Three Supermarkets Namely Tesco Dunnes Store And Aldi Business Essay

Three Supermarkets Namely Tesco Dunnes Store And Aldi Business Essay Several decades ago, the manufacture industry occupied the most important status in the business world. Service industry merely existed as an accessorial industry for the manufacture industry. Product and service were recognised as two diverse aspects. In other words, product quality and service quality were two disparate measures of performance. Moreover, customer service was ignored for a long time and was identified in a very narrow meaning. Nevertheless, nowadays, according to the expanding and diversified economy international economy, customer service can be the critically crucial factor between an organisations success and failure. Most organisations are providing excellent and distinguished customer service in order to retain existing customers and attract more potential customers. Consequently, the organisation acquires the competitive edge among businesses in final. However, if the organisation handles customer service in a disastrous way it can damage the businesss operations. Customers in the current trends incessantly demand to improved levels of service. Therefore, the issue of customer service training, particularly in a retail environment has improved greatly over the past decades. Retail companies spend massive efforts, time, money and other resources into training programmes as a result of treating customer service as a key factor for companies. Although the importance of customer service quality is well-known, through the existing literature, there are relatively few studies which argue if customer service training impacts customer satisfaction in the supermarket industry. The purpose of this study intends to address the relationship between customer satisfaction and customer service training programmes. Intense competition and market saturation are forcing supermarkets to access new revenue streams worldwide. Supermarkets are expanding their array of products through mass customization, developing private label lines, embracing internet and home delivery services and increasing focus on customer loyalty programs (Agnese, 2003; Blisard et al. 2002). Market saturation, extreme competition and shifts in demographics teamed with the recent economic slump restrict players in the supermarket industry to limited external market growth. In an attempt to deal with diverse markets (the first major business issue), supermarket retailers are forced to customize various operating strategies expanding the array of services and products, increasing loyalty of profitable customers, generating profits through private labelling, and reaching customers through new delivery methods like internet shopping and home delivery. Supermarket retailers attempt the most effort to satisfy customer needs in orde r to maintain the existing customers and attract potential customers. Customer service and training can not be ignored by supermarkets. This research will investigate three supermarkets, namely, TESCO, Dunnes Store and ALDI. TESCO Tesco plc is a UK-based international grocery and general merchandising retail chain. It is the largest British retailer by both global sales and domestic market share, with profits exceeding  £3  billion. It is currently the third largest global retailer based on revenue, behind Wal-Mart and Frances Carrefour, but second largest based on profit, ahead of Carrefour. Dunnes Store The company, which is privately owned, is intensely proud of the fact that it is an Irish company. The guiding principles of the company are to provide its customers with a choice of good quality products at competitive prices. These principles are encapsulated in the words Better Value for which Dunnes Stores has become famous. 15,000 people operate throughout the Dunnes Stores Group within a vast array of different and diverse positions. ALDI ALDI, short for ALbrecht DIscount, is a discount supermarket chain based in Germany. They are still Germanys richest men, earning an estimated à ¢Ã¢â‚¬Å¡Ã‚ ¬1.5 billion per year. Cost-cutting strategies save Aldi money and the general price level in Aldi stores shows that most of these savings are passed directly on to consumers. Employees are expected to alternate between checking customers out and store maintenance, such that all employees focus on that during peak hours. Conversely when customer traffic is low, only one employee will check people out while the rest perform other duties required to run the store (pallet removal/insertion, cleaning etc). 1.2 Research Question Research question is foundation stone for the research. Bryman and Bell (2003) point out that formulation of the research questions are crucial because they will: guide your literature search; guide your decisions about the kind of research design to employ; guide your decisions about what data to collect and from whom; guide your analysis of your data guide your writing up of your data; stop you from going off in unnecessary directions. The researcher intent to answer the following research question: Does customer service training impact on customer satisfaction levels in the supermarket industry? In addition, the research question should always generate new insights into a subject matter. Based on the best of the researchers knowledge, no studies have been carried out on the relationship between customer service training and customer satisfaction in the supermarket industry. The findings of this research will be valuable information to those involved in the areas of customer satisfaction, customer service training and supermarket. CHAPTER 2 LITERATURE