Organisational Structure Of The Ikea Company Commerce Essay

Organisational Structure Of The Ikea Company Commerce Essay Ingvar Kamprad, the founder of IKEA, as a child, started a profitable business selling matches to neighbours on his bicycle. In 1943, at just 17 using money he received as a gift from his father for doing well in school he formed IKEA which is an acronym made up of his initials and the first letters of Elmtaryd and Agunnaryd, the farm and village in Sweden where he grew up. In 1947, furniture was introduced for the first time in IKEAs product line in the form of armchairs. Local craftsmen made the furniture using wood from a nearby forest. IKEAs furniture became very popular and the line was extended to include more products. Its interesting at this point in the companies history because Kamprad was based in a very poor area of Sweden, and because of this, the people were naturally frugal and highly resourceful, in other words they had to maximise and be inventive with the limited resources available to themThe author believes that this is the setting and cornerstone for all of IKEAs subsequent success. IKEAs vision was To create a better everyday life for the many people. According to Ingvar Kamprad, the founder of Ikea; To design a desk which may cost $1,000 is easy for a furniture designer, but to design a functional and good desk which shall cost $50 can only be done by the very best. Expensive solutions to all kinds of problems are often signs of mediocrity. (Chandler, 1993: 12) Ikeas success is based on the relatively simple idea of keeping the cost between manufacturers and customers down. Costs are kept under control starting at the design level of the value-added chain. Following on from this the culture of the company emphasizes efficiency and low cost, which cannot be achieved at the expense of quality or service. Bureaucracy is fought at all levels in the organization. Kamprad believes that simplicity and common sense should characterize planning and strategic direction (Bartlett et Al, 1993: 78). Bartlett C.A. Ghoshal S. (1993) Transnational Management. Irwin Publishers Boston Massachusetts Symbolic policies, such as only flying economy class and staying at economical hotels, employing young executives and sponsoring university programs have made cost part of corporate culture and have further inspired the influx of entrepreneurship into the organization. Despite his vast wealth it is reported he used to only drive an eleven-year-old modest Volvo. By 1951, furniture sales dominated his sales inventory and he decided to specialize exclusively in low priced furniture. The author recognises here that he is playing to his market strengths and again this is a further cornerstone of his subsequent success. In the same year, the first IKEA furniture catalogue was published. IKEA opened its first furniture showroom in 1953, which allowed customers to check the quality and use the items they were buying. The author recognises that any company that is prepared to allow customers to use its products before buying them will likely ensure that the quality of the product is if anything substantially above its utility specification. People also like to handle and view a potential product before purchase, which is part of the reason, that ecommerce will always take on limited success. Today IKEA is actually a privately held company owned by Stichting INGKA Foundation, a non-profit registered in Leiden in the Netherlands that is controlled by the Kamprads three sons. The Dutch foundation is worth US$36 billion in 2006. IKEA Group with its headquarters in Denmark, is a multinational operator of a chain of stores for home furnishing and furniture. It is the worlds largest furniture retailer with a reputation for low cost, style and design. IKEAs annual home furnishing sales are 20 billion euros with more than 260 IKEA Group stores in 25 countries (Ohlsson, 2010). IKEA has about 40 distribution centres worldwide in 16 different countries, and implemented the automated Astro warehouse management system in 2005 (2005) in 15 of their Distribution Centres (DC) and Customer Distribution Centres (CDC). IKEA has approximately 1,220 suppliers from 55 different countries split more or less evenly between Europe and Asia, the top five of which are China 20%, Poland 18%, Italy 8%, Germany 6% and Sweden 5%. The company holds 3.5m stock keep units, with 10000 different product types amongst them, 10% of which are new every year. It is also a major global employer with 125000 employees in 40 different countries. Human resources The companys ethos was quite Christian in its values-their philosophy was to treat others as one would like to be treated oneself and their belief is akin to that shown by Japanese companies to their workers today that is to increase commitment and hence productivity from staff, one has to provide them with the belief of belonging to the company. For instance, all design teams enjoy complete autonomy in their work, but are expected to design new appealing products regularly. Ikeas employment philosophy is widely welcomed in the USA where historically moral amongst staff and working conditions and benefits are poor in the retail sector. This accounted for the fact that the sector had one of the highest turnover rates of all industries. Consequently, it also suffers from high human resource (HR) costs, as companies have to recruit and train replacements at frequent intervals. Definition: Management Information Systems (MIS) is the term given to the discipline focused on the integration of computer systems with the aims and objectives on an organisation. Information