Management Strategy and Decision Making Research Paper

Management Strategy and Decision Making - Research Paper Example From 2003 onwards the company is known as Parmalat Australia Ltd. It is a part of Parmalat group which is listed in Italian stock exchange. The vision of the company is to maximise the value of the shareholders with the help of ethical practices and principles while conducting the business activities as well as fulfilling the social responsibility towards the society. The vision of the company is to be the world leader in food products by offering products of high quality and nutritional elements (Parmalat Australia-c, 2011). 2.2 Purpose and scope The purpose of this research is to analyse the strategic position of the company through strategic analysis. The research includes the assessment of the internal and external environment of the company including the industry analysis. The research includes the strategies of the company and the financial position of the company. The main objective of the research is to analyse the strategic position of the company Parmalat as a whole. This i ncludes the identification of the competitive forces of the company and the external and internal factors which can influence the operations of the company. 2.3 Limitation Every research activity is done with utmost care but still it has some or limitation. The main limitation of this research is the collection of data. The data used in this research are mostly secondary data which are not highly updated or latest as a result the result can vary a bit. 3 Internal analysis Internal analysis of Parmalat has been done on the basis of value chain analysis (refer appendix). It is a process which describes how every activity adds value to the product this process had helped to identify the values added in each link.... The intention of this study is Parmalat as a one of the biggest milk products producer multinational company in Australia. The history of Parmalat Australia Ltd dates back to 1923 when the company was a joint stock company and was registered under the name of Arctic Ice Creams Ltd. From 2003 onwards the company is known as Parmalat Australia Ltd. The vision of the company is to maximise the value of the shareholders with the help of ethical practices and principles while conducting the business activities as well as fulfilling the social responsibility towards the society. Internal analysis of Parmalat has been done on the basis of value chain analysis. It is a process which describes how every activity adds value to the product this process had helped to identify the values added in each link. The company monitors the standard of its suppliers of raw materials through the combined policies of pricing and grading. The laboratory results reflect the quality of milk produced which deci des the prices. Parmalat draws milk from three main sources. The transportation of milk from the farms to the centre of collection is done in two ways. The milk producers would use their own transportation or the company used its own collection route or contracts were made with small haulers for shipment of products. SWOT analysis helps in the improvement of development process. The external analysis comprises of SWOT analysis and PESTAL analysis. With the help of SWOT an organization can maximize its strength, minimize the weaknesses, and take advantage of the opportunities .

Bio-ethical debate Research Paper Example | Topics and Well Written Essays - 1500 words

Bio-ethical debate - Research Paper Example ern is that the very nature of the traditional family is in danger of evolving in a strange, unknown and undesirable direction and that the cloning of animals puts society on the slippery ethical slope towards human cloning. Advocates of cloning practices say that it may, among other things, serve society as an effective alternative treatment for infertility. Cloning is the creation of an embryo by the method of human somatic cell nuclear transfer. This procedure involves implanting DNA cells from an organism into an egg whose DNA nucleus has been removed then chemically treated so that the egg begins to behave as though fertilization has occurred. This results in the creation of embryonic growth of another organism that contains the complete genetic code of the original organism. Through this process, the cloning of mammals has resulted in, to date, hundreds of cloned organisms born. In some of these contexts, cloning refers to established technologies that have been part of agricultural practice for a very long time and currently form an important part of the foundations of modern biological research† (Nussbaum & Sunstein, 1998, p. 1). Though this process has produced many live successes, it has proved considerably less likely to produce successful pregnancies than those conceived through sexual reproduction. In addition, the maj ority of cloned animals have experienced some type of birth defect. Replication of an organism’s DNA identity does not occur naturally within mammals; only plants produce offspring through replication from one generation to the next. â€Å"The prospect of such replication for humans has resulted in the most controversial debate about reproduction ever to be taken up in western civilization† (McGee, 2001). Research regarding the cloning of animals may supply data that will be useful in the biotechnological and medical sciences. Some of the goals of this research are: â€Å"to generate groups of genetically identical animals for

