FINAL MGT RES PPR (2).docx

8/20/2019 FINAL MGT RES PPR (2).docx

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Introduction

CreatvFX Incorporated is a leading corporation in the advertising industry in the

Philippines. It is under the multinational company known as Novascan Inc. CreatvFX

Incorporated is the in-house design group of Novascan Inc. Novascan Inc. is known for

its services all around the world.

Novascan started out solely as a printing company. They focused on mass

printing of rochures! flyers! etc. Novascan later set up a designing team! which

ecame the main service of the company. "s of today! the company speciali#es in

designing and manufacturing of modules for their clients. $ome of their well-known

clients are Nestle! %el &onte! $mart! and 'nilever.

(efore manufacturing certain well-known rands of today! such as Nestle and

%el &onte! CreatvFX leaned on simple advertising tools. (ack then! the company

started out with simple advertising! such as rochures! flyers and the like. Through the

years! CreatvFX then developed in speciali#ing! not only their means of advertising! ut

designing the main product itself. &oreover! it has served the country for aout ten

years. $ome of the company)s services are graphic designing! *% + ,% imaging!

computer retouching! off-set and large format printing! color separation! and digital

proofing.

Statement of the Problem

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• To assess and recommend possile solutions to the prolems

• To predict potential challenges that may arise within the company in the near

future

• To find out whether the managers apply the mainstream or multistream

approach in managing their usiness

Significance of the Study

The significance of this research is to widen the understanding of the readers

concerning the applications of the four management functions planning! organi#ing!

leading and controlling! in the corporate world.

&oreover! usiness organi#ations in the same field will gain information on how

they could improve the way they manage their companies. Thus! it will lessen the

proaility of e2periencing the same challenges encountered y Novascan. "s for the

concern of the company! this certain research would contriute to the overall well-eing

of its stakeholders prior to analy#ing its management practices.

Scope and Delimitation of the Study

This company research highlights the four management functions of the

Novascan. The history! mission and vision are 3ust additional information regarding

company. The information is ased only on the answers of the Chief 42ecutive 5fficer of

Novascan! 6ea "es. Thus! this paper is ased on the perspective of &s. "es as a

leader. The researchers wanted to focus on the perception of the leader ecause they

elieve that leadership and management are greatly associated with each other.

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7owever! this does not overlook the well-eing of other stakeholders! particularly the

organi#ational memers.

Definition of Terms

Planning -analy#ing the o3ectives and tactics of an organi#ation and making an

allotment for the applicale organi#ational resources necessary for its achievement

5rgani#ing-means assuring that duties and enterprises have een accredited and a

system of ureaucratic relationships uilt to aid meeting organi#ational target

6eading-means disclosing with other people in order that their 3o accomplishments

result in the attainment of organi#ational goals

Controlling-involves assurance that the actions of the organi#ational memers are

invariale with the ideals and standards of the organi#ation

&ainstream management- mainstream management is constituted y its primary stress

in materialist-individualist well-eing

&ultistream management- multistream management is constituted y its primary stress

on numerous forms of well-eing for various stakeholders

Command-refers to the idding that must e followed y the memers

8esponsiility- is the accountaility of memers to complete assigned tasks

%elegation-is the process of eueathing authority to a person or group to make

decisions in a stated or of activity

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9$"5- 9$"5s are the knowledge! skills! ailities! and other characteristics associated

with specific positions

&echanistic structure-organi#ational system constituted y relatively high degrees of

standardi#ation! field e2pertise! centrali#ation! and y a functional departmentali#ation

$tandardi#ation-advancement of homogenous practices for organi#ational memers to

follow in doing their work

$peciali#ation-refers to arranging standardi#ed organi#ational tasks into parted 3os

Centrali#ation-having the managerial authority rest with managers at the head of an

organi#ation:s pecking order

$ensiti#ation-emphasis on scouting for and acknowledging to needs and opportunities

in order to enhance the status uo

%ignification- it is the act of treating everyone with dignity and respect

Participation- it is the act of having mutuality and giving stakeholders a voice in

managing the organi#ation

6ine authority- the formal power given to a memer in the organi#ation to manage and

make decisions among the people and resources lower down the chain of command

$taff authority- the formal power given to a memer in the organi#ation to provide

advice and offer specific technical e2pertise to other memers

6eadership grid- it consists the different leadership styles that is ased on cominations

of consideration and initiating structure

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9nowledge- it is used for the decision making in an organi#ation

$kills- it is the aility of a person to do good in his;her own e2pertise

4ducation and training- it is the asset of a person that is otain efore entering the

organi#ation

Credentials- ualification or an achievement that is used to indicate suitaility for

something

Prior e2perience- e2periences learned in life efore the current topic was introduced

&ission- it includes the organi#ations goals! whom it serves and how does it differ with

other similar organi#ations

*1. Management . Pasig City Cengage 6earning

"sia Pte 6td. 05riginal work pulished *=>>1

Presentation of Data

A. Planning

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Planning is simply referred to as constructing steps which serves as actions that

lead to achieving one)s goals. ?e all know that it is important efore starting with

anything else. In the usiness world! planning is the first concern of organi#ations when

it comes to managing the company. Planning is known as determining an organi#ation)s

goals and strategies and allocating the appropriate organi#ational resources needed to

fulfill them 0%yck! *=>*1.

