General Electric Strategic Position – 1981

General Electric (â€Å"GE†), similar to many major corporations in the 1980s and 1990s, underwent a restructuring phase in line with the McKinsey Restructuring Pentagon. Through this restructuring, General Electric implemented a portfolio-planning model to manage the ever-increasing demands of a company involved in over 190 businesses. Ultimately, this model allowed GE to formally? GE set lofty goals of increasing earnings per share 25% faster than the growth of GNP. In order to achieve this the company needed to address productivity and possible realms of expansion, but the systems in place often led to a lack of focus. Reginald Jones attempted to create value and compete in the market by implementing strategic planning and then integrated strategic planning to address productivity. Through GE’s engagement of McKinsey & Co. they devised a structure of Strategic Business Units along with Portfolio Planning. The development of strategic business units allowed the company to stay competitive in their respective industries by acting somewhat autonomously from GE Corporate. In the restructured GE, the SBUs were responsible for identifying crossovers to expand their competitive position by utilizing the entire GE network. The Portfolio Planning Model allowed GE to allocate resources to each SBU based on Industry Attractiveness and Business Unit Strength. The allocation of resources focused development on specific projects instead of â€Å"sprinkling money across a variety of businesses. † This matrix later would be called the GE matrix, which allowed GE Corporate to quickly analyze a business plan by highlighting the potential industry growth (using a Five Forces-style analysis) and looking at the relative knowledge within GE to capitalize on the industries market share. After the allocation of resources, GE identified business unit strategy. This strategic planning was ahead of its time in terms of management theory. Strategic Planners were required at each business unit to assess the strategic positioning of opportunities (including potential divestment) and to identify portfolio balance. This portfolio assessment identified the overall business unit balance in terms of cash-flow generation and growth prospects. After these metrics were defined, performance targets were set based on the business strategy and perceived competitive position. When combined with the BCG Matrix, GE was capable of making allocation decisions readily, addressing the productivity issue while maintaining its competitive advantage in industries viewed with positive growth potential. One can say the creation of value at GE in the 1981 depended on its use of metrics to focus on specific industries and growth opportunities. This created value by allocating resources more effectively in order to predict market trends and anticipate demand within markets before customers were able to clearly identify what was needed. In addition, this created value in terms of the shareholder value maximization model as GE innovated in order to outpace growth in GNP. Returning to the McKinsey Restructuring Program, it stands that GE created additional value and became an even greater competitive force across their broad industry footprint by capitalizing on the linkages between their SBUs. Part of Reginald Jones’ theory on implementing Sector level managers exemplified this value creation through corporate linkages. In order to stay away from a Holding Company status, GE Corporate realized it needed to add-value from the top-down. The end results was a structure whereby SBUs developed new business opportunities by ‘extending into contiguous product-markets;’ Sectors ‘developed new SBUs by diversifying within their macroindustry scopes;’ and Corporate developed ‘new sectors by diversifying into unserved macroindustries. ’ This renewed focus allowed GE to add value across its hierarchy, competing quicker and more efficiently than competitors while leveraging the full breadth of resources available to a truly diversified company. Additionally, due to GE’s restructure hierarchy; corporate was able to focus on what Jones called â€Å"arenas. † These arenas extended into nontraditional management, integrating new developments in techniques, motivation, and measurement, but were designed to create a vision for the future, which then linked back to the portfolio planning model in order to more appropriately allocate resources. As a result, GE decided to focus on the following arenas – Energy, Communications, Energy Applications-productivity, Materials and Resources, Transportation & Propulsion, and Pervasive Services. These arenas drew direct linkages between organizations within GE, further leveraging the company’s resources to compete more efficiently while creating shareholder value. Additionally, GE said that planning helps a company focus, but implementation and execution is the key to success. To this end, they developed their people internally at a faster rate then competitors, often shifting managers to completely new organizations in order to provide a fresh perspective on innovation