systems can be broadly divided into operational level for transaction processing, knowledge level for knowledge and office management, management level for decision and intelligent support and strategic level for executive support. The information systems support an information value chain for both business process-supply chain, enterprise, customer and knowledge management and management activities-planning, co-ordinating, controlling and modelling. Ultimately all the systems process data and provide feedback and for executive support for decision making planning, monitoring and implementation of strategy and the general workforce. Definition of an organisation -a stable formal structure that takes resources from the environment and processes them to produce outputs. An organisation can be said to be a formal structure with a standard operating procedure, politics and culture. Environmental factors affect their outputs -these maybe resources, government, competitors, financial, institutional culture, technology. Impact of information systems is seen in terms of a microeconomic model, transaction cost model, agency theory and behavioral theory. sociotechnical systems, redefining boundaries, recognising work flows, flattening, electronic market. Diagram Organisation Information technology mediating factors -environment culture structure standard procedures politics management decisions chance Information systems Information systems relate to the way in which Ikea is organized, its management and its technical layout. Information systems do not just consist of information technology (IT) and information transfer systems-the technical requirements should act as an adjunct to the business strategies of the enterprise rather than being a hostage to its fortune. Often business strategy requires the execution of complex processes of control and automation and the ability to quickly analyze and react to relevant data, not in an uncontrolled firefighting or reactive manner but with anticipation and forward planning based on likely demand and external changes in the business environment. Diagram showing interdependence between Business strategy, software, hardware, data management, telecommunications Organisational framework The problem is that in complex business organizations SBUs tend to design their information management needs according to their best interests rather than to the interest of the enterprise as a whole. This is termed the silo affect. To survive in an every more competitive environment, management must be strong enough to ensure that their strategy is implemented in the execution of cross-functional business processes and that information can be managed and shared across spatial, functional, geographic and segmental boundaries. Stakeholders interests e.g.are often ignored at the expense of damaging other parts of the supply chain, and the chain weakens. This maybe for several reasons, particularly because corporations are often intimidated by the thought of sharing competitive information with their suppliers. Their information security facilities often prohibits suppliers from gaining advantage by withholding from them key information e.g. manufacturing processes can benefit from effi cient production through accessing a real-time demand system. Companies therefore face a dilemma-do they share information to the extent that it allows their potential competitors access to their market information or do they with-hold information and become less competitive. In the end and on balance, a closeted attitude becomes self-defeating and exposes them to the risk of a more aggressive competitor. Ikea does not actually manufacture products, however it plays a very large design and innovative role in their production. By outsourcing manufacturing they can retain a competitive advantage -if one company fails to provide product as specified they will find another company that can and they do not suffer from set-up costs and ultimately ROI costs. One can immediately see the main problems relating to information management for IKEA. None more so than with a company whose strategy demands supply from a worldwide network and delivery to a worldwide customer base. One can easily understand that where there is a disparate group of suppliers, co-ordination between various supplier and DC is critical. A range of kitchen products e.g.may be produced by different manufacturers who have different supply times, manufacturing ability, geographical location, delivery times etc. On one hand one does not want idle inventory stock as this costs money, on the other one wants to ensure a constant supply which can meet fluctuations in demand-otherwise customers will become frustrated and will purchase elsewhere. In addition customer demand may vary between geographical location e.g. a country maybe has mainly city based stores where there would naturally be higher demand e.g. for space saving furniture which may be manufacturered in a country r ound the other side of the world. Ikea faces huge logistical problems, particularly as their ethos is to supply medium range quality product at low price. Supply planning is key to this strategy. One needs in this situation to forecast across the whole company and to organise its distribution centres into groups and hold one lot of a float of stock for a number of DCs. The capacity and geographical location of the CDCs become crucial to the companies strategic planning. Clearly a high capacity geographically distant CDC or a low capacity near CDC have redundancy issues because of the volume of product they hold and there impact on delivery time. Technology At operation