Analysing The Concept Of Karma

Analysing The Concept Of Karma The Hindu and Buddhist religions both believe in karma. In the Hindu religion karma influences how you are born in your next life. You can be born in lower life forms such as an animal, plant, or insect. You could even be born into a lower caste system. It works the opposite way as well and can cause you to be reborn in a higher form even as a demigod or superhuman. Buddhists have a different take on karma. The Buddha rejected the notion of a soul but accepted some notion of rebirth. Buddha says that even though there is no soul the personalities of a being could recombine and continue from one life time to another. He uses the example of a flame going from one candle to another or the wind on blades of grass. To understand karma first it needs to be defined. Karma can be described as a form of cause and effect. The dictionary defines karma as sum of persons actions in one of his successive states of existence, viewed as deciding his fate for the next. In Sanskrit karma is defined as volitional action that is undertaken deliberately or knowingly. This also fits together as self-determination and a strong will power to abstain from inactivity. Karma also separates human beings from other creatures in the world. Karma is a notion that constantly proves the Newton theory of every action creates an equal and opposite reaction. Every time we do something we create a cause and in time will produce its corresponding reaction. It is the personality of the human that causes either negative or positive karma. Karma could be caused by both the physical and mental aspects of the body regardless of if it brings achievement now or in the future. Karma cannot be affected by the natural reflexes of the bo dy. A person is responsible for his or her own karma(Karma and Reincarnation, 2010). In other words it is up to a person to give themselves good karma and move to a higher form in the next life or their doing for bad karma and devolving to a lower form. There are three types of karma savtik karma, rajasik karma, tamasik karma. Savtik karma is without attachment, selfless and for the benefit of others. Rajasik karma is selfish where ones focus is on ones gains to oneself. Tamasik karma is undertaken without regard to consequences and is supremely selfish and savage. The ancient yogis have assigned three categories to karma. These are sanchita, prarabdha, and kriyamana. The first category, sanchita, is the sum total of past karma yet to be resolved. Prarabdha, the second category, is the portion of sanchita being experienced in the present life. The third category, kriyamana, is the karma you are currently creating. It is important to understand that past negative karma can be altered into a smoother, easier state through the loving, heart-chakra nature, through dharma and sadhana. If you live religiously well you will create positive karma for the future and soften negative karma of the past. Karma operates not only individually but also in ever-enlarging circles of group karma where we participate in sum karma of multiple souls (Karma and Reincarnation, 2010 ). So if we unconditionally love as individuals or groups we will be loved in return. The individuals and groups that act maliciously toward us create their own karmic creation. The people who affect our karma are also living through past karmic experiences and simultaneously creating future karma. Many people believe in the principle of karma but dont apply it to their daily life or lifes peak experiences. They cry during times of personal crisis asking why God did this or asking what they did to deserve this. While God is the creator and sustainer of the cosmic law of karma, He does not dispense individual karma(Karma and Reincarnation, 2010). He doesnt give one person cancer while making another person an Olympic gold medalist. We create our own experiences(Subhamoy, 2010). We really exercise our souls powers of c reation. Karma is our best spiritual teacher. We spiritually learn and grow as our actions return to us to be resolved and dissolved(Karma and Reincarnation, 2010). There is no good or bad karma there is only self-created experience that presents for spiritual advancement. Only when karma is wisely harnessed can the mind become still enough to experience its own super conscious depths. Karma is also misunderstood as fate(Karma in Hinduism, 2010). Something that is predetermined and unchangeable decreed many ages ago by some external force. Karma is neither predetermined or fate. Each soul has free will and its only limit is karma. During our multiple lifetimes on earth we experience a remarkable variety of life patterns. We exist and male and female, princesses and presidents, paupers and pirates, tribals and scientists, as murderers and healers, as atheists and eventually God-Realized sages. We take many bodies, races, religions, faiths, and philosophies on our journey to spiritual enlightenment gaining more knowledge and