and market potential. Planning became a way of life, but implementation and execution were the breath of the company, even as they faced a dynamic and continually changing organizational structure. General Electric in 1981 created value and became more competitive due to their focus. GE executives realized the shifting dynamics within a diversified company and provided a formal framework to identify opportunities and to put money to work in those arenas. Additionally, their ability to capture leverage from linkages, both with products and human resources, helped the company remain competitive and quicker then each industry player within their respective units. The overall restructuring and portfolio planning provided a framework for their growth and value creation, which Jack Welch capitalized on after the departure of Reggie Jones. We believe that the strategic planning approach implemented by Reginald Jones, CEO of GE was revolutionary and necessary for the time but the methodology remained unchanged and ineffective as the company grew through the 1970s. Jones was a person who had a clear vision for corporate growth and effective performance during recessionary times in the United States. He believed in creating a change, recognizing the problems the company was facing and implementing strategies to reshape the decision-making process in the corporation. The focus of the corporation was to impose the creation of business strategic units in order to gain a broader view on corporate management strategies. The main goal was to implement the company’s vision across all business units across various industries. GE introduced a strategic planning system where management was expected to take strategic decisions and be involved pro-actively in the decision-making process. The corporate approach was to introduce clarity of the job functions in order to avoid ambiguity and miscommunication between the business units. Management was encouraged to strengthen their relationships with the team to integrate communication between the departments. Through the strategic planning system, the company recognized certain sectors that were less profitable than others and decided to prune the business units that did not grow rapidly or remain static. GE focused on further developing growing business units in new sectors by diversifying in unexplored industries. Overall, the corporation showed an average growth of 16% annually on their income statement for the decade between 1970 and 1980. GE delivered 26 consecutive quarters of improved earnings through two recessions; however, it faced some structural problems. The internal audit showed that strategic planning was slow and inefficient. Integration and cooperation between the business units was non-existent, which deprived innovation and opportunism within the corporation. The decentralized management led to the proliferation of 150 strategic business units. Additionally, financial analysis and control was rigid and did not promote cooperation between the business units. The strategic planning processes were heavily infringed by paperwork creating bureaucracy. In order to control the information, new management layers were created which resulted in expanding the staff of the organization. The paper-driven processes, in combination with the large staff at the business unit level, increased the costs and reduced the efficiency of personnel, reflecting the overall performance of the corporation. The large amount of paper reports slowed the decision-making process by the corporate management team that was inefficient to take action in search of further market growth. Due to these issues, the financial performance of GE was moderate and it matched the GNP index but did not outperform it. The corporate management focused on increasing growth while fighting inflation when the company was growing in size in both personnel and business units. We propose a different approach to confront the issues that GE was facing in their initial proposition for corporate strategic management. The company should focus on reducing the bureaucracy and improving the efficiency of the strategy decision-making process. This may be achieved by implementing regular face-to-face meetings with the corporate strategy management unit. GE could introduce more flexible financial controls to promote innovation and intrapreneurship while providing more integration across the business-level managers. A major problem to resolve was the excess cost of duplication and uncoordinated actions. GE’s focus should be on pruning less efficient business units that are not profitable and strengthening the SBUs that will provide the highest ROI. As mentioned above, the company was increasing its labor size while the SBUs remained inefficient. There are still some departments that are not as profitable as others but remained in operation. GE should concentrate in its comparative advantage in the industry to retrieve new rivals. Therefore, looking for new opportunities, along with undiscovered sectors, will provide the corporation with a greater competitive advantage in those industries.

