Managing Resources: Doman Synthetic Fibres Plc - Essay Example

Managing Resources: Doman Synthetic Fibres plc (B) Introduction The success of an endeavor is measured in terms of how efficient and effective the means are instituted to achieve the specified goals. The determination of a suitable strategy for a company begins in identifying the opportunities and risks in its environment. The environment of an organization in business is the pattern of all the external conditions and influences that affect its life and development. According to Boxall & Purcell (2003), “strategy is not the same as strategic plans. Strategic planning is the formal process that takes place, usually in larger organizations, defining how things will be done. However strategy exists in all organizations even though it may not be written down and articulated. It defines the organization’s behavior and how it tries to cope with its environment.” In this regard, the essay is written to address three-fold objectives, to wit: (1) to present an analysis of the case, Doman Synthetic Fibres plc (B); (2) to summarize two articles from academic and scholarly journals on the topic, managing resources; and (3) to link the case with the two articles on relevant and critical perspectives. As averred by Johnson, Scholes and Whittington (2008, 13-2), “resourcing strategies are concerned with the two-way relationship between overall business strategies and strategies in separate resource areas such as people, information, finance, and technology”. The case would hereby highlight options for managing resources in terms of deciding whether what to do with the present product, Britlene, whose patent is about to expire and with a new product, Crylon, with potentials to replace it. Brief Description of the Case Problem Doman Synthetic Fiber (DSF) was founded by Wilfred Doman in 1946 as a chemical/synthetic fiber manufacturing company. Its main product, Britlene, was used primarily in the manufacture of heavy-duty clothing and accounts for 95% of total sales in 2006. The patent protection for Britlene was about to expire in 2008. As a foresight, the research and development department of DSF designed a new product in 2005, Crylon, with the same properties as Britlene but with more heat-resistant capabilities. The current Managing Director, Wendy Doman, is faced with the dilemma of deciding whether what to do with the present product, Britlene, whose patent is about to expire and with a new product, Crylon, with potentials to replace it. In a working party meeting in 2007, several personnel of DSF presented alternative courses of action which the company could consider with regard to the Crylon case, to wit: (1) Les Hill from Finance suggested a status quo wherein nothing would be done except to continue producing Britlene until the patent expires; (2) Cris Henson from Sales and Marketing opted a ‘two-horse’ strategy which meant continue producing Britlene until its patent expiry but start manufacturing Crylon to some extent; and (3) Trevor Bryant from Operations chose a full scale production and marketing for the new product, Crylon. Strategic Analysis of the Case The most important thing to remember in strategic planning, including resourcing strategies, is that it is constantly evolving. It should continuously determine and take into account the periodic change of organizational objectives, the acquisition and use of resources required for their attainment, the changes in the environment and the establishment of the basic policies which guide the goal-oriented activities of the organization. For ease of presentation, the options with diverse analytical perspectives would be attached as an excel format. The following forms of analyses were presented: SWOT Analysis, Porter 5 forces and PEST Analysis, as deemed applicable. 1. SWOT Analysis The company’s main core competence lies in its capability and resources to produce a highly successful product (Britlene) in the market. They have a pool of highly qualified management team with competent personnel performing in a cohesively harmonious working environment. They have substantially efficient performing production plants in excellent order which are capable of producing high volumes of the product. The company’s relation with the union was considered good. The only eminent weakness and threat was the dilemma regarding managing the company’s resources upon facing possible competitors brought about by the expiration of the patent protection of Britlene. Option 1: Les Hills Option 2: Cris Hensons Option 3: Trevor Bryants Status Quo Two-Horse Strategy Full Production/Marketing SWOT ANALYSIS Strengths less risky splitting the risk maximizes potentials Weaknesses not exploring opportunities efforts and resources are high risk in terms of of Crylon split between 2 products capital investment Opportunities still exhausting Britlenes sales opportunities for both higher returns due to high potentials products sales price of Crylon Threats eventual phase out due to competing products could substantial losses if market patent protection expiry confuse customers does not readily adapt Using Swot Analysis, it can be deduced that the more viable alternative would be Option 3 since this option maximizes potentials for DSF. It could pose higher risks in terms of capital investment but as indicated by Peter Moore, DSF’s marketing director, a 90% share in the UK of Teklatite fibres would be regained from Crylon just after three years from introduction. In addition, since Crylon would be marketed at a substantially higher price as compared to Britlene, due to its improved quality of being heat resistant, net profits before taxes in 2012 were projected to be the highest at 6.9 million pounds. The option of Les Hill’s not doing anything would definitely be less risky but also less productive and profitable given that there would be increased competition from local and foreign corporations upon the expiry of the patent protection for Britlene. A status quo option would be detrimental in the long run as they move into a more competitive environment and Britlene poses eventual phase out from their production line. Cris Henson’s two horse strategy could split both the risk and the potentials for profits. Further, this strategy could pose a threat of confusing their customers as the products contain the same qualities except for the heat resistant capability of Crylon. 