level, Astro WMS (Group, 2010) is a modular WMS that IKEA adopted in 2010 and increases and improves efficiency in their distribution centre. Astro simplifies and streamlines the work process to provide total control of warehouse management with full tractability, accuracy, and on-line planning. In order to optimise capacity, handling equipment and storage spaces must be fully utilized. Astro is an automated warehouse management system that allows for ordering fulfilment automatically so reducing manual cost with automated re-ordering purchase orders being sent to suppliers when stock levels are low. Fully automatic double-aisle cranes from LTW Doppelmayr operate without any manual input as if robots have taken over the world leaving man redundant. In IKEA DC in New Jersey USA is running Astro WMS at full capacity with 175 warehouse employees. Ed Morris, Operations Manager at the site comments, We have seen that we are already back to picking 4,500 customer order lines per day and able to ship 34 trailers to the stores by the end of week one. I am confident that we will be exceeding our previous daily expectations in the very near future. Through the partnership we have built with the Consafe team, I am sure that both sides will take things away from this project and use them in the future. I really believe that this cutover was a success for both IKEA and Consafe. There will be space for 70.000 pallets in the 2 conventional modules and 100.000 pallets in the high-rack system. The warehouse capacity will be 270.000 pallets and therefore the largest IKEA Distribution Centre in the world. Taking a product to market involves many steps and information management is crucial to the products success. Ikea often designs and develops products from their inception to market. In order to do this they work from CAD drawings and have prototype machines model real products from their design drawings. But product manufacturing is more involved than just prototype production and testing. One must consider material source and process cost with the manufacturer as well as packaging development. IKEA is famous for its flat packs that were designed not just to fit into the customers car easily, but are mainly designed to maximize use of space during transport and warehousing so reducing costs storage and handling costs to a minimum. (Economist, 1994: 101). IKEA realized early on that space is often redundant during storage or transportation, yet costs money regardless of whether it is utilized or not. Hence the idea of a flat pack where storage and transport demand can be anticipated easily and utilized efficiently. In addition products have to market researched and tested and there has to be careful consideration in rollout, forecasting and financials. Neglecting one of these areas can cause immense damage to the company as a whole e.g. if a product reaches the shelf which is faulty may damage the brand of the company e.g. if the manufacturing process is too costly to set up it can place borrowing costs and liquidity capital under significant strain. The product must also be indexed, catalogued, labeled and displayed correctly. All of these represent part of the supply process, all of them require huge information analysis and appropriate information transfer. Order planning is therefore crucial to their operation and differences between expected demand and supply will affect their bottom line. In 2005 realising that these issues were becoming critical, the company decided to use an SAP based demand-planning tool solution with Manugistics and their goal was to reduce inventory levels in distribution centres by at least 10%. In its deployment the software must be able to identify critical resources such as people, equipment, storage, suppliers, finances, and be able to forecast with reasonable accuracy supply and demand fluctuations. Diagram-Forecast, stock, orders, material resource planning, requisition, quality, invoice, payment, structure of DC, CDC manufacturers. Production manager and finance officer. Management issues In modern corporate culture constant improvement has become a leading concept, and the technology has to keep up. Therefore the system needs to be flexible and adaptive, i.e. they need to be able to adapt changes in the flow. The limits of this flexibility are set at an early stage, by the choice of system and provider/supplier. As the company has such a vast range of stock there is also a tendency to be production-oriented, rather than customer focused which has made its supply chain more push than pull which naturally creates a supply-demand imbalance. The Supply Chain Council is an independent group of international supply chain industry executives and experts who developed the Supply Chain Operations Reference (SCOR) Model over a ten-year period using in-depth industry research and analysis. The models however are often based on forecasts and on theories, which are exact in them selves, but whose results maybe incorrect. The reason is that they require great quantities of data that are hard to gather and have to be estimated and calculations often have to be carried out for entire batches. One such example is the Wilson formula. The Wilson Formula The Wilson formula is a traditional method for determining production quantity where the total consumption during a period of time is known. The formula assumes that the only costs entailed are a warehousing cost per stock keeping unit and a one-time cost every time an order is placed, known as administrative re-ordering costs. The formula tries to find an optimal balance between the two costs to minimize the total cost, which is