Pragmatics Gives Context to Language

Pragmatics is a branch of linguistics concerned with the use of language in social  contexts  and the ways people produce and comprehend meanings through language. The term pragmatics was coined in the 1930s by psychologist and philosopher Charles Morris. Pragmatics was developed as a subfield of linguistics in the 1970s. Background Pragmatics has its roots in philosophy, sociology, and anthropology. Morris drew on his background when he laid out his theory of pragmatics in his book Signs, Language and Behavior, explaining that the linguistic term deals with the origins, uses, and effects of signs within the total behavior of the interpreters of signs. In terms of pragmatics, signs refers not to physical signs but to the subtle movements, gestures, tone of voice, and body language that often accompany speech. Sociology—the study of the development, structure, and functioning of human society—and anthropology played large roles in the development of pragmatics. Morris based his theory on his earlier work editing the writings and lectures of George Herbert Mead, an American philosopher, sociologist, and psychologist, in the book Mind, Self, and Society: From the Standpoint of a Social Behaviorist, writes John Shook in  Pragmatism Cybrary, an online pragmatism encyclopedia. Mead, whose work also drew heavily on anthropology—the study of human societies and cultures and their development—explained how communication involves much more than just the words people use: It involves the all-important social signs people make when they communicate. Pragmatics vs. Semantics Morris explained that pragmatics is different from  semantics, which  concerns the relations between signs and the objects they signify. Semantics refers to the specific meaning of language; pragmatics involves all the social cues that accompany language. Pragmatics focuses not on  what  people say but  how  they say it and how others interpret their  utterances  in social contexts, says Geoffrey Finch in Linguistic Terms and Concepts. Utterances are literally the units of sound you make when you talk, but the signs that accompany those utterances give the sounds their true meaning. Pragmatics in Action The  American Speech-Language-Hearing Association  (ASHA) gives two examples of how pragmatics influences language and its interpretation. In the first, ASHA notes: You invited your friend over for dinner. Your child sees your friend reach for some cookies and says, Better not take those, or youll get even bigger. You cant believe your child could be so rude. In a literal sense, the daughter is simply saying that eating cookies can make you gain weight. But due to the social context, the mother interprets that sentence to mean that her daughter is calling her friend fat. The first sentence in this explanation refers to the semantics—the literal meaning of the sentence. The second and third refer  to the pragmatics, the actual meaning of the words as interpreted by a listener based on social context. In another example, ASHA notes: You talk with a neighbor about his new car. He has trouble staying on topic and starts talking about his favorite TV show. He doesnt look at you when you talk and doesnt laugh at your jokes. He keeps talking, even when you look at your watch and say, Wow. Its getting late. You finally leave, thinking about how hard it is to talk with him. In this scenario, the speaker is just talking about a new car and his favorite TV show. But the listener interprets the signs the speaker is using—not looking at the listener and not laughing at his jokes—as the speaker being unaware of the listeners views (let alone his presence) and monopolizing his time. Youve likely been in this kind of situation before, where the speaker is talking about perfectly reasonable, simple subjects but is unaware of your presence and your need to escape. While the speaker sees the talk as a simple sharing of information (the semantics), you see it as a rude monopolization of your time (the pragmatics). Pragmatics has proved helpful in working with children with  autism.  Beverly Vicker, a speech and language pathologist writing on the  Autism Support Network  website, notes that many children with autism find it difficult to pick up on what she and other autism theorists describe as social pragmatics, which refers to: ...the ability to effectively use and adjust communication messages for a variety of purposes with an array of communication partners within diverse circumstances. When educators, speech pathologists, and other interventionists teach these explicit communication skills, or  social pragmatics, to children with autism spectrum disorder, the results are often profound and can have a big  impact in improving their conversational interaction skills. Importance of Pragmatics Pragmatics is the meaning minus semantics, says  Frank Brisard in his essay Introduction: Meaning and Use in Grammar, published in Grammar, Meaning and Pragmatics. Semantics, as noted, refers to the literal meaning of a spoken utterance. Grammar, Brisard says, involves the rules defining how the language is put together. Pragmatics takes  context  into account to complement the contributions that semantics and grammar make to meaning, he says. David Lodge, writing in the Paradise News, says that pragmatics gives humans a fuller, deeper, and generally more reasonable account of human language behavior. Without pragmatics, there is often  no understanding of what language actually means, or what a person truly means when she is speaking. The context—the social signs, body language, and tone of voice (the pragmatics)—is what makes utterances clear or unclear to the speaker and her listeners.