REVIEW 2.1 overview of supermarket industry In recent years, the customer base in much of the world has been declining or stabilizing and market demographics have shifted considerably (Agnese, 2003). The rate of population growth has decreased across the board worldwide over the past 30 years. In low-income countries it declined from 2.0 percent in 2000 to 1.9 percent in 2003 then to 1.8 percent 2004 and finally 1.8 percent in 2005. In middle income countries population growth remained stable at 0.9 percent in 2000, 2003, 2004, and 2005. In high-income countries it declined from 0.8 percent in 2000 to 0.7 percent in 2003, 0.7 percent in 2004, and 0.7 percent in 2005 (World Development Indicators Database, April 2006, www.worldbank.org), Todays woman bears, on average, less than three children down from five in the 1960s (World Bank, 2003). This trend is expected to continue until at least 2010 (World Bank, 2003).The world economy is also struggling. Annual GDP has been stagnant the past five years in countries of all income le vels. During 2000-2005, annual GDP was between $0.85 and 1.4 trillion for low. The supermarket industry is well saturated as a result of urbanization and many existing supermarkets in residential neighborhoods. The industries within the USA, Canada, Europe and Japan are highly mature (Table I). Growth opportunities, which traditionally came from opening new stores, are now found mainly in same store growth, complimentary markets and acquisitions. Saturation has given rise to intense competition and required many grocers to address new types of competitive threats (restaurants, home shopping delivery, etc.) and rethink their traditional business model (Stadler, 2002). 2.2. Overview of Customer Satisfaction 2.2.1 Signification of Customer Satisfaction The service sector has developed considerably during the past 20 years, so far, it occupies close to three-quarters of GDP, three-quarters of employment. It leads to increase competition and customer demand for higher quality service and products have forced organisations to both examine the levels of service they presently provide and increase the quality of service provided to customers. Furthermore, customer satisfaction is one of the most important factors of customer service. Satisfied customers who stay with a company for a long period tend to impact the profitability of the company in several ways. First, their repeat business generates income for the company. Second, because of the expenditure involved in advertising, promotion, and start-up activities, acquiring new customers can cost much more than retaining existing ones. Third, loyal (and satisfied) customers often spread the good news and recommend the services to several others (Anderson and Sullivan, 1990; Reicheld and Sasser, 1990; Zeithaml et al., 1996). High customer satisfaction has many benefits for the company, such as increased consumer loyalty, enhanced firm reputation, reduced price elasticises, lower costs of future transactions, and higher employee efficiency (Anderson et al., 1994; Fornell, 1992; Swanson and Kelley, 2001). On the other hand, dissatisfied customers may take their businesses elsewhere and disparage the firm. The success of Aldi and Lidl, both German-owned, coincided with the recession that put a squeeze on household budgets. The stores adopt a pile it high, sell it cheap philosophy, and high customer Satisfaction while the number of staff per store is a fraction of mainstream operators. They both charge for plastic bags, and do not tend to offer big brands. The success of some budget supermarkets in our survey proves that savvy shoppers can make the most of their money without compromising on quality. (chief executive Peter Vicary-Smith)UK shoppers want the whole package great value for money, a wide range of quality products and a pleasant shopping environment. Its not rocket science, but those supermarkets that consistently get it wrong should beware shoppers will vote with their feet and take their business elsewhere. 2.2.2 Customer Satisfaction Theories In the past several decades, many definitions of customer satisfaction had been defined already. Customer satisfaction generally means customer reaction to the state of fulfilment, and customer judgment of the fulfilled state (Oliver, 1997). Brown (1992) defined customer satisfaction as: the state in which customer needs, wants and expectations throughout the product or services life are net or exceeded resulting in repeat purchase, loyalty and favourable worth-of mouth. Satisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance (or outcome) in relation to his or her expectations (Kotler, 1997). And, Bitner and Zeithaml (2003) pointed out satisfaction as follows: The customers evaluation of a product or service in terms of whether that product or service has met their needs and expectations. Finally, throughout the literature researched, Kotler and Armstrong (2006) deem that customer satisfaction is an emotional attitude generated towards a product, resulting from the comparison of what was expected and what was received. Customers compare their expectations of a product or service with their perceptions of what they received. If perceptions meet or exceed expectations, the customer is generally satisfied. However, if expectations are not met, the customer is generally unsatisfied with the service. 