evolutionary experience. Hindus believe that secretly questioning the rule of karma will put him in a group of life minded individuals in his next life where Hindu beliefs seem foreign to them. They also know that death must come naturally in its own course and tat suicide only intensifies ones karma. If they were to commit suicide then they would digress and it would take many lifetimes to get back to evolve back to where they were at which time the karmic entanglements must still be faced and resolved. Two other karmically sensitive processes are artificially means of life sustaining life in a wholly incapacitated physical body through mechanical devices, drugs or intravenous feeding; and euthanasia or mercy killing. There is critical timing in the death transition. The dying process can involve long suffering or be a peaceful or painful sudden death all depending on the karma involved. To keep a person on life support with the sole intent to continue the bodys biological function nullifies the natural tim ing of the death. This also keeps the soul tethered to the body and unable to move on. An important lesson to learn here is that karma is conditioned by intent(Karma and Reincarnation, 2010). When the medical staff receives a dangerously ill or injured patient and they place them on a life-support system as part of immediate life saving procedure their intent is purely healing. If there attempt fail and then the life support devices are turned off the person dies naturally and there is no karma involved because this does not constitute euthanasia. If, however, the doctors, families, or patient decide to continue life support indefinitely to prolong the biological process, then the intent carries full karmic consequences. I think this is a very good belief and most religions believe in it in one form. Christianity has the golden rule(Subhamoy, 2010). Most religions have some type of karmic belief although they may not come right out and say it. Karma seems to really be about living your life in a good way. Be kind to other treat people with respect and help them. Nothing really confused me I did a lot of research on karma, however, I did learn a lot. I didnt know the different types of karma or how the belief in karma differed from the Hindu and Buddhist religions. I found it was very logical. Everyone believes in karma in some form. People say dont do something bad or wrong because it will come back around and get you in the end. I find it appealing because everyone wants to believe that when someone hurts you in some way that they will have something bad happen to them later on. One of my friends says that it is just a way of life some way to live with being good to everyone. He doesnt necessarily b elieve that something bad will happen but just that is how you should live our life by being a good person. This is an acceptable answer to me. It helps to explain why possibly some bad things happen to someone and that they should react positively to what happened.

Sherlock Holmes :: Sherlock Holmes Essays Detective

Sherlock Holmes †¦ . I propose to devote my declining years to the composition of a textbook which shal focus the whole art of detection into one volume. Sherlock Holmes: The Adventure of the Abbey Grange Sherlock Holmes is sometimes compared to a bloodhound. He smels out clues, folows them, and catches criminals. He is very good at this, and although he sometimes fails (as in The Yelow Face) his success rate is very high. Now there is an art in doing this, which Sherlock Holmes cals the art of detection, and he is an expert in this art. In fact he was planning on writing a textbook on the subject when he retired. But as far as we know he never got around to it. Sherlock Holmes is not the only one who folows clues, scientists do as wel, , and probably al of us. For it is by folowing clues that we find out things on our own, doing so without being told by those in the know. Sherlock Holmes catches criminals, and then they confess, not the other way 'round. Scientists find things out by themselves, not by asking God. Now finding out things on our own is not easy, but in ways big or smal most of us would have had this kind of experience whether we are aware of it or not. This is to say in practice we al know something about this art which here, folowing Sherlock Holmes, we are caling the art of detection. Indeed when reading Sherlock Holmes or other detectives few of us would hesitate to put in our two cents worth: we are competent to criticise their techniques since we too know something about this art. Most people think of the art of detection as a form of reasoning. It is not deductive reasoning, obviously, but something similar. Sometimes they point out the diference by saying deductive reasoning is reasoning forwards whereas in the art of detection we are reasoning backwards. They are both forms of reasoning; it is just that they move in opposite directions. What evidence is there to support the view that the art of detection is a form of reasoning? It would seem there is a great deal. Watson cals Sherlock Holmes the world's greatest reasoning machine. Would he do this if the art of detection were not a form of reasoning? Look at al the dificult cases Sherlock Holmes has solved.

