices are often associated with high quality. The company could overcome this problem by consistently ensuring that all

Application of Quality and Systems Management

Application of Quality and Systems Management Strategic Quality and Systems Management (SQSM) Understanding and application of quality and systems management in an organization Preface Company profile Grundfos Pumps Ltd (GPL) is wholly owned subsidiary company of Grundfos Holding A/S Denmark. GPL is a sales and marketing company covering the UK, founded in 1964 as the 2nd sales company to be setup outside Denmark. GPL today is a leader company of supply pumps and pumps systems for domestic, commercial building services and industrial applications. In 2012 the turnover was  £142m which achieved by 140 staff who are all engaged in supporting sales covering all UK by the main office which located at Leighton Buzzard and another five regional sales offices. Grundfos purpose statement: â€Å"Grundfos is a global leader in advanced pump solutions and a trendsetter in water technology. We contribute to global sustainability by pioneering technologies that improve quality of life for people and care for the plant† Market share research, showing that GPL are very strong in the domestic applications sales as they have 72% of the whole market in addition to commercial application. In 2009 GPL addresses the question â€Å"how can we become a  £200m business by 2020?† this question was setup as a long term strategic target. 1.1 Explain the importance of effective operations management in achieving organizational objectives (A.C 1-1) Market opportunities, economy and efficiency of conversion operations are the main goals of each organization. Operations management as a part of the organization system has own objectives which should align with the organization strategic plan and objectives. Operations Management objectives can be categorized into (1) customer service and (2) resource utilization which are fully integrated. Generally customer satisfaction is the most important and key objective of the operation management, this leads the organization to utilize their resources for the satisfaction of customers. So operating system shall provide either product or services to a specification which can satisfy the customers in terms of timing and cost to achieve the primary satisfaction. GPL employ a team of fully dedicated staff who interface with customer, either face to face or telephone basis, taking in the consideration sales and marketing is the core of the operating system. 1.2 Evaluate the success of existing operations management processes in meeting an organisation’s overall strategic management objectives. (A.C 1-2) The fully dedicated staff are consider the heart of success and their feedback feed information to the company via the line / regional managers to address any issue in the quarterly meeting. Grundfos production and supply chain companies such as ; GBW,GDS,PGF and Hillage are primary supplier to GPL , in other term , GPL maintain an approved supplier list and agreements are held for these supplier to assure the continuity and avoiding risks in term of time and cost. GPL has regular meeting with GBW and the other supplier to review the products and to develop them against the market requirements and competitor offerings. GPL is being able to provide solutions for large commercial applications on a project basis , that was complying with the unsettled condition during economic crises in 2007/2008 in addition to the ability of supplying energy efficient options which align with GPL sustainably strategy . 2.1 Explain the importance of effective quality management in achieving organisational objectives. (A.C 2-1) Business success extent how the organization can produce a higher quality product and service than the other compotators with a competitive price .Quality is the key to GPL success as it shall increase and continue with the higher percentage of the sales in the commercial and domestic application, and they are focusing to increase their share in the industrial waste water market as they currently have 7% of the market share. GPL is a new comer to the industrial waste water market which considers a potential significant growth in this market. To exploit that, they need to develop their consulting capabilities to be reflected on their delivery and projects. 2.2 Evaluate the success of existing quality management processes in meeting an organisation’s overall strategic management objectives. (A.C 2-2) GPL has used UK award entry to benchmark their selves in the local and broader business communities, by technological developments and promote environmental issues. They have some significant success such as BPMA PIA (Pump Industry Award), BSS (Customer- Most improved supplier) and Green Apple (environmental) award in addition to ISO9001 ISO 14001 to comply successfully with the standards. Chart 2-2-1 showing that the main strategic target to achieve  £200m sales by 2020 might be setup according to the slightly linear curve for the planned sales growth in all market sectors. This required all sectors to remain focussed and monitoring their gaols against a set of KPIs. To be in line the plan to achieve the required results, continuous monitoring and taking the required actions as a corrective or preventive action needs to be taken if there is any deviation on the plan. 3.1 Plan a strategic quality change to improve organisational performance. (A.C 3-1) Quality is a major part of GPL operating system