Strategic Thinking And Swot Analysis Commerce Essay

Strategic Thinking And Swot Analysis Commerce Essay In this study, SWOT analysis is presented with elaborating the steps. Defining and articulating it roles in strategic planning and development steps are also covered. Besides, it exemplified in the case of organizational performance for small and medium enterprises in Egypt. SWOT which stands for an abbreviation of (strength, weakness, opportunity and threat); is an analysis that defined as method to examine organizations internal factors dealing with strengths and weaknesses, and its environmental opportunities and also the threats. SOWT analysis usually use in the preliminary phase of decision making as a general tool which it designed for being antecedent to strategic planning in different case and applications. (Johnson et al., 1989; Bartol et al., 1991). Based on some other definitions like Formisano (2003), SWOT Analysis can be used as a model, process, technique or framework to generate information about those factors in organization by having many applications with possibility of being used in all the levels of the organization. So, SWOT can be defined as internal analysis of organizational Strengths (what an operation does well) and Weaknesses (what an operation does not do well) and as well as the external analysis of environmental Opportunitie s (potential favorable conditions for an operation) and Threats (potential unfavorable conditions for an operation); and it is a general tool at the initial stages of policy making and strategic planning and as well, it is a part of the latter stages of analyzing the performance and planning for further development of the organization on. SWOT analysis is used as a technique in order to develop a planning process and solutions for the problems that are related with different internal and external factors and maximize the potential of strengths and opportunities as well as minimizing the negations of weakness and threats (Sharma Singh, 2010; Schermerhorn, 2006; Bennett, et al., 2003). The first step of SWOT analysis is a systematic evaluation of the organizations resources and capabilities. Strength in SWOT analysis is connected to competitive advantages and distinguishing competencies of the company in its market environment. But weaknesses can be considered as limitations that can affect the progress of the company in a negative way. This evaluation includes identifying core competencies by considering special strengths which are superior to the competitors. The core competency is a special strength which gives an organization a competitive advantage and it may be found in special knowledge or expertise, superior technologies, efficient manufacturing technologies, or unique product distribution systems, among many other possibilities. Strategy formulation has an aim which is to form strategies that leverage core competencies for competitive advantage by constructing organizational strengths and minimizing the impact of weaknesses (Houben et al., 1999; Schermerho rn, 2006). Figure 1. SWOT Analysis of Strengths, Weaknesses, Opportunities, and Threats (Schermerhorn, 2006, p.88) Strengths: Strength of an operation is the first internal element of the SWOT analysis. The strengths cover what an operation does well. The strengths may be being low-cost producer or high quality product producer. It depends on the perspective (Bennett, et al., 2003, p.2). Weaknesses: The weakness of an operation is another internal element of the SWOT analysis. Examining weaknesses cover identifying what an operation does not do well. They must be examined from the internal and external perspective of the operation. Usually all operations, regardless of size or profitability have weaknesses (Bennett, et al., 2003, p.2). Opportunities: Opportunity is the first external element of the SWOT analysis. The opportunities cover any convenient situation in the businesss environment that the operation may gain an advantage form. The range can be from diversification and the use of new technologies to market trends and relationship developments. And usually all operations have some opportunities. It is important to analyze them well (Bennett, et al., 2003, p.2). Threats: Another element of the SWOT analysis is the external threats. All operations can face threats and the threats can range from lower international prices to key relationships that have some problems. The operation of the organization must take some actions to prevent the external threats (Bennett, et al., 2003, p.2). SWOT analysis is used as inputs to generate possible strategies. And next step is to decide these strategies after the identification and analysis of strengths, weaknesses, opportunities and threats (Houben et al., 1999). 2.1 SWOT Analysis Steps Based on Houben et al. (1999) as a first step in the development of a strategic planning system, business managers therefore commence with the identification and evaluation of these strategic factors which assist or hinder the company in reaching its full potential. Normally every company is confronted with a dynamic environment; the relative importance of a strategic factor will change constantly, so the SWOT analysis is correspondingly to be of a permanent nature. The list of strategic factors can be used as a point of departure for the actual strategic plan within a small or medium sized enterprise. It is a flexible instrument. The greatest advantage is that it helps managers of small and medium sized enterprises survey the different management areas, gain insight into the significance within the framework of the company, and accordingly initiate suitable actions. Bartol et al. (1991) mentioned that responding to internal strengths and weaknesses is therefore an essential componen t of the strategic management process. But success can only be achieved in this respect to the extent that one is familiar with the opportunities and threats resulting from the external environment. The recognition of the internal strengths and weaknesses, as well as external opportunities and threats, takes place on the basis of a study, which called SWOT