Design Thinking and Innovation at Apple Essay

BACKGROUND: Apple has been a leader in innovation for years and has been able to achieve so by striving hard to deliver insanely great products with simplicity and sophistication. The constant need for innovation, development of unique product development strategies and their prompt execution, the presence of the visionary, Steve Jobs and their bold attitude at business experimentation formed the basis of principles at Apple. During mid-1970s, computers were mere automation devices and were not perceived to be used for personal work. Apple reasoned the impact personal computing will have on individuals once they were able to see how beneficial the personal computers could be. It was essential these machines were highly user friendly. Apple achieved this by incorporating simplicity in the product design internally: by attending to the minutest detail in the product, evaluating whether a part or feature is really required, adopting new technologies, and externally: exploring different materials and approaches, enhancing customer experience by creating highly interactive products. To be able to provide with a smooth and flowing customer experience, it was necessary to consider the smallest detail while designing the product. The philosophy was to achieve sophistication through simplicity by working out the intent for the product, its concept development, the process of making it and the user experience of working with it. The sleek design and appearance of Apple products, easy-to-adopt solutions, and inside-out simplicity in their design and usage, consistency and resemblance across products has a huge impact on the user experience. ANALYSIS The innovation and existence of the creative core of technology at Apple has continued through years despite the disorientation it faced by the lack of focus, increased competition and changing leaderships during 1985-1997. Post 1997, Apple managed to get its act together under the able leadership of Steve Jobs by focusing on fewer projects, changing distribution system, embarking direct sales via online website and adopting sophisticated  marketing for its â€Å"insanely great products†. Tim Cook, the then Chief Operating Officer at Apple was responsible for cleaning up the operations of manufacturing, distribution and supply that were taken up during 1985-1997. A core approach to development was taken up: working intimately with manufacturers to find different materials and better processes, and being completely in sync with the customers, their needs and priorities. The basis of Apple was their consistency across its products which were accomplished by adopting a one platform strategy. All the products had the OSX operating system, which was undertaken with a vision to accommodate their development and production. This benefitted Apple (as a company): to develop and design components that were highly efficient and reliable by investing time and resources, its suppliers: allowed reuse and sharing assemblies and sub-assemblies at lower costs, its employees: added to their knowledge base and experience and most importantly, its customers: enabled easier adoption to its products due to familiarity and resemblance across products and lesser maintenance requirements due to stable, reliable designs. Apple has been keen on integrating customer experience in the design and development process. They followed an iterative customer involvement process in which they carried out extensive testing to improve user experience with the software and understanding the user expectations when they were trying to accomplish a task. Products were designed so the end user is able to employ them as tools to create and achieve their needs easily and effectively. Steve Jobs has played a pivotal, influential role in the driving Apple to the heights it has reached as a company and the reputation its products have built in the market. He had an inbuilt â€Å"design sense† and had a distinct vision of the meaning of the company, its products and how that can be achieved. It was his philosophy of simplicity that was adopted by the company of achieving beautiful, elegant solutions by digging deep into the key, underlying principle of the problem. Jobs demanded products with ultimate sophistication, high quality, and superior capabilities yet, simple UIs. It was his persuasion to have Apple computers for personal computing,  when the rest of the industry was busy creating enterprise solutions. His drive for excellence, and total involvement in every stage of product development and its presentation to the customer, have been the principal elements responsible for the innovation at Apple and the way the company is shaped up. Apple manages to create hype about its products and makes grand presentation to launch them in the market. The launched product is immediately available in the retails and on-line stores for customers to review and purchase. Apple values its secrecy and guards it fiercely. This creates additional hype around the product as they have been known for delivering innovative and appealing products. The constant innovation at Apple ensured they had improved versions of previously launched products, which were then marketed to promote users to have a portfolio of a single product. Apple took a bold step by moving to retail and having commercial stores for Apple products in a hope to attract non-Apple customers and retain the Apple fan base by providing elegant store designs and easy accessibility to their products. The intent was to generate foot traffic by luring shoppers and thereby increase curiosity and popularity. A smart move was undertaken by introducing a â€Å"genius bar† for tech repair and support which was undertaken publicly, adding to the â€Å"cool† factor. Apple was able to create a buzz around its products by launching retail stores at prime location in upscale malls. RECOMMENDATIONS Because Apple claims to build products that are for everyone, they should be priced so that they are affordable to everyone. With increase in the competition that Apple products are facing, they should make efforts to lower the cost without compromising the quality. Now that Apple has established itself as a brand and made a statement about its products, the new stores could be opened at other relatively cheaper yet, decent locations instead of high end malls or at expensive real estates. They could have an online virtual genius bar (video) that could help customers, especially those who aren’t good at communicating in English, with the problems they had with devices.