and considers one of the main needs to achieve the strategic goal which become a  £200m business by 2020; GPL’s quality system showing continues improvement among the last 10 years which align with their business growth. Some of the EFQM Excellence Model’s criteria planned to be implemented as a short term plan for one year, and to evaluate the required resources tools and systems to implement all the model’s criteria within the next upcoming two years. EFQM Excellence Model is a practical framework that enables the organization to: Asses where they are on the path to excellence, and helping them to understand their key strength and potential caps. Provide a common vocabulary (Excellence language) and way of thinking about the organization that facilitate the effective communication of ideas. Integrate existing and planned initiatives, removing duplication and identifying gaps. Provide a basic structure for the organization’s management system. The main target of implementing the EFQM Excellence Model is to achieve and sustain outstanding levels of performance that meet or exceed the expectation of all GPL’s stockholder. Two of nine of the EFQM Model’s criteria were chosen and adjusted at the first stage of implementing the EFQM model in GPL: Strategy criterion: GPL to implement its mission and vision by developing a stockholder focused strategy, policies, objectives and plans by the following: Understanding the needs of stakeholder; by gathering stakeholder’s needs and expectations of stakeholder as an input to the strategy development process. Identify and analyse the external indicators such as economic and market trends. Analyse the operational performance trends to understand the current and potential capabilities and identify where development is needed. Compare and benchmark their performance to evaluate their strengths and areas of improvement. Select clear goals and objectives which align with the market opportunities. People criterion: GPL to value its people and create a culture that allows the mutuality beneficial achievements, developing the capability of people and promote fairness and equality by the following: Define clearly the people level of performance which required achieving the strategic goals. Align people plans with the strategic goals. Develop people’s skills and competencies to ensure their future mobility and employability. Understand the communication needs of their people and use a proper tools and strategies to maintain that. 3.2 Define resources, tools and systems to support business processes in a strategic quality change. (A.C 3-2) Resources, tools and systems required to implement the setup plan by applying some of the EFQM Excellence Model’s criteria are very limited as GPL has own quality system and resources. Additional resources, tools and systems listed below: Well known EFQM quality specialist (from the existing team, to get EFQM training). Market economic researcher (from the existing team or can be newly hired). HR specialist (from the existing team). Scoring sheet. Analysis and trend program (Microsoft Excel can be used). Training Calendar for all employees. Site visit Calendar for top management and EFQM specialist. Audit program. Training program which align with the strategic targets 3.3 Evaluate the wider implications of planned strategic quality change in an organization. (A.C3-3) Two criteria were selected to be implemented as a short term plan, to be the start of implementing the EFQM Excellence Model. To support GPL achieve their strategic goal, to become a  £200M business by 2020. Strategy and people criteria selected to be implemented to help GPL to be on the track of achieving the target and to find out any gaps or potential threat. People as explained before are the core and the engine of GPL business; the plan was setup to assure that they are aligned with GPL strategy goals and to achieve their satisfaction. 3.4 Design systems to monitor the implementation of a strategic quality change in an organisation. (A.C 3-4) Scoring sheet for each criterion designed to evaluate the success of implementation, to follow up and take the required correction preventive action as the following: Zero to 11: require an immediate corrective action and recovery plan. 12 to 23: require a motivation and preventive action in addition to recovery plan. 24 to 28: result to be populated and participants to be honoured. 4.1 Implement a strategic quality change in an organisation. (A.C 4 -1) Strategy criterion: The management team determine the market and product sales strategies, targets and goals. Each director summaries this in a â€Å"Market Signals† report for their business area, incorporating feedback from the UK market. Bi-annually, input is gathered from group management in form of a target letter. This letter includes broad sales and cost targets that drive GPL’s overall business objectives. The board of directors meets quarterly with GPL to review the direction and plan the strategy going forward. Company goals are communicated at the company conference and published via their internal communication system. Each division develops their own strategy map to translate these objectives into specific actions. Based on the strategy map, annual plans and budget, GPL develop a set of KPIs as a tool to be used to review their progress against their goals. People criterion: Bi-annual survey, managed globally by Grundfos Group, which is completed by individuals anonymously. Themes include: employees satisfaction, motivation, loyalty, personal