Scopes Trial Essay - 1167 Words

The twentieth century Scopes trial may have started out as a simple debate between evolutionists and creationists, but quickly escalated to a debate of historic proportions. The 1920s were times of change in the United States, from women getting the right to vote to prohibition to changes in education, such as the Butler Act, which created unease and animosity throughout the country. The Butler Act of 1925 prohibited the teaching of evolution and any other theories that deny the story of the divine creation of man as taught in the Bible in all Universities and public schools in Tennessee. John Scopes, a high-school biology teacher in Dayton, Tennessee decided to test this law. He was found guilty of teaching evolution to his high-school†¦show more content†¦Giving students freedom in their academic lives encouraged students to form their own opinions. Teachers had biased feelings towards those who denied students the right to the whole truth because of specific religions, be cause it raises an uneducated generation. Fundamentalists needed to realize that as times changed9 modernization of education is necessary, regardless of religious beliefs so students receive the full truth and become liberated people. If students are restricted from certain topics and are only taught one view on a few subjects then there will be no new or different ways of thinking, rendering education pointless. â€Å"Without freedom in the intellectual life, and without the inspiration of uncensored discovery and discussion, there could ultimately be no scholarship, no schools at all and no education.† The American Federation of Teachers expressed their fear for the future of education and how it would be constrained due to traditionalism, in contradiction of Sparks and other creationists. Dudley Field Malone, an attorney on the defense team for the Scopes trial, argued for the importance of teaching science and religion to fully educate the students and allow them to form their own opinions and ideas. Malone made the point that the old generation owes the new generation all the facts and theories acquired by learning, studying, and observing so they have the opportunity to enhance and better the generationsShow MoreRelatedEssay on Inherit the Wind (Scopes Trial)1082 Words   |  5 Pageswritten by Jerome Lawrence and Robert E. Lee to inform its readers about the injustice of a law that limited the freedom of an ordinary citizen. This play is based upon actual events that happened to an individual, John Scopes, in Dayton, Tennessee during the 1920s. This famous Monkey Trial not only allowed people to begin to accept new theories about the origin of man, but also showed that they did not have to limit themselves in other areas of life. 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Strategic Development within an Organization

Question: Discuss about the Strategic Development within an Organization. Answer: Introduction: NAB or the National Australia Bank stands in the 21st rank in the list of the largest banks in the world regarding its market capitalization and the 41st largest bank as measured in 2014 by total assets. Formed after merger of National Bank of Australia and the Commercial Bank Company of Sydney, NAB stands as one of the four largest financial organizations in Australia measured in terms of customer and capitalization (NAB, 2016). The following is a detailed analysis of the strategic development within National Australia Bank tracing the growth from the early stage to the present times. The following discussion proposes to focus on the compound annual growth rate of NAB depending on the trends the company has been following since the early stage of the merger. As the annual report of NAB reveals the organization had notable offshore expansion over the following years. The following analysis focuses on the previous growth as well as the present growths in order to trace the strategic development through a systematic general, environmental, and SWOT analysis along with the strategies and leadership programs that has influenced the growth rate through the employees. Mission and Vision of the Company: The official website of NAB enlists a number of their important values with a target to be the most respected bank in Australia and New Zealand. To achieve the vision the duties, the put particular importance to fulfill is first to provide their customers the best experience in the banking industry, maintain the quality of their services and products and ensuring rapid improvement in productivity (NAB, 2016). Strategies Used in the Past: Previously the company strategies to expand the offshore lead to buying and tie-ups with several banks abroad. E.g. in 1987 buying the Clydesdale Bank, in 1990 the Yorkshire Bank, etc. however this resulted in much success leading the bank to choose its vision to be the "the world's leading financial services company". (The Conversation, 2016) NAB took up the strategy to achieve "growth organically and through