Business Process Management Challenges in Implementing Change Management in Employees

Business Process Management Challenges in Implementing Change Management in Employees Introduction Business process management is a management approach that aims at optimizing and synchronizing all management strategies to enhance the effectiveness and efficiency of business. Since organizations have numerous strategies that enable them to perform their businesses, business management process is an effective and efficient management approach that guarantees optimal performance.Advertising We will write a custom report sample on Business Process Management: Challenges in Implementing Change Management in Employees specifically for you for only $16.05 $11/page Learn More For a long period, many organizations have been grappling with challenges of enhancing product quality, satisfying customers, delivery of services and goods in time to markets as well as motivating employees to adopt and adapt changing business environments. However, emergence of business process management has enabled many organizations to cope with numerous challenges that th ey encounter in the process of enhancing their management strategies and performance of employees. Concerning strategies, which enhance organizational performance, management usually encounter numerous challenges because employees tend to resist changes. Bovey and Hede argue that employees undergo reaction process when they experience organizational change that involves four phases viz. â€Å"initial denial, resistance, gradual exploration and eventual commitment† (534). Thus, the management needs to understand resistance that employees exhibit when they experience organizational changes and develop effective strategies of counteracting it. Basing on business process management, this report examines challenges that organizations face when implementing organizational change management in employees. Exposition of Concepts Given that a business is a set of activities or processes that aim at achieving certain organizational objectives, business process management is an encompass ing approach of optimizing and synchronizing these activities to enhance the effectiveness and efficiency of an organization to adapt dynamics of the business world. Objective of business process management is to be certain that all strategies and duties that an organization employs in conducting its business perform optimally in various aspects. Due to diversity of aspects in which business process management is applicable in an organization, different types of frameworks do exist in contemporary markets. As employees are central components in an organization, application of business process management is critical in enhancing their performance. Thus, a framework that deals with employees exists and is applicable in most organizations. Aladwani asserts that enterprise resource planning is a framework that aids various aspects of the organization to share knowledge and data, improve management process and reduce costs (266). Application of suitable and effective framework is critica l in improving performance of an organization. Thus, business process management is essential in enhancing effectiveness and efficiency of various management factors and strategies.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Corporate world is constantly changing compelling organizations to adapt to new dynamics of business. To cope with myriad changes, organizations have adopted different strategies of change management. Change management involves systematic process of implementing technological advances, financial management and sharing of knowledge among organizational members. For organizations to survive and progress, they must adopt and adapt to changing dynamics of the business world. Conventionally, change management consists of processes, techniques, tools and actions for managing human resources to keep abreast with changing business environment. Aladwani argues th at, for management to cope with the challenge of workers’ resistance, it must employ framework of â€Å"knowledge formulation, strategy implementation and status evaluation† (269). Knowledge formulation involves identification of individuals’ attitudes, beliefs and interests relative to resistance. Strategy implementation entails setting up of strategies to convince and persuade employees to adopt them, while status evaluation consists of assessing and monitoring change management to ensure achievement of desired outcomes. Overall, change management is a continuous update and monitoring of organizational changes to ensure that they are in tandem with business dynamics. However, numerous challenges exist in implementing change management in employees. Resistance to Change Resistance to change is a considerable challenge that management face in implementing change management. Usually, management perceive resistance to change from the perspective of organizational members who decline to adopt organizational change. Resistance to change is a normal process that employees experience when they encounter new challenges in the course of their duties. According to Bovey and Hede, resistance occurs in employees because they tend to maintain complacent status rather than adapt to organizational changes (534). Although individual employees differ in their resistance and ability to adapt organization change, their collective resistance poses significant change to management in implementing various strategies. While some employees undergo a process of change quickly, some employees stagnate, and thus pose significant resistance to organizational change. Concerning change management, resistance to change is a significant factor that is attributable to failure of change programs that management of many organizations implements. As the resistance of employees is a significant hindrance to effective change management, many organizations are grappling to all eviate resistance. Hence, implementation of change management is a rigorous and painstaking process that requires effective strategies of overcoming resistance of employees. Employees perceive organizational changes as a threat to professional norms they have adopted for many years. Normally, professional experiences make employees experts in their varied fields, but organizational changes take them to the drawing board where they need to begin learning new skills and the way of performing their duties. For instance, introduction of technology into organization compels many employees to acquire new skills and knowledge lest their services become irrelevant to their respective organizations.Advertising We will write a custom report sample on Business Process Management: Challenges in Implementing Change Management in Employees specifically for you for only $16.05 $11/page Learn More In this view, employees perceive organizational change as a threat to their professional development because it diminishes their importance to the organization. Given that the prime objective of employees to develop their careers, organizational changes that seem to threaten their careers face much resistance compared to the ones that promote their careers. Resistance to change emanate from individual, group and organizational factors. Organizational factors are threats that originate from unfavourable organizational changes in a structure that affect the normal functioning in an organization. According to Chew, Cheng, and Petrovic-Lazarevic, group factors affect social norms and cohesiveness among employees by disrupting organizational culture that is critical for effective adaptation of organizational change (59). Comparatively, individual factors consist of elements of personality such as attitudes, emotions and feelings about organizational changes. Thus, these factors impose significant threats to workers making them resist organizational changes becau se they change their careers. Resistance to change also emanate from fears of unknown. Employees naturally have fears of unknown changes in the organization because they panic when confronting challenges. Since organizational changes can be radical in that they compel employees to adopt new skills and adapt new working environment, they elicit fears of the unknown. When employees do not know essence and scope of organizational changes, they tend to develop fears of the unknown since they are unsure of how changes affect their careers, duties, knowledge and skills. Chew, Cheng, and Petrovic-Lazarevic explain that adaptation to change is mainly a personal issue as organizational change cause uncertainty, doubt and factor-fears among employees (59). Thus, for organizations to effect organizational change successfully, they must ensure that they dispel fears associated with change among employees. Therefore, fear of unknown that employees have regarding organizational change poses signi ficant resistance to implementation of change management. Change Creates Conflict Organizational change at times creates conflict in roles that employees hold in an organization. In the organizational environment, individuals perceive change from one perspective while departments perceive from another, thus also perception of their roles. Disparity in perception of organizational change creates a conflict among diverse roles. If the change causes individuals’ roles to contradict departmental roles, employees experience substantial difficulties in adopting new strategies due to organizational changes.