麦当劳组织结构资料 10页

1.Objectives2.http://ebusiness.mit.edu/urban/papers/prestest%20market%20evaluation%20(jmr%201978).pdf(市场调研)3.Inthe"Report1",IhavelearnedCafédeCoralandMcDonald's,organizationalbehavior,preciselybecausetheyareverysuccessfulorganization,andwhatevertheyhaveorwhattheplacewhereitisweakinthisreportIwillanalyzethetwoorganizationsunderthestrengthandoffermyopinion.2.AnalysisandcomparisonforCafédeCoralandMcDonald's2.1ComparetheStrengthsinmanagementpracticesInMcDonaldThelevelisstrict,buthardwork,greatopportunitiesforemployees.McDonald'sintroducedthesystemofhardwork,thisisapsychologicalcontract,employeeswantmorerewardhardwork,thecompanyisgiventheopportunity,aslongasyouarewillingtocometowork,yougetmoremoney,benefitsorpromotion.Thismotivationisverystraightforwardandobjective,hegivesadirecttargetofthestafftomaketheirowninternalstruggleforthehighergoal,hetoldthestaff,aslongastheefforttoreturnthere,itwillnotmakeMcDonald'sthevitalityoftheorganizationstop,thatisintheMcDonald'sstaffwillprobablyhavenomentalstruggle,butmostpeoplewouldthinkofgoingtoworkharderforhigherpay,soMcDonald'scompetitivenesswillalwaysmaintainacertainlevel,whichisMcDonald'sstrongplaceinthemotivation.Inthe"Report1",IusedtothinkthatMcDonald'sleadershipstyleisdemocraticstyle,sothattheMcDonald'sleadershipcaneasilyreceiveforeignviews,anddemocracywillmakethecompanymoreunited,everyonewillhave"thecompanyalwaysstarttheirownpartofthe"idea,theorganizationwillhaveagreatercohesionandcompetitiveness,istheso-calleddrawoncollectivewisdom,theleadershipofthecompany'sdecisiontoreducethechanceoferror,thecompany'sdevelopmentisbeneficial,itisMcDonald'sintheleadershipthestrong.Inhumanresourcesmanagement,becausetheverydirectandclear,soastogiverecruitstoestablishaclearobjective,andeasytorecruitstaffbecauseemployeesunderstandtheirreasonsforenteringMcDonald's.AndMcDonald'shumanresourcesmanagementistoattractyoungpeoplehaveastrongfightingspirittojointhecompanyvibrant,thisisMcDonald'sinhumanresourcesmanagementstrengths.Inthecorporateculture,McDonald'sdeepunderstandingofeachemployeeQSC&V'sspirit,intheirorganization,teamworkisveryimportant,butalsobecausethecultureofhardwork,sothateachteamhasadecentenergy,whicharecomposedofalargerteamandthenthefinalcompositionoftheentirecompanyteam.10/10\nMoreover,McDonald'sintheapplicationofinformationtechnologyisveryadvanced,theyreasonITtoprocesstransactions,recordsandbusinessmanagement,ofcourse,themostimportantisITinreal-timedelivery,transactionmanagement,customerrelationshipmanagement.Whichhavegreatlyincreasedtheefficiencyofmanagementandcommunicationability.Alsoenhancethecompany'sefficiency.McDonald'stotakethecommunicationis"facetoface"method,thiswillhelpdirectsuperiorsorsubordinatestounderstandeachother'sideasoropinions,butalsohelpindealingwiththerelationshipandunderstanding.Increaseinemployeesasenseofbelonging.InCafedeCoralIntheCafedeCoralHoldings,infact,andinthemanagementofMcDonald'sareverysimilar,theyalsohaveasimilardirectpromotionofemployees,trainingandrewardsystem.ButthemostspecialofCafedeCoralHoldingsistheirstaffasfamilymanagement.Infact,CafedeCoralHoldingsThisapproachcaneffectivelyreducestaffturnover(Choi,LM.Kang,KC2008),comparedtoMcDonald'smotivationMusicGroup,Ithinkwedointhisareabetter,wehappygroupofstaffeasiertogetthenaturalfamilyasemployeerecognitionandcenter,butalsocanreducethebraindrainbecausethecompanyhasacenteroftalentedemployees.Thiswouldbringarangeofbenefits.1familiarwiththecompany'soperationsforthecompanytoretainemployees.2.limittheabilityofemployeestobereducedtoreducetheefficiency.3toincreaseemployees'senseofbelongingforemployeestocreatecorporatebrand.4thecompany'scommentsinthecommunitywellreceived(byreducingthebraindrainwillreducetheunemploymentrate)Inleadership,becauseCoralGroupisthedemocraticstyleofmanagement,andMcDonald'sisverymuchlikethis,butfastfoodchainsinthemarketgenerallydoesnotchangetoomuch,soIthinkthesetwoarealsosimilarinleadershipreasonable,becausethepointofthemarketchangesfastfoodchainsdonot,donotneedtoauthoritarianstyleofleadershiptomakedecisionsquickly.Inpersonnelmanagement,McDonald'sandCafedeCoralHoldingsisalsoverysimilar,asareallservice-orientedindustry,sotheywilldefinitelytaketheselectedemployeesintheformoffacetoface,whichhelpsthemtounderstandthestaff'sability,attitude,forthecompanyChoosingtherightpeople,thisisastrongplace,andtheyhavecleartraining,promotionofthesystem,McDonald'sMcDonald'suniversitytrainingstaff,wewillbeasinterestedinmusicpromotiongroupemployeescompletetraining.ThesearethetwoorganizationstogetheronstrongintheHRM.InCulture&Diversity,CoralandMcDonald'sarelocalcompanieswillhirelocalstaff,sotheplaceissuchastrongwillnotappeardifferentethnic/nationalityoftheemployeesbecauseofculturaldifferencesorconflictsarisingfrommisunderstanding.Twocompanieshaveasimilar"Dobest"ofthetargetculture,whichdoesnottargetthecompany,thisisaverystrongplace.TwocompaniesintheITarea,therearemanyapplications,suchastradingsystems,SPM(Supplychainmanagement),andsoon.Butthisisnowthecompanywilladopt,soitisinevitableglobalizationofbusinessphenomenaand10/10\napplications.TwocompaniesintheITarea,therearemanyapplications,suchastradingsystems,SPM(Supplychainmanagement),andsoon.Butthisisnowthecompanywilladopt,soitisinevitableglobalizationofbusinessphenomenaandapplications.Inthecommunication,thetwoorganizationshaveadoptedthefacetofacemanner.Thiscoursehelpsmanagersandadministratorshaveadirectexchangeofviews,whichviewstheexchangeofviewstoavoidtheproblemofvariation,willhelpmanagersandadministratorstounderstandtheneedsofboth.2.2ComparetheStrengthsinotherbusinesspracticesAccordingtotheSWOTanalysis,A1.AMcDonald'sbrandhasagoldchain(BaiDuLibrary2011)McDonald'sistheworld'slargestfast-foodchain.ThatMcDonald'sistheleadingfastfoodchain,soifyouwanttoMcDonald'sandotherorganizationsforcommercialcooperationwillbeeasiertoachievewin-winsituation,suchasMcDonald'sandCoca-Colabeveragesoncooperation.Moreover,otherplacesarehappytoseethesere-investinlargecompanies,tohelpincreaselocalemploymentandpromoteeconomicdevelopment.A2.Agoodcorporateimage(BaiDuLibrary2011).BecauseMcDonald'scultureadvocatedbytheCodeofQSC&V,sothatthecustomerhasbeenabletoenjoyagoodqualityofservice.Andafterdecadesofculturalaccumulation,sothatMcDonald'shasbecomeasynonymforgoodservice.McDonald'stogetnewcustomerswillalsohelptherecognition.A3.Goodsupplychainmanagement(BaiDuLibrary2011),McDonald'sisverygoodatfindinglocalsuppliers,suchasHongKong'sMcDonald'srestauranthamburgerbreadpartisproducedbytheGarden(thisiswhentheauthorsawforhimselfinthemorningwalk),dosoMcDonald'srestaurantsupply,deliveryandsogetagoodoperation,makingtheMcDonald'sfoodpricestobemaintainedatacertainlevelofsupportfrompatrons,ofcourse,theabsenceofsupplymanagement,thenthisisnotMcDonald'srestaurantopened.McDonald'shadbeensetupbranchesinIceland,butIcelanddoesnotproducetheonion,sotomaintaintheprice,thenwemustassumefromtheMcDonald'ssupplyofexpensiveonion,makingMcDonald'srestaurantsinIcelandtogiveup,ifMcDonald'sinsistingonmaintainingtheirpopularrestaurantinIcelanditisboundtofail.A4andA5,McDonald'semphasisonstafftrainingandpublicimage(BaiDuLibrary2011),Mcdonald’sinordertotrainstaffandevenopenedaspecialuniversity,andtheyalsopaygreatattentioninthepublicimage,onlyHongKong,theirsloganwasturnedovertimes,andshotalotofsuccessfuladvertising.SuchasHongKonghasreleaseda"laughingbaby"babyintheswing,WhenbusinessesseethebabythroughtheMcDonald'strademarklaugh,andswingdownInvisibleandunhappybecauseofthisadvertisingisverysuccessfulinJapanhasasimilar"blueway,Mr."inTaiwan,"blueroad"orevensynonymouswithMcDonald's.ThisisMcDonald'spublicimage,especiallyveryfondofchildren,parentswithchildrenindirectlyincreasedtheMcDonald'scasetogether,andthesechildrengrowupwillcontinuetopatronizeMcDonald's.10/10\nInCafedeCoralCafedeCoralHoldingsbecauseitistheChinesecompany,soinAsia(especiallyChinaandculturalwalkingareas)willhaveabetterbrandimage,Asianswillbeeasiertoacceptthatallmusicgroups.Moreover,weupholdthegoodmusichasbeenofservice,wealsoestablishedamusicgroup"DOTHEBESTFORYOU"corporateimage.CafedeCoralHoldingsasthelargestChinesefast-foodchain,itsbusinessstrategyisverysuccessful,particularlyitsuseofSOstrategies,suchasitsacquisitionofTheSpaghettiHouse,"abrotherporridgeshop",etc.asitsproductscomplement,weachievedasuccessfulproductdiversificationmusicorganizationtoattractnewcustomers.Andacquisitionofindustrialself-sufficiencyandgenerateenoughprofitfortheentireorganizationtoprovideagoodcycle.ThroughSWOTanalysis,Coral'sstrengthsisitsleadingpositioninChinesefastfoodchain,cancontinuetolaunchinnovativeproducts(ThinkingMadeEasy2009)(throughtheacquisitionofothercompanies).Andtheyalsorespectthecustomer.(ThinkingMadeEasy2009)canretainoldcustomersandattractnewcustomers.Moreover,theCafedeCoralHoldingsarethemainsourceoforigin(HongKong,Guangdong),theyareabletoattractandretainlocalcustomerstopatronizelocalcustomers.However,duetotheCafedeCoralGroup,aslongastheChinesefastfoodproducts,butalsobecauseChinesecompanies,itiseasiertobreakintoChina'shugemarket,relativelyspeaking,McDonald'srelativecompetitivenessintheChinesemarketwillbemoredifficulttodeCoralGroup,becauseMcDonald'sproductsaremanymagazinesornon-healthorganizationshavecriticizedthefood.2.3ComparetheWeaknessesinmanagementpracticesBecausethemanagementofCoralGroupandMcDonald'sisalmostexactlythesame(Choi,LM.Kang,KC2008),soIanalyzeinthissectionunderthemainweaknessofMcDonald'smanagement,first,becauseMcDonald'stotakethehardworkofpersonnelmanagementandincentivesystem,canstimulatetheemployeestostriveforhigherpositions,butthehumanpotentialislimited,assumingthataperson'sabilitytocomplete150%oflow-levelmanagementcanworkhardifpromotedtoseniormanagementbecauseofhisworkaftercapacitymayonlyremaining100%orless,suchasthecompany'sage,moreandmoreemployees,thecompany'scompetitiveness.Inleadership,CoralGroupandMcDonald'shaveadoptedthedemocraticsystem,thoughstabledemocraticsystemisconducivetothedevelopmentofthecompany,butmaynotbeabletoadapttomarketchanges.RelativetotheCafedeCoralGroup,dependingonthemanagementstaffforthefamily,McDonald'sFacella"employeesthatthemachineconcept"easilyleadtostaffturnover,andthissystemdoesnotincreasetheirsenseofbelonging.SoMcDonald'sisextremelydifficulttogetthecompany'sloyalemployees,butalsoreducethecompany'scohesion,butalsoreducethecompetitivenessofthecompany.However,themanagementofCoralGroup,althoughabletoincreaseemployeeloyaltyandemployeecohesion.Buteasyforemployeestoproducealazymentality,becauseregardlessofwhetherthestaffeffort,cangetacertaindegreeofconcernandcare.Asforcommunication,bothfacetoface10/10\nwaytotaketheopportunityforsubordinatesafraidtoexpresstheirviewsonthebossrefusedtocommunicationbetweenthetwo.2.4ComparetheWeaknessesinotherbusinesspracticesAccordingtoSWOT,McDonald'sthisorganizationisverylarge,tomaintainthevitalityisnotveryeasy,andthatMcDonald'sproductsrelativelysimpleandeasytofat.AfewyearsagoMcDonald'sismoreworkmappingthemainculpritofobesity,butpreciselybecauseoftheMcDonald'sbrandimage,assumingthatMcDonald'sFrenchfriesandCokeisnolongersellingit,thatwillnotbeMcdonald’s?ThisproblemisquitesevereforMcDonald's.Moreover,becauseofsimilarcompetitorssuchasKFC,CafedeCoralHoldings,willbecometheMcDonald'sthreat.McDonald'smainsellingproducts,oritsbrandimage,areeasytogiveafeelingoffatintheUnitedStatestherearemanyhealthclasssocieties,organizationsthatMcDonald'sistheUnitedStatesthemainsourceofalargenumberofobesepatients.Inparticularthereisadocumentaryofobesity"SuperSizeMe"McDonald'sisspendingmoreobscureculprit(inthefilmsaidthefoodcamefromMcDonald'sobesity),itwillmakeMcDonald'slostalotofcustomers.InCafedeCoralSWOTAnalysisCafedeCoralHoldingsweaknessisthemarketdemand(ThinkingMadeEasy2009),becauseofchangesingoodsandservices,competitionisveryfast,andweobviouslydifficulttokeepupwiththemusicgroupmarket/socialpace.Forexample,theCafedeCoralHoldingspriortothecancellationofthedecisionpaidmealtime,whichmakesthelossofCoralGroup,themainsource(local)sourcesinthelocal(HongKong)andevenleadtoastrikefooddemonstrations.(ElmerW.Cagape2007and2008)Andbecausethosewhoaremorecompetitive,notonlytheorganizationofitskindfast-foodchain,bighappycompany,Maxim'sfastfoodcompanies,aswellasfromabroad,largeorganizationssuchasMcDonald'sandKFC,CafedeCoralHoldingsonthesource,andtheseorganizationstocompetitionisverytough.CafedeCoralHoldingsmoredifficultaccesstoforeignmarkets,becauseofculturalrelations,Chinesefoodwillnotnecessarilybeacceptedbyforeigners,suchassomeofthenationdonoteatanimalorgans,somenationsdonoteatpork.SohappytoacceptalltheseforeignersGroup'sproductshaveacertaindegreeofdifficulty,andrequiresalotofCafedeCoralHoldingspublicity.3.ChangestowardEffectivePerformances3.1ChangesRecommendedforMcDonald3.11RecommendchangesinmanagementpracticesMyadviceismainlyaimedattheMcDonald'spersonnelmanagementandleadershiptomake.1.IthinkMcDonald'sshouldbeconsideredforpersonnelmanagementemployeesmorebenefits,andmoreconcernedaboutacertainrespectforthestaffsothat10/10\nemployeesfeeltheyareimportantforthecompany,suchasrecordsofstaffcontacts,EvenMcDonald'semployeestoleaveandemployeesmustcontinuetomaintaincontact,suchemployeeswillhavetoasktofindanewtarget,thereisnonewwork,etc.Thisincreasesemployeeloyaltyandorganizationalcohesion.Let'sgettoenhancethecompetitiveness.2,IthinkMcDonald'spromotionsystemshouldnotbelimitedto"dobetter,thehighertheposition"andshouldbethecompetencyofstaffassessment,toconfirmwhatemployeescanmaximizetheefficiencyoftheposition,iftheemployeesdowell,theygivemoneyonincentives,