well-considered acquisitions". The venture brought NAB a wide peripheral boundary-expanding offshore (The Conversation, 2016). Current Strategies: In present times NABs strategies like Bank breakup campaign, more space less squeeze campaign in different times came to news. Campaigns like more space less squeeze, promoting 0% balance transfers for a year brought significant success; bank breakup campaign in 2011, aimed to set themselves apart from the Big 4 bank group. The bank announced the lowest rate of interest and the lowest mortgage rate (0.02%). However, the application of the rate was held by RBAs reduction in the rates. The campaign gained much popularity yet failed to fulfill the promised target causing much negative impact. (Financial Review, 2013) The Bank's announcement in 2011 to break up with the Big 4 bank group invited much criticism, especially from the bank critics. The present CEO committed to their customers lowest rate of interest through the announcement. However, such stunt invited much criticism as well, as mentions Josh Fear, Any company that tries to position itself as a responsible corporate citizen is appealing to a growing awareness among Australians that there are bad corporate citizens out there that should be avoided (The Sydney Morning Herald, 2011). NABs failing to reach the expected target brought much criticism as well as in an article in the Australian Financial Review criticized such a step mentioning to change their slogan into More take and less give" (Financial Review, 2013). Another serious criticism NAB has faced its financing the fossil fuel companies. As revealed in an article, since 2008, Nab has contributed almost 11.2 billion dollars to the industry almost 38% of the total contribution (Market Forces, 2016). Many Australian communities responded against the practice leading to the creation of fossil-fuel-free superannuation and investment products to exclude NAB investment (The Sydney Morning Herald, 2015). Many of the customers moved their account to banks with lesser emissions quality. Such protests led the shareholders to ask NAB to reduce the finance for the industry. General Environments (PESTLE) analysis: Political: Political contact has been on the supporting end for NAB. NAB very strategically includes a number of major political connection in their contact. As they reveals in their official website NAB believes in the democratic process leading to their participation in public activities hosted by political parties. At the same time, their stakeholders include a number of political personalities. From that point of view political connection to a great extend supports the positive growth of NAB. Economic: Economically NAB is one of the four largest financial institutions in Australia. Moreover, NAB stands in the 21st position in the list of worlds largest banks in terms of market capitalization. At the same time the merger of the National Bank of Australia and the Commercial Bank Company of Sydney reportedly has resulted in a growth. Economically NAB stands in a convenient and supportive position that proves to be supportive of NABs rapid growth. Social/cultural: Social responsibility counts to be a very important aspect of NAB. They count their CSR to be good business (NAB, 2016). Strategically and skillfully planned duties and their maintaining help the organization to attract more stakeholders resulting in more voluntary participation as well as a considerable profitability of the company. At the same time, NABs social responsibility extends towards the wellbeing of the marginalized communities as well which besides of sympathetic ground attracts customers on the ground of trust and responsibility (Forbes, 2009). Technological: The official website of NAB gives all possible information to the queries of the curious as well as interested customers regarding their contacts strategies and social responsibilities as well as the products and service offered. This simple system strategically enables experience of the interested people through simple, agile, stable ,and secure technological services (NAB, 2016). Legal: NAB provides a lot of legal services to its customers. Their websites lists a variety of legal banking facilities like risk management, financial planning, insurance, various payment and transaction solutions for swift and hassle free banking facility. (NAB, 2016) Ecology: NAB takes up a strategic and sustainable approach to their business. Recognizing the impact of their operation NAB adopts a more eco friendly approach in their business like complying with the environmental law and voluntary commitments, resource management, taking care of the environmental risks by assessing and profiling (NAB, 2016). However, NABs financing of the fossil fuel industry invited great protestations that included many customers leaving the bank. This resulted in a negative impact of the bank (Market Forces, 2016). Specific Environmental analysis: Customers: NAB is one of the four largest financial institutions