2. Porter’s Five Forces As previously mentioned, the main threat that DSF is currently facing is the possible increase in local and foreign competitors brought by the expiration of the patent protection of Britlene. The start up cost for producing a product like Britlene is not so high that potential entrants are projected to be substantial. Option 1: Les Hills Option 2: Cris Hensons Option 3: Trevor Bryants Status Quo Two-Horse Strategy Full Production/Marketing PORTERS FIVE FORCES Supplier Power no eminent risk splitting the risk risky since there is only Hunter as supplier for Hexatitanone Buyer Power no eminent risk splitting the risk uncertain price Competitive Rivalry would eventually be turned more vigilance in terms of could monopolize the market over to competitors competitors strategies due to patent protection Threat of Substitution eminent upon expiry of patent answered through Crylon possibly lesser due to patent protection Threat of New Entry virtually possible half possible through expiry would take time although of patent for Britlene cost of start up is not high Porter’s Five Forces clearly indicate “a simple but powerful tool for understanding where power lies in a business situation. This is useful, because it helps you understand both the strength of your current competitive position, and the strength of a position youre considering moving into” (Mind Tools, 2010, par. 1) Using this type of analysis, DSF indicates the strength of its current position with Britlene however it also highlights the threats of both substitution and new entry of competitors in the market as soon as the patent protection for Britlene expires. Although Option 2 minimizes the risk by splitting the production and marketing of the two products, this option generates the best alternative for profitability with a 15% premium on the price of Crylon. The projected financial statements reveal that this option would generate net profits before taxes of 3.8 million pounds in 2010, the next viable and financially attractive option next to Option 3. The supplier power for Option 3 poses a threat since there is only one supplier identified for Hexatitanone, the organic chemical needed to produce the new product. The uncertainty about the price of Crylon could also significantly alter the projected figures. 3. PEST Analysis In general, DSF is faced with challenges in the environment making it exposed to more dynamic factors. With only Britlene as the company’s major product covered with a patent protection, DSF has been accustomed to a stable and simpler environment with less risk and little competition. However, with the impending expiration of the patent protection, DSF has to brace itself to prepare for stiffer competition from local and foreign companies who are potential producers of the product. Option 1: Les Hills Option 2: Cris Hensons Option 3: Trevor Bryants Status Quo Two-Horse Strategy Full Production/Marketing PEST ANALYSIS Political N/A N/A N/A Economic Removal of patent becomes half risky in terms of Britlenes cash intensive due to capital a threat with increasing patent expiration and increased outlay local and foreign competition competition Social N/A N/A N/A Technological non existent non existent with Britlene major technical & engineering but constant monitoring for problems have already been Crylon solved The PEST analysis focuses on economic and technological aspects that influence the operations of DSF. From this type of analysis, the most appropriate option is still Option 3 with economic considerations centering on its initial capital outlay. Since previous experience of DSF revealed acquisition of loans to augment their current sources of funds, this option can still be tapped to support the production and marketing for Crylon. An important and critical aspect is the technological area where it was initially specified that as early as 2006; major technological and engineering problems have already been sorted out. The only consideration to note is that since this is a new product, DSF should remain vigilant and continue to monitor the progress of production and development. In addition, more efforts must be focused on overall marketing and supervision of the new product until such time that the market has been fully entrenched. In this regard, some aspects of social responsibility must be reviewed in terms of the possible effects of the new product on meeting customer’s needs and the possibility of adapting new applications for the product. Analysis In terms of suitability, Option 1 would definitely put DSF in a declining position without any strategy for growth while Options 2 and 3 are good potentials as it plans to produce and market a new and improved product. In terms of feasibility, Option 1 faces fierce competition as the patent protection expires. It has not been able to prepare for this position given that the current environment was relatively simple and less risky. Option 2, on the other hand, would confuse the market for