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Since the conflict in roles among employees, managers and executives create conflict; it affects organizational performance and change management. According to Chew, Cheng, and Petrovic-Lazarevic, conflicts among employees and managers create resistance to change that impedes effective implementation of change management (63). A conflict in an organization is inevitable since numerous changes occur that requires employees to adopt new strategies that may contradict previous strategies. Thus, organizations should implement change management cautiously while ensuring that roles of employees, managers and executives do conflict and create unnecessary resistance to change. Implementation of change management also causes conflict in resources that are central to effective performance by employees. Employees usually share a great deal of resources in which organizational change disrupt or destabilize normal utilization. Disruption of normal utilization of resources triggers conflict among employees that act as an impediment in the implementation of organizational change. Bovey and Hede explain that although organization spend a huge amount of money in implementing organizational change, they do not consider diverse interests of employees, thus creating a conflict that leads to resentment among employees (535). In this case, poor allocation of resources due to biasness of management creates conflicts that affect implementation of change management. Therefore, it is vital for management to consider proper allocation of resources when implementing organizational change to realize optimal performance and alleviate occurrence of conflict among employees and managers. Differences in personalities reflect variation in values and interests that employees have regarding their responsibilities and organizational change. When organizations want to implement change management, they encounter challenges that emanate from conflicts that occur between organizational values and per sonal values. Given that employees tend to be conservative when adopting and applying new strategies, management normally experience a daunting task in changing personalities of employees to keep abreast with organizational changes that are critical for development. However, change management seems to focus more on organizational factors than human factors when implementing change, hence causing conflict between employees and organizational management. Aladwani advices that for organizations to implement changes effectively, they must consider involving employees in the process of change because they play a significant role in effecting required changes (270). In this case, management needs to effect organizational change by consulting and communicating widely with employees to ease any source of conflict that stem from variation in organizational and personal values and interests. Thus, management faces challenges when harmonizing organizational values with personal values when imp lementing organizational change. Dimensions of Change Organizations also face challenges when implementing change management due to organizational structure. Some organizations have stringent and bureaucratic structure that restricts employees from adopting and adapting organizational changes according to their own perceptions and convictions. Usually, these organizations rely on rules, policies and procedures that are extremely restrictive to allow employees to comply with organizational changes in their own pace. Thus, employees perceive these organizations as if they are imposing changes into their careers and prevent them from advancing according to their own interests. In contrast, some organizations are too liberal, for they lack proper rules, policies and procedures to guide employees to adopt and adapt organizational changes effectively. In these organizations, it is extremely hard to effect organizational changes because there are no structures and frameworks to enhance occ urrence of changes. Aladwani argues that organizations must have policies and legislations for them to convince and persuade employees to adopt and implement necessary changes in an organization (272). However, lack of appropriate policies and legislations as well as their stringent presence hampers effective change management in organizations. Thus, it is critical for organizations to ensure that they have appropriate and relevant policies and legislations to enhance participation of employees in effecting organizational change. Degree of organizational change is significant in determining challenges of implementing changes. While some changes are expansive and rigorous, others require minimal implementation that does not cause significant changes in an organization and among employee. Ideally, expansive and rigorous changes are hard to implement because employees find it hard to adopt and adapt. Moreover, comprehensive changes are exceedingly costly in terms of resources because t hey compel employees to acquire more information and tactics so that they can precisely adapt complex organizational changes. Since the degree of change determines the extent of learning among employees, comprehensive changes oblige employees to acquire more knowledge and skills as a way of coping with organizational changes. According to Bovey and Hede, significant organizational change causes anxiety among employees, which deters effective implementation of change management (545). Thus, significant organizational change poses enormous challenges in implementation of critical changes among employees. Moreover, nature of change reflects challenges of implementing change management. Since organizational change normally occurs at various levels of organization, they have different impacts on employees. Changes that occur at top management tend to have considerable impact on employees as compared to changes that occur at lower management levels. Thus, management struggles in harmonizi ng changes that occur at various levels within the organization. Additionally, implementation of change within an organization is a gradual process that requires patience and persistence of management to realize intended purpose of change. Chew, Cheng, and Petrovic-Lazarevic assert implementation of organizational change is a gradual process that needs progressive engagement of employees (60). Proper engagement of employees enhances their participation in implementation of organizational change. Thus, management experiences enormous challenges in trying to expedite change management to achieve required objectives within the shortest time possible. Conclusion Organizations encounter numerous challenges in the course of implementing their policies, legislations and procedures that aim at effecting a given change. To cope with these challenges of organizational change, organizations use strategies of business process management to implement change management effectively. Despite the av ailability of diverse strategies of effecting change, organizations usually experience a great deal of challenges that stem from employees such as resistance to change, occurrence of conflicts and complex dimensions of change. Basing on these challenges, it is evident that employees create a great deal of challenges that hinder organizations from making marked changes in their progress. Overall, these challenges pose significant threats to effective change management. Thus, management needs to consider involving employees as central players in implementation of change as a gradual process progress that is inherent to any organization. Aladwani, Adel. â€Å"Change Management Strategies for Successful ERP Implementation.†Ã‚  Business Process Management Journal 7.3 (2006): 266-275. Bovey, Wayne, and Andrew Hede. â€Å"Resistance to Organizational Change: the Role of Defence Mechanisms.† Journal of Managerial Psychology 16.7 (2001): 534-548. Chew, Mindy, Joseph Cheng and Sonja Petrovic-Lazarevic. â€Å"Managers’ Role in Implementing Organizational Change: Case of the Restaurant Industry in Melbourne.† Journal of Global Business and Technology 2.1 (2006): 58-67.