known as the economic order quantity (EOQ). In order for the Wilson formula to work, a number of conditions have to be met: Demand is constant and continuous The lead time for receiving ordered goods is constant Administrative re-ordering costs and warehousing costs are constant The order quantity does not need to be expressed as an integer The entire order quantity is delivered to the warehouse on the same occasion No shortages allowed The price/cost is independent of time requirements and ordered quantity Goods handling is ignored which is often a considerable cost e.g. the value of the article is often not proportional to the handling cost of the good. The administrative re-ordering cost is hard to determine. Price and demand also varies over time making judgement obsolete. Management by Objectives Ikea uses Opportunity Analyzer, which makes use of the Supply Chain Operations Reference (SCOR) Model. Best practices and key performance indicators are embedded in Opportunity Analyzer Management. Opportunity Analyzer recognizes important key performance indicators (KPIs) e.g. delivery performance. While MIS systems are extremely useful in generating statistical reports and data analysis they can also be of use as a Management by Objectives (MBO) tool. MBO is a management process by which managers and subordinates agree upon a series of objectives for the subordinate to attempt to achieve within a set time frame. Objectives are set using the SMART ratio: that is, objectives should be Specific, Measurable, Agreed, Realistic and Time-Specific. The success of any MBO objective depends upon the continuous tracking of progress. In tracking this performance it can be extremely useful to make use of an MIS system. Since all SMART objectives are by definition measurable they can be tracked through the generation of management reports to be analysed by decision-makers. http://www.supply-chain.org/resources/scormark/tutorial SCOR considers management processes and planning. Ikea has such a large range of products that one has to be able to benchmark supply chains against products in order to best assess the most profitable items. SCOR takes product and cross references them individually against customer sub-type then groups similar supply chain characteristics. It then applies performance matrices-those of agility, responsiveness, cost, assets and reliability and scores each group of supply chains accordingly creating a ranking of supply chains. The advantages are obvious in that the more efficient supply chains can be more heavily relied upon, to create profit, the weaker ones losing out from future reliance. However, the disadvantage is that supply chains may cut across market segments and unifying groups by supply chain efficiency rather than by market segment may destroy market uniformity. The executive team can select a relevant KPI for the particular target area. Today, companies connect into networks or chains, increasing the flow rate throughout the supply chain to satisfy an ever more demanding customer. Increased power is given over to the vendor to keep stock at the desired level. http://www.jda.com/company/display-collateral.html?did=636dcid=1 The demand supply chain software must also be able to provide key metrics in areas where demand exceeds supply and available capacity. This will improve order fill rates and network utilization and will free working capital tied to ineffective inventory. However, understanding the supply demand chain in its practical execution is not all that is required. The product, must also align with its financial evaluation in an integrated business plan. It must be able to identify any performance concerns and gaps at the lowest practical level across the strategic/business plans. The software must become a forecasting tool and be able to perform a what if scenario for management to make best estimate prediction on future capacity demands. It must be able to relate assumptions, risks and opportunities to specific hierarchy levels in the SOP plan. These are decision support systems. Like all good army strategy there must be a backup plan when all goes wrong with practical and well-worked altern atives e.g. its no good having a back up generator if its not properly serviced regularly. The information tool must also be able to track changes over time and carry out real-time review analysis of supply and highlight areas where inventory positions violate pre-defined tolerances. It must also be able to highlight critical resource constraints related to material, labor and other capacity variables. Clearly there is a position that optimizes resources, distribution, transportation, stock inventory, production and materials. http://www.allbusiness.com/company-activities-management/operations-supply/10574219-1.html Recommendations IKEA is undoubtedly a highly successful global firm. Like all firms they must ensure competitive advantage. In information transfer terms they have problems relating to the fact that their suppliers are multiple and demand can vary. It may be better for them to consider horizontal back integration and begin to act as suppliers to ensure consistant information flow-from factory to customer. They will undoubtedly sometime soon saturate their market and further market expansion may not be possible. They must look toward expansion elsewhere either by parallel related market considerations e.g. home or commercial furnishing design or by backward horizontal integration. Both would be ideal targets for integrated information design providing the company with synergistic information value and ultimately increasing their information value chain.