Theories And Development Of Public Administration

Like any other field of social sciences, the development of Public Administration as a study and also, as a practice is a response to evolving social contexts. As it is an eclectic field of study, it has adapted its key concepts and theories predominant in that period of time from the other fields of study. Thus, one can look at its development by identifying key concepts of economic, sociological and other studies that have contributed to how it is today.According to Brillantes and Fernandez (2008), the development of Public Administration can be classified as traditional/classical Public Administration and modern Public Administration (2). The traditional/classical Public Administration mainly leans on the models of Organization theory. These models are classified into three, namely, the classical, the neoclassical or human relations and the integration theory or modern theory (Cabo 36). The classical theory became the conceptual foundations of the traditional public administration (Cabo 37). There are 3 schools of thoughts under this theory.One is the Scientific Management which searches for the â€Å"one best way† for an organization to work efficiently, that is, increased productivity with minimal waste and costs (Cabo 37). In doing so, the model suggests that there is a scientific way to achieve production goals. It then postulates that to increase workers’ productivity, â€Å"the best way† is that there should be a competitive management, a clear division of duties between management and labor, and a scientific method and technique in selecting, training, and motivating employees (Cabo 37).With this, time and motion studies became a prevalent method in looking for the â€Å"one best way† (Cabo 37). However, although these studies have indeed improved productivity, it was heavily criticised later on because it failed to account the individuals’ common sense and judgement in the organization (Laegaard and Bindslev 15). Ne vertheless, the model is still useful in evaluating technical processes both in the private and public sector to this day (Laegaard and Bindslev 15). Meanwhile, asScientific Management focuses on increasing productivity, the second school of thought, the Administrative Management, focuses more on the efficiency of management of organization (Cabo 44). It contends that a general theory of administration which can be both applied in the private and public sector is highly possible and that studies must seek to discover and understand the underlying principles that govern it (Fayol cited in Cabo 40, Brillantes Jr. and Fernandez 3). According to Henry Fayol, there are 14 principles of administration.These are: division of labor, authority, discipline, unity of command, unity of direction, subordination of individual interest to general interest, remuneration of employee, centralization, scalar chain of hierarchy, order, equity, stability of tenure of personnel, initiative, and esprit de corps (Fayol cited in Cabo 40-41). Meanwhile, Gulick and Urlick (1937) further enhanced Fayol’s ideas into a comprehensive theory of administration (Brillantes Jr. and Fernandez 3) and contended that there are 7 administrative functions the management should perform (1937 cited in Cabo 42).These are planning, organizing, staffing, directing, coordinating, reporting, and budgeting or POSDCORB (Gulick and Urlick 1937 cited in Cabo 42). In general, Administrative Management offered practical ways to organization and management (Cabo 43). They are, however, criticised because of the lack of systematic methods (Cabo 43) and over-simplification of administrative conditions (Simon cited in Laegaard and Binslev 16) which resulted to contradicting principles (Simon cited in Cabo 43).Lastly, the third school of thought, the bureaucratic model, is different from the other two as it includes social and historical perspective in its approach to organization (Laegaard and Binslev 16). Its main contention is that for an organization to function smoothly, bureaucracy must consist of neutral professional public employees and that public employees must act as if the superior’s interests are his own (Weber cited in Laegaard and Binslev 16). It identifies 5 characteristics of an ideal bureaucracy, namely, hierarchy, division of labor, formally written rules and procedures, impersonality, and neutrality (Weber cited in Cabo 44).The classical theories, in general, defined many of the key concepts of the Organization theory which greatly enriched the traditional Public Administration. However, they are criticised as having very little regard to the worker or employee within the organization as persons (Cabo 44). The worker is seen as economically-driven (Cabo 44) and therefore the social-psychological aspects, which may also contribute to his productivity, is not taken into account. Thus, in response, the neoclassical model of Organization theory was proposed.Rather t han focusing on the mechanical aspect, the theory focuses more on human relations and sees organizations as social systems composed of interpersonal relationships (Cabo 47). It looks into the how people interact with one another in the organization, how they behave, their feelings, motivations, and aspirations (Cabo 47). One of the key ideas of the theory is the result of the Hawthorne experiments wherein it was found out that informal work groups, rather than management demands, have greater influence on employee productivity (Cabo 48).Chester Bernard (1938) then explained that the informal groups are significant in an organization because it fosters social integration by providing for the social-psychological needs of workers such as pride, prestige, and loyalty (Cabo 49). In general, the theory