Toxic Hazard and Risk of Lead for Consumers Essay

Toxic Hazard and Risk of Lead for Consumers - Essay Example Lead is a highly toxic substance which when ingested may lead to irreparable neurological damage in children (ATSDR, 1999), kidney diseases, cardiovascular problems and reproductive complications. In 2007 Lead was ranked as the second most toxic substance after Arsenic (ATSDR, 2007). The toxicology of Lead is a result of its chemical similarity with Calcium thus the human body confuses Lead for Calcium and incorporates it into the bone marrow, kidney and the brain. Inasmuch as Lead affects adults, its effects on children can be fatal. A minimum of 10g/ml blood Lead impairs mental and physical development in children. A maximum of 80g/ml blood Lead leads to convulsions, comma and death. Lead poisoning can be detected through a number of symptoms. In children, the symptoms include abdominal pain, anaemia, vomiting, weight loss, short concentration span, hyperactivity, petulance and a slow speech development. In adults, the symptoms may include abdominal pain, memory loss, pale skin, weight loss, vomiting, petulance and anaemia. Lead poisoning can come from a number of exposure routes. All students, faculty staff and all visitors in IUB are exposed to these routes. First, the exposure route involving Lead Based Paint (LBP) is a major source. The paints used IUB buildings may chip off due to wear and tear, moisture friction or deliberate removal during renovation. The chips contain lead and mix with the dust which can be inhaled. The chips in the soil may leech and end up in water bodies. This route is not an acute exposure route. It is only acute to children who are fond of mouthing non food objects and substances. The preventive action to avert this exposure is to use Non- Lead paints which are of the same quality and glaze just like LBP. Industrial/ occupational Lead exposure is another possible route in that workers in a factory or laboratory that handles Lead are exposed to lead. Examples of such workers in IUB are those in pottery (Use Lead glaze), automotive repair (inhale exhaust fumes with Lead), industrial machinery and equipment, (inhale exhaust fumes with Lead) and chemistry students/laboratory technicians (analyze LBP or even handle elemental lead). Students of ceramics who use Lead glaze may inhale the Lead fumes involved in the Lead glaze. Those individuals threatened by this kind of exposure need to be careful and keen to wear protective gear such as masks to prevent the inhalation of the Lead fumes. This exposure is an acute threat because of the form and amount of Lead inhaled. The amount inhaled can be specifically high because the Lead is in gaseous form. Dishware is another exposure route. The plates and cups made of melamine or glass with a lead glaze, used by the students and faculty at the cafeteria or any other eating place, are a real threat. This is so because acidic food (such as tomato sauce, coffee, juice etc) kept in these containers may exacerbate lead leeching which can lead to lead poisoning. Though this is not an acute threat based on the amount of lead that can possibly leech, it is important that any dishware with a lead glaze is avoided. Most

The importance of the victims in the criminal justice process Essay

The importance of the victims in the criminal justice process - Essay Example The intention of this study is victimology as a term originating from a study of victims of crime. It is important to affirm that the victim of a crime remains at the center of the criminal justice process. To give support to this argument, this paper discuses the four major perspectives of victimology. In positivist perspective, the subject of a victim's contribution to a crime is explored. This perspective gives the view that in any criminal action, there have to be significant socio-cultural contributors that lead to a person becoming a victim of a crime. The underlying fact here is that there cannot be a crime without a victim of the same. In offering retribution through the justice system, it is, therefore, essential to analyze the impact of a victim's participation for the criminal justice system to be fair in their judgment. The critical theory of victimology, on the other hand, examines the responses of the different stakeholders in a criminal justice system. In this theoreti cal approach, the victim still plays a pivotal role. From the perspective of activist or humanists, their support is focused on providing a healing or the pursuit for justice or any form of retribution for the victims of different types of crime. The intention of the judicial system, the main intention is to serve justice to the victims of a crime. It is, therefore, effective to conclude that the victim of a crime remains pivotal to the criminal justice process.

BHP Billiton’s Case study for Corporate Citizenship Essay Example for Free

BHP Billiton’s Case study for Corporate Citizenship Essay Corporate citizenship focuses on the kind of responsibility companies apply toward the community they are operating in. The area of focus could be how customers and the community could be impacted by what a given company or corporation is doing. The area of concern could include the communities such companies are operating in, stakeholders that include shareholders, employees, and other businesses such as suppliers that are interacting or working with such entities. What is involved in corporate citizenship is more than statuary obligation where companies are required to meet certain standards and requirements by law. Corporate citizenship evaluates what business entities with various forms are doing to add to the quality of life of their employees and their dependants, as well as the community they are operating in, including the larger society that their community is part of. Corporate citizenship, also known as corporate social responsibility (Catalyst Consortium, 2002) has opponents and proponents where the opponents argue that focusing on corporate citizenship will derail businesses from focusing on their main concern, which is the usual role businesses are playing in the community. Others are saying, in reality the whole concept is not more than a window-dressing. There are opponents who insist that focusing on corporate citizenship will enable businesses to divert the attention governmental watchdogs are directing at them. What the proponents highlight is if corporations and similar businesses are sensitive to social responsibilities, it will directly benefit them by enabling them to avoid focusing on their short-term drive to maximize profit (Fields, 2002). What is involved in all this is the ethics of doing responsible business in communities where these numerous big businesses that could be corporation are involved, whereby being ethical in what they are doing will benefit them more, by enabling them to avoid pitfalls that could come to haunt them. At the same time, the numerous communities that are accommodating numerous businesses will be free of harm by their wrongdoing. It is difficult to quantify and to come up with some kind measurement technique concerning what should be the standard ethical conformity required from each business entity because of the varied involvement each one of them has in what they are doing (Thillmany, 2007). It is possible to mention Demngs’s Fourteen Points, Balanced Scorecards (Leadership Institute) as an effort to introduce some kind of a standard, although it is difficult to see how successfully it will do the job. Furthermore, Orilizty, Schmidt, and Rynes (2003) had demonstrated that there is a correlation between social performance that takes into consideration the environment and financial performance. The problem with such outlook had been since businesses are aware of their social responsibility they would avoid focusing on the short-term gain they would garner from their conducting business. Some of the key components of corporate responsibilities might involve charitable activities or volunteering to activities that require the input of bigger entities. It is also possible divisions such as human resources or public relations could look after corporate responsibility, while using other divisions in an organization if they are suitable cannot rule them out. It is also possible that it could involve the CEOs or the Boards. There are key areas in an organization where corporation responsibility more vivid. One of them is human resources where the kind of hiring and retaining practice that pertaining to a given firm will enable it to attract good employees and having such practice in place would enable to portray a good image in the community it is operating in. Another area that needs attention is the kind of risk management applied in a given firm, where if anything goes wrong it will be difficult to repair a damaged corporation image. Incidents such as corruption and environmental accidents