Biblical Aspect of Moby Dick Essay

Moby Dick is a novel filled with many biblical allusions, and I feel strongly that there are certain characters in the book that portray biblical characters or express the same situations in the Bible. In the beginning of the book, Father Mapple gives a sermon to the sailors about Jonah and the whale. This story in itself has much symbolism and starts the book off with the notion that God and the Bible are very much a part of the story. In specific there are a few main characters that support the fact that they are symbolic to the Bible. First, Ishmael is the main character in the story and is the narrator through most of the book. He is very different from all of the sailors on the ship. He has class, intelligence, and he knows nothing about whaling or the sea. In the book of Genesis, Ishmael was an outcast â€Å"with everyone’s hand against him,† and in the book you see how he is different from the sailors because of his small knowledge of whaling. To further examine Ishmael’s situation, he says he escapes to the sea to leave the depressions that have ridden his life. Another part of Genesis tells us that Ishmael wasn’t Abraham’s true son because he was born through one of Abraham’s maids (supposedly Sarai, his wife, was infertile) and ever since Isaac was born, Ishmael was shunned. Like in Moby Dick, Ishmael was looked down upon from the beginning because he didn’t have the history that other people on the boat had as sailors. Ishmael is always different from everyo ne, and he looks at everything in an interrogative way, so he thinks of Moby Dick as a holy mysterious creature while Capt. Ahab thinks Moby Dick is pure evil. Moby Dick is the most complicated, undefined character in the book. But to attempt to understand this enigma, let’s look at what we know about him. Moby Dick is a white, massive sperm whale, the largest and most feared by all beings in the sea. To Ahab, Moby Dick is the highest of all evil. To Starbuck, the chase after the whale is a fruitless cause. To Ishmael, the whale defines mystery, unexplainable, and holiness. Moby Dick’s whiteness  can be linked with holiness and godliness, such as Revelation 1:14, † His head and his hairs were white like wool, as white as snow; and his eyes were as a flame of fire;† Much of revelation involves the color white, which has been historically a holy color and a color of prosperity as described in Ishmaels in-depth description of the indescribable whiteness that he saw when he caught sight of Moby Dick. Another excerpt of Revelation shows the importance of white in the Bible, Revelation 4:4) â€Å"And round about the t hrone were four and twenty seats: and upon the seats I saw four and twenty elders sitting , clothed in white raiment; and they had on their heads crowns of gold.† Ishmael tries to describe whiteness as, â€Å"which at times by its intensity completely overpowered all the rest; and yet so mystical and well nigh ineffable was it, that I almost despair of putting it in a comprehensible form. It was the whiteness of the whale that above all things appalled me. But how can I hope to explain myself here; and yet, in some dim, random way, explain myself I must, else all these chapters might be naught.† So it seems as if the whiteness was the same indescribable thing as is the whiteness John saw in his Revelation, which he wrote for the Bible. We know Moby Dick is indestructible and like God, nobody can touch him. So can we conclude Moby Dick represents God? I think that is one of the mysteries that Melville leaves the reader to unfold on their own. He is symbolically the great divine mystery. Captain Ahab could be taken in different ways, such as good or evil. In this case he would be evil considering he has the same name as King Ahab in the Bible. Ahab is like no other character in the book. At times, he lacks compassion or even certain aspects of a complete personality, but maybe the determination of his goals (revenge on Moby Dick) compensates for his lack of personality. Captian Ahab isn’t just after the bulbber and oil of the whale, but he is after the glory and the sense that he can conquer everything. The thing that keeps his engine running after Moby Dick is the fact that there is something greater than him, the â€Å"Great† Captain Ahab. Some refer this egotistical ness as hubris, something Greek tragedy (from the packet) Gods have, and that hubris is sometimes the reason for their downfall. Captain Ahab has so much confidence in going after Moby Dick that at one point he says â€Å"If man will strike†¦talk not of blasphemy man; I’d   strike back at the sun if it insulted me†¦Ã¢â‚¬  So not only is he determined, the only thing that makes him complete is the fulfillment of striking hate and death upon this whale. To compare to the Bible, Captain Ahab is similar to the King Ahab of 1 Kings. The Bible says in 1 Kings 16:33, † and Ahab did more to provoke the Lord than all Kings of Israel before him.† Throughout the book Ahab does only what will further his pursuit of the whale and in doing that, he at times disobeys the rules of religion, business, of common sense, and ignoring the omens, pleas against his cause, and experience (Moby Dick Packet). For example, one part of the book describes a part where two ships meet to dock for a short time and once Ahab heard news of Moby Dick’s location, he immediately abandoned all plans of sailors interacting with the other boat and women, not even taking a second to breathe, because he was narrow minded with the white whale in vision. Like King Ahab has Elijah, Captain Ahab has Fedallah as prophets to warn the two leaders of troubles ahead. Elijah proclaims disaster for King Ahab’s misdoings on him and his family. Fedallah came to Ahab, prophesizing the downfall of Ahab and his ship. This shows Melville’s concordance of the Bible with his storytelling. As you can see, Ahab was punished in both the bible and Moby Dick. In The bible it says,(1 Kings 17:1) † And Elijah the Tishbite, who was of the inhabitants of Gilead, said unto Ahab, As the LORD God of Israel liveth, before whom I stand, there shall not be dew nor rain these years, but according to my word†¦Ã¢â‚¬  In conclusion, I believe Melville definitely used symbolism to spice up his story and also biblical allusions to give more sense to build the climax of the story. I feel I have proven to you that these three characters, Moby Dick, Ishmael, and Captain Ahab were all linked to characters in the bible. Depending on how deeply you look into the story, you can find that symbolism lies everywhere in this book and that is why it is the â€Å"smartest† book for a high-school student to read.