2.2.3 Customer Satisfaction Model The customer satisfaction model from Kano (1984) is a quality management and marketing technique that can be used for measuring client happiness. Kanos model of customer satisfaction distinguishes six categories of quality attributes, from which the first three actually influence customer satisfaction (See Appendix 1): Basic Factors. (Dissatisfiers. Must have.) -The minimum requirements which will cause dissatisfaction if they are not fulfilled but do not cause customer satisfaction if they are fulfilled (or are exceeded). The customer regards these as prerequisites and takes these for granted. Basic factors establish a market entry threshold. Excitement Factors. (Satisfiers. Attractive.) The factors that increase customer satisfaction if delivered but do not cause dissatisfaction if they are not delivered. These factors surprise the customer and generate delight. Performance Factors. The factors that cause satisfaction if the performance is high and they cause dissatisfaction if the performance is low. Here, the attribute performance-overall satisfaction is linear and symmetric. Typically these factors are directly connected to customers explicit needs and desires and a company should try to be competitive here. The price for which customer is willing to pay for a product is closely tied to performance attributes. The additional three attributes which Kano (1984) mentions are: Indifferent attributes. The customer does not care about this feature. Questionable attributes. It is unclear whether this attribute is expected by the customer. Reverse attributes. The reverse of this product feature was expected by the customer. These last three attributes are often of little or no consequence to the customer, and do not factor into consumer decisions. An example of this type of attribute is a plate listing part numbers can be found under the hood on many vehicles for use by repairpersons. 2.2.4 Factors that influence customer satisfaction According to Wong and Sohal (2003), the greater the degree to which a consumer experiences satisfaction with a retailer, the greater the probability the consumer will revisit the retailer. In order to acquire a good understanding of customer satisfaction and distinguish which features compose successful customer satisfaction in the retail environment, the researcher has identified the following findings. Customer aspect Customer satisfaction is strongly influenced by customer characteristics such as variety seeking, age and income. Demographics variables such as education and age have also been found to be good predictors of the level of customer satisfaction (Homburg and Giering, 2001). Satisfied customers tend to use a service more often than those not satisfied (Bolton and Lemon, 1999), they present stronger repurchase intentions, and they recommend the service to their acquaintances (Zeithaml et al, 1996). It has been suggested that satisfaction has a direct effect on repurchase intentions (Reichled and Teal, 1996). Employee aspect Personnel affect the satisfaction level of the occasional, probably due to the aid they require from supermarket staff as they do not know the store layout and/or facilities. Wang and Netemeyer (2004) pointed out that employees competence and abilities are not the only important factors, but also the employees friendliness and general presentation play a particularly central role. Especially against a background of strong price orientation by some retailers and the increasing homogeneity of products and assortments, service quality is a very promising means of creating a distinctive retailer brand, not only for specialty retailers. Service quality aspect In todays world of intense competition, the key to sustainable competitive advantage lies in delivering high quality service that will in turn result in satisfied customers. Quality is one dimension on which satisfaction is based ¼Ã…’one group of researchers upholds that satisfaction is antecedent to service quality. Another group of researchers who believe that service quality is antecedent to satisfaction argue that since service quality is a cognitive evaluation, a positive service quality perception can lead to satisfaction, which may in turn lead to favourable behavioural intentions (Brady and Robertson, 2001). A third perspective maintains that there is a non-recursive relationship between service quality and satisfaction (Taylor and Cronin, 1994). For the service industry in general, the authors divided service quality into two categories: technical quality, primarily focused on what consumers actually receive from the service department, and functional quality, focusing on the process of rendering service. Emotions aspect Liljander and Strandvil (1997) observed that affective reports are more highly predictive in consumer situations involving services than those involving physical products. Darden and Babin (1994), for example, discuss the importance of emotions in retailing, and point out the need to include affective factors when studying store image and purchase behaviour. They contend that, in order to account fully for a stores retail personality, both its functional and emotional meaning should be assessed. Both factors influence the customers perceived store image and his/her purchase behaviour. In a small empirical study, the authors found evidence of the usefulness of affective quality (items taken from Russell and Pratt, 1980) as a means of explaining consumers mental representations of retail stores. Store aspect Whites (1996) meta-analysis of manufacturing performance defines a set of variables that influence customer satisfaction including quality, delivery speed, delivery dependability, cost, flexibility, and innovation. Gagliano and Hathcote (1994) divide service in retailing into store service (e.g. returns/exchanges, after sales service) and sales service (helpfulness, friendliness, employees competence). Darian et al. (2005) state