development and pay terms. It also asks for opinions on management, daily work and colleague relationship. According to the defined strategic, GPL determine the skills competencies required to achieve these goals. The assessment from the Employee Development Dialogue (EDD) enables them to identify the gaps between the current and required skills and ensure appropriate training is available, either from the Grundfos Academy or another parties. EDD completed annually in the form of 1:1 meeting with the line manager, with a mid-year review to check the progress, topics discussed are performance evaluation, target development, skills gap analysis and training needs. GPL use different channels to communicate with their employees, including direct discussion, INSITE, the annual conference, the work council, meetings and notice boards. All employees are eligible for either individual bonuses or team reward. The bonuses are based on their performance against objectives. 4.2 Embed a quality culture in an organisation to ensure continuous monitoring and development. (A.C 4-2) The board directors consider the plan of the quality change as a part of the strategic plan, and the result of implementation and monitoring were included in their quarterly meeting agenda to endorse all employees to achieve the target of the plan. 4.3 Monitor the implementation of a strategic quality change in an organization. (A.C 4-3) Site visits and assessment of the planned criteria show that GPL hasn’t benchmarked and compared their performance with the compotators, while they covered all the planed objectives under the people criterion. 5.1 Evaluate the outcomes of a strategic quality change in an organization. (A.C 5 – 1) As a final evaluation, results of the assessment considered as a tracker to the strategic goal and guarantee that the operation management system align with the planned objectives. That helps the top management to evaluate the business trend to keep GPL on the track to become a â€Å" £200M business†. 5.2 Recommend areas for improvement to a strategic quality change that align with organisational objectives. (A.C 5-2) Continue with monitoring and controlling the implemented criteria. Plan, implement and monitor of implementation all the EFQM Model’s criteria to sustain the outstanding level of performance and reinforce a culture of excellence of GPL’s people References Kumar, S Suresh, N. (2009) Operation Management. New Age International, New Delhi. Pekar,P. (1995) Total Quality System: Guiding Principles for Application. ASTM, Philadelphia. Arab British Academy for Higher Education (2015), academic website (online) available from: http://www.abahe.co.uk/business-administration/Quality-Management-Systems.pdf (accessed on 15th Feb 2015) Case Study, Grundfos Pumps Ltd. (2013). EFQM Publications, Brussels. EFQM Excellence Model. (2013). EFQM publications, Brussels.

National Conflict and Dispute Essay example -- Anthropology, Culture C

Introduction Disputes and conflicts are mostly caused by race, gender, culture, language, ideologies and religion. These factors are inter-related for it shows the differences of people in every way that causes arguments, debates and misunderstanding either internationally or locally. Numerous times of debates and advocacy between who is dominant and who is subordinate has been a great input in the making of our history which until now, is still being added. Disputes and conflicts in this era is just repeating history therefore, history speaks for itself. Since the study of anthropology is studying humanity either cultural, past societies, physical or language; it studies how and why the society has been formed the way it is now. One of the most interesting fields of anthropology is linguistic anthropology for language is known to influence our social life. Additionally, it also explores how language shapes people’s communication and how it organizes cultural beliefs and ideologies. Fifty years ago, the study of culture conflict for anthropologist was limited to people who lived in close proximity to each other (Beeman, 2008). Before, anthropologist mostly studied the factions living in the same society and restricted themselves in conflict and violence within the country and not between countries. However, anthropologists today study conflict between nations based from their studies regarding the conflicts within the nation. Knowledge and understanding of the history will help in understanding why certain disputes and conflicts are still at large. Conflict and Dispute One of the unforgettable conflict and dispute of all times is the September 11 bombing—the era of troubled and difficult times between the Unite... ...to stand together to fight for their common goal. The conflict between the United States and Middle East is because of the misunderstanding of the other parties’ purposes. Conflicts and dispute does not only happen between two nations but also within the country. Different races and ethnicity is the reason why individuals in one society have conflict—also misunderstanding with what each race and origin wants. Monoglot standardization is not a solution that can be easily implemented since it will create more misunderstanding between races. If performers can understand and respond to a verbal duel whereas mostly the words are with double meanings, then it is also possible to understand the language and meaning of the races different from the other. This will happen if people will learn how to listen and not by mere hearing.