ratherthansimplypromotionandpayrisewhen.Promotionandpayseparately,caneffectivelyincreaseemployeeproductivityandincreasecompany'scompetitiveness.3intermsofleadership,IthinkMcDonald'scanconsidertherightdecisiontogivetemporaryCEO,theCEOneedtousetherightdecisionforthecompany'sinterimdecision,thenthesuccessofsolitaryandthenwelcome,ifitfailsCEOmustresign.ThisdemocraticmanagementcanalsogiveCEOachancetoexposetheirtalents,afterall,thegreatertherisk,thehigherthereturn.4incommunication,IthinkMcDonald'scanalsointroducenon-directcontact,forexample,anonymousletters,whichwouldallowtimidstaffalsohavetheopportunitytoexpresstheirviews.3.12RecommendchangesinotherbusinesspracticesInotherbusiness,IthinkMcDonald'sastheworld'slargestfast-foodchain,itwastoosuccessful,takesthemarketasaleader,itfacesperhapsthebiggestproblemisitsproduct(thefoodmenu).McDonald'sfoodmainlyFrenchfries,colaandhamburger-based,evenifthereareotherssuchaschicken,isfried,andveryeasytofat.Forthisreason,manyorganizationsareevencallingforpeopletostopeatinghealthy.ThisMcDonald'sisverydeadly.Accordingtothis,Ihavetwosuggestions.1McDonald'stobuysomeothertypeoffoodfastfoodchains(suchasJapanese,English,Chinese,etc.)toincreasethediversificationoftheirfoodmenusocustomershavemorechoices,increasedhealthofthemenu.Thiswouldattractcustomerstoahealthydiet,whilealsomaintainingoldcustomers.2,IthinkMcDonald'scanconsidertoinvestmoreinChina,India,Korea,JapanandotherAsiancountries,toopenmorestores.BecauseMcDonald'shavethestrengthtooccupytheAsianmarket,andWesternfoodforAsiansisveryfresh.Chinainparticular,probablybecauseofhistoricalreasons,theyalwaysfeelthatthingsaregoodWestern.Evenso,McDonald'sstillfacinghugecompetition.CoralGroup,notonlyChinesefast-foodchainpoint,theChinesemainland,therearemanyfamoushotelchain.Forexample,QuanJuDeRoast.ButMcDonald'smanagementandbusinessstrategyismoremature,soMcDonald'sstrongcompetitiveness.3.2ChangesRecommendedforCafedeCoral3.21RecommendchangesinmanagementpracticesCafedeCoralGroupandMcDonald'sinthemanagementofalmostthesame,butIstillhavesomesuggestions.1CoralGroupshouldconsiderthemaintenancestaffofpaidmealtime,which10/10\nrepresentsthecompany'ssocialresponsibilityandemployeeattitudesandsocialimage,suchasMcDonald's,employeescanenjoyafreelunchandtobuyMcDonald'sfoodconcessions,althoughwemusicGroupalsoprovideemployeeswithmeals,butIthink"CafedeCoralHoldingsshouldbegivenmore.2.considerincreasingtheflexibilityoftheemployee'spositiondown,ifthestrengthofcompetentemployeeshaveahigherpositiononthecoursetogivepromotionsandpayrises,butonlyifthecompetentstaffcurrentlyworkingmyopinion,shouldonlypaywithoutpromotion,thusreducingthewhenemployeescannotrisetothenewjobafterpromotionopportunities.Maintainthecompetitivenessofthecompany.3toallowforemergencyleadersdecidedthatinordertomeetchangingmarketneeds.Increaseopportunitiesforthecompanybenefitedgreatly,ofcourse,ifthedecisionfailsleadersmustberesponsible..4moresubtleChinesetradition,thereareviewsgenerallydonotexpressdirectlytotheboss,soIsuggest"CafedeCoralGroup"setupadedicateddepartmentreceivedananonymouslettertocollecttheviewsofstaff.3.22RecommendchangesinotherbusinesspracticesCafedeCoralHoldingsasthelargestChinesefast-foodchain,italsoacquiredotherfast-foodchainpointtoincreasethediversificationoftheirproductstoattractandretaincustomers,butforthedevelopmentofCafedeCoralGroup,Istillhavetwosuggestions