that a retailer should avoid poor service levels for any service activity. Furthermore, one also had to bear in mind that customers develop specific preferences for specific brands. Regardless whether such preferences are habitual or demonstrate loyalty to the brand (Gounaris and Stahakopoulos, 2004), weaken the consumers actual involvement with the stores atmosphere and aesthetics since they enter the supermarket with a predetermined choice plan. 2.2.5 Argument for customer satisfaction Roger and Rolf (2002) suggest that customer satisfaction with service industry probably decrease its significance through the developed world because most people do not care it any more. In other words, the trouble is, it may be dead but it will not lie down. In Roger and Rolf (2002) view, line managers primarily struggle to meet their financial targets since this is what most of them believe dictates their bonuses and future promotion and their ability to move to other jobs. Further, for such managers, customers are potential assets that need to be managed and leveraged. So, customer relationship management is key, not customer satisfaction (Srivastava et al., 1998). Customer satisfaction is losing its status even for marketers. It is not helping them in achieving this aim such as understanding their marketplace so that they can continually present key customers with better value offerings than the competition. There are three main reasons to cause it. Firstly, it is very difficult to measure; secondly, even when measured, it often has little relation to actual purchase behaviour; thirdly, new technology is opening up both the actual purchasing activities and the possible reasons behind them. 2.3 Overview of Training 2.3.1 Signification of Training Every organisations desire to complete their goals and to survive in an increasingly competitive world must utilise effectively and efficiently its most valuable asset- the skills of its employees. According to Ferketish and Hayden (1992), the human resource development (HRD) challenge for the next decade will be to assure a continuous improvement culture by keeping the system aligned with continuous improvement strategies. Bramley (2003) argues that training implies learning to do something and, when it is successful, it results in things being done differently. The author believes that training should be a planned process rather than an accidental one. To be more specific, Barlow and Mail (2000) suggest that receiving service is both a personal and psychological experience. There is a psychological and physical closeness between employees and customers in the service encounter, effective training done not only make supermarket sales process more efficient, also provide satisfaction to customer, which helps retain their loyalty to companys brand, or become an opinion leader to spread in other consumers about supermarkets reputation. In addition, there is no quality control in the customer contact; service providers work alone and without supervision, fail to train service providers may lead to the consequence that dissatisfied customers may take their business elsewhere and disparage the firm. 2.3.2 Customer Service Training The definition of training, Heery and Noon (2001) introduce the concept of competence, explaining that training is the process of changing the skills, attitudes, and knowledge of employees with the purpose of achieving or improving their levels of competence. In other words, training is that through a designed process, management is able to change, improve employees working skill, attitude, and knowledge to suit their current position or fit higher level organisational hierarchy in thecontext of career development. Refer to the retailing industry, customer service training can be seen as a grass roots program, which provides employees the knowledge and skill of serving customers. There is no surprise that Customer service training is considered as one of the most vital factors to improve the level of employees capability when dealing with customers in retailing industry by market researchers and organisation management. The very common customer training is all the activities performed to support the customer during the supplier-customer exchange, including all presale, sale, and post-sale activities (Markland, Vickery, and Davis, 1995), in order to maximize customer satisfaction. High level of customer satisfaction makes customers more dependable on retailers or suppliers, as a result, organisations build strong relationship with their customers, strength customer loyalty, which Innis and La Londe (1994) suggest that can be considered as a effective competitive advantage over rival firms. Todays business world, skilled labour is seen as one of the most valuable assets, human resource managers have to effectively utilise training programme, where can be crucia l to companys success. For instance, all new employees at Disneyland and Walt Disney World must attend Disney University, where they undergo a special training program for Disney employees. However, many companies do not always support training programmes. They may be indirectly unsupportive of training programmes by not covering for that employee while they are off-the-job on a training programme. Inappropriate training programme is another issue, especially under global financial crisis, most companies are suffering from difficulties, the situation requires firms consider cost more carefully. Formal training course is usually a big expense which management willing to cut. Furthermore, the management may concentrate on areas of training which increase productivity or efficiency, but not