carrying two products with practically the same qualities (except for the improved heat-resistant quality of Crylon). Option 3 is highly feasible but management must be vigilant in addressing issues such as the high capital investment, little leeway for error especially in terms of liquidity, risk of capital exposure, and the need for management to exert more efforts in both production and marketing the new product. Finally, in terms of acceptability, Option 1 is highly questionable given no growth potentials. Option 2 could be considered with care since DSF’s focus would be torn between monitoring the increased competition for Britlene and designing appropriate strategies for the new product. Option 3 is acceptable with caution and aggressive effort from management to focus on the development of the product, looking for external sources of funds through loans, and determine any need for organizational structure change and control. Summary of the Two Articles An interesting article on “Resourcing strategies and organizations” was released in HRM Guide (2007) as an excerpt from the book Human Resource Management in a Business Context written by Alan Price. The author discussed human resources as the focal point for resourcing strategies in organizations. He proffered three (3) alternative actions that organizations can choose from to fulfill employee resourcing, to wit: “(1) reallocate tasks between employees, so that existing staff take on more or different work; (2) reallocate people within the company; and (3) recruit new staff from the external job market. Countries in the free-market tradition have focused most of their resourcing activities on bringing in people from outside the organization” (Price, 2007, 1). With human resources as the emphasis for resourcing strategies, the critical aspects that Price discussed were perspectives on human resources planning, gathering of accurate and comprehensive information to conduct HRM functions of recruitment, selection and placement, among others. The author also discussed the topic on strategies for redundancy – or an internal process of ‘deselection’ (Price, 2007, 5). According to Price, planning for redundancies implies that “some form of systematic or thought-out procedure has been used to decide who will lose their jobs” (Price, 2007, 5). The effect of this strategy must be closely evaluated in the light of its repercussions to employee morale and productivity. Further, Price (2007, 4) also discussed the concept of matching people and jobs through three (2) specifically identified strategies, as summarized: “select the best qualified person for the job (right person approach); change job characteristics to fit the abilities of the people employed (culture-fit model); and train people to perform more effectively (flexible person approach)”. The article highlighted the concept that organizational excellence begins with the performance of people. It is what people do or do not do that ultimately determines what the organization can or cannot become. It is their dedication and commitment to organizational purposes that make the difference. Whether organizational goals can be achieved will depend on the willingness of people to make the necessary contributions. It is the performance of people that is the true benchmark of organizational performance. First of all, maximization of use and value of benefit choices to employees mean that the company should determine the mix of options and alternatives which would give them more income and least cost that would make their employees motivated to do the tasks required of them. Benefits represent substantial annual expenditures for a company. The design for the appropriate benefits program in the short and long term should account for the following factors: the long-term plans of a business, its stage of development, its projected rate of growth or downsizing, characteristics of its workforce, legal requirements, the competitiveness of its overall benefits "package," and its total compensation strategy. Organizations normally assess the effectiveness of an action in terms of its effect to the financial performance of the firm – how much it increased the firm’s net income in a specified period of time. According to Crawford (2005, 1), “typical financial measures may include revenue growth and cost improvements.” In this regard, HRM is effective only insofar as its activities contribute to the increase in net income of the organization since it is the bottom line that the stockholders of the organization are mostly concerned of. The net income is the determining factor for pay increases and bonuses and therefore, should be the only criterion for HRM’s effectiveness. Literatures presenting various approaches to measure the effectiveness of HR performance indicated the Balanced Scorecard approach as translating “strategy into operational terms by measuring a full range of perspectives: financial, customer, internal, and learning and growth” (OPM, 1999, 19). In a paper written by Cabrera & Cabrera (2003, 1), the authors expounded that “the balanced scorecard also attempts to link all measures through a cause-and-effect chain; thus, it acts as a management, rather than measurement, system by helping managers to better understand how different measures are related and how they ultimately contribute to financial results (Bontis, et al., 1999)”. The research of OPM discussed other measures of HRM effectiveness including benchmarking (“a systematic process of measuring an organization’s products, services, and practices against those of a like organization that is a recognized leader in the studied area” (OPM, 1999, 18); activity based costing, a method aimed to