in Australia. At the same time it stands as the 21st largest in terms of market capitalization and 41st in terms of its asset management. The same the experience of a standard banking experience helps it creating a strong customer base. Partners: The market reputation and an already existing reputation for the brand name ensure a partnership in several segments like education, management, media. These strategically made partnership with several organisation such as IEEE, Devoncroft as education partners (), Advanced Television, Cinematographer as media partners (NAB, 2016) gives NAB a worldwide exposure through various activities and programs. Presently Telstra's partnership with NAB for SME digital marketplace has ensured their reaching to more people through digital media. (NAB, 2016) Industry: NABs official website lists a number of industries they cover through their Banking expertise. Industries like Agribusiness, Healthcare, Real estate, education, corporate and industrial along with banking helps them reaching a significant growth at the same time reaching their targeted position. Unions: The FSU (Financial Sector Union) ensures the workers wellbeing along with the officers in charge and in quite deft in handling solving and reaching for a right solution for their members. NABs approach to workplace relations is ensured by the FSU during the enterprise bargaining process. (FSU Australia, 2016) Competitors: NAB runs a healthy competition with the other three financial institutions in Australia: Commonwealth Bank, Westpac, and ANZ (Nab,2016). Such competition leads them to several innovative marketing strategies as well as unique product to serve the customers. Though initially failed, the Bank Breakup' campaign promised to provide the lowest rate to mortgage customers, earning for them considerable public exposure throughout the world. Such competition prevents stagnation in their policies and progress pushing them towards their Target. Suppliers: NABs Supplier Diversity Program provides them a good deal of market exposure for it serves to their social responsibility as well as it is included as a initiative to help the marginalised communities. Besides NAB comprises of a number of reputed companies in their supplier list such as Deloitte, FIS Australasia, Workwear group ensuring a standard quality in their Banking expertise. (nab, 2016) Internal Environmental analysis Process: System: NAB follows a number of key concepts in their marketing management that ensures a systematic completion and maintenance of the activities and works. The board of directors is given absolute freedom and responsibility for the governance of NAB. Their administration system lists a number of key duties which ensure a switch and standard banking experiences like integrity of external reporting, Risk management, and compliance, strategic analysis, performance reviews, etc. (NAB, 2016) Employees: NAB encourages ideas and dreams. The employees are encouraged for social responsibilities and individuals are responsible for managing their own work and life wellbeing. The employees are given several special benefits through programs like WorkLife NAB,Staff Club discounts etc. at the same time the employees receive special financial and banking services discounts which ensure job satisfaction and increases employees consistency. (NAB, 2016) Management: NAB runs through a systematic management process following specific key concepts. The Board of Managers are responsible for the governance of the organization and implementation of the rules and terms ensuring a swift maintenance of the workplace environment. SWOT analysis: Strength: A reputation and good impression of the brand name and a significantly good position in terms of financial measuring are the main strengths of NAB that attracts a number of new customers as well as help to retain the existing one with their banking experience. The customer base invites a good generation of revenue and income through interests. Moreover, NAB lists a good record of accomplishment in terms of customer satisfaction with their multiple products and services of comfortable personal and business services that count in their strong points. Weakness: The most important drawback NAB is facing in current times is the controversies it has invited. Especially as discussed in Task 2, the protest against the greenhouse gas emission has already caused several customers to leave NAB settling for banks with less emission investment portfolio (The Sydney Morning Herald, 2015). Moreover, the present issue regarding misselling has raised issues regarding trust. NABs inability to retain the trust of the customer in present times counts in the weaknesses (NEWS, 2016). Opportunities: The reputation of the brand and the significant position that are the strengths NAB can open provisions for expanding to new countries. As well as the strong asset management section will give the bank opportunities for further significant flourishment. Strategic positioning which