customer service. Moreover, the customer service programmes may emphasise areas which customers do not consider important. For example, the training may focus on how to smile, how to respond to a certain situation, rather than providing service providers with skills to enable them to foresee customer needs and wants and to be able to respond in a very personal and customised manner to t hat customer needs or wants (Coulter et al., 1989) 2.3.3 Training Process Reid and Barrington (2000) use the Training and Development National Standards to design the training process. The purpose of the standards is stated as being to develop human potential to assist organisations and individuals to achieve their objective. The following is the comprehensive lists that break down the training process into its main functional areas and sub-areas. Identify training and development needs Identify organisational training and development requirements Identify learning requirements of individuals Plan and design training and development Design training and development strategies for organisations Design training and development programmes Design and produce learning materials Deliver training and development Manage the implementation of training and development Facilitate learning with individuals and groups Review progress and assess achievement Monitor and review progress Assess individual achievement Assess individual achievement of competence Continuously improve the effectiveness of training and development Evaluate the effectiveness of training and development within an organisation Evaluate the effectiveness of training and development programmes Improve own training and development practice Contribute to advances and developments 2.3.4 Customer Service Training Dimensions Based on theory of Lin and Darling (1997), the customer service training process should be learned as a multidimensional issue. They segment the training process by three dimensions: 1. an analytical dimension of tasks, technique, procedure and system. 2. a behavioural dimension, concerned with attitudes, perceptions, and motivation. 3. and an organisational learning dimension, concerned with management style, corporate culture, structure and information flows. The first dimension, analytical dimension is the most widely recognised, it means that management breaks down service tasks into several trainable steps. Typical topics include such major headings as the customer and market knowledge, and knowledge of the selling process (Anderson, Hair and Bush, 1992; Ingram 1992). The training may include high service element is often made more effective by including words, photographs, drawings, video tapes, computer-based training. The purples of the analytical dimension are to concentrate the relationship between service providers and customers, based on the analytical results of service input and output. Moreover, quality and technical issues are also the concerns of management in analytical dimension. Above individual employees level is the organisational behaviour training, which is not any written rules or skill or knowledge that can be learned by any course, but the way of doing daily business of certain organisations. Positive and effective organisation behaviour is a valuable advantage for retailing business, which can strongly support on job training new employees and improve levels of customer service. Therefore, the third dimension also known as organisational learning was introduced by Nevis et al. (1995) it defines as the capacity or processes within an organisation to maintain or improve performance based on experience. According to information processing perspective (Garvin, 1993), organisational learning encompasses the acquisition, dissemination, interpretation, and storage of information that results in the modification of the potential range of behaviours to reflect new knowledge and insights organisations that are responsive to customers needs engage in organisati onal learning in a customer information context (Day, 1991). Moreover, Training should lead not only to the improvement of skills but also to change in the ways employees think and view their jobs and the company. 2.3.5 Customer Service Training Barriers Binshan and John (1997) point out three ancillary issues add complexity to training program implementation. These implementation issues involve operational barriers, managerial barriers, and cultural/structural barriers. The operational barriers focus on training technique and the roles of training officers. The training officers can play either the provider role or the change agent role. The provider has a generally accepted, although limited, role in offering training expertise geared toward the maintenance and development of organisational performance, but it does not extend to organisational change. On the other hand, the change agent is the classic organisation development consultant and performs a role that is the antithesis of the provider role. As the title implies, the change agent views the customer service function as giving rise to organisational problems and is concerned with helping others to resolve these problems through changing the organisational culture. Thus, the message of the change agent is always clear: Change is good, change is essential, and change is here to stay. 2.36 Efficient consumer response (ECR) and logistics systems structure Supermarket chains are dealing with their unique positions by implementing a common strategy: ECR (Kurt Salmon Associates, 1993). This strategy is becoming central to shaping logistical trends within the supermarket industry (the third major business issue). ECR focuses