determine the true cost for a product or service; and the “Malcolm Baldrige and the President’s Quality Award Criteria, based on a set of core values and concepts that integrate key business requirements into a results-oriented framework” (OPM, 1999, 20). More importantly, as the roles and functions of HRM become more diverse adapting to the demands of the times, the means to assess its effectiveness evolves into encompassing areas of employee development (employee behavior, attitudes and skills), competencies, performance, as these attributes all contribute to the achievement of organizational goals. As aptly concluded by Cabrera & Cabrera, “no longer are operational measures of internal efficiency sufficient. HR departments must be able to demonstrate the value of their strategic contributions” (2003, 3). According to Crawford, “from a HRM perspective, the multiple constituency approach can be operationalized by measuring HRM effectiveness from the perspective of HRMs internal and external stakeholders (such as top management, line management, employees, customers, and trade unions). This particular approach demonstrates the responsiveness of HRM to the demands of a variety of stakeholders who may hold different opinions regarding the effectiveness of the function. (2005, 3)” In human resources management, people are considered investment, assets and a real resource. Following this philosophy, relatively more funds are earmarked for their proper screening and evaluation, for their growth, training and development, which in turn, increases the rate of retention and organizational productivity. These studies confirm that the effectiveness of HRM should not be assessed solely on financial means. There are more relevant concerns, specifically the strategic development of the organization’s human resources that should be taken into account for an organization to be considered as highly successful in attaining organizational goals. Further, as organizations become more specialized in their respective core competencies, the mission and vision that each explicitly stipulates does not necessarily focus on the bottom-line. More contemporary organizations include goals of social responsibility, service to the community, enhancement and encouragement of cultural diversity, among others. In this regard, the effectiveness of HRM should be measured in terms of their success in achieving their well defined goals. All resources – man, money, methods, market, materials, minutes (representing time) and machines are the domain of general management. Human resources management solely involves man. Through and by men, the other m’s are acquired and utilized. The quality and utilization of the rest of the resources are almost always affected by decisions about and by human resources. Indeed, the accomplishment of the goals of an organization depends upon the availability and utilization of all these ingredients, the interaction of which, are people-caused. An organization may start with zero funding, but with creative, resourceful, hardworking and honest people, it becomes financially viable. On the other hand, a plethora of financial and material resources in an organization may go down the drain if handled by an incompetent and dishonest staff. The challenge of management is not so much in its money, machines, methods, markets but in its people. (Guia, 2007) Human resources management purports to accomplish not only organizational goals but also individual goals. It posits that an individual worker whose personal goals are realized is willing to cooperate in the accomplishment of organizational goals. The congruence of both goals is directly proportional to the harmony between management and labor. This approach subscribes to the idea stipulated by Carell & Kuzmitz (1986, 5), to wit: “organizational goals and employee needs are mutual and compatible. One set need not be gained at the expense of the other”. In human resources management, people are considered investment, assets and a real resource. Following this philosophy, relatively more funds are earmarked for their proper screening and evaluation, for their growth, training and development, which in turn, increases the rate of retention and organizational productivity. Trends in human resources management indicate the possible direction that his particular phenomenon takes with the past as its backdrop and the present as its center stage. The main area of concern will be the shift in the environment from a monolithic view to the many-sided interests, particularly quality of working life and the impact of technological development. Integrating human and organizational values will be a principal objective. This will be achieved by developing basic methods of reconciling clashes of values through viable primary work groups that will reduce feelings of normlessness. The role of human resource managers will be expanded in helping the organization meet its ever increasing needs. The pay and benefits a worker receives is a yardstick of how adequately his needs are met. Compensation is a denominator of productivity and job worth. However, just like pay and benefits, these financial measures are not the sole yardstick to assess the effectiveness that HRM accords. The strategic value of human resources are measured in diverse ways including determining the growth and development planned for the employees; the ways by which stakeholders’ interests are achieved; and the role that HRM played in improving organization’s worth in terms of contributing service to the community. Therefore, the effectiveness of HRM and resourcing strategies should not be measured only by financial measures but by means of improving the overall