The Hero Essay -- essays research papers

The Hero A hero is not just the title of an action-packed kung-fu flick with subtitles. A hero these days has many meanings; depending on the time and reason that person is called a hero. According to Webster’s Ninth New Collegiate Dictionary, the definition becomes very broad. It starts as being â€Å"a mythological or legendary figure often of divine descent endowed with great strength or ability† and becomes â€Å"a man admired for his achievements and noble qualities.† The last definition listed is probably the most modern of the many, being â€Å"an object of extreme admiration and devotion.† These definitions are in the same order as listed in the dictionary, but also seem to be chronologically listed as well, because overtime the meaning of the word hero adjust it’s self to the people using it. Thus, the definition of a hero changes parallel to the evolution of society, religion, and politics, in order to placate the desires of the people involved.   Ã‚  Ã‚  Ã‚  Ã‚  If we look back, over a thousand years ago before Christianity became the omnipotent religion of the West, we hear of stories of heroes being passed down orally from generation to generation. In â€Å"Beowulf† we have this invincible brute tearing the limbs off of hideous friend Grendel, all in the name of fame and glory. A few hundred years later, when â€Å"Sir Gawain and the Green Knight† was jotted down, we still have people being dismembered, but our character traits have changed a little. Sir Gawain is not the c...

Ghana Institute of Management and Public Administration

GHANA INSTITUTE OF MANAGEMENT AND PUBLIC ADMINISTRATION (GIMPA) MBA (PROJECT MANAGEMENT OPTION) GMBA 799 STRATEGIC MANAGEMENT STUDENT NAME: EMMANUEL SESSOU STUDENT ID NUMBER: MBAE 10040217 Question: Write a short note on the Balanced Scorecard Balanced Scorecard  Basics The balanced scorecard is a  strategic planning and management system  that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more ‘balanced' view of organizational performance. The balanced scorecard has evolved from its early use as a sim ple performance measurement framework to a full  strategic planning and management system. â€Å"The balanced scorecard retains traditional financial measures.But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation. The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives: The Learning & Growth Perspective, The Business Process Perspective, The Customer Perspective and The Financial Perspective The Learning & Growth Perspective This perspective includes employee training a nd corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organization, people — the only repository of knowledge — are the main resource.In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode. Metrics can be put into place to guide managers in focusing training funds where they can help the most. In any case, learning and growth constitute the essential foundation for success of any knowledge-worker organization. The Business Process Perspective This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission).These metrics have to be carefully designed by those who know these processes most intimately; with our unique missions these are not something that can be d eveloped by outside consultants. The Customer Perspective Recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good.In developing metrics for satisfaction, customers should be analyzed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups. The Financial Perspective Kaplan and Norton do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. In fact, often there is more than enough handling and processing of financial data.With the implementat ion of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the â€Å"unbalanced† situation with regard to other perspectives. There is perhaps a need to include additional financial-related data, such as risk assessment and cost-benefit data, in this category. Reference Robert S. Kaplan and David P. Norton, â€Å"Using the Balanced Scorecard as a Strategic Management System,† Harvard Business Review (January-February 1996): 76.