on the customer as the driving force of the system. It involves evaluating inefficiencies throughout the entire supply chain to create improvements on every level. ECR was started in the USA in 1992 in response to low growth, high competition, and consumer pressure. The movement spread to Europe in 1994, Asia in 1996, Latin America in 1998 and is now starting in India. The system requires cooperation and information sharing between members of the supply chain, and more commonly involves cooperation between previously unrelated suppliers. In many cases, ECR strategies now include competitors. Although suppliers do not always agree, efforts pay off for all parties (Corsten and Kumar, 2003). Grocery stores in the USA los e $6 billion in sales per year, $200,000 per average supermarket, due to out-of-stock products in the top 25 grocery categories (Stadler, 2002). Approximately,  £2.5 billion a year in the UK is lost because a product is not on the shelf when a customer is looking to buy it (Rowat, 2006). When products are on the shelves, customers get better service, supermarkets increase profitability and sales and suppliers reduce transportation costs and increase sales. Although born in the USA, the ECR movement in Europe gained momentum to allow the European chains to quickly outperform their US counterparts, primarily due to the lack of space, issues related to dealing closely with 14 countries and transportation costs. American chains often have warehouses that rival the shop floor in square footage. This space provides plenty of room for safety stock. European supermarkets often lack back rooms, requiring that inventory systems be extremely efficient and accurate to avoid stock-outs without requiring any extra inventory. The same factors allow the US to achieve profitability with an average of $510,000 in sales and 40,000-50,000 SKUs per store, while European supermarkets must have higher sales with only 20,000-35,000 SKUs (Fallon, 1998). In 2005, it was reported that grocery retailers in the UK were now keeping an average of 11.3 days worth of stock compared with 12.8 days in 2003 (Food Manufacture, 2004). 2.4 The Relationship between Customer Satisfaction and Training Because of customers are vital to business growth and success, so customer service, especially satisfying customer is the key to achieve the business growth and success. How to train staffs to satisfy customers that is big challenge need to face by organisation. The important factor is the measurement of customer satisfaction as fourth factor. As before mentioned, the lack of market research identified in the Irish survey, few managers represent dissatisfaction with the results of market research but an even greater number did not attempt to carry it out. To respond complaint from customer that is a method to access customer needs and wants. However, this may be a motivating

Television is a Hallucination :: television TV

Television is only possible because this disintegration, reconfiguration, contraction (i.e., compression), and extension of visual sensory experience occurs during dreams. Accordingly, both television viewing and dreams may be said to include (or involve) reduced ability to think, anxiety, and increased distractibility. Television thus compels attention, as it is compelled in the dream, but it is an unnatural and hallucinatory experience. Hence, television is addictive. Similar to the visual experience while dreaming, television compels attention to the relative exclusion of other experience. Television reduces consciousness and results in a flattening of the visual experience as a result of combining waking visual experience with relatively unconscious visual experience. Television involves the experience of what is less animate, for it involves a significant reduction in (or loss of) visual experience. This disintegration of the visual experience (as in the dream) also results in a n emotional disintegration (i.e., anxiety). That television may be so described (and even possible) is hard to imagine, but this is consistent with the fact that it took so very many different minds (and thoughts) of genius in order to make the relatively unconscious visual experience of the dream conscious. Since the thinking that is involved in making the experience of television possible is so enormously difficult, it becomes difficult to think while partaking of that experience. Television may be seen as an accelerated form or experience of art, thereby making someone less wary (or less anxious) initially, but less creative and more anxious (as time passes) as the advance of the self becomes unsustainable. The experience (or effects) of television demonstrates the interactive nature of being and experience, for, in the dream, there is also a reduction in the totality (or extensiveness) of experience. Thought involves a relative reduction in the range and extensiveness of feeling. In keeping with this, dreams make thought more like sensory experience in general. Accordingly, both thought and also the range and extensiveness of feeling are proportionately reduced in the dream. (This reduction in the range and extensiveness of feeling during dreams is consistent with the fact that the experience of smell very rarely occurs therein.) Since there is a proportionate reduction of both thought and feeling during dreams, the experience of the body is generally (or significantly) lacking, for thought is fundamentally rendered more like sensory experience in general. Thoughts and emotions are differentiated feelings. By involving the mid-range of feeling between thought and sense, dreams make thought more like sensory experience in general.