To egin with! %yck e2plains that the first step in making goals and plans is to set

an organi#ation)s mission and vision. " mission statement states the overall goals of the

company! while the vision statement descries what an organi#ation strives to ecome

in the future 0%yck! *=>*1 'nfortunately! CreatvFX has no specific mission and vision.

6ike any other company! CreatvFX follows a process to e ale to come up with

steps that enale them to provide the needs of their clients. First of all! CreatvFX has an

ad hoc method in planning their pro3ects. "n ad hoc method is made for a certain

situation at hand. 7ence! the way the company plans mainly depends on the needs of

their customers. They way that the managers set goals depend on the clients) demands

and wants. This method allows the usiness organi#ation to easily ad3ust in the

demands of the clients.

There are particular factors that are to e considered whenever a company

plans. These factors affect the way a usiness develops alternative responses to

changes happening in their environment. The e2ternal factors that CreatvFX e2amines

are the unpredictale changes in trends and demands. "ccording to &s. 6ea "es! the

internal factors that they consider are the company)s resources. They look at the current

trends in the industry and after doing so! they inspect whether they have enough

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resources to compete with companies in the same industry. "fter checking such things!

the managers are ale to come up with steps that would help them meet their

organi#ational goals.

&oreover! the managers) timeline for their plans also depends on the clients.

"ccording to &s. "es! the client would give a date that he;she wants the pro3ect to e

done and it is the company)s responsiility to respond to his;her needs. It is necessary

that the timeline that the managers of CreatvFX construct are fle2ile enough to ad3ust

to the changes in their clients) demands. Thus! the timeline for each pro3ect that they try

to accomplish varies greatly.

Finally! it is essential for the organi#ational managers to evaluate if the plans that

they form are effective. They have to check if the plans that they formulate meet the

goals of the organi#ation. They do this y regularly monitoring each step of their plan.

The managers also tend to ask feedack from the department heads! such as the

marketing! financing and designing heads! in order to know more aout what is

happening in the planning sector of their company.

$ince the CreatvFX is transforming into a igger and a well-known company! the

managers have to see to it that their plans are consistent with their goals. Finally! they

ase the effectiveness of their e2ecuted plans on the uality of the output! the

satisfaction of the clients and the overall wellness of the team. 4valuating the plans is

he last step in making goals and plans 0%yck! *=>=1.

B. Organiing

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5rgani#ing refers to designing systems and structures that will facilitate the

performance of the memers. This function deals with the four fundamentals in oth

mainstream and multistream approach. The four mainstream fundamentals of

organi#ing are defined y ?eer 0n.d.1 as $tandardi#ation! $peciali#ation!

Centrali#ation and %epartmentali#ation! while the multistream fundamentals focus on

42perimentation! $ensiti#ation! %ignification and Participation. These identify the

practices implemented in the company. 0%yck! *=>*1

$tandardi#ation refers to estalishing uniform practices and operating

procedures needed to accomplish work in the optimal way. The emphasis of

speciali#ation is giving 3o descriptions listed as 9$"5s 0knowledge! skills! ailities and

other characteristics1 and ensuring competent performance y training memers.

Centrali#ation is the control of the managers prior to decision-making. 8esponsiilities

are assigned through the process of delegation @ where managers give authority to a

person or group to lead a specific task and decide on important matters. The last

mainstream fundamental! departmentali#ation! refers to how memers are grouped y

function or division. It also includes the organi#ational chart of a company where the

structure can e found. 0%yck! *=>*1

5n the other hand! %yck 0*=>*1 e2plains that the multistream fundamentals focus

more on relational competence and consider the well-eing of stakeholders.

42perimentation gives memers the opportunity to e creative and implement new ways

in accomplishing their work. Instead of sticking to their assigned 3os! memers are free

to respond to a situation wherever there is a need which gives them the opportunity to

ma2imi#e their skills through sensiti#ation. They are also treated with respect which is

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emphasi#ed in dignification. The participation fundamental encourages them to perform

harmoniously and considers the stakeholders in giving them a voice in the company)s

protocols and decisions.

"s for CreatvFX! their systems are ased on the mainstream fundamentals

ecause they want to deal with usiness transactions in a more professional manner.