Hca 220

Week 3 DQ 1 due Tuesday Day 2 Post a 150- to 300-word response to the following discussion question and apply the concepts and teachings from the weekly readings by clicking on Reply: ?n the field of health care administration, why is it important that everyone within the facility use medical terminology correctly? How can using correct medical terminology improve patient outcomes and services within the facility? What could be some potential problems if medical terminology is used incorrectly?RESPONSE: Using the right medical terminology on healthcare can first stop the common cause of deaths in patients of medical errors. Some medical terms have the same abbreviations and may sound and look alike but different meanings. We as healthcare professionals have to be aware because verbal or written orders like scope or scopy may look similar but two different meanings. I work as a secretary and half the time I verify my orders with medical staff just to make sure of no mistakes.When the floor is busy I have to pay extra attention to details for instance a tube of blood may come out from a cesarean section and you won't know if its a cord blood gas or just regular cord blood order Reading back orders are confirming orders will help to decrease medical errors. Effective communication is the key to working towards teamwork and that's what medical professionals have to know. If orders are not correct, they may result to medication errors of giving the wrong dose of medicine or re drawing blood on a patient which can been avoided. Improper treatment is a major concern that should not be risked.

Examples of institutional racism Essay

Although subtler than it has been in Western society, IR is still prevalent as a social factor. For example, Stephen Lawrence, a black teenager ‘was unlawfully killed in a completely unprovoked racist attack by five white youths on April 22, 1993’ (Macpherson, 1999). What was disturbing about this incident is that the inquest took 6 years to be scrutinized and police refused to help Mr. Lawrence even though he was in a pool of his own blood. Police were also given defining information that could have led to arrests, and they refused to accept that information. When one of the attackers was picked out from a criminal line-up pool, the police suggested that the survivour of the attack, Mr. Brooks who positively identified the assailant, was at best, guessing. The police would later confess that one of their officers could not remember anything he was told and later when called upon to testify he indicated that he had no record of any notes he may have taken. Video surveillance of the suspected attackers caught them on tape boasting how they were going to ‘cut black people up’. The case against the suspects was dropped after the police claimed that the eyewitness account of the survivour was unreliable. Subsequently, they arrested Mr. Brooks while he was protesting the fate of his friend and police promptly charged him. A judge would later throw out the case. Seeking justice the parents of Stephen Lawrence attempted to further prosecute the suspects. However, when that failed they launched a campaign for a public inquiry into the way that police handled the investigation of their son’s murder. It was only then that the above facts became publicly available. After the embarrassment of the police service and a lengthy inquiry, this led to the Stephen Lawrence Inquiry: The Stephen Lawrence inquiry gave rise to the study of police stop-and-search in London which follows on from a report published by the Metropolitan Police Service (MPS). The Interim Report presented the results of the first year of a programme of action to improve police searches covered by section1 of PACE (the 1984 Police and Criminal Evidence Act). The programme began in April 1998 and was implemented in seven areas of London – Charing Cross, Limehouse, Brixton, Plumstead, Hounslow, Kingston and Tottenham. The pilot sites varied in the populations they served, the main crimes they had to deal with and the number of searches they recorded. Over the year, each showed significant improvement in supervising officers’’ use of the power and in the proportion of searches which produced an arrest. (http://www. met. police. uk/publications/stop_search/report. htm) The perception of acknowledgement of social responsibility by the police and their creation of policy with regards to their policing standards has left many in the black community on edge. The black community does not trust police to act appropriately regardless of how they portray themselves (Macpherson, 1999). This has led to further conflict and clashes with police. Conflict theorists believe that conflict is a normal part of institutional practices. This approach to the analysis of racism proposes