.1CafedeCoralGroupshouldnowlooktoChinaandthemajorAsianmarkets,afterall,themainstreamofChinesefoodisAsianfoodculture,sowhenthemarketinChina'sfast-foodindustryhasacertainamountofweightlater,andthenconsiderthedevelopmentofWesterncountries.InChina,havemorepublicityandincreasethenumberofbranches.Chinesemarketisverylarge,iftheycanoccupyaplaceintheChinesemarketmustmakeCafedeCoralGroup"invincible.2CafedeCoralGroup'sgoalshouldnotonlyfocusonAsia,infactitisEurope,theUnitedStateshavebusiness,butifWesterncountrieswanttoincreasethemarketmustbealotofpublicity,andtheintroductionoffoodproductsforWesternculture.Becauseofculturaldifferences,suchasthehabitofWesternersdonoteatanimalorgansareCafedeCoralGrouptoentertheWesternmarketsmustconsiderthefactorsstudied,ifrashly,itwillcertainlyWaterloo.4.ConclusionAllinall,CafedeCoralHoldingsisalmostequaltothelocalMcDonald'sinHongKong,andCafedeCoralHoldingsisthroughlearningandthesuccessofMcDonald's,sotheproblemsfacedbybotharesimilar.Mostofthem,ortheyhavebettertreatmentofemployees,Facelladoctrineisactuallyoutdated,employeesneedmorethanjustmoney,butallkindsofrespectandbenefits.Solongasthesetwoorganizationsisboundtopaymoreattentiontoemployeestoincreasecompetitivenessofthecompany.ThetwocompaniesascompetitorsCafedeCoralGroupmoreabletopenetratetheChinesemarket,butCafedeCoralGroup,thescaleofdevelopmentthanMcDonald's.Therefore,wemustbemoreinvestmentinmusicgroup.Thedevelopmentofnewrecipes,oldrecipesforimprovingthetwoorganizationsisalsoveryimportant.10/10\n5.ReferencesBaiDuLibrary(2011)Mcdonald's[online]Availablefrom[6NOV2011]CafédeCoralHoldingsLtd.(2011)'CafédeCoralGroupwasawardedthe"Outstandingfamily-friendlyemployer"award'[online]Availablefrom[6NOV2011]CafedecoralCorporate(2011)CafedecoralCorporateOverview[online]Availablefrom[15OCT2011]Choi,LM.Kang,KC(2008)customersatisfaction-CafedeCoralHoldingsfouryearsoftransformationanddevelopment:CosmosBooksLtd.CitiInternationalCaseCompetition(2006)CafédeCoral:BeingHappyTogetherAcrosstheGlobe?[online]Availablefrom[13NOV2011]ElmerW.Cagape(2007)NolunchtimeatCafedeCoral[online]Availablefrom[15OCT2011]ElmerW.Cagape(2008)CafedeCoral:EconomicDownturnMeansGoodBusiness[online]Availablefrom[15OCT2011]Facella,P.Genn,A(2010)EverythingIknowaboutbusinessIlearnedatMcDonald's:PrologueBooksCompanyFortuneChinesewebsite(2011)JimSkinner:McDonald'sU.S.recession10/10\nfear[online]Availablefrom[11NOV2011]Huo,JY.(2010)CrisisCaseStudy-HongKongCafedeCoral,minimumwageevent.[online]Availablefrom[6NOV2011]Kaufmann,P,L.Lafontaine,F.(1992)'Costofcontrol:ThesourceofEconomicRentsforMcDonald'sFranchisees'.UniversityofMichiganMarketingatMcDonald’s.(2008)'McDonald’sCorporation,'JournalofMcDonald’sCorporationMcDonald's(2011)GeneralBusiness[online]Availablefrom[19OCT2011]Shetty,N(2010)OrganisationalStructureofMcDonald's[online]Availablefrom[7nov2011]TheofficialBoard(2011a)McDonald's[online]Availablefrom[5nov2011]TheofficialBoard(2011b)CafedeCoral[online]Availablefrom[5nov2011]ThinkingMadeEasy(2009)TheCafeDeCoralMarketingStrategies[online]Availablefrom[16OCT2011]ThinkingMadeEasy(2010a)CaféDeCoralStrategicPlan[online]Availablefrom[19OCT2011]ThinkingMadeEasy(2010b)CaféDeCoral:ChangeImplementation[online]Availablefrom[19OCT2011]10/10\nThinkingMadeEasy(2010c)MANAGEMENTOFCHANGE:THECAFÉDECORALEXPERIENCE[online]Availablefrom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