has been a strength of NAB can provide opportunities to posit itself as one of the growing banks of the world. Threats: The changing government rules for finance sector as well as financial crisis like recession counts to be the only threats a Bank can face. NAB is no exception for that. Besides the controversies circulating NAB can prove to be a threat to their reputation (Financial Review, 2011). Core Values of the Company: The company website lists a number of values to ensure swift service and absolute customer satisfaction like ensuring quality in their work, providing the best service to the customers, professionalism and ethical approach to their actions, growing profit for the stakeholders, etc. Leadership and Culture: In the timeline of emergence to the growth, there are several CEOs who have influence the employees as well as the company's strategy and culture. The first one definitely is the present CEO Andrew Thorburn. Many strategies under his leadership have taken the organization to a different level, becoming one of the four largest financial institutions in Australia. Another important CEO to name for the progress and growth of the Company is the former CEO Don Argus. Whereas it is Don Argus who led to an overseas expansion of the organization through several campaigns for organic growth through well considered acquisition (The Conversation, 2016), in the time of Thorburn the company enjoyed the position in the Big 4 bank group, and the 21st position in the list of worlds largest Bank and targeting to be the most respectable bank of Australia (NAB, 2016). Conclusion: Since its emergence in 1982 till its growth to be the 21st largest bank in the world in terms of market capitalization and 41st in asset management the company has seen quite a long time in their progress. However, the unique marketing strategies, strategic tie-ups, activities and involvements in social and major political scenario along with strong leadership and management system has earned for the company this respect. The organization has enjoyed good leadership under some capable CEOs to dream now to be the most respected Bank in Australia. Reference: ABC News. (2015).NAB boss acknowledges mistakes made in financial planning. [online] Available at: https://www.abc.net.au/news/2015-03-17/nab-boss-acknowledges-mistakes-made-in-financial-planning/6324920 [Accessed 1 Sep. 2016]. Alexander, S., Nicholson, K. and Wiseman, J., 2014. Fossil Free: The Development and Significance of the Fossil Fuel Divestment Movement.MSSI Issues Paper, (4), pp.1-16. Business Research and Insights. (2016).World Business Forum CEO panel - Business Research and Insights. [online] Available at: https://business.nab.com.au/world-business-forum-ceo-panel-17001/ [Accessed 1 Sep. 2016]. Business Research and Insights. (2016).World Business Forum CEO panel - Business Research and Insights. [online] Available at: https://business.nab.com.au/world-business-forum-ceo-panel-17001/ [Accessed 1 Sep. 2016]. Collett, J. (2015).Banks excluded from first fossil-free Australian shares index. [online] The Sydney Morning Herald. Available at: https://www.smh.com.au/business/markets/banks-excluded-from-first-fossilfree-australian-shares-index-20150901-gjccg4.html [Accessed 1 Sep. 2016]. Financial Review. (2016).National Australia Bank's Andrew Thorburn gets to grips with his to-do list. [online] Available at: https://www.afr.com/brand/boss/national-australia-banks-andrew-thorburn-gets-to-grips-with-his-todo-list-20150521-gh6goc [Accessed 1 Sep. 2016]. Fsunion.org.au. (2016).NAB EB 2016: Industry leading pay and conditions - Finance Sector Union. [online] Available at: https://www.fsunion.org.au/Campaigns/NAB-EB-2016-Industry-leading.aspx [Accessed 1 Sep. 2016]. Goncharuk, A.G., 2016. Banking Sector Challenges in Research.Journal of Applied Management and Investments,5(1), pp.34-39. Grant, R.M., 2016.Contemporary strategy analysis: Text and cases edition. John Wiley Sons. https://www.marketforces.org.au/wp-content/uploads/2015/07/Fueling-the-Fire-lores.pdf [Accessed 1 Sep. 2016]. https://www.nab.com.au/content/dam/nabrwd/legacy/about-us/shareholder-centre/Report-archive/Annual-Report-1996.pdf [Accessed 1 Sep. 2016]. Mols, N.P., 2013. The Internet and the banks strategic distribution channel decisions.International Journal of Bank Marketing. Nab.com.au. (2016). Benefits. [online] Available at: https://www.nab.com.au/about-us/careers/working-at-nab/benefits [Accessed 1 Sep. 2016]. [Accessed 1 Sep. 2016]. Nab.com.au. (2016).Benefits. [online] Available at: https://www.nab.com.au/about-us/careers/working-at-nab/benefits [Accessed 1 Sep. 2016]. Theconversation.com. (2016). [online] Available at: https://theconversation.com/national-australia-bank-30-years-of-strategy-failure-55159 [Accessed 1 Sep. 2016]. Zappone, C. (2016).Critics cautious of NAB's customer grab. [online] The Sydney Morning Herald. Available at: https://www.smh.com.au/business/critics-cautious-of-nabs-customer-grab-20110215-1augp.html [Accessed 1 Sep. 2016].