could exacerbate the erosion of a corporation’s image and requires handling with the utmost care. Overall, the kinds of advantages a corporate that has a good image and is good citizen could reap could a long way and could avail a vast advantage for those that could score high marks. There is also a case where corporations would like to minimize outside interference directed at them, especially by governmental bodies that could levy heavier taxes or introduce strict regulations. Such measures could impeded the advancement corporations can make and one way to avoid that is to engage in various activities such as a concern for the safety and health of their workers, introducing diversity, making the environment their priority, and getting engaged in the community they are operating using the available various channels. In all this, it is possible that corporations will find themselves in a dilemma, because their primary goal is to maximize profit for the stakeholders and if they do not fulfill that obligation, they will not generate enough interest to attract investors. There are economists such as Milton Friedman (NYT) who had openly advocated that since the main drive of corporations is to make profit, they do not have to be worried about the society around them. Such strong-held views had been defied simply because if every corporation strives to become a good citizen, whatever it incurs for doing so will be part of doing normal business. The investors who are members of society will reward those that are good corporate citizens, while they shun away from those that are not, and that obviously affects corporations that fall behind in meeting their good citizenship role. It is also possible that some of the operation of some corporations might have a negative impact on society, on their employees, on the environments and the like, yet they could engage in a public relation campaign to distract critics, observers, or regulators. A few examples to cite are tobacco or petroleum companies whose operations cause damages and no amount of public relation could hide that. In a situation like this, those who can control such operators such as governments, investors, as well as suppliers could exert pressure on them to meet certain good citizenship requirements. Overall, it is possible for corporations to be good citizens and become effective business operators. At the same time, even if some corporations try to become good citizens, because of what they are involved in, it will take them longer time to meet the requirements. The outcome validates that if corporations are not responsible and accountable for what they are doing and have more inputs into the communities they are operating, and unless they oversee the welfare of their workers, as well as numerous partners and stakeholders, in today’s market place where information travels fast, it could cost them a lot. The high price to pay could be worse for those that are public companies, simply because they could be deprived valuable resources such as capital, expertise, manpower, and the like to make them conform. In light of that, this paper will analyze how BHP Billiton, an Australian based resource company is meeting its requirements of a good corporate citizenship. BHP Billiton The company claims that it is distinguished from the other resource companies because it has quality assets, a lineup of projects that the other companies do not have, it is claiming to be customer focused in its marketing effort, it is diversified across many countries, the commodities it deals with are also diversified and that includes the markets it is operating in. One final exception the company has is it is into petroleum business too. With its 39,000 worldwide workers, it is industry leader or near industry leader in commodity business, such as aluminum, energy, mostly coal petroleum and natural gas, copper, manganese, iron, uranium, nickel, silver, and titanium minerals. All this information and more, such as the $15. 6 billion net profit it made for the year 2007 is on the company’s website. It market capitalization from the same source is $140. 5 billion for August of 2007. The company came into existence when two dual listed companies, BHP limited and Billiton Plc merged in 2001. One other important information is the two merged companies continue to exists as separate entities, but they operate as a combined company under one board of directors (BHP Billiton, About Us). Stakeholders BHP Billiton clearly identifies its stakeholders and they start from its employees and contractors, the communities around them that use the products the company is coming up with. There are also those it claims to have influence on what it is doing and that group starts from the investment community as a whole, not only its shareholders, its business partners, organizations in the communities it is located in, unions, non-government organizations, suppliers, various governmental bodies, media, and industry associations. The company believes according to its own statement that accountability and transparency go together. Because of that, it claims that the company’s charter, its sustainable development policy, HSEC management standards, and the guide to proper business conduct is honest and done with integrity and fairness. The company claims that it is an avid believer in dialogue with its stakeholders, as it had witnessed the feedback it gets from them had enabled the management to refine their decision making accordingly, where all prevalent relation information is shared among staff that had resulted in strengthening the relationship with stakeholders. Furthermore, there had been a mechanism to address any grievance that originates from stakeholders. Company Approach to Sustainability The company claims that its sustainable development focuses on how its contributions will have a lasting effect on social, environmental, ethical and economic aspects of the company, as well of the communities it is operating in. Because of that, the company’s priority is to get it right the first time and claims that it has a holistic approach to what it is doing. One of its priorities, which is zero-harm is a requirement to all those involved in the company and they are accountable for their actions. The zero-harm drive focuses in creating a harm free work environment, as well considering the impact what it is doing would have on the environment. The reward it is seeking for accomplishing that is it wants to attract investors, by demonstrating their investment will not only be valued, but it will be made in a company that meets all its social obligations that goes beyond the mandated ones. The same applies to employees that it wants them to be attracted to it because of what it offers and because of the stand it had taken in the community. There is also getting preference from communities and stakeholders for being adherent to what the good corporate citizenship consensus requires. As far as the companies strategies are concerned, it take into account that it is a diversified company that will have to look after its cash flows, where some kind of stability is required in order to be in a position to meet financial, social, and environmental needs, while at the same time it delivers value to its stakeholders. The company admits that it also had a business dimension that it has to take into consideration because, without doing that it will find it difficult to meet its sustainability goal. However, it is with dedication to achieve that goal by making its priority the zero-harm policy that focuses on the well being of workers, communities, and the environment. Furthermore, it makes its priority an effective governance and risk management that will be part of how it operates, so that any wrongdoing will not backfire and affect its progress (BHP Billiton). Sustainability Reporting The company has a policy where it has to review its performance regularly and make its findings public. It believes that doing that will enable it to demonstrate that it is accountable and transparent. It further believes that doing so is an effective stakeholder engagement and the reporting process would become a management tool to measure performance, key company issues, and related management concerns and approaches. It claims that it uses two forms of reporting one online reporting and the other in print. To demonstrate there is a convergence between the company’s risk management and sustainability programs, the sustainability summary report is included as a chapter in the annual reports of the company. Because of the size of the company and what it is involved in, it will result in making the size of the stakeholders large, necessitating that each operation produces its own sustainability report in the locale and region that it operates (BHP Billiton, Our Business). There is a sustainability committee of the Board whose job is to oversee health, safety, environment, and