analysis. Generally no standard list of crucial factors which apply for all companies exists because of the specificity of this set. Within the framework of this study, however, we chose to concentrate solely on the internal business environment. This therefore only concerns the identification of strengths and weaknesses. Strengths thereby relate to the competitive advantages and other distinguishing competencies which can be exploited by the company on the market. A distinguishing competence is something which can be done very capably by a company. Weaknesses, on the other hand, are limitations which hinder the progress of a company in a certain direction. Weaknesses are those attributes of the organization that impede achieving the objective and limitations or deficiency in one or more resources or competencies relative to competitors that impedes a firms effective performance. Opportunities are outside conditions that help to achieve the objective major situation in a firms environment. Key trends are one source of opportunities and identification of a previously overlooked market segment, changes in competitive or regulatory circumstances, technological changes, and improved buyer or supplier relationships could represent opportunities for the firm. Threats are also outside conditions that impede achieving the objective and impediments to the firms current or desired position. The entrance of new competitors, slow market growth, increased bargaining power of key buyers or suppliers, technological changes, and new or revised regulations could represent threats to a firms success (Mintzberg and Quinn, 1991). According Johnson et al. (1989) ; Bartol et al. (1991) taking strategic actions is advised for the organizations to preserve or sustain strengths, offset weaknesses, avert or mitigate threats, and capitalize on opportunities. Strategies can consider as the balancing act between the external environment like opportunities and threats and the internal capabilities of the firm such as strengths and weaknesses. Basically SWOT analysis is an extremely useful tool for understanding and decision-making for all sorts of situations in business and organizations. As a first step in the development of a strategic planning system, business managers should therefore commence with the identification and evaluation of these strategic factors which assist or hinder the company in reaching its full potential. Because every company is confronted with a dynamic environment, the relative importance of a strategic factor will change constantly, so this analysis is accordingly to be of a permanent nature. In identifying SWOT a particular factor is relevant only with reference to a specific objective. For example, a large cash balance is strength if the objective is expansion. If the objective is to discourage a hostile take-over, a large cash balance is a weakness. The SWOT analysis headings provide a good framework for reviewing strategy, position and direction of a company or business proposition, or any other idea. Completing a SWOT analysis is sometimes simple and useful which can be used for business planning, strategic planning, competitor evaluati on, marketing, business and product development and research reports (Houben et al.1999). The strengths and weaknesses can be found in the functional company fields, or they may be a consequence of abnormal interaction between different fields. Furthermore, the strengths and the weaknesses of an aspect must be measured at different levels of the organization; this can be at group level, at individual company level or at product or market level. The evaluation of the performances of the past may not be neglected with the measuring of strengths and weaknesses because it provides historic insight into the strategy of the company previously implemented as well as the successes accordingly achieved (Glass, 1991). Historic investigations may not only be limited to the pure analysis of the paths followed by the company in the past and the results achieved, they must also devote attention to the reasons for this success. With the lists compiled, sort and group facts and ideas in relation to the objectives. It may be necessary for the SWOT participants to select their five most im portant items from the list in order to gain a wider view. Clarity of objectives is a key to this process, as evaluation and elimination will be necessary to cull the wheat from the chaff. Although some aspects may require further information or research, a clear picture should, at this stage, start to emerge in response to the objectives (Johnson et al., 1989; Bartol et al., 1991). 3. SWOT Analysis and Strategic Planning SWOT analysis is mainly part of the strategic planning process buy studying on internal and external forces in the business environment of a company of organization. As a first step of a strategic planning system, the strategic factors that are related with the potential of the company, should be identified and evaluated. The identification and evaluation of the strategic factors helps to reach an actual strategic plan and as a result the managers are able to gain insight of internal and external nature of the company and establish suitable actions in order to reach good performance (Houben et al., 1999, p.2) In order to have good performance in strategic planning, the future objectives on the companys strength and the weaknesses of the company must be considered by the company. Internal strengths and weaknesses are the main components of the strategic management process but it must be reinforced with considering opportunities and threats from the external environment. According to Hill and Roy (1997, p.46), SWOT analysis is one of the most straightforward approaches for analyzing the strategy of an organization. SWOT as it explained before, is the acronym for strengths, weaknesses, opportunities and threats which according to Zack (1999, p.126) SWOT framework is one of the well-known approaches to define a strategy. Considering Zack, Hill and Roy statements about SWOT, it can conclude that this approach can be used in order to define and analyze