that the whole society, not just the police, still survives on the historical wrongs done to ethnic minorities and that the dominant ethnic groups seek to maintain the marginalized in positions of inferiority by perpetuating ‘sets of advantages or privileges for the majority group and exclusions or deprivations for minority groups’ (Rodrieguez, 1987). Institutional racism ‘is so embracing an operating principle that it no longer requires conscious or overtly racist acts to sustain it’ (Rodrieguez, 1987). The overt apathy that is displayed by police is inherent in control systems (Axelson, 1998). Further, the inability or lack of want to acknowledge that institutionalised racism even exists creates a veiled illusion that everything is fine. Another event that the world cannot forget is the Rodney King beating that took place in Los Angeles, California. Rodney King, a black man was severely beaten by a group of Los Angeles police officers. This unfortunate event was videotaped. When this event was dispersed to the various news agencies public dissent ensued. Los Angeles had riots. The whole incident led Mr. King to be awarded a sum of $100 million dollars. However, this award did nothing to quell the distrust of police by blacks nor has it substantially improved relations between blacks and police. Both are seen a necessary evils (http://archives. cnn. com/2001/LAW/03/02/beating. anniversity. king. 02/). Institutional Racism is Not Acknowledged The problem of institutional racism in the police force is not simply a problem of racist attitudes held by individual ‘bad police constables’ but exposes a deeper problem of the reliance on outdated police policy that has become routine in an apathetic way. It is only through exposing the results of institutional racism through such acts as police brutality, the lack of ethnic minorities in positions of power, the lack of ethnic minority business ownership and the lack of ethnic faces in mainstream media can resistance to the belief that IR exists and is a reality. A fundamental question arising from this is, â€Å"How damaging is it when media, schools, legislatures and other institutions call racist myths true? † The cultivation of an inability to voice, express or even acknowledge that institutional racism exists and more overt forms of discrimination are the basis of which the prevailing Western culture maintains its influence is denigrating at the least and a cause for riots and increased violence at its worst. This attitude and lack of acknowledgement that IR exists, creates those who are perceived as inferior, and they may internalize the other’s perception as valid and behave accordingly. The person perceived as inferior may develop a self-fulfilling prophecy in relation to this, until this cycle is broken. The effects of IR include lowered self-esteem and inadequate self-concept. The Pygmalion effect is a self-fulfilling prophecy where people conform to others’ expectations regardless of their true abilities. IR may become a state of mind and a set of emotions and values, and a set of behaviours. Institutionalised racist modes range from hostile domination to passive acceptance (defined as avoiding, ignoring or pretending to be correct and polite). In the social changes of the last twenty years, change, like the reduction of outward hostility has occurred, yet more understanding is needed before equal acceptance and good will can occur (Axelson, 1998). Institutionalised racism is an indirect and largely invisible process which can be compared with the glass ceiling. It is a term encompassing the often unintentional barriers and selection/promotion procedures which serve to disadvantage members of ethnic minority groups. Braham, Rattansi, Skellington, 1992, pp.100-120) suggest that widening our definition of discrimination to include indirect or ‘institutional’ racism gives a much better understanding of the barriers faced by ethnic minorities. Braham et al. caution that it is important to acknowledge the wide range of practices involved – some much more obvious than others. Rejecting the proposition that all institutions are uniformly racist, they argue that ‘the kind of procedures†¦ that disadvantage black people also disadvantage other groups’. The British Civil Service is a good illustration of the existence and strength of institutionalised disadvantage. A Cabinet Office report in 1995 concluded that it was a bastion of the white, male middle-classes, making it difficult for ethnic minorities to progress into its upper reaches. The report concluded that the main barriers to career development were prejudice and/or ignorance among managers and a lack of confidence among ethnic minority staff. These barriers were derived from attitudinal or cultural stereotypes which limited expectations and