community (HSEC). There are also line managers who are responsible to oversee HSEC performance. This function called HSEC function has the responsibility of providing guidance directly or through networks. It is also open for outside inputs that could originate form experts and it is possible to channel them through a forum on Corporate Responsibility. The diagram illustrates the prevalent structure for sustainable development. Accordingly, the structure demonstrates that it is possible to direct feedbacks to the highest governance body at the company. At the top of the structure there is BHP Billiton Board appointed by the shareholders to look after their interest. Then there is a subcommittee called Sustainability Committee and it main job focuses on HSEC risks, compliance with legal and regulatory requirements concerning HSEC, performance concerning HSEC matters. It is also responsible for preparing annual sustainability summary report. The members have the academic qualification that is pertinent to HSEC so that they can carry out their duty effectively. There is also a forum focusing on corporate responsibility that brings various stakeholders together to discuss and debate on social and environmental issues that are relevant to the company. The audit committee of the board has a job to make sure the financial reporting, internal control structure, risk management, and all required audit functions are in sound condition. The sustainability committee of the board and the audit committee work together, so that the overall overseeing of what takes place in the company meets the requirements. There is also a global ethics panel whose main job is to assist the CEO and to enable him meet the governance document requirement, whereby honesty, integrity, forwarding respect and dignity to others would be part of the CEO’s job. In addition, it deals with employees facing ethical issues, it reviews business conduct issues that came into existence, and it assesses new policy issues and recommendations. Healthy People The company claims that the well being of people is key to the success of what it does. Because of that, its zero harm policy is very important for the company. Safe Workplace The company here also claims the safety of those who work for the company, the contractors of various stripes, and the communities the company divisions are located in are all important for attaining its goal as a good corporate citizen. There are a host of measures that the company is introducing on an ongoing basis to safeguard the health of its employees and the communities that are hosting it wherever it operates. Environmental Commitment The company states that it operates in numerous countries operating a wide variety of business in locations that have different ecosystems. It recognizes that the businesses it is in could affect the environments. Key areas it is focusing on are emissions of gases and particulates, impact of what the company is doing on water quality, land disturbance, land-use change and habitat removal and the like that require more attention be paid on how some of the works are carried out. To deal with such problems the company has a charter that states that the company has an overriding priority to health, safety, environmental responsibility, and sustainable development. Some of the methods it is applying to attain this goal is to strive to be the leader in introducing sound industry practices, to set goals to achieve targets, and enhancing biodiversity protection by taking into consideration ecological values and the use of land. Social Responsibility The company recognizes that what it owns and what it does in various communities could affect cultures and living conditions. It strives to avoid negative social impacts as much as possible, and strives to maximize the benefits and opportunities the involved communities would get from what it is doing. Some measures it is taking to oversee the social responsibility issues are building trust and dialogue with those it believes will be affected by what it is doing, promoting human rights among its stakeholders where it would incorporate in what it does issues such as freedom of association, exclusion of child labor, prohibition of forced labor, proper and ethical use of security personnel. Building social and human capital by introducing community development, it proposes to recognize and respect indigenous people culture, belief, and traditional rights, and come up with facilities that will contribute enhancing and reserving of indigenous cultures. It also proposes to control all economic impacts it will create on others by creating economic opportunities such as employment, education in a form of training, and what it calls business spin-off, and all other impacts such as displacements, impacts on food and water supplies (CSR Network). Strength and Weakness The company strength starts from its size and its diversified asset base. As it had been the case if it plans to take advantage acquisition, it has what it takes to allure stakeholders of the targeted companies that had been true when it tried to acquire Rio Tinto for 75 billion pounds (Guardian CO. UK). As well as it could withstand market ups and downs since all its assets could not be subject to price change at the same time. It weakness stems from country risk where it has to go to many localities in order to procure what it wants and that will include undeveloped regions where the requirements could be much higher. As well as the risk of losing its investments without compensation is always because of political instability. The other areas is some of its products that it relies such as uranium and oil are hazardous for the environment and it does what it does amid pressure and opposition resulting making extracting and bringing those commodities expensive. Especially the company is under pressure to bring to a halt all its activities concerning mining uranium and there is a movement going some of it originating from some of its stakeholders who are asking to stop everything it has to do with uranium (Guardian Co. UK). External Corporate Citizenship Rating Sources When it comes to rating companies most of them had given it a very high mark. Among others, Ethics World had highlighted what BHP Billiton is doing as far as sustainability is concerned and accordingly this particular agency had approved the fact that it had a good stand in that area. (Ethics World). Another source SMH Australia had stated that according to Australia’s Responsibilities index had put Westpack a bank in Australia at the top of the index with a score for corporate responsibility of 99. 53, while BHP had come second with 93. 21 and the company it tried to acquire Rio Tinto came third at 91. 54 percent (Sydney Morning Herald). In accountability rating conducted in South Africa where BHP Billiton has interest and operation it had scored first according to Mineweb publication. It was UNISA Center for Corporate Citizenship that conducted the research, the sponsors being Barloworld and the Unisa College of Economic and Management Sciences according to the publication (Mineweb). REFERENCE BHP Billiton, â€Å"About Us†, www. bhpbillition. com-bbccontentrepositary/docs/aboutus/BGF. pdf BHP Billiton, â€Å"Our Business†, www. bhpbillition. com-bbccontentrepositary/docs/ourbusiness/metallurgicalcoal/Illawarracoal/publications/ICsustainReport. pdf

Whats Eating Gilbert Grape Essay -- essays research papers

574 words Write a 1-2 page essay that explores the paradox that when the film ends, Gilbert is in exactly the same place as when it began, yet he has traveled a long way. What’s eating Gilbert Grape is a very simple yet meaningful movie. There is no clear cut message that points out the faults of society and it may be hard to interpret a message because the movie is set around everyday life. However the one thing that is clear, is that Gilbert realises throughout the movie that his life is going nowhere and he must break the everyday routine. Gilbert sees through the people he calls his friends and realises that they influence his decisions to stay. He sees how they fill their days with hope and talk of something new and small town gossip to create interest and controversy. Due to the fact that he has already broken the routine everyday life by looking for a way out, Gilbert will never be in exactly the same place again. During the story Gilbert is reminded of his situation when Arnie repeatedly cries â€Å"where not going anywhere†. Arnie is basically speaking the words which Gilbert has pressed deep down inside himself and is afraid to admit. Later on in the movie he is reminded directly by Mrs. Carver, after he asked why she chose him out of all the men in Endora. She replies "because I knew you'd never leave." She is telling Gilbert in a very straight forward way that even she believes out of everyone in the town, Gilbert will be the least likely to leave. Fort...