organizations strategy. This analysis consists of two parts. First, we have to analyze the internal characteristics and capabilities of the organization, which analysis helps us to identify the strengths and the weaknesses that the organization has. In the second part, we have to analyze the external situations in the competitive environment, which this analysis helps us to identify the opportunities and the threats that the company may faces. After identification of these four factors, a strategy for the company can be presented. Based on Zack statement (1999, p. 127) strategy is the act of balancing between internal and external situations of a given organization. And a good strategy is the one which ensure a fit between external situations of the company with its own internal capabilities (Hill and Westbrook, 1997, p.47). This analysis was in power for at least 30 years. Zack (1999, p.128) believes that companies who have superior knowledge, can sustain their competitive advantage by the use of those knowledge in order to combine, coordinate, develop and exploit their resources and capabilities in a new way and better than their competitors. Buckman Labs competed in certain markets based on its superior knowledge of how to apply its chemicals to solve the process treatment problems of its customers. After explaining SWOT framework in previous section, and talking about knowledge as a strategic asset and the sustainable competitive advantage which could be achieved through the application of the knowledge that exists in an organization, the author (Zack, 1999, p. 130) proposes that: Firms need to perform a knowledge-based SWOT analysis, mapping their knowledge resources and capabilities against their strategic opportunities and threats to better understand their points of advantage and weakness. The outcome of this analysis could be a map that can help the organization to strengthen its knowledge advantages and reduce its knowledge weaknesses. This map reveals the knowledgebase resources and capabilities of one organization and the knowledge that this organization needs in order to be competitive in the market by providing the products and services. As we mentioned earlier, we can thought of this as a knowledge strategy. Zack (1999, p.131) mentions three steps that should be taken in order to describe the link between strategy and knowledge: 1. Organization needs to identify its strategic goals. 2. Organization must evaluate the knowledge that it needs in order to achieve its strategic goals. 3. Comparison between the knowledge that one organization has and the knowledge that one organization needs reveals the strategic knowledge gaps of that organization. A firm, according with its current knowledge, must identify the best product and market opportunities for exploiting that knowledge. For example, Most importantly, it recognized the difference and managed and developed its strategic knowledge accordingly (Zack, 1999, p.131). Therefore, we can consider the knowledge as an important strategic resource for sustaining the competitive advantage. There are 3 reasons why knowledge makes the advantage sustainable, as first that knowledge which is gained from organizational procedures through experience is unique and cannot easily be reproduced. Because acquiring this knowledge require competitors to engage in similar experiences which need time and money. Second is that, those firms which know more can learn more in comparison to their competitors who have just started to gather knowledge. Third reason is that, the integration between newly gained knowledge and the knowledge that the firm already has can create unique insights and more valuable knowledge that is difficult for the competitors to gain. These reasons all lead to a sustainable competitive advantage. Strategic management is a collection of decisions and actions that are taken by the business management to determine the long-term activities of the company. Basically strategic management has three elements (Houben et al., 1999, p.126), the formulation of a strategy; the implementation of a strategy; the control and evaluation of the strategy. Internal and external environment analysis must be done before applying these stages. While analyzing of the internal and external environment will result in an overview of all opportunities and threats and also weaknesses and strengths will be reviewed and these are SWOT analysis results. If we want to define the internal and external environments, the external environment include the variables existing outside the company, they are in the short-term and not under the control of the company and they are from the context in which company exists and functions. The external variables are divided as; direct and indirect environment. The elements or groups are directly influenced by the actions of the company are considered as the direct environment (industry environment), such as; the shareholders, the government, the suppliers, the local authorities, the competitors, the clients, the creditors and the employees organizations. The general forces that have an impact on the long term decisions of the company are considered as indirect environment (macroenvironment) such as; economic, socio-cultural, technological, political and juridical influences (Houben et al., 1999, p.126; Schermerhorn, 2006, pp.87-88). The variables of the internal environment within the company belong to the business management of the company that does not have an influence in the short-term. These variables include the company structure, the company culture and the resources of the company. One of the three elements of strategic management was the formulation of a strategy and it is a process for the development of long-term plans, to respond to environmental opportunities and threats effectively by considering the strengths and weaknesses of the company (Houben et al., 1999, p.126). Figure.3.1.1 illustrates the SWOT analysis of strengths, weaknesses, opportunities and threats. Companies need to take some specific actions to identify and understand their competitive strengths and weaknesses; and the development of