Reasons to Go to University - 722 Words

A research article called â€Å"Why go to University† from 2014 infers that going to a university can mean that there are many opportunities for students to thrive, as well as studying a course that they are interested in. However it seems that for some students aren’t really attending universities for the main sole purpose of it: interest in studying for a degree. In 2012, university tuition fees are shivering and this is a question many students and parents are asking. It’s essential to know that tuition fees are not paid right away. Tuition fee, loans and maintenance loans are available and they don’t need to be paid back until you are earning over a certain amount of money established by the Government. Funds or lack of them shouldn’t be an issue, for many students fail to recompense the amount of money borrowed within 30 years. A very important reason to go to university, that most students can agree with is gaining independence, but having support. It is a place of transition from a comforting world to a college institution, where a student can be independent in living and studying. Another reason for the more ambitious students is to gain more money in the future. There are a lot of students that come from a fortuneless family and tend to overcome their condition. An acceleration of this reaction begins, thus graduates progress to higher levels in companies and to correspondently higher salaries. In addition to that some students consider that going to university improvesShow MoreRelatedThe Motivation For Why People Go At University801 Words   |  4 Pagesthat Levy discusses is the motivation for why people go to university. Levy identifies three main reasons for students to attend university. The first reason is vocational. What this means is that students go to university because they have recognised that gaining a higher education and furthering their studies will provide them with a wider range of career opportunities. The second reason is scholastic. This means that students go to university for personal enrichment and for a love of learning,Read MoreWhy Studying Abroad Is So Popular818 Words   |  4 Pagesto attend schools or universities outside their home countries. Why do some students study abroad? Use specific reasons and detail to explain your answer. Today, studying of students is not limitable in their country which is extended in most countries of the world, so students can change knowledge and even go to the various part of the world to study. Thus, many students choose to attend schools or universities outside their home countries. There are three some reasons why some students studyRead MoreImportance Of Necessary Education1061 Words   |  5 PagesPeople mainly get enrolled in a college or university to achieve the necessary education and degree they require to get a job or to build a career. Having a good career is one of the main reasons people spend their time in colleges or universities but there are other reasons as well. The current society and its educational structures are far different than they had been a century back when a self-educated person could gain a good career and parents could arrange private tutors to ensure their children’sRead MoreWhat Do They Do When They Graduate?903 Words   |  4 Pages they want to do when they graduate? If they decide to go to college what do they want to major in? As well as what college do they want to go to? Many even have to decide on junior college verse a university and how can they benefit from either one. Many students think about going to a junior college just to start off their college career. As well as getting their basic courses out the way, while saving money. And other never think they would ever go to a junior college because of the myths. There areRead MoreUniversity Education Should Be Free For Students With 3.0 Grade Point Average Or Higher998 Words   |  4 Pagesstudents that are struggling to pay for a university education and lately a university education is getting more and more expensive each year. There are many students who graduate high school but don’t receive a university education because they can’t afford one. Most of those students are really smart and can go somewhere in life, but they end up working for a minimum wage because a university education is just too much for them. For that reason, a university education should be free for all studentsRead MoreProcess Of Family And General Practitioner1471 Words   |  6 Pagestable of the top programs for medicine and the top 3 schools in the United States. Even though Duke is not one of the top three my grandfather wants me to go because he loves the team duke and he wanted to go to duke but he wasn’t able to go. The reason why h e wasn’t able to go because he didn’t have enough savings and even though he wanted to go there he wasn’t the sharpest pitchfork in the barn if you know what I mean. To get into college you have to reach a certain grade point average or alsoRead MoreA Career in Mechanical Engineering Essay993 Words   |  4 Pagesfor this research paper. The reason why I choose this career is because I am very interested in prototyping, designing, and building machines and other types of tools that we use in our daily lives. Mechanical engineers make people’s lives better and easier. I find this interesting inspires me to become one of them. This is why I choose this profession for my research paper. I will be going over five topics for this paper. These topics are: 1. High school and university requirements 2. What is theRead MoreThe Cost Of A University872 Words   |  4 Pagesand ,to some the most important, the cost of the university. The cost of a university can play one of the biggest deciding factors in furthering your educations. Many students don’t have hundreds of thousands of dollars and there are many poor people in this world who want to attend college and earn a degree to support themselves and their family and be able to live a more comfortable life. Everyone should have should have the opportunity to go to college. Every year, college prices are increasingRead MoreShould College Be Successful?853 Words   |  4 Pagesfield that I was interested in. Why did I decide to go to college? I decided to go to college for many reasons; therefore, I wanted to become successful, have an education, and I wanted to make sure that in the future I had a degree in a field that I really liked. I wanted to attend college as soon as I graduated from high school. Now the decision of where I wanted to go was the tough part. At first I thought I wanted to go to a four year university, but I then thought of some of the things that IRead MoreEssay on Education and Virginia’s Woolf’s A Room of One’s Own1060 Words   |  5 Pagesshare of it to endow more chairs, more lectureships, more fellowships in the university where they had learnt their craft† (754). This is a quote from Virginia’s Woolf’s essay, â€Å"A Room of One’s Own†. Here she is making a point about universities and the funding that they received from men that had gone to school there. Woolf’s essay takes place during the early nineteen hundreds when most women did not attend a university. There was great inequality of those who attended school because men had control