One Acre Fund

ONE ACRE FUND: CASE STUDY The scene is Bungoma, Kenya; Moises Postigo is a buyer interested in purchasing fertilizer on a large scale for his not-for-profit organization the One Acre Fund (OAF). OAF’s mission is to provide fertilizer to farmers â€Å"who have nothing† on a credit like system and when the farmers produce their crops a percentage of their supplus would be returned to OAF. Eventually the farmers would no longer need a â€Å"free hand out† and will be able to support themselves and their families without putting further strain on the government and the economy.When first looking at Kenya, Postigo had five different suppliers that all met certain criteria he had for doing business. He narrowed down the suppliers by contacting them and asking them for a RFQ. He then, with his knowledge of the market and his product as well as coming to the table prepared, negotiated the fertilizer to an acceptable price that could be offered to farmers enrolled in the OAF program. 1. Fertilizer is a commodity – why did Postigo spend so much time developing a relationship? Shouldn’t he have just set up an auction?Postigo did his homework and understood that developing and building relationships is a very important dimension in the Kenyan culture. â€Å"Kenyan culture’s emphasis on relationships and hierarchy stems from the importance of family. Kenya is a place where you need to get to know people†¦in a room with twenty-five people, you need to shake everyone’s hand† (Negotiating, pg 3). Postigo realized that most of his potential suppliers we located in Kenya. He also knew that if he could make a deal with a vendor in Kenya then the transportation costs would be much lower, thus creating a little more wiggle room for his BATNA.Postigo grasped the importance of building relationships from a different, more strategic purpose. OAF’s short-term plan incorporated rapid growth with regards to the small fam ily farms, which required rapid growth in their requested quantity of DAP. Postigo recognized that in building a relationship he was really opening up their opportunities for the future. If he could guarantee larger batch orders in the future, then he might be able to use that leverage to talk the supplier into lowering the current price.Postigo knew that establishing his desire for a strong relationship would pay off in multiple ways, both satisfying the cultural status quo while also putting a strategic plan into place to realize cost savings in the future. 2. What was Postigo’s BATNA to reaching a negotiated agreement with Dehvi Medji and Sons? During the negotiations for fertilizer, Postigo was concerned with three major issues: delivery date, price, and the ability for growth into the future. Keeping these things in mind, it seems that the best alternative to a negotiated agreement would have come from the current market prices of fertilizer in the area.If he was not abl e to come to an agreement with any of the suppliers and negotiate a better contract for OAF, then Postigo would simply buy the fertilizer at regular market prices. According to the research, in Nakuru, where both the cost of fertilizer and the cost of transportation were taken into consideration, a 50kg bag could be purchased for 4,000 Ksh (Negotiating, pg 6). This cost of 4,000 Ksh would have been the BATNA for Postigo’s negotiations; However, the BATNA could also have been found in one of the other vendors that were being looked into.If these other vendors had offered him a reliable price then that value could have been seen as Postigo’s BATNA. 3. Should Postigo have spent the time and money to meet face-to-face with all five potential vendors for the purpose of telling them about One Acre Fund, rather than sending them an e-mail? Working for a not-for-profit organization, Postigo understood that he needed to save money wherever possible. Meeting with the vendors in person might have had a larger effect on empathy throughout the negotiation. He might have been able use that to his advantage, but in the end, the benefit would not have outweighed the cost.Postigo contacted five vendors, four of which came back with bids. The first scenario where the cost outweighed the benefit: had he traveled to the fifth vendor, it would have been a complete waste of time and money. Secondly, as soon as Postigo informed the potential vendors of their expected delivery date, a second vendor dropped out of the running, stating that they would not be able to make the delivery date. By sacrificing the face-to-face meetings, Postigo saved a large amount of time and money while still attracting 3 potential vendors; eventually leading to a deal that, from his standpoint, was very successful. . Followup question: Did Postigo pay particular attention to the other party’s needs in the phone calls with Dehiv Medji? Postigo did a very good job of paying attention to Dehiv Medji’s needs throughout the negotiations. They spoke about the affect the Kenyan government might have on both parties, understanding the government subsidies could cripple both parties. He brought up Medji’s opportunity to grow and wanted to be involved in their growth, â€Å"he asked about growth prospects†¦indicated that the two organizations might grow together† (Negotiating, pg 7).Postigo negotiated in a fair and cooperative manner, providing flexibility on delivery dates and transportation costs. â€Å"One of the biggest appeals of Dehvi Medji to OAF was its willingness to fix a price in November for a January delivery† (Negotiating, pg 7). Postigo was very aware of the other party’s needs and acted accordingly. He felt obliged to make the negotiation a win-win scenario and when all was said and done, he did just that. 4. What do you think about Pastigo’s sharing information with Dehvi Medji about OAF’s strategy for the future?Was this a good thing to do? Is this a good way to develop a relationship? In the situation that Pastigo was in an open discussion about the long term goals of the not for profit OAF was a valid opening strategy. It gives Pastigo a fair amount of leverage epically since OAF is planning to have a large amount of growth in the near future, that information alone allows Pastigo to negotiate much harder for present prices with the perceived promise of future growth. It is also a valid and simple way for Pastigo to begin building a relationship with the supplier.By opening with a good amount of information, especially with a local supplier, OAF as an organization can leverage the fact that they are trying to grow the amount of fertilizer used by a large amount of farmers which is good for the fertilizer suppliers. This was also an efficient means to build the relationship the OAF was hoping to have with their future supplier, by showing that they were open and upfront with bo th the plans and goals of OAF any possible relationship would from more easily. All in all by being open from the beginning Pastigo put himself in a good position to conduct the negotiations. . If Dehvi Medji’s price had been good but not the best, would you still have recommended that Postigo try to negotiate with Dehvi Medji? As we have mentioned before, Postigo was concerned with three major issues: delivery date, price, and the ability for growth into the future. Taking into consideration all of these issues, it could be seen that Dehvi Medji met the other qualifications for a good supplier in that they could meet the proper delivery schedule in January and they were a small company that had the ability to grow alongside OAF going into the future.Price was only one of the concerns that Postigo was looking at. The case study goes on to state that â€Å"in previous fertilizer negotiations between OAF and Dehvi Medji, the company had settled for 10 percent off its initial o ffer† (negotiating, pg 7). This indicates that although the initial bid that Dehvi Medji produced might have not been the best, their company was proven to have wiggle room during the negotiations process and could possibly still be convinced to lower their price to become the best price.Although Dehvi Medji might not have had the best initial price coming out of the initial requests for proposals (RFPs), their initial price could be negotiated and they met the other requirements, delivery schedule and ability for growth in the future, that OAF was looking at. Our recommendation to Postigo would be to still enter the negotiation phase with Dehvi Medji, regardless of the initial price bid, in order to further scope out the qualifications of the supplier