the competitive strategy depends on building a global overview that considers the strengths and weaknesses. The strengths and weaknesses can place in the functional company fields, or can be a consequence of unusual interaction between different fields. In addition, the strengths and the weaknesses must be analyzed at the different levels of the company such as; organization, group, individual, company, product or market level (Houben et al., 1999). The current strategic position forms a very important point of departure for the development of a future strategy. It is very difficult to understand the current strategy if a formal planning system was previously absent. The studying of the competition, the current strategic prospects, performances from the past, the market possibilities and the market environment provide us with insight concerning information required for the indication of strengths and weaknesses. Where possible these strengths and weaknesses are to be represented in objective terms. It must be commented that most strengths concern the capabilities of certain personnel members or the resources at hand. A distinction can accordingly be made according to the present product/market combinations. It is therefore sensible to make a distinction according to the extent to which these strengths and weaknesses are of a critical nature. As regards the critical factors, an attempt must be made to sort them on the basis of st rengths (Johnson et al., 1989; Bartol et al., 1991). Good performances within a company are the results of correct interaction of the business management with its internal and/or external environment. To operate successfully in this respect, the company must concentrate its future objectives on its strengths, while averting tendencies related to the companies weaknesses. Responding to internal strengths and weaknesses is therefore an essential component of the strategic management process. But success can only be achieved in this respect to the extent that one is familiar with the opportunities and threats resulting from the external environment. Mintzberg and Quinn (1991) explained the recognition of the internal strengths and weaknesses, as well as external opportunities and threats, takes place on the basis of a SWOT-analysis. Within the framework of this study, however, we chose to concentrate solely on the internal business environment. This therefore only concerns the identification of strengths and weaknesses. Companies must und ertake specific actions in order to distinguish their competitive strengths and weaknesses. The strengths and weaknesses are found in the functional company fields, or they may be a consequence of abnormal interaction between different fields. Furthermore, the strengths and the weaknesses of an aspect are measured at different levels of the organization; this can be at group level, at individual enterprise level or at product or market level. 4. SWOT Analysis in Practice In this section we can overview the SWOT analysis of organizational performance of small and medium enterprises in Egypt through promoting the human factors in quality management systems. This analysis has been done by the survey results (the answers in the studied questionnaire) were analyzed by the SWOT method in order to identify the Egyptian manufacturing SMEs Strengths, Weaknesses, Opportunities, and Threats, in order to generate information about their effects on organizational performance and to determine if there is a need to support systems for the organizations development or a need for system improvement (Shobery et al. 2010). This analysis the research team used as a guideline for developing the QMS model with focus on human factors. Egyptian manufacturing SMEs (Small-Medium Enterprises) have much strength and weaknesses, and many opportunities and threats which are generated from the business environment and have effects on the whole organization. Strengths of SMEs were confirmed by the results of the questionnaire and have supported, developed and promoted as a part of the basic infrastructure needed to achieve the criteria of the business excellence practices. Weaknesses indicated the problems and ineffective work systems which need to be solved and improved gradually to get a new and better infrastructure (Shobery et al. 2010). In their research they figured it out that opportunities mainly increase the number of international markets open to Egyptian manufacturing SMEs. Threats are mainly generated through competitive situations from the international trading competitors and free trade areas (FTAs). There is an increase in the number of overseas competitors most of which have a higher potential for international trade than Egyptian firms. Generally, strengths and opportunities influence the organizations performance in positive ways and also support the development of a QMS. In contrast, the weaknesses and threats have negative effects on the organizational performance, which hamper a successful implementation of a QMS. Effects of strengths, weaknesses, opportunities, and threats on the organizational performance in Egyptian manufacturing SMEs are presented in Table 1 and Figure 2. Based on their findings, a systematic schedule for the analysis of strengths and weaknesses is something constantly gaining popularity. Companies must undertake specific actions in order to distinguish their competitive strengths and weaknesses. History has shown this to be not particularly simple. Many companies only have vague ideas of the source of certain competencies and the extent to which they possess them. The absence of a global company overview prevents a clear picture being obtained. Despite these problems the development of a competitive strategy depends on having a global overview as regards strengths and weaknesses. 5. Conclusion By doing the SWOT analysis usually there are some ready expected advantages such as, an impetus to analyze a situation and develop suitable strategies and tactics, a basis for assessing core capabilities and competences, the evidence for, and cultural key to, change, a stimulus to participation in a group experience.