Porters Five Forces of Fast Food Industry free essay sample

Demographic * Increasing women workforce2 * Nonunionized employees * Young affluent population1 * Rising disposable income1 * Rising consumer awareness on health and safety concerns3,4 Socio-Cultural * Filipino’s love for food * Fast paced life2 Political/Legal * Present but not very significant government regulation Technological * Technological Advancement (e. g. creations of assembly lines, touch screen monitors, etc. ) Global * Western influence in the global fast food scene Bargaining Power of Suppliers Weakening Easy for the industry player to go to suppliers’ business * Highly competitive supplier industry * Greater share of customer base by the fast food industry for the suppliers * Low suppliers’ switching costs * Difficulty of supplier industry to circumvent fast food industry * Cheap and nonunionized labor supply * Present but not very significant government regulation Strengthening * Suppliers’ products are important inputs but any supplier str ength that may arise from this is low because of the competitiveness of the industry. Overall Finding: Bargaining power of suppliers is WEAK. Threat of New Entrants Weakening * Existing players’ high differentiation of products and brand identification with buyers * Existing players’ cost advantage over prospective entrants not related to the size of the company (contacts and expertise) * Rising consumer awareness regarding health and safety concerns Strengthening * Economies of scale not existing among existing players * Low capital requirements * Buyers’ easy switching from one existing fast food to a new one * Easy access to distribution channels (e. Keywords: Innovative Integration, Management System, IIMS, Sustainable Industry, Quality, Food Safety. 1. Introduction Sustainable industry is industry that enhances the sustainable development. Sustainable development was defined by the World Commission on Environment and Development in 1987 as is about meeting the needs of the present without compromising the ability of future generations to meet their own needs. From the Thailands National Research Project entitled Thailands Sustainability Industry conducted during 2007 by Prasert Suttiprasit and others, it was fgured that the major strategies for the sustainable industry are to cover the aspects of (1) environment, (2) society and (3) economics. In addition to these aspects, more ustainability strategy published in 2006 is an example of the dominant model for international food sustainable industry. Regarding this international food sustainable industry, the I-JK Government set out the strategy to cope the environmental, social and economic aspects along the food supply chain as the followings a. Environmental aspect (1 . Energy use and climate change, 2. Waste, 3. Water and 4. Food transportation) b. Social aspect (1 . Nutrition and health, 2. Food safety, 3. Equal opportunities, 4. Health Safety and 5. Ethical trading) c. Economic aspect (1 . Science-based innovation, 2. Workforce skills and 3. Tackling retail crime) To maintain the efficiency and effectiveness of the Food Industry either in UK or Thailand or in any countries; analysis, action and control measures as well as the corrective and preventive actions should be integrated planed, implemented, evaluated and improved continually through out the food supply chain. . The Needs of the Novel System for Food Sustainable Industry Regarding the food that is an essential of human life, the concern related to safety and suitability for consumption is the major immersing critical issues for the social aspect at the international level since outbreaks of foodborne illness can damage rade and tourism, and lead to loss of earnings, unemployment and litigation. Food spoilage is wasteful, costly and can adversely affect trade and consumer confidence. To cope this issue, HACCP (Hazard analysis critical control points) in which was firstly established in the USA 4 decades ago as the preventive mechanism for safety control of foods has been worldwide adopted into the production and service of food industry. The common one for all nations in general format was adopted and revised by the Codex Alimentarius commission of the Joint FAO/WHO Food Standards Program in 1997 and amended thereafter in 1999 and lately in 2003. The quality management system standard, i. e. ISO 9000 has been implemented to control the food production process purposing to ensure the quality food products. Later on the majority of European, U. S. and other global retailers, and brand owners will only consider business with suppliers who have gained certification to the appropriate retailers standard such as SQF 2000, BRC, IFS and GFSI. In order to meet the global needs and expectations described above, most food companies in the earlier days implemented each standard (ISO 9001, GMP/GHP and HACCP, and other standards such as BRC and ISO 22000) separately. Hence, the resource requirement particularly human resource was somewhat very high. Too much documents and records had to be formulated and controlled. To resolve this problem, there have to be an integrated approach that will be imperative for organizations to have flexibility in their systems design and management in the range of disciplines covering all standards in which they have to implement. Besides, the new integrated approaches have to be flexible and modernized enough for integrating the later implementation of standards and quality tools. The innovative integration approaches to the ISO 9001 : 2000, Codex Hygiene (GMP/GHP and HACCP), BRC, and ISO 22000 for food industry by merging of both requirements and the companies for food sustainable industry. 