and possibly discover all of the benefits that they have to offer. . OAF’s founder, Andrew Youn, is a MBA. Given the importance of low-priced, good-quality fertilizer to his company’s ability to achieve its goals, should Youn be considering alternatives to buying from a handful of Kenyan wholesale suppliers? What might those alternatives be? The importance of low-priced, good-quality fertilizer was a major component to the success of the companies but it is doubtful that it was the only goal of the not for profit.The goal of the OAF is to help the local small plot farmers become more self-sufficient and by choosing local wholesalers over a foreign supplier can build the fertilizer industry in Kenya allowing local farmers to have better access even if the OAF was to leave the country. It is quite likely that Mr. Youn did consider other options during the start-up process but in the end decided local suppliers would be a better option. An option that they may considered would be using a foreign wholesaler and bulk ship the fertilizer to Kenya and then ship it to the warehouses to break down and disperse to the participating farmers.This option may have saved them enough money on the base produc t to offset the increase in shipping and handling cost to get the fertilizer into Kenya. This may not have been a viable option in this opening round of negotiation due to the limited amount of fertilizer the OAF was purchasing at the time. 7. Postigo informed the case writers that the Kenyan government did implement its program of buying fertilizer in bulk to distribute at reduced prices to farmers, but that this program did not really affect OAF farmers because they could not afford to travel to government depots and did not have the cash to buy or transport the fertilizer.However, this action by the Kenyan government might have secondary effects for OAF’s negotiations with fertilizer suppliers in the future. What do you think those secondary effects might be? There are a variety of secondary ramifications for the OAF when negotiating future fertilizer purchase form local suppliers due to the government subsidized supply. One obvious problem in the risk that the a current o r future supplier may not be able to stay competitive in the fertilizer market in Kenya and will go out of business, forcing the OAF to search elsewhere for their supply of fertilizer.Another less gloomy prospect is with the government subsidizing fertilizer in Kenya the OAF may have a better bargaining position with the local wholesalers, allowing the OAF to purchase more fertilizer with the same investment helping the program to expand faster. This choice by the Kenyan government may also allow the OAF to negotiate with the government to receive the discounted price and focus instead on the transport of the fertilizer from the government depots to the farmers who need it most. 8. In what way did Postigo use his awareness of hierarchy in Kenyan culture during his negotiations with Dehvi Medji?During the second round of negotiations which were exclusively with the Dehvi Medji firm the awareness of the hieratical culture of Kenya was used to help set a price from which Postigo could begin the round of negotiations. This was seen in the sentence on page seven of the case study where Pestigo from looking previous negotiations knew that Dehvi Medji sold for roughly ten percent less than their opening offer. This was an assumption made due to the fact that Postigo was working with decedent of the former managers who made this 10 present discount a way of business.There is also the fact the before the negotiators began discussing price Pestigo first discussed the increase in the price of fertilizer and the effects it was having of the OAF, the likely hood of government intervention, and finally the growth prospects of both the OAF and Dehvi Medji. Only after all of this opening information was shared were the negotiations for price and transportation brought into the negotiation. Both of these considerations made by Pestigo showed he was prepared to enter negotiations with Jiten Patel and allowed them both to come to an agreeable solution. 9.What do you see as the s trengths and weaknesses of Postigo’s negotiating strategy for fertilizer in 2007? Postigo had many strengths and weaknesses in his attempt of his first large acquisition of fertilizer for the OAF. His main strengths were the facts that he was knowledgeable about his product and the suppliers he was dealing with as well as the fact he was prepared going into the negotiation process. His main weakness included the fact that he had not built a relationship with his Kenyan suppliers knowing far in advance that that is an essential procedure in Kenyan business culture.He also failed to have realistic expectations when asking a smaller company like Delvi Medji and Sons to potentially supply such a large customer base. The fact that Postigo did not build a relationship could have resulted in Dehvi Medji and Sons’ Jiten patel(the supplier) agreeing with Postigo only to avoid confrontation knowing far in advance they would not be able to meet his needs. Postigo’s knowled ge of the wholesale prices as well as his market and expected forecast did allow him however, to accurately predict OAF’s growth and was contributed heavily to his success of getting the fertilizer under the market price of 3,263 Ksh/50kg bag.He was able to work the suppliers down through both price competition but more importantly by providing a â€Å"win-win† situation for both him and the supplier. His main incentive was by doing business with OAF the supplier would grow with the OAF as it expanded its market to 30,000 farmers. He in return expected a supplier to reduce their costs helping the OAF. Even though Postigo had some weaknesses in his overall negotiation strategy by not meeting face-to-face,In the end, Postigo successfully worked to an agreeable solution where both parties benefited in 2007.

Allegheny College Acceptance Rate, SAT/ACT Scores, GPA

Allegheny College is a private  liberal arts college  with an acceptance rate of 64%. Located in Meadville, Pennsylvania, Allegheny is known for the personalized attention students receive and the strength of its senior capstone experience. The college has an 11-to-1  student / faculty ratio  and an average class size of 11. For its strengths in the liberal arts and sciences, Allegheny College was awarded a chapter of the prestigious  Phi Beta Kappa  Honor Society. Considering applying to Allegheny College? Here are the admission statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, Allegheny College had an acceptance rate of 64%. This means that for every 100 students who applied, 64 students were admitted, making Alleghenys admissions process competitive. Admissions Statistics (2017-18) Number of Applicants 5,479 Percent Admitted 64% Percent Admitted Who Enrolled (Yield) 14% SAT Scores and Requirements Allegheny has a test-optional standardized testing policy. Applicants to Allegheny may submit SAT or ACT scores to the school, but they are not required.  During the 2017-18 admissions cycle, 51% of admitted students submitted SAT scores. Note that non-U.S. citizens and non-U.S. permanent residents are required to submit standardized test scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 560 680 Math 560 660 ERW=Evidence-Based Reading and Writing This admissions data tells us that of those students who submitted scores during the 2017-18 admissions cycle, most of  Alleghenys admitted students fall within the top 35% nationally on the SAT. For the evidence-based reading and writing section, 50% of students admitted to Allegheny scored between 560 and 680, while 25% scored below 560 and 25% scored above 680. On the math section, 50% of admitted students scored between 560 and 660, while 25% scored below 560 and 25% scored above 660. While the SAT is not required, this data tells us that a composite SAT score of 1340 or higher is competitive for Allegheny College. Requirements Allegheny College does not require SAT scores for admission. For students who choose to submit scores, note that Allegheny participates in the scorechoice program, meaning that the admissions office will consider your highest score from each individual section across all SAT test dates. Allegheny does not require the essay portion of the SAT. ACT Scores and Requirements Allegheny College has a test-optional standardized testing policy. Applicants may submit SAT or ACT scores to the school, but they are not required. During