Coach cater

l came to coach basketball players, and you became students. I came to teach boys, and you became men†. This quote shows how successful Coach Ken Carter's managing techniques are, however Coach Carter uses many managing styles through out the film. A good manager uses multiple managing techniques these techniques are autocratic, persuasive, consultative, participative and laissez fairer. Coach Carter's managing methods vary between the different situations he comes across. As shown wrought out the film Coach Carter's managing styles and approaches are very successful.One of Coach Carter's managing styles was autocratic. Autocratic managing Is mainly based only the managers decision also known as centralized decision making. This managing style is mainly focused on tasks and does not accept much feedback and gives very tight timeliness. An example of an autocratic managing style is when coach carter says, â€Å"let's see how many suicides you can do in†¦ One hour and seven minutes†. This quote shows how he is trying to discipline his team and the tight implies an autocratic manager Like coach carter would give In a situation Like that.A second managing style that is used by coach carter is a persuasive technique. Persuasive managing is very similar to the autocratic managing techniques. It uses centralized decision making, only interested in results and outcomes, however a manager of this technique would accept very little feedback. Instead of tight timeliness he or she often sells you decisions. An example of a persuasive managing style Is when coach carter says. Most importantly we control the tempo of the game†. This quote shows that he is giving orders that persuade the team to perform better.The third managing style coach carter approached his team with was a consultative approach. The consultative managing style consists of the manager willing to accept most of his or hers staff opinions. Consultative managers are more employee orie ntated and the staff has more Input with tasks. Coach carter uses this method of managing when he realizes his team is getting better at playing basketball, an example of this managing style is when coach carter is not satisfied with their grades however he is willing to help them improve their grades.This quote shows that coach carter believes in his team and is willing to hell them as he can see they have potential. The fourth managing style that was used by coach carter most commonly was a participative style. This managing style consists of many factors which are that decisions are made together, responsibility is often delegated to his or hers staff. This managing style also accepts a lot of feedback and is more of a flexible managing Tyler. N example of this managing style is shown when team member Jason Lyle says, â€Å"You said we're a team. One person struggles, we all struggle. One person triumphs, we all triumph†. This quote shows that he allows his team to make de cisions and to The final managing technique that was used by coach carter was laissez fairer in English translation leave alone. This technique is very laid back and is commonly used by a manager who has a staff that is very talented, however with a talented staff you can give a lot of responsibility to your staff.High delegation must come with a talented and trusted team and this is shown when coach carter sees his team doing paperwork in the gym and Jason Lyle says, â€Å"they can cut the chains off the door, but they can't make us play,(Dampen carter) we have decided to finish what you've started, sir†. Another scene is when Dampen carter offers his father a contract to allow him to play for Richmond oilier. These quotes and this scene shows the teams dedication, talent and how they are capable enough to make decisions.