opportunities on both sides. Conclusion In conclusion, institutional racism as defined has had serious deleterious effects on culture and society. These effects are manifested in language, ideas, schools, language policies, economic stratification social segregation, housing markets, hiring and promotional schemas, ethnic minority’s’ psychological issues and ethnic minority access to a variety of social services and opportunities. The continuation of institutional racism, though discouraging, can be seen as a positive development from the perspective of the decline of the more overt forms of racism. However, the lack of knowledge or the denial of the more subtle forms of racism can be extremely detrimental to both majority and minority group members. Institutional forms of racism may include police practices, unemployment, housing and education issues, discriminatory practices and inadequate welfare programs. IR may rear its head through the decision by Western culture to arbitrarily decide what is socially valuable. People tend to take as valuable what is most familiar to them. Prejudiced attitudes can be found in many elements, including language, education, religion, norms of morality, economics and aesthetics. A mental and emotional connection of the majority group with superiority and connecting minority cultures to inferiority makes IR pervasive and difficult to eradicate (Axelson, 1998). At an international level, institutional racism may be considered as a product of colonialist and imperialist strategies. These strategies employ racism as an important element in the justification and maintenance of relations of exploitation and unequal exchange with subordinate populations who happen to be physically different. Research of racism focuses on the condition that the rise and fall of racial stereotypes and racial prejudice is closely linked to the changing historical relations between different populations and to the interests of dominant groups (Seymour-Smith, 1986). A clear assessment of the attitudes, beliefs, social norms and corporate culture is required of the institution if it is to recognize policies, practices and procedures that may be exclusive to ethnic minority groups. It is through asking, seeing and acknowledging that institutional racism exists will create a forum for awareness. The lessons of Stephen Lawrence and Rodney King serve as societal reminders that a subtle, pervasive form of racism does indeed exist. Those attitudes are so ingrained and accepted that they are our social norm. Our unwillingness to formally acknowledge that anything these beliefs and attitudes are indeed incorrect will create more tension and unrest. It is through the constant reminder and education that though the practice of institutional racism may be part of the social fabric, it is not acceptable. It is not acceptable because although it is believed to not exist or acknowledged, the consequences of not acknowledging IR are seen through the disregard of humanity as in the cases of Stephen Lawrence and Rodney King. It shall only be through the forthright acknowledgement that something is inherently biased in our social framework will IR ever be diminished and eradicated. References viewed January 10, 2006. viewed January 8, 2006. viewed January 8, 2006. viewed January 9, 2006. viewed January 9, 2006. Axelson, J. A. (1998). Counseling and development in a multicultural society. Belmont, CA. Wadsworth Publishing. Braham, P. , Rattansi A. , and Skellington, R. 1992. (eds. ), Racism and Antiracism: Inequalities, Opportunities and Policies. Sage. p. 100-120. Green, D. G. 2000. Institutional Racism and the Police: Fact or Fiction. Civitas. London. Macpherson, Sir William (1999). The Stephen Lawrence Inquiry: The Report of an Inquiry. London: HMSO. Massingale, Fr. Bryan. 1998. â€Å"The Ethics of Racism. † Origins vol. 28, iss. 24, p. 26. Massey, D. S. , Fischer, M. J. (1998, December). Where We Live, in Black and White. The Nation, viewed January 9, 2006, . Myers, D. G. (1993). Social psychology (4th ed), McGraw-Hill, Columbus, OH. Jefferson, T. (1992). ‘The racism of criminalisation: policing and the reproduction of the criminal other’, in Gelsthorpe. L (ed. ). Cropwood Roundtable on Ethnic Minority Groups and the Criminal Justice System. Cambridge: Institute of Criminology. Price, A. J. (1997) Human Resource Management in a Business Context, International Thomson Business Press, Ch. 9. Rodrieguez, A. M. (1987). ‘Institutional racism in the organisational setting: an action-research approach’, in Shaw J. (eds. ). Strategies for Improving Race Relations. Manchester: Manchester University Press. Seymour-Smith, C. 1986. Macmillan Dictionary of Anthropology. The Macmillan Press. lastname, initial. 2006. I felt that a more comprehensive definition was needed.