Classroom †Toelf Essay Essay

In general, most people tend to view things differently, even whether if classrooms environment should be interactive or not. To some people, they may think that classrooms are places where teachers lecture and the students listen. However, in my opinion, I believe that classrooms should be interactive. The following cases and examples will help support my point of view. People have different backgrounds. Students, especially in international schools, have varying backgrounds, which may result in different views. A classroom is a place for learning experiences, therefore, it is crucial that varying opinions are brought to the table. Take the example of a business class. In discussing whether or not coffee stands should be locate within the campus or outside, the teacher may Do you think that students will always understand every single thing the teacher lecture about if they weren’t allow to ask questions? In complicated classes such as math or science there are many things that usually confuse the students. It is nigh impossible for the teacher to be able to make sure that everyone understands, let alone knowing whom doesn’t what. Courage. When your kids grow up, they do not work alone. Courage is an important aspect in working with others, whether it is to lead or just to follow. In the case of Pearson Hardman, an international law firm, they seek not only people with knowledge but also people who have individuality, people who could think for themselves and are not afraid to express their opinion. Where is a better place to develop those traits than in classrooms. Classrooms where students are allowed, and encouraged, to speak out their mind. In conclusion, it is hard to make all people view things in the same way, even in the case of whether or not classrooms should be interactive. Some people may agree that it should not be because discussions may lead to the teacher not being able to teaches everything he intended to. However, to me, I strongly agree that classrooms should be interactive. The examples and cases mentioned above have supported my point of view to the best.