Apis Mellifera: The Life of the Western Honey Bee Essay

Who would think that an insect less than an inch big could be of so much importance to the human society? Throughout the history of mankind, the Western Honey Bee has proven to be of many uses to the human society. The study of the honey bee has shown the true intricacy and efficiency of their colony. Each member of the colony works together in a nearly flawless environment of productivity. For these reasons, and many more, the Western honey bee has proven itself to be one of the most fascinating and useful insects there has ever been. In order to be able to understand the honey bee and its colony, one must first learn about the bee’s physical make-up. Similar to a typical insect, the Western honey bee can be divided into three major sections; these sections are the head, thorax, and abdomen. The first section, the head, is a very intricate part of the body. The head contains the eyes, antennae, and the mouthparts. The eyes are an intriguing feature, seeing as the honey bee has two different types of eyes. The first type is the two compound eyes. The compound eyes are more of the typical kind of eyes. These eyes can sense light and color, though the bee’s spectrum of color varies slightly from the human eye’s spectrum. The honey bee also has three simple eyes, which are called ocelli. The only known function that these eyes serve is to sense the intensity of the light (Dade 65). The two antennae also play a crucial role in the life of the bee. The antennae are the nose of the honey bee, allowing it to sense odors. Along with sensing odors, the antennae aid in their ability to taste. The mouthparts of the honey bee contain the mandibles and proboscis. The mandibles are jaws that help in chewing, grooming, and several other functions. The proboscis is similar to the human tongue in the fact that its function is to lick and suck up nectar into the honey bee’s mouth. The next section of the bee, the thorax, contains the legs and wings. These both contribute to the mobility of the bee. There are six legs on a honey bee which come in three pairs. The legs perform multiple functions, among these being that they aid in mobility, grooming, and storing pollen. The honey bee possesses two pairs of wings, the front wings and the hind wings. These wings provide for very efficient flight, allowing the bee to beat its wings at an astounding rate of 200 times per second; they have also been known to travel up to 60 kilometers on one meal (Winston 26-29). The third and final section of the bee is the abdomen. The most well-known and feared function of the bee, the stinger, is found in the abdomen. Large portions of the bee’s digestive, excretory, circulatory, and respiratory systems are also found in the abdomen. The internal systems of the honey bee are as fascinating as its physical qualities. Much like a human, the honey bee also has a digestive system. When a bee consumes food, it travels through its esophagus to its crop. While in the crop the food can be regurgitated and transferred to another bee. After passing through the crop, the food travels to the midgut. This is where the digestion and absorption of nutrients takes place in the bee. Then the digested food is either excreted through the rectum or used for energy. The circulatory and respiratory systems of the honey bee are fairly simple with the dorsal heart and aorta being the main contributors in blood circulation. Unlike a human, the bee does not have veins and arteries for the blood to travel through. Instead, the blood fills the body cavity and enters the heart through the ostia. After passing through the ostia and heart, the blood travels to the head. The honey bee respiratory system also varies a great deal from the human’s. The honey bee breathes through holes called spiracles. These spiracles are connected to the tracheae which are tubes that transport the oxygen in and the carbon dioxide out of the bee. The honey bee’s ability to fly is a very important and interesting ability. As mentioned previously, the honey bee has 4 wings, a pair of frontal wings and a pair of hind wings which are located on the thorax. There are two muscle systems that move the wings, the direct and indirect muscles. The direct muscles are attached directly to the bases of the wings, whereas the indirect muscles are located in the thorax but are not attached to the wing bases. The indirect flight muscles are much larger than the direct flight muscles and likewise play a greater role in the honey bee’s flight. The indirect muscles control the up-and-down wing strokes as well as the back and forth strokes. There are two sections of the indirect muscles, the vertical muscles and the longitudinal muscles. There is a pair of each of these two types of indirect muscles. The vertical and longitudinal muscles expand alternately; this causes the wing to flap, providing the motion for flight. This happens at an extremely quick pace, which allows the wings to beat at 200 beats per second. Not only can it do this quickly, but it can do it efficiently. The bee can travel for very long periods on just one meal. Honey bees live on just three items; these are nectar, pollen, and water. Nectar provides carbohydrates for the bees, while the pollen provides proteins. Most of the nectar and pollen that the bees collect though is used in the production of honey. In a summer, a typical honey bee colony of around 30,000 bees consumes about 20kg of pollen (Seeley 82). If you multiply out the distance required for an average travel times the 1. 