The company is highly standardi#ed. In this case! there is no fle2iility when it comes to

work hours. There is also a policy that vacations should e scheduled three days prior

to the day of asence secured with the permission of the department head. &oreover!

CreatvFX)s training program is highly structured. Prior to training! they look into the

strengths and weaknesses of their employees to give them an idea on which points they

need to improve. The company wanted to ma2imi#e their ailities for the memers to e

highly speciali#ed. In terms of 3o-interview process! applicants normally undergo one to

three interviews with the 7uman 8esource 0781 manager. The manager assesses the

candidates and then gives recommendations to the department heads.

The decision-making authority lies on the top managers. The company)s style is

top-down @ the e2ecutives decide while department heads share opinions in the flow of

the usiness. CreatvFX operates more autonomously! ut if ever there is a need to

intervene with some pro3ects! &s. 6ea "es tries to assess the situation first! then act

upon the things that need improvement. In giving authority to memers! they delegate

responsiilities y checking the ailities of their employees first. They usually refer to

past achievements and recommendations from the department heads. "nother key

point is to know their strengths and weaknesses.

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&s. 6ea "es! as the Chief 42ecutive 5fficer of CreatvFX! has oth the line and

staff authority. 7aving the highest position in the company! she has the responsiility to

direct and control her suordinates 0line authority1! at the same time advise and provide

support regarding some issues 0staff authority1. $he finds it more encouraging to direct!

e2plain! and then ask uestions when it comes to prolems with pro3ects. $he said that

it)s good to give employees a say when dealing with prolems. &ost importantly! she

prefers to direct the flow of work rather than eing too hands on and demanding.

"lthough CreatvFX is highly systemati#ed in their operations! the company does

not overlook the needs of its employees. They have a 7uman 8esource manager who

deals with these. They offer medical enefits! retirement packages! and training for new

employees. This emphasi#es the multistream fundamental dignification! wherein they

consider their memers who are an integral part of their organi#ation. 7ence! they value

respect and treat them with dignity.

The core departments of the company are the marketing and advertising

department! since the main activity of the usiness is to print commercial ads such as

illoards! posters and print ads for promotion. Thus this makes their asic structure

0departmental focus1 a functional type @ its focus is on the departments that share the

same technical skills and resources.

"ll in all! the CreatvFX has a mechanistic structure. It is characteri#ed y high

levels of mainstream fundamentals of organi#ing 0standardi#ation! speciali#ation!

centrali#ation and departmentali#ation1. The company is more centrali#ed! highly

formali#ed and has a road speciali#ation in terms of graphic designing since CreatvFX

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is a pioneer in the advertising field and one of the leading corporations in the

Philippines.

!. "eading

6eading is the most ovious and visile AfaceB of the management in most of

organi#ations. The manager must e ale to ensure that the memers are motivated! to

communicate with those memers! to encourage them to work hard! to resolve

interpersonal conflict! and so on 0%yck! *=>*1. It means connecting to others so that the

work done y memers contriute to the achievement of goals identified in the planning

function. Thus! leading is necessary for the managers to help each memer do work in

the optimal way for the attainment of the organi#ation)s o3ective.

&s. 6ea "es elieves in command-responsiility. "s the leader of CreatvFX! she

never points out other people to their clients for failures. ?henever the company is

facing a conflict! she makes it a point to discuss it with their department team to find a

solution. (ased on how &s. "es handles prolems! the researchers can say that she is

a transactional leader clarifying the roles of each memer! setting up structures! and

trying to e considerate in the needs of the memers and of the whole organi#ation

0%yck! *=>*1. Thereafter! transactional leaders give emphasis for things to go smoothly

and efficiently! have commitment to the organi#ation! and encourage oedience to

organi#ational rules and regulations. $he en3oys having an influence over the

organi#ation)s memers and she has a strong amition to get ahead.

CreatvFX approaches a professional way in dealing with their employees

whenever someone is causing a prolem or when someone is Anot pulling their own

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weight.B The company follows a protocol as a form of standardi#ation to deal with

conflicts that arise. &s. "es do this y talking to the department head who then talks to

that particular employee to settle the prolem. $he also communicates with her

employees in a manner which depends on the situation. $he also said that it depends

on her mood and knowing what to say and when to say it. For instance! she will use a

serious tone whenever there is a serious usiness to talk aout.

CreatvFX C45 acuired her ehavior when it comes to managing an

organi#ation from school. Through the running as a manager! she also tries to learn

from her clients y picking up their good ualities and applying them in a specific way to

manage the company. 6ikewise! disappointments also molded her to e the kind of

manager and person as she is today. ?ith all that she has learned and e2perienced!

&s. "es elieves that people come first whether they are the clients or the employees.

$he handles a company that takes employees) happiness important especially when it

comes to their line of operations that deals with marketing and advertising.