Strategic Direction of Harley Davidson

The success of Harley Davidson (HD) is due to the American motorcycle icon’s effective Strategic Management. HD’s vision, mission, goals and objectives strive to exceed the requirements of its main stakeholders. Although these needs are not always met, the company has unique relationships with is stakeholders. The company stays on course with its strategic plan, despite the economy and the decline of American manufacturing and what might be considered its dwindling U. S. consumer base. Stakeholders â€Å"represent very important constituencies or groups of individuals who are part of an organization or associated with an organization.† (Module 01, 2013)HD’s main stakeholders are its employees, customers and shareholders. Each stakeholder has its own motives for being involved with the organization. Normally these motives result in common goals and objectives.MissionAn organization’s â€Å"mission is the overachieving goal of a company, the reason w hy it operates. † (Module 01, 2013). Harley Davidson’s mission statement is â€Å"We ride with our customers and apply this deep connection in every market we serve to create superior value for all of our stakeholders† (Harley Davidson, 2012. p. 2).  This mission statement places the needs of stakeholder foremost in the company’s strategic plan.VisionA company’s vision should â€Å"set up the long term direction of the company (vision), they incorporate the goals of the main stakeholders (shareholders, customers, suppliers, employees), they express the main values of the management to be embraced by employees, and they describe the main goals† (Module 01, 2013). Harley Davidson’s vision is â€Å"We fulfill dreams inspired by the many roads of the world by providing remarkable motorcycles and extraordinary customer experiences.We fuel the passion for freedom in our customers to express their own individuality† (Harley Davidson, 2012, p. 2). Harley’s vision does state a continuing corporate path; however it is on quite romanticized. A look at the company’s goals and objectives is needed to complete a picture of the organizations vision.Goals and Objectivesâ€Å"Goals and objectives divide the vision into achievable units at department levels for instance, that are further subdivided into smaller and smaller units, until they reach every employee’s desk. † (Module 01, 2013) Harley Davidson’s has identified four major goals in its Annual Statements.These goals include obtaining flexible manufacturing, creating shorter product development times; developing a premium customer experience and fulfilling dreams (Harley Davidson, 2012, p. 4). Goals should meet the SMARTER principle. That is that â€Å"Goals should be designed and worded as much as possible to be specific, measurable, acceptable to those working to achieve the goals, realistic, timely, extending the capabilities of those working to achieve the goals, and rewarding to them, as wellâ€Å" (McNamara, 2011). We will evaluate each goal to measure whether it meets this criterion and the needs of the main stakeholders.Manufacturing. One of HD’s goals is to create flexible manufacturing within its multiple facilities. In the past Harley on produced one bike per plant. If the public demand changed in that area Harley may have been left with a large supply and no demand. Harley’s objective is to enable its plants to be able to produce the right motorcycle for the needed demand in that area. The company’s tactics include incorporating the success of its York plant into all of its plant globally. In 2011, the York plant was outfitted to produce both the Tri Glide and All Touring Softail motorcycles (HARLEY Davidson, 2011, p 4).This will allow the company to move product to the correct customer at the correct time. Employees of Harley are encouraged to provide input and incorporate changes to improve products as well the production process. The goal of flexible manufacturing meets the entire criterion for the SMARTER principle. Both employees and customers benefit if this goal is realized. Product development. Harley’s goal to reduce product development times include three main facets: â€Å"1) a laser focus on the best product opportunities; 2) reduced time-to-market; and 3) increased product development capacity through efficiencies† (Harley Davidson, 2011, p.4). This goal does not meet the full criterion of the SMARTER principle. The goal is not specific. It does not quantify how much it wants to decrease the timeliness of product development. Employees benefit from this goal. The main benefit is that because HD believes in employees participating in the product development process it has created a learner centric environment. Employees stay well versed in their fields while assisting the company in developing quality products in shorter peri ods of time. This benefits the customers by providing quality products that keep up with advances in technologies and consumer desires.Retail. â€Å"The goal of this transformation at retail is quite simple: to provide a premium retail experience with every customer, every day and everywhere, while strengthening dealer profitability† (Harley Davidson, 2011, p. 5). Harley Davidson plans to work with all of its stakeholders to ensure that all of its many faces culminate in a great customer experience. This includes an in store and online experience. The SMARTER principle is also not completely met with this goal. The goal is not completely measurable. It is beneficial to all stakeholders.The strengthening of retail keeps employees employed and the improved customers can make customers feel more valued and more likely to seek out the retail experience. Dream fulfillment. â€Å"At the core, these three transformations—in manufacturing, product development and at retailâ⠂¬â€come down to one thing: we must ensure, in a world of ever-increasing customer expectations, Harley-Davidson continues to fulfill dreams through remarkable motorcycles and extraordinary customer experiences far into the future† (Harley Davidson, 2011, p. 5). All of HD’s improvements end here.The improvement require all stake holder to work together to make the customer experience unique. The improvements, if effective will add to the Harley Davidson ethos.RecommendationMy recommendation to Harley executives is to remember to stay true to the brand, but to attempt to market products to find new consumer within the US. Since HD’s inception, Harley has been associated with the freedom of America, but it may be losing it American consumer while changing to a global market. â€Å"Harley-Davidson demographics has long shown its reliance on an overwhelmingly white, male and middle-aged consumer base would ultimately  challenge sales in North America, where it st ill earns two-thirds of its revenue† (Kelleher, 2013).The goal that I propose is to include marketing to a younger group with a disposable income. I have been introduced to Harley; in fact, I learned to ride on a Buell in a Harley Drivers Edge Safety Course. I an African American female and have never been in the Harley advertising demographic. Harley does have a female rider’s program but it’s not advertised. All of the commercials that I have seen for Harley actual talk about the experience and financing.Although it is an American institution like a lot of older brands, it may lose it appeal a younger population. Increasing its consumer base can only be beneficial to its other stakeholders. It may potentially prevent manufacturing jobs from being transferred outside of the U. S. as Harley seeks consumers in other locations. Harley Davidson’s use of strategic management is in line with the needs of its main stakeholders. The company’s mission ackno wledges the need to meet the demands of all stakeholders for a more effective organization.Harley’s vision recognizes what HD brand means to the consumer. The organization’s goals and objectives seek to make the brand more effective in the current global market while satisfying the needs of its stakeholders. HD should be careful that it continues to gain new customers as it reliable customer base ages and are no longer able or willing to ride. Harley has continued to use strategic management to change the company’s fortunes over the years. As a result, the company has faltered but never truly failed.