3 million foraging trips that it would require to harvest 20kg of pollen, then it would be equivalent to traveling to the moon and back over seven times. The water, too, aids in the production of honey, counting for 18% of the make-up of honey (Dade 43). Though it is probably not surprising because they are called honey bees, the bees’ number one food intake is honey. The bees put out a lot of energy gathering all of their pollen and nectar; this requires them to eat a large amount in order to have enough energy to complete all of their honey production. Western honey bees often build their hives in forest tree branches. Studies have shown that the scouts are very picky when searching for a future nest site. The scouts tend to choose a nest location that is not too far from their current location, yet they prefer nests that are not too close either. Scouts seem to prefer a nest site that has an entrance facing south because the south tends to receive more sunlight. They also desire for the nest site to be positioned roughly three or four meters above the ground (Seeley 73). Once a location is decided upon by the colony, the comb construction is started immediately. The workers in the colony start to mass produce beeswax for the construction of the comb. In order to be able to produce the wax, worker bees eat pollen for the first week that they are alive. The workers really focus on building the new nest since virtually nothing can happen in the colony without the comb. Their hard work pays off; they can accomplish over 90% of the comb building in merely 45 days or even less. The bees have an intricate design for the honey comb. They form hexagonal shaped cells in the comb, maximizing the amount possible. These cells come in three different sizes. The smaller size is for the worker eggs, the slightly larger size is for the drone eggs, and the largest size is saved for the queen eggs. However, there are less than 20 cells for the queens. The left over cells that are not being used for the reproduction of the bees are put into use as storage cells. This is where honey is stored after it is formed. There are three different types of members of a honey bee colony. There are workers, drones, and the queen. All three of these play a vital role in keeping the colony working in harmony. The first of these three is the worker bee. Worker bees are female, yet they never become fully sexually developed like the queen does. The worker bees, as one can imagine, provide the work force of the colony. They are the scavengers and collectors of pollen and nectar. Worker bees also take part in the reproduction process by laying unfertilized eggs that will hatch as drones. The average life span of a worker bee varies depending on the season. If born during the spring or summer, their life span is just a month on average. However, if born during the winter then they can live for up to half of a year (Erickson, Carlson, and Garment 100). The second type in the honey bee colony is the drone. Drones are fatherless, male bees that have hatched from unfertilized eggs. As a result of having no father, the drones only have 16 chromosomes instead of the normal 32 that worker and queen bees have. The lifetime of a drone is just two months during the summer, which is the only time that they are present n a colony. When the summer is over, the drones are kicked out of the colony. In the end, this causes them to die of starvation. The only real purpose that the drones serve in the colony is to mate with the queen bee. After mating with the queen bee, the drone is killed from the process. The third and final type of bee in the honey bee colony is the queen bee. The queen bee comes from fertilized eggs and is the only member of the honey bee colony to achieve full sexual maturity. Also, the queen bee has the longest lifespan by far in the colony. She can live up to five years; however, a lifespan of one to two years is more common. The mortality rate of the queen is quite high with 60 percent of the queens dying within the first year (Erickson, Carlson, and Garment 11). The queen varies greatly from the other members of the colony. She has a smaller brain and eyes, yet a larger body. She is designed to produce thousands of eggs, and can even lay more than 2000 eggs per day. Though there are often multiple queens that are birthed at a time, there is only one reigning queen of the colony at one time. The first queen to hatch out of her cell seeks out and destroys the other queen larvae before they can develop fully. Throughout her life, the queen is catered to. The workers groom and feed the queen. The queen is the most important member of the colony; she is responsible for producing all other members of the colony. The method of reproduction in the honey bee colony is very unique. The queen bee is responsible for essentially all of the reproduction in the colony. Just five days after reaching adulthood, the queen bee will go out on what are called mating flights. On a mating flight the queen will fly out from the nest, followed by several drones. A drone will catch up to the queen bee and begin mating with her while in flight. After the queen bee has received the sperm from the drone, she will release the drone and he will fall to his death. The mating process kills the drones. The queen will mate with six to eighteen drones, or until she has enough sperm for her egg laying. Following the mating process, the queen’s fertile ovaries will enlarge; this allows for the queen to be more efficient with her egg laying. The queen can produce two to three thousand eggs per day, which is over two to three times her body weight. If the queen wishes to produce a drone, hen all she has to do is withhold the semen from the egg. The queen will lay her eggs in the cell of the comb where they will stay, being taken care of by the worker bees, until they hatch. Along with the queen, worker bees can produce