enriched the study of Public Administration as it makes human perspective an equally important organizational concern (Cabo 49). There are, however, criticisms that arise on the concepts o f the theory. Although it has offered explanations on organization performance, it has failed to explain adequately other aspects of organization behaviour and performance (Cabo 49).More so, the human relations approach is prone to management manipulation of informal groups just to get workers do what management dictates (Cabo 49). Thus, in order to deal with the weaknesses of both the classical and neo-classical theories, the integrative or modern organization theory was proposed. The theory tries to understand and explain the organization in a more holistic method, integrating the classical approach with the social-psychological perspective of human relations (Cabo 50).With this, the theory then proceeds to look into aspects of organization where management and workers meet their goals. Four streams of thought fall into the modern organization theory, namely, the decision-making theory, industrial humanism, open-systems theory, and the contingency approach. With decision-making th eory, bounded rationality is being established contrary to the complete rationality of the classical model (Cabo 51). This is because, in every organization, decisions made are bounded with organizational and human limitations (Simon cited in Cabo 50-51).Rather than getting everything they want, people tend meet half-way and make satisficing decisions to achieve their goals (Simon cited in Cabo 51). Meanwhile, with Industrial Humanism, it is contended that the formal organization structure itself facilitates adverse effects on the workers’ performance (Cabo 52). Thus, social and psychological concepts like human needs and motivations should be considered in the formulation of key aspects of organization such as in job designs, organization structure, and management functions, among others (Cabo 51).The Open systems theory, for its part, sees the organization as an open system that is continuously interacting with the environment and is affected by it (Cabo 53). Thus, for orga nizations to survive and grow, it must be dynamic and adaptable to the changes in the environment. Therefore, inputs such as human and material resources are seen as essential in its operations and success (Cabo 51). Lastly, the contingency approach in the modern theory basically suggests that there is no single technique or method that is applicable to all situations (Cabo 55).Managers or administrators must be able to determine the need at hand and make use of the existing management and administrative ideas. Public Administration as a study, did not however, stop at looking institutions and its processes at organizational level. It went beyond so as take more of the social responsibility expected of Public Administration, that is, for the welfare of the public it serves. The events that followed after Word War II marks the beginning of this new development stage called the modern Public Administration.As post-war effects, coupled with internal political-economic factions, were fe lt, many of the third world countries had been struggling to jump start economic development (Cabo 64). Thus, the study and practice of Public Administration, particularly the traditional Public Administration was introduced to third world by Western powers. As the field was seen as an agent of social change (Brillantes Jr. and Fernandez, 5) and served as a guide for development, it took a new identity and is now called Development Administration.Development Administration is a sub-phase of modern Public Administration wherein traditional Public Administration is used to describe the societal problems and craft solutions in the third world context (Cabo 64). The goal was to â€Å"steer countries along the path of economic and social progress† by strengthening the bureaucracy to ensure efficient and effective implementation of policies and programs (Cabo 64). According to Gant (1979), Development Administration characteristics can be best explained by purpose, loyalties, and a ttitude (Cabo 64).By purpose, DA seeks to stimulate and facilitate national development, implement policies and programs determined by the people and introduce change and innovative structures and processes that will help achieve development goals (Cabo 64). By loyalty, the bureaucracy establishes pledges to the people through their elected representatives and by attitude, DA is positive, persuasive, innovative, and outward looking (Cabo 64). Although the theory seeks to help third world countries gear towards development, it has somehow failed to achieve its goals as the model yielded varied results (Cabo 64).Few of the main reasons that have caused the mixed results are the culture factor and the existing social, economic, and political contexts in a particular society (Cabo 64). Development Administration leanings towards Scientific and Administrative Management (Cabo 63) failed to capture the external factors brought about by differences in social contexts. Meanwhile, the New Pu blic Administration, another sub-phase of modern Public Administration, first emerged in the United States as a response to the observed widening of gap between prosperity and status of well-being among the people (Cabo 66).The main goal of the New Public Administration was to achieve social equity (Cabo 66). In order to do so, the government must not take a value-free stance as being promoted by the traditional Public Administration (Cabo 66). Rather, it must protect and promote the welfare of the disadvantaged groups (Cabo 64). It is from this theory that the concept of Reinventing Government, a newer sub-phase, is built upon.With the rapid changes in many of the societies nowadays, the advent of modernization and the expanding field of technology, the previous theories of Public Administration are seen as anachronistic (Cabo 73). Unlike the New Public Administration that sees the government as the driver of social change, Reinventing Government sees the government as a facilitato r to bring about change through collective efforts (Cabo 74). Coined by David Osborne and Ted Gaebler (1993), the theory seeks to improve government performance by changing the ways and means of the government in achieving its goals (Cabo 75).It contends that the government must act in entrepreneurial ways (Cabo 74), that is, to maximize productivity and effectiveness at lower costs. The theory builds up on the assumption that government is a crucial factor in collective undertakings to solve social problems and that civilized society cannot function effectively without it (Cabo 74). It is also the task of the government to uphold equity or equal opportunity as it is critical to the nation’s success (Cabo 74). Reinventing government has 10 principles laid down by Osborne and Gaebler.These are: catalytic government: steering rather than rowing, community-owned government: empowering rather than serving, competitive government: injecting competition to service delivery, mission -driven government: transforming rule-driven organization, results-oriented government: funding outcomes not inputs, customer-driven government: meeting the needs of the customers, not the bureaucracy, enterprising government: earning rather than spending, anticipatory government: prevention rather than cure, decentralized government: from hierarchy to participation and teamwork, and market-oriented government: leveraging change through the market (Osborne and Gaebler 1993, cited in Cabo 74-79). Currently, one of the new streams of Reinventing government is the E-government, wherein access to public information and processing of documents have been made available through the internet thereby making the government more reachable to the people and transactions which involves them faster and more convenient (Fang 1).Also, there is a proposition from Barzelay (2001) that the New Public Management which is into reinventing government, must turn towards policy approach for it to be able t o enhance both study and practice of the field. With the policy approach, analysis may then be undertaken weighing consequences of combinations of government rules and routines in a particular context (Barzelay 158) to determine what works and what does not. Reinventing government, however, takes high risks if implemented. It entails radical change and doing so may then entail costs and risks which are too much to take by political leaders and public managers alike (Halachimi 1995 cited in Cabo 80).In addition, getting the consensus of stakeholders who will be affected by the changes may be difficult (Cabo 80). The theory is also being criticized for looking at the people as customers or end users of policies rather than as citizens or participants in the policy-making process (Brillantes Jr. and Fernandez 7). Nevertheless, the field has evidences of success in Australia, the United Kingdom, and in New Zealand (Barzelay 162). Thus, it only signifies that reinventing government is po ssible. As being discussed above, the development of Public Administration has generally been a response to the context from which they are crafted upon. They are born out of the need to be able to solve pressing issues and concerns in a particular period.However, even though society has evolved to something very different from where the concepts and theories were formulated, the thoughts and ideas are still evident in the practice of Public Administration today. A good example is evident in the State of the Nation Address of the President of the Philippines, Benigno Simeon Aquino III. In his SONA, concepts of Organizational classical theory, such as efficient and effective implementation of programs and projects based on scientific studies and the principles of administration such as discipline, order, and initiative, among others are evident. Application of the Neo-classical theory is evident in the program implementations of Community-Driven Development (CDD) and Bottom-top Budge t Approach (BUB).With CDD and BUB, it is the people and the local government that identify projects for their community. Meanwhile, New Public Administration concepts are reflected through the delivery of social services in health and education such as Philhealth coverage and more classrooms for school children. But in general, the government’s overall goal is to reinvent itself under the slogan tungo sa matuwid na daan. Although there has been much debate on the road the government has taken to change, it still is an effort to reinvent to gain back the trust of the people and to make its services more efficient and effective. In all these processes, it can be said that government plays a significant role in Public Administration.As more and more models or theories are made available, the government, in coordination with stakeholders, must carefully determine what model/s to use to achieve desired change in the society. It is important that stakeholders should be knowledgeabl e of the strengths and weaknesses of each model and carefully evaluate the context and processes from which it will be applied so as not to over target or fall less to avoid erroneous operationalization of solutions. Nevertheless, as society continuous to evolve, academics and practitioners of Public Administration alike must continue to develop models that are timely and relevant in order to keep the discipline alive for the welfare of the people.