IS RACISM A FACTOR IN THE 2008 PRESIDENTIAL ELECTION Essay

IS RACISM A FACTOR IN THE 2008 PRESIDENTIAL ELECTION - Essay Example Before we become passionate about the debate regarding racism in the election, let us first look into the real meaning of racism and then decide whether racism is truly making its indelible stamp on the 2008 presidential election. Racism comes with many definitions and some of these definitions are coined by people to suit their interest. To stay on more neutral grounds in this discussion, let us stick into the common legal and sociological definition of racism. According to the Untied Nations Convention on the Elimination of All Forms of Racial Discrimination, the term racism "shall mean any distinction, exclusion, restriction or preference based on race, colour, descent, or national or ethnic origin" †¦ which results into the nullification or impairment of the rights or enjoyment of equal rights in the exercise of fundamental freedoms. In other words, racism works by diving people according to their perceived group and boundaries are set so as to prevent these groups of people from intermingling and working side by side on equal footing. Where groups of people are deprived of their basic rights simply because of the color of their skin, their ethnic origin and their race; such deprivation amounts to ra cism (See Allen, Theodore (1994). On the other hand, sociologist define racism as a highly organized system that is characterized by race based privileges that operations on level levels of society (See Cazenave N and Maddern Darlene A 1999). According to Joe Feagin, the former president of the American Sociological Society, the culture of the United States is rooted on the idea of racism because it social organizations are based on racial selection and segregation (see Feagin 2000). Although the United States government worked hard to eliminate racism within its territories, we cannot deny that incidents of racism in the country are still

The Role of Operation Management in the Hospitality Industry Case Study

The Role of Operation Management in the Hospitality Industry - Case Study Example The competitive priorities of the hotel, as well as the analytical techniques used by the company, have been analyzed. Using the required information, major challenges existing in the operation management process in the hotel has pointed out. Finally, some feasible solutions to mitigate the problems have been suggested. Information has also given regarding the possible hurdles to be faced by the hotel while implementing the required changes in the operation management practices.  Ã‚   The project has chosen the Hotel Novotel in order to provide an in-depth analysis of the operations management in the company. It has around 400 hotels and resorts which are located at 58 locations all across the world. The company chooses the city centers of the important business destinations, tourist spots, and business districts in the world. The hotel structures are based on modern and simple designs. The hotel provides the leisure travelers and businesses spacious and modifiable rooms for working and relaxing in standardized offers. Moreover, the company’s restaurant meals and food services are offered throughout the day. Apart from these, it provides meeting rooms, an attentive group of staff and relaxation and fitness centers for the children. The company reflects an immense sense of responsibility through its involvement in Accor’s Earth Guest program to achieve sustainable development. It has also committed to all its hotels to acquire the â€Å"Green Globe certification for environmentally responsible traveling and tourism by 2010† (Novotel-a, â€Å"Nearly 400 hotels throughout the world†). The most outstanding hotel in the group is the Novotel World Trade Centre based in Dubai. The company provides the best location to conduct business from or to explore Dubai. The company is located very near the leisure and business hub of Dubai. This makes it the most preferred and attractive option for professional travelers and holidaymakers. Staying at the hotel one finds oneself very near the most attractive and popular tourist attractions, famous shopping malls and the best night spots in Dubai.  

Environmental Health Assessment Essay Example | Topics and Well Written Essays - 750 words - 5

Environmental Health Assessment - Essay Example Policymakers manipulate the real world to match formulae†. He further noted that the ability of risk assessment to provide clear guidance has been â€Å"overstated by risk assessors and overused by regulators and lawmakers†. We can infer from this that the latitude of uncertainty brought about by myriads of factors lend a propensity to appropriate the measure in accordance with one’s interest or advocacy. However, we do not preclude the validity of the concerns of the citizens. As noted by Contini, et al (1991), a risk analysis on the accidental release of ammonia conducted by teams of scientist from eleven European countries resulted in eleven risk estimates whose numerical results were dictated or dependent on many assumptions introduced during every step of the risk analysis. In presentation as to the uses, limitation and abuses of risk assessment, risk assessments are being used as tool/proof to advance technologies as hard science using unrealistic assumptions which are kept hidden and not stated openly (Howard). This gives credence to the citizen’s concern that there seem to be blind adherence or faith in assessments masked as hard science but oftentimes are based on unrealistic assumptions. So their clamor for validly tested models in assessing population exposure seems justifiable on this account. However, requiring that exposure assessments be based only on validated models do not in itself guarantee the integrity of an exposure assessment. In a study on Validation Strategy for the Integrated Exposure Uptake Biokenitic (IEUBK) Model for Lead in Children, the model has been admitted to be inadequate in prediction simply because of the multiplicity of specific variability and hence the model can be applied only to individual data sets due to â€Å"many community-specific characteristics which may be difficult to quantify† (Environment Protection Agency [EPA], 1994). However, as applied to environmental