John Locke on Property Essay

Natural reason suggests that human beings have the right to preserve themselves the moment they are born. An individual can utilize everything that he sees around him to preserve himself. He can drink if he is thirsty; he can eat if he is hungry. Nature, which God gave to the world, is the individual’s source of materials for his preservation. Locke emphasized that the world was given to the whole humanity by God. This, for Locke, is nothing but common knowledge (Locke 11). Locke questions how an individual can actually own a thing. He finds it difficult to understand why, when God has given the Earth to His children, men would search for things on earth and label it as their own. Since it is difficult to find a part of the Earth which an individual can own and call it his â€Å"property†, then the only easy way to solve this dilemma is to have the world owned by a universal monarch. This, then, would only be possible upon the belief that Adam owns the world because god gave it to him. As Adam has the world, it also means that his heirs own the world, too (Locke 11). Since this clearly is not the case in today’s world and in today’s society, Locke promises that he will explain how an individual claim a part of what God has given mankind, and that, with no single express compact of all people (Locke 11). As God has given mankind a whole world, it also means that along with this, He has given mankind a reason to use this world to their convenience and best advantage. The world are has everything that a man needs to survive. It has air, water, food and shelter. It contains that things that an individual needs to live a comfortable life. Whatever is found in this world all help in supporting the life of an individual (Locke 13). Although the food found on earth, including the animals or the predators that feed on them, are all qualified as properties of mankind (since nature produces all them), the fact alone that they are included as part of the earth means that even the predators are necessary for the survival of mankind – even when these beasts harm the quality of living of an individual. There will always be a way for a man to know how a harmful beast may help him. Whatever way this is, he has yet to figure out, but the fact remains that a harmful beast is indeed beneficial since it is a part of the world that God gave him (Locke 14). For Locke, the meat and the fruit which an individual feeds on are both considered occupants of the earth. No other individual will have the right to own that particular meat or particular fruit before it can support his life. No one has a right to something if the benefits are yet undiscovered (Ishay 116). The earth is indeed common to all the people living in it – to all its occupants. Then again, each individual has a property of his own. He is the only person who can practice his rights on that certain thing since he is the only person owning it. His hands do the working. His body does the laboring. Because of all these, whatever he produces rightfully becomes his property. Whatever thing nature has provided, which he, in turn, takes away from the state, becomes his property, as soon as he mixes his labor with it. Whatever it is that he takes away from the state which was placed there because of nature eliminates the right of other men, as long as he was able to own it through his hardships and labor (Ishay 116). Labor is indeed an important factor in this case, since labor is something that mankind cannot question. Labor is the unquestionable property of the man who is laboring. The man laboring is the only man who has the right to his products (Ishay 116). Whoever is being supported and benefited by the fruits of his labor has definitely appropriated these fruits for him. The question of Locke now, is when exactly did this fruit became his own? If, for example, an individual harvests the apple that came from the tree he himself planted, when exactly did he own the apple? Was it from the time when he digested the apple, since it is believed that as he is nourished by the fruit of his labor, he can start calling this his own? Or was it from the time when he picked the apples from the tree (Ishay 117)? What marks the difference between the common man and himself is labor. Labor defines what nature cannot. If an individual makes use of what nature has given him, and he, in turn, starts to benefit from it, then he owns the fruit. The man is able to own things as he extends what a nature can do to support his life. Here is where the concept of private right comes in (Ishay 118). Another dilemma is realized from this perspective, since will one not have a right to that apple which he appropriated for himself if mankind did not allow him to? Does he need the consent of other men to make the apple his property? Would this be considered robbery, since whatever is found on this earth is a property of all men (Boaz 123)? Then again, John Locke argued that consent from other men is not even necessary in the first place. If an individual always waits for a go-signal from other men so that he can start owning and eating an apple, then he will end up being starved. What is common in mankind, or common in â€Å"commoners†, is the act of taking something away from this world to make it his property. Nature leaves something in the state, and commoners remove it out from there. As an individual removes it from the state, it starts to be his property. Without such property, then the individual will be of no use to the world. Taking something which an individual may consider his property is not dependent on whether or not commoners will allow him to (Boaz 123). The grass is in the lands to be eaten by a horse. A servant sees a turf which he may cut. All people