3. Methodological Concept of Innovative Integrated Management System (IIMS) Innovative Integrated Management System (IIMS) is the modernized and flexible management system that utilizes core business processes, both management and technical, to effectively manage and meet its business objectives. The IIMS describes the way of the organization business management by merging of both requirements nd processes needed for all standards and quality tools. This will allow the organization to integrate responsibilities and centralize control the common processes such as management review, document control, record control, training, monitoring measuring, data analysing, internal audits, and corrective and preventive action. However, the critical or specific processes required by each standard or quality tool are still retained harmoniously with the others. All departments within the organization reside within at less one of these business processes. Implementing the IIMS is suitable for all organizations seeking to develop and ontinually improve performance across their business through management systems such as those for quality, environment, health safety, information security and others. The organization could achieve a reduction in everything from top management time to internal audits to forms used. With MS, the organization can also reduce the number of man-days and assessment visits of the Registration/ Certification Body. This will save the organization time and money as well as provide the advantages that management systems offer the organization over competitors. The key benefits of implementing MS include (1) continuity of working practice (2) eduction of resource requirement (3) reduction of management costs and time (4) unity of on-site processes and (5) customer satisfaction and competitive edge. The IIMS can be apply directly to all types of food production industry organizations as well as the organizations within the food industry chain ranging from feed producers, primary producers, food manufacturers, transport and storage operators, sub-contractors to retail and food service outlets, together with inter-related organizations such as producers of equipment, packaging materials, cleaning agents, additives and ingredients. It is applicable to all organizations, regardless of size, which are involved in any aspect of the food chain and want to implement systems that consistently provide quality safe products. The IIMS have to have a comprehensive scope covering all areas of product safety and legality, the Standard addresses part of the due diligence requirements of the target consumers and other interesting parties along the food chain. It is based on the proven principles of the popular Plan Do Check Act cycle. The system improvement goals are regularly monitored (monthly, quarterly or annually) to etermine its efficacy in creating cost savings and reducing non-conforming products 4. IIMS Methodological Practical Approach In order to establish and implement the IIMS effectively, the 9 steps that had been developed and used by the author for years can be applied as the followings: Step 1: Analysis of Company Status. Firstly the food company has to evaluate it status, i. e. it strengths-weaknesses-opportunities-treats, in order to determine the company vision/mission and strategy in the next step. Step 2: Defining the Company Vision/Mission and Strategy. Up on the completion of the food company status nalysis, the consensus vision/mission and strategy have to be formulated correctly. Step 3: Identifying Company Processes. All food company processes must be identified and verified. The interaction among processes has to be identified. These should be presented in form of flowcharts and their associated standard operating procedures (SOPs) that corresponds to the requirements of ISO 9001 : 2000, GMP HACCP and should be linked to the company vision/mission and strategy. Step 4: Simplifying. The rapid rise of process reengineering has tended to merge two very different process management activities. The first is process simplification: the elentless effort to identify and eliminate non-value adding activities in a process. The second, very different reengineering activity is process redesign as described in Step 9. Step 5: Characterizing. This step refers to process performance measurement or metrics. A process can be characterized by an appropriate set of results called Key Performance Indicators, KPIs. KPIs reflect the output of the process in terms related to its customers explicit requirements. They often are the critical factors in determining process efficiency. Usually, the process mapping has to be