worth of its people resources as they perform their respective roles in one’s society. Revisiting the Case (“the link between two articles and our case”) Critical distinguishing information prior to an extensive discussion of the theoretical views and applications of managing resources and resourcing strategies are as follows: (1) the fact that diverse strategies are unique and varied between and among firms, (2) firms have multi-products and multi-divisions which complicate the application of resourcing strategies, and (3) more firms operate in international markets. The best-fit versus best practices models which were clearly discussed by Boxall & Purcell (2000) to determine how firms make strategic choices in terms of management of labor (Boxall & Purcell, 2000, 186), differentiated that the best fit model employs an HR strategy that “will be more effective when…integrated with its specific organizational and environmental context” (ibid., 186). Best-fit HR practices are basically driven by competitive strategy and should be incorporated therefore in a firm’s set of policies and procedures on HRM. Detractors of the best fit model argue that this approach fails to consider the following: (1) employee interests to be aligned with social norms or legal requirements, (2) a more comprehensive description of competitive strategy, and (3) a lack of information to dynamics. The authors concluded that the effectiveness of best fit models is measured in terms of fitting certain critical contingencies such as: sectoral choice, competitive strategy, suitable technology, structure and necessary levels of finance and human capital” (188). In contrast, the best practice model supports a universal approach “arguing that all firms will be better off if they identify and adopt ‘best practice’ in the way they manage people” (186). The findings on best practice approach state that those elements found to be most desirable to employees (employment security, selective hiring, self-managed teams, high pay based on performance, extensive training, among others) are not consistently cost effective in general. There is always the need to assess and incorporate factors such as economic, social, and political which affect and influence HR practices in employment among organizations. Linking these theories and concepts to case facts on DSF, one can clearly deduce that in order for the organization to apply a specific course of action (Option 3 as recommended based on diverse forms of strategic analyses), there are several processes that need to be designed in conjunction with the decision to produce a new product. Management cannot simply presume that since the basic production method for Britlene and Crylon follow similar patterns, the management of resources for Crylon would follow a similar path in terms of human resources, information, finance, and technology. This is oversimplifying the perspectives presented in managing resources. As indicated in various articles on resourcing strategies, particularly on human resources, DSF must match people and jobs by using a combination of the right person, culture-fit, and flexible person approach. Since DSF was deciding on changing the core product from Britlene into Crylon, aside from technological specifications, DSF must also look into streamlining people resources to remove redundancy, reduce cost, and opt for a more productive and profitable process. In addition, managing people should incorporate concepts of diversity in the workplace. A human resources department supporting a diverse workforce must be capable to manage it. Training, development and performance evaluation methods should work with diverse programs and audiences. A motivational system based on incentives and rewards should be placed to acknowledge personnel who provide affective educational programs for diverse audiences. Mentoring programs should be installed and implemented to orient current staff of supporting a diverse culture. The policies and procedures should emphasize the value of diversity and pluralism. In this regard, all functions and resources must conform to supporting a diverse workforce. In managing information, Johnson, Scholes and Whittington (2008) emphasized that accurate and timely information enhances competitive advantage and performance (483). DSF must use proper ways to disseminate the information for replacing Britlene with a new product, Crylon. This is critical in ensuring that present customers are well advised on the same qualities with improved heat resistant capabilities of the new product. Doing so would prevent them from seeking other products offered by competitors. Managing finances must be closely evaluated by management in terms of seeking alternative sources of funds needed to produce and market the new product. It is pertinent to take into consideration the ability of DSF to meet the expectations of various stakeholders if the new product would be aggressively produced and marketed. Management must balance the requirements of balancing business and financial risk as Britlene would still go into a transition from a declining phase (dogs) to extensive production of a new product (Crylon) assuming both growth and launching phases, which would require a balancing of risks and returns. Finally, as previously mentioned, managing technology is of utmost importance for DSF given the competitive forces, the power of suppliers and buyers, and the product to be substituted (Johnson, Scholes and Whittington, 2008, 498). In addition, the value of a balanced scorecard was emphasized by Bontis, et.al. (1999) who acknowledged that this strategic analysis system “attempts to link all measures through a cause-and-effect chain; thus, it