drones. The workers account for a very small portion of the eggs though. The most notorious feature of the honey bee is by far their ability to sting. Nearly everyone has experienced the sharp pain of a bee sting at some point in their life. The worker bees and queen bee are capable of stinging; the drones cannot sting since they do not have a stinger. When a worker bee stings, their barbed stinger and poison sac are ripped out of the bee and the bee ends up dying. However, the queen bee does not have a barbed stinger, her stinger is smoother, and therefore she can sting multiple times without endangering her health. Honey bees, of course, have enemies and threats to their colony. These enemies vary in sizes and detriment to the colony. Some common enemies are spiders, insects, and animals. The largest threats to the honey bee colony include bears, badgers, wax moths, and humans. Bears are attracted to the colony by the sweet honey. They are very powerful and can severely damage a colony with a few swipes; the bears try to knock the combs so that they can eat the honey. This is where the defense system of the honey bees kicks in. During the bear’s attempted break in, it is common for the bear to receive quite a few stings that leave them howling in pain. There is a specific type of badger that is known for hassling honey bee colonies; they are appropriately called the honey badgers. The honey badgers team up with the honey guide, a type of bird, in finding and raiding the honey bee comb. Wax moths are detrimental to the honey bee colony for different reasons than the badgers and bears. The wax moths are an invasive pest that seeks out week bee colonies. When they find a week honey bee colony, the wax moths quickly take advantage of the situation. Wax moths can completely destroy the wax combs of the honey bee nest. The greatest threat to the honey bee population cannot be blamed upon anyone but the humans. Humans account for a large amount of damaged hives, poisoned bees, and even aid in the spreading of diseases in the bee population. Human’s pesticides can be very etrimental to the honey bees; this is largely an unintentional result, yet it is a serious problem. The largest point of interest and most useful trait of the honey bees is their aid in the pollination of flowers and crops. Without the honey bee’s contribution in pollination, farmers and gardeners around the world would be struggling to grow any form of plant life. Pollination occurs when a worker bee travels from the hive in search of food. The worker bee gathers nectar from different flowers. While the worker bee is obtaining the nectar, she is also covering herself with pollen from the flower. The bee will visit many different flowers throughout the day, and she will be bringing the pollen from different flowers to other flowers and therefore pollinating them. The honey bee is the most significant contributor of all pollinators, responsible for pollenating â€Å"more than 100 agricultural crops in the United States† (Honey Bees are Important Pollinators, para. 4). â€Å"In the United States alone, it is estimated that honeybees accomplish 1/4 of the pollination needed for all fruit produced for human consumption – an estimated $10 billion worth of work each year! (Great Plains Nature Center). The Western honey bee is of vital importance to the human population. It provides many necessities and has proven itself useful to humanity in many ways. Not only is the honey bee vitally important to the welfare of the human civilization, the insect is also a very interesting and fascinating model of a society based on hard work and efficiency. There is something benef icial for everyone to learn in observing the Western honey bee that aids them in becoming a better individual and contributor to society.

Terror Bird (Phorusrhacos) - Facts and Figures

Name: Terror Bird; also known as Phorusrhacos (Greek for rag bearer); pronounced FOE-roos-RAY-cuss Habitat: Plains of South America Historical Epoch: Middle Miocene (12 million years ago) Size and Weight: About eight feet tall and 300 pounds Diet: Meat Distinguishing Characteristics: Large head and beak; claws on wings    About the Terror Bird (Phorusrhacos) Phorusracos isnt known as the Terror Bird only because thats much easier to pronounce; this flightless prehistoric bird must have been utterly terrifying to the small mammals of middle Miocene South America, in light of its enormous size (up to eight feet tall and 300 pounds), clawed wings, and heavy, crushing beak. Extrapolating from the behavior of a similar (but much smaller) relative, Kelenken, some paleontologists believe the Terror Bird grabbed its quivering lunch with its talons, then grasped it between its powerful jaws and bashed it repeatedly on the ground to cave in its skull. (Its also possible that the giant beak of Phorusrhacos was a sexually selected characteristic, males with bigger beaks being more attractive to females during mating season.) Ever since the discovery of its type fossil in 1887, Phorusrhacos has gone by a bewildering number of now-outmoded or reassigned names, including Darwinornis, Titanornis, Stereornis, and Liornis. As for the name that stuck, that was bestowed by a fossil hunter who assumed (from the size of the bones) that he was dealing with a megafauna mammal, and not a bird--hence the lack of the tell-tale ornis (Greek for bird) at the end of the Terror Birds genus name (Greek for rag bearer, for reasons that remain mysterious). By the way, Phorusrhacos was closely related to another terror bird of the Americas, Titanis, a comparably sized predator that went extinct at the cusp of the Pleistocene epoch--to the extent that a minority of experts classify Titanis as a Phorusrhacos species.