carried out in order to make the completion in this step. tep 6: Monitoring. The monitoring step assures that the metrics associated with the process have been established and maintained. Hence, the fraction of output that fails to meet customer requirements can be controlled. Besides, continual improvement can be processed. Step 7: Determining for Improvement. At the appropriate period of time, top management or the responsible person has to determine whether the process is needed to be re-designed in order to achieve or maintain competitive leadership. Process redesign is very expensive in both fiscal and human capital terms. It is known that defects are highly contagious but a newly edesigned process often generates the same defects as the old one. Thus, top or process management of the food company must ebb and flow between redesign and incremental improvement. Step 8: Improving (PDCA). Incremental improvement is the essence of evolution and an ever-present human activity, ongoing since the very dawn of humankind three million years ago. To date the classic P-D-C-A principle still be active and good for all Integrated Quality + Hygiene + Food Safety Re-designing. If incremental improvement yields diminishing Processes. Step 9: absolute returns, re-designing has to be the choice. During the Identifying Company Processes (Step 3), all requirements of each standard were critically interpreted and compared to each others in details resulting into the by merging of both requirements and processes. It is the bottom line that the company should minimize the amount of documentations; having only the integrated documentation system complying with the process approach model. The list of the topic presented in the Companys Integrated Quality and Hygiene Manual are followings: Introduction 1 . Company Profile and Development of Integrated Quality Hygiene System 2. Policy and Objectives 3. Control and Review of Manual . Organization Management System 1 . Organization Structure, Responsibility and Authority 2. Management and Customer Focus 3. Management Representative and Related Working Committees 4. Control of Organization Management System and Management Review 3. Application of ISO 9001 : 2000, ISO 22000: 2005, Global standards BRC Food (2005) and International Standards of CAC/RCP 1-1969, Rev 4-2003 1. Definition 2. Requirement Interaction (1) ISO 9001 : 2008 (2) ISO 22000: 2005, (3) BRC Global Standard -Food and (4) CAC/RCP 1-1969, Rev 4-2003 with Production Process Integrated Production System and Floor Plan Diagram 5. Resource Management nd Environmental Standard 6. Production System Hygiene and Prerequisite Programs 7. Hazard Analysis and Critical Control Points 8. Action Systems of Control-correction-Measurement/Analysis and Preventive Annex: Procedures Action Key to success is having clear, simple targets that provide measurable outcomes and milestones along the way. Knowledge management are a central issue of the innovative integration management system that will require continuous rebuilding, updating and innovation within the different areas of the management system. Without having personally and collectively integrated the related values, the desired ehaviour will not last; it will only occur incidentally and will not be manifested for long. Culture is seen as an important enabler for improvements of performance. The biggest common success factor was fgured to be the degree of involvement of top management. Those companies that had a fully committed and informed top management team were able to quickly implement the innovated system and realized the greatest savings in time and money, as well as in continual process improvements. It was also indicated that savings in the implementation time are due to the centralized approach to innovated system implementation, i. . primarily: sharing of implementation lessons learned, application of best management practices customized to suit their culture, application of appropriated best practices, and, development of a complete series of templates shared across all organizations. Food Quality and Safety are the extremely critical issues for the Sustainable Food Industry that affect it role in the society aspect. Any activity that creates value for a food company and its customers, be it a product or service, is linked within the company as part of interacting sets of processes. There are interacting processes at any levels throughout the food company, from the large scale manufacturing of products to the mid-scale and to the small scale manufacturing of products minor parts. It is the linkage of these processes that directly impact the operating costs and ultimately, quality safety of the food products reflecting customer satisfaction. Good organizational process model for the food industry is extremely organized in cohesion development of goals from the workers to the top manager with the scope of ISO 9001 : 2000+ ISO 22000 : 2005 + GMP + HACCP + BRC + other standards. on he other hand, lack of appropriate system of processes could increase cycle time, make products more expensive, create defects related to food quality safety and ultimately reduce value to customers and the society.