acts as a management, rather than measurement, system by helping managers to better understand how different measures are related and how they ultimately contribute to financial results”. As organizations become more specialized in their respective core competencies, the mission and vision that each explicitly stipulates does not necessarily focus on the bottom-line. More contemporary organizations include goals of social responsibility, service to the community, enhancement and encouragement of cultural diversity, among others. In this regard, the effectiveness of managing resources should be measured in terms of their success in achieving their well defined goals. Conclusion and recommendations Every organization exists to achieve a purpose. In order to attain organizational goals, a set of policies and strategies are defined and developed by management. An organization’s strategic plan has a strong external orientation, with sensitivity to social, economic, political, ethical and myriads of other influences. As averred by Lynch & Williamson (1976), “strategic planning establishes the fundamental internal environment within which all the activities of the organization will be carried on” (132). With a comprehensive strategic plan in place, various resources of the organization are managed effectively. The essay was hereby successful in addressing its three-fold objectives: (1) it presented an analysis of the case, Doman Synthetic Fibres plc (B); (2) it summarized two articles from academic and scholarly journals on the topic, managing resources; and (3) it was able to link the case with the two articles on relevant and critical perspectives on the subject. Management of resources has become the greatest challenge today for organizations have become enlightened and vigilant of the elements affecting their various resources. In view of developments in the field of business, organizations have made expansions in terms of adding more branches either domestically or internationally. The concepts underlying the management of resources of diverse corporations are evaluated, not only in terms of people, information, finance and technology, but also in relation to a multitude of other factors, including workforce diversity which incorporates culture, race, religion, gender, and sexual orientations, that affect their success and existence. A concept of purpose and a sense of direction strengthen an organization’s ability to survive in changing circumstances and environment. In organizations, large numbers of people congregate under one roof in a joint pursuit of purpose. The organization then sets itself up to harness the creativity of their resources for maximum effectiveness. A primary business objective is being profitable, and managers must explain and justify business performance and decisions in light of this objective. Finally, an organization that is committed to managing its resources is better able to adapt and adjust to the demands of the ever changing environment. In turbulent financial difficulties that beset the economy, the most plausible strategy is to assess the capabilities of one’s internal resources and address whatever weaknesses or threats posed by the external environment. In the going concern, top management should delve into a comprehensive management of its resources to set the stage for dynamic management planning and financial preparation on a continuing basis. As each new period of operation approaches, an organization needs to apply the general knowledge of the business and its environment to the particular problems anticipated in the immediate future. The concept of managing of resources covers its use in planning, organizing and controlling all the financial and operating activities of the firm in the forthcoming years. Reference List Bontis, N., Dragonetti. N.C., Jacobsen, K., & Roos, G., 1999, "The Knowledge Toolbox: A Review of the Tools Available to Measure and Manage Intangible Resources." European Management Journal, Vol. 17(4): 391.402. Boxall, P. and Purcell, J. 2003. Strategy and human resource management. Basingstoke: Palgrave Macmillan. Cabrera, E.F. & Cabrera, A., 2003, Strategic Human Resource evaluation. Available at: http://www.entrepreneur.com/tradejournals/article/99146560_1.html. [Accessed 12 July 2010]. Crawford, J., 2005, Indicators of strategic HRM effectiveness: a case study of an Australian public sector agency during commercialization. Available at: http://www.allbusiness.com/human-resources/847224-1.html. [Accessed 20 July 2010]. Guia, F. 2007, “The Role of Human Resources in an Organization”, Lecture, MBA Class on Seminar in Personnel Management and Industrial Relations, College of Business Administration, University of the Philippines, Diliman, Quezon City. Johnson, Scholes and Whittington. 2008. Exploring Corporate Strategy, Eighth edition. Pearson Education Limited. Kaplan, R.S. & Norton, D.P. 1997. “Having Trouble with your Strategy? Then Map it.” Harvard Business Review. Cited by Evans, M.H. 2002. Course 11: The Balanced Scorecard. Excellence in Financial Management. Available at: http://www.exinfm.com/training/pdfiles/course11r.pdf. [Accessed 12 July 2010]. Lynch, R.M. & Williamson, R.W. 1976. Accounting for management. NY: McGraw Hill, Inc. Mind Tools. 2010. Porter’s Five Forces. Available at: http://www.mindtools.com/pages/article/newTMC_08.htm. [Accessed 12 July 2010]. Price, A. 2007. “Resourcing strategies and organizations.” HRM Guide: International Human Resources. HRM Guide Network. U.S. Office of Personnel Management, 1999, Strategic Human Resources Management: Aligning with the Mission. Available at: http://www.opm.gov/studies/alignnet.pdf. [Accessed 10 July 2010]. Read More