the 2017-18 admissions cycle, 27% of admitted students submitted ACT scores. Note that non-U.S. citizens and non-U.S. permanent residents are required to submit standardized test scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 22 31 Math 23 28 Composite 24 30 This admissions data tells us that of those who submitted scores during the 2017-18 admissions cycle, most of Allegheny Colleges admitted students fall within the  top 26% nationally  on the ACT. The middle 50% of students admitted to Allegheny received a composite ACT score between 24 and 30, while 25% scored above 30 and 25% scored below 24. Requirements Note that Allegheny does not require ACT scores for admission. For students who choose to submit scores, Allegheny participates in the scorechoice program, meaning that the admissions office will consider your highest score from each individual section across all ACT test dates. Allegheny does not require the ACT writing section. GPA In 2018, the average high school GPA of Allegheny Colleges incoming freshmen class was 3.51, and 59% of incoming students had average GPAs of 3.5 and above. These results suggest that most successful applicants to Allegheny College have primarily high B grades. Self-Reported GPA/SAT/ACT Graph Allegheny College Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to Allegheny College. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in  with a free Cappex account. Admissions Chances Allegheny College, which accepts fewer than two-thirds of applicants, has a competitive admissions pool. However, Allegheny also has a  holistic admissions  process and is test-optional, and admissions decisions are based on more than numbers. A strong  application essay  and  glowing letters of recommendation  can strengthen your application, as can participation in meaningful  extracurricular activities  and a  rigorous course schedule. The college is looking for students who will contribute to the campus community in meaningful ways, not just students who show promise in the classroom. While not required, Allegheny strongly recommends  interviews  for interested applicants. Students with particularly compelling stories or achievements can still receive serious consideration even if their grades and scores are outside of Alleghenys average range. In the graph above, the blue and green dots represent students accepted to Allegheny College. You can see that the majority of successful applicants had high school GPAs in the A and B range, combined SAT scores of about 1000 or better (ERW M), and ACT composite scores of 20 or higher. Note that SAT and ACT scores are optional, so your grades are going to matter much more than your test scores. If You Like Allegheny College, You May Also Like These Schools Bowdoin CollegeVassar CollegeKenyon CollegeAmherst CollegeDenison College All admissions data has been sourced from the National Center for Education Statistics and Allegheny College Undergraduate Admissions Office. Allegheny College Acceptance Rate, SAT/ACT Scores, GPA Allegheny College is a private  liberal arts college  with an acceptance rate of 64%. Located in Meadville, Pennsylvania, Allegheny is known for the personalized attention students receive and the strength of its senior capstone experience. The college has an 11-to-1  student / faculty ratio  and an average class size of 11. For its strengths in the liberal arts and sciences, Allegheny College was awarded a chapter of the prestigious  Phi Beta Kappa  Honor Society. Considering applying to Allegheny College? Here are the admission statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, Allegheny College had an acceptance rate of 64%. This means that for every 100 students who applied, 64 students were admitted, making Alleghenys admissions process competitive. Admissions Statistics (2017-18) Number of Applicants 5,479 Percent Admitted 64% Percent Admitted Who Enrolled (Yield) 14% SAT Scores and Requirements Allegheny has a test-optional standardized testing policy. Applicants to Allegheny may submit SAT or ACT scores to the school, but they are not required.  During the 2017-18 admissions cycle, 51% of admitted students submitted SAT scores. Note that non-U.S. citizens and non-U.S. permanent residents are required to submit standardized test scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 560 680 Math 560 660 ERW=Evidence-Based Reading and Writing This admissions data tells us that of those students who submitted scores during the 2017-18 admissions cycle, most of  Alleghenys admitted students fall within the top 35% nationally on the SAT. For the evidence-based reading and writing section, 50% of students admitted to Allegheny scored between 560 and 680, while 25% scored below 560 and 25% scored above 680. On the math section, 50% of admitted students scored between 560 and 660, while 25% scored below 560 and 25% scored above 660. While the SAT is not required, this data tells us that a composite SAT score of 1340 or higher is competitive for Allegheny College. Requirements Allegheny College does not require SAT scores for admission. For students who choose to submit scores, note that Allegheny participates in the scorechoice program, meaning that the admissions office will consider your highest score from each individual section across all SAT test dates. Allegheny does not require the essay portion of the SAT. ACT Scores and Requirements Allegheny College has a test-optional standardized testing policy. Applicants may submit SAT or ACT scores to the school, but they are not required. During the 2017-18 admissions cycle, 27% of admitted students submitted ACT scores. Note that non-U.S. citizens and non-U.S. permanent residents are required to submit standardized test scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 22 31 Math 23 28 Composite 24 30 This admissions data tells us that of those who submitted scores during the 2017-18 admissions cycle, most of Allegheny Colleges admitted students fall within the  top 26% nationally  on the ACT. The middle 50% of students admitted to Allegheny received a composite ACT score between 24 and 30, while 25% scored above 30 and 25% scored below 24. Requirements Note that Allegheny does not require ACT scores for admission. For students who choose to submit scores, Allegheny participates in the scorechoice program, meaning that the admissions office will consider your highest score from each individual section across all ACT test dates. Allegheny does not require the ACT writing section. GPA In 2018, the average high school GPA of Allegheny Colleges incoming freshmen class was 3.51, and 59% of incoming students had average GPAs of 3.5 and above. These results suggest that most successful applicants to Allegheny College have primarily high B grades. Self-Reported GPA/SAT/ACT Graph Allegheny College Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to Allegheny College. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in  with a free Cappex account. Admissions Chances Allegheny College, which accepts fewer than two-thirds of applicants, has a competitive admissions pool. However, Allegheny also has a  holistic admissions  process and is test-optional, and admissions decisions are based on more than numbers. A strong  application essay  and  glowing letters of recommendation  can strengthen your application, as can participation in meaningful  extracurricular activities  and a  rigorous course schedule. The college is looking for students who will contribute to the campus community in meaningful ways, not just students who show promise in the classroom. While not required, Allegheny strongly recommends  interviews  for interested applicants. Students with particularly compelling stories or achievements can still receive serious consideration even if their grades and scores are outside of Alleghenys average range. In the graph above, the blue and green dots represent students accepted to Allegheny College. You can see that the majority of successful applicants had high school GPAs in the A and B range, combined SAT scores of about 1000 or better (ERW M), and ACT composite scores of 20 or higher. Note that SAT and ACT scores are optional, so your grades are going to matter much more than your test scores. If You Like Allegheny College, You May Also Like These Schools Bowdoin CollegeVassar CollegeKenyon CollegeAmherst CollegeDenison College All admissions data has been sourced from the National Center for Education Statistics and Allegheny College Undergraduate Admissions Office.