can see ores, and all of them have right to the meat. An individual can do everything that he can, and thus exhibit acts of labor, to produce something that can benefit him. As a product of his labor, his prize is to own it as its property. He does not need to consult other men; more so, need their consent. The moment an individual removes something from the state is already a manifestation of a labor being enacted. There is a struggle, a difficulty, and an action taking place as an individual takes something away from the state. From this point exactly, an individual owns a thing (Boaz 123). John Locke’s main argument when he said that property is prior to the political state; he was referring to the law of reason. This law is what makes the deer a proper of an Indian, only if this Indian went his way into killing the deer. Once he exerted effort and enacted labor into killing the deer, then he has every right to eat the deer. The deer used to be a property of the world, and of everyone. Killing it is also a right of every person. Then again, whoever has the reason to go first and bestow his energy, labor and power to kill the deer, is the same person who owns the meat. Reason is what defines a person’s property, according to John Locke. Whatever it is that is found in this earth is a property of everyone, and everyone has the right to owning it. Then, again, labor, when fueled with reason, is what makes and what allows a person to own something and start calling it his property (Boaz 124). For John Locke, it is effortless to imagine and think how labor can start and prescribe a person’s property, considering the fact and the supposed challenge that may be faced since this property used to be a property of all mankind, and this property of mankind is coming from nature – the nature itself being an entity that belongs to everyone. The limits of a property are defined by how we spend it. For John Locke, arguments and conflicts regarding property and owndership may be eliminated if we see things his way (Boaz 125). Through John Locke’s view in property, he suggests that convenience and right go along together. He has his right which is his reason enough to employ his labor on a property common to mankind. Once he goes through challenges to own it to his convenience, then there should be no room left for conflict and quarrel. Whoever went his way to experience challenges just to reap what he saw, has every right to own the fruits of his labor (Boaz 126). Works Cited Boaz, David. The Libertarian Reader: Classic and Contemporary Readings from Lao-tzu to Milton Friedman. Free Press, 1998. Ishay, Micheline. The Human Rights Reader: Major Political Essays, Speeches, and Documents from Ancient Times to the Present. CRC Press, 2007. Locke, John. Two Treatises of Government. Kessinger Publishing, 2004.

Obama Surname Meaning and Origin †Gorski Genealogy

Obama is an ancient Kenyan surname, found most frequently among the Luo, the third largest ethnic group in Kenya. The surname  is believed to be patronymic in origin, meaning descendant of Obama. The given name Obama, in turn, derived from the root word  obam, meaning â€Å"to lean or bend.†Ã‚   Traditional African given names  often reflect the circumstances at the time of the birth. Thus, the given name Obama may mean a child born bent, such as with a crooked spine or limbs, or possibly refers to a breech birth. Obama is also a Japanese word meaning little beach. Surname Origin: African Surname Variations: OBAM, OBAMMA, OOBAMA, OBAMA, AOBAMA,   Where do People with the Surname Obama Live? WorldNames publicprofiler  indicates that  individuals with the Obama last name are found in greatest numbers in the country of Japan, especially in the Okinawa and Kyushu regions. However, this site does not include data from Africa. Forebears.co.uk shows the highest distribution of the Obama surname to be in Cameroon, with the highest density in Equatorial Guinea, where it is the 10th most common surname. The name is next most common in Kenya, followed by Spain and France. Famous People with the Surname Obama Barack Hussein Obama - 44th president of the United States Genealogy Resources for the Surname Obama Ancestry of Barack ObamaLearn about the deep African and American roots of Barack Obama. His African roots stretch back for generations in Kenya, while his American roots connect to Jefferson Davis. FamilySearch - OBAMA GenealogyAccess over 35,000 million free historical records and lineage-linked family trees posted for the Obama surname and its variations on this free genealogy website hosted by the Church of Jesus Christ of Latter-day Saints. RootsWeb Mailing List: Obama SurnameJoin, search or browse this free mailing list devoted to the discussion and sharing of information regarding the Obama surname and variations. DistantCousin.com - OBAMA Genealogy Family HistoryExplore free databases and genealogy links for the last name Obama. ----------------------- References: Surname Meanings Origins Cottle, Basil. Penguin Dictionary of Surnames. Baltimore: Penguin Books, 1967. Menk, Lars. A Dictionary of German Jewish Surnames. Bergenfield, NJ: Avotaynu, 2005. Beider, Alexander. A Dictionary of Jewish Surnames from Galicia. Bergenfield, NJ:  Avotaynu, 2004. Hanks, Patrick and Flavia Hodges. A Dictionary of Surnames. New York: Oxford University Press, 1989. Hanks, Patrick. Dictionary of American Family Names. New York: Oxford University Press, 2003. Hoffman, William F. Polish Surnames: Origins and Meanings. Chicago:  Polish Genealogical Society, 1993. Rymut, Kazimierz. Nazwiska Polakow. Wroclaw: Zaklad Narodowy im. Ossolinskich - Wydawnictwo, 1991. Smith, Elsdon C. American Surnames. Baltimore: Genealogical Publishing Company, 1997. Back to Glossary of Surname Meanings Origins