The organi#ation elieves in uality and reliaility. They take competence as a

way to e ale to give more of what is e2pected of them from their clients! wherefore!

eing an advantage. Trying to e consistent as possile with their services helps

CreatvFX e different from their competitors as well as their customers to still pick them

over other companies. This proves that the company is oth a people and service-

oriented organi#ation.

?hen the researchers asked what the company does to foster innovation and

creativity! &s. 6ea "es said that they ase it on the new trends. They also predict if the

changes in the trends could e an investment or an e2pense in the future. $o then! the

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manager develops the employees) strengths and creativity through euipping them for

they have a high need for support and direction as a situational leader.

(ased on the 6eadership rid developed y 8oert (lake and Dane &outon!

CreatvFX follows the task management style. It is identified as having high concern for

production and low concern for the people. Though they follow this style! the

organi#ation is a service and people-oriented as what &s. 6ea "es said. 4ven if the

company has high regards for output and production! they still care for the customers so

that they will keep on coming and return for the services.

'nder the mainstream approach for leading! the organi#ation has their desire for

affiliation. (uilding relationships among memers provide affirmation for the each

stakeholder. It is eing part of a team which accepts and values each memer. In

relation to this! &s. 6ea "es holds and participates in social activities like Christmas

parties! outings! and anniversary celerations to foster a good relationship among the

organi#ation)s memers. 7ence! CreatvFX keeps a strict professional relationship

etween them and their clients.

The organi#ation shows reinforcement when they give onuses and promotions.

They do this to recogni#e remarkale works and accomplishments y their employees.

$till! they ase these kinds of recognition on each of the employees) outputs. This is

how the company responds to the conseuences rought aout y the employees)

ehavior and work performance. It is an e2ample of a positive reinforcement while

punishments are a form of negative reinforcement 0%yck! *=>*1.

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D. !ontrolling

Controlling is the process of monitoring performances and taking actions to ensure

desired results. In controlling! we ensure that the actions of the organi#ational memers

are consistent with the organi#ations values and standards. In the control system! it falls

to two approaches! the mainstream and the multistream approach. The control system

in the mainstream perspective focuses in ma2imi#ing productivity! efficiency! profitaility!

and owner wealth. ?hile the multistream perspective focal point is not much in the

systems that control employee ehavior! ut on systems that help stakeholders to

participate in the company)s control process. 0%yck! *=>*1

The company CreatvFX is more on using the multistream approach. " ig

challenge to a lot of companies nowadays is the competition like in CreatvFX. Their

company needs to ad3ust to the trends ecause they speciali#e in randing! advertising!

and design. "ccording to &s. 6ea "es one important factor they consider in their

company is the uality of the product their giving to their clients! unlike their other

competitions that are reducing the prices and the uality of their output.

?henever the company is facing a conflict! &s. 6ea "es makes it a point to

discuss it with the team and for them to find a solution that would answer the needs of

the client. It is their o3ective to give the est to their clients and that is what makes her

happy. "nd their company also gives annual evaluations wherein feedacks and

suggestions are given to employees to give to the management! and for the

management to have a remark in the su3ect matter. "nd this 3ust shows that their

company is a people and service- oriented organi#ation.

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In order for a company to improve its usiness practices and for the inputs to ecome

outputs! changes in the system should e made from time to time. The seuence of

activities done y the company that converts the organi#ation)s inputs into outputs is

called the value chain. 0%yck! *=>*1

$ince the company ACreatvFXB has een growing! more and more clients are

coming. %ue to that! they have recently added services and rearranged their marketing

system. "nd also they also had increased their work force to fulfill the needs of their

clients. "nd since were already living in the *>st century it is already given that they

need the help of technology! their company uses &ac)s and specific software for their

artists.

!onclusion

In conclusion! CreatvFX is asically a company which is the middle of oth the

multistream and mainstream aspect. The company itself works in a mainstream

continuum since the company often seeks ways on how to improve their company. They

tend to develop from time to time as to what is trending! such as keeping in track of the

demand and wants of their customers. They also see to it that they are grasping

concepts in terms of their designs with certain products. (y monitoring them regularly!

the company gives relevance to the time they use and at the same time its productivity

as well.

In addition! it is also important for the company to adapt itself to the needs of its

clients y updating and enhancing their techniues when it comes to advertising or

designing a product. 5n the other hand! it can also e considered multistream since the

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company works with its employees in a process wherein they can help them improve

and gain new skills in terms of their certain ranch 0designing! marketing etc.1. They

also check the ailities of their workers in order to see what they can do to help them

improve! they also see to it to consult with them from time to time to develop a healthy

manager-worker relationship.

The company also gives importance to communication! through communication

they can fi2 certain prolems they encounter and at the same time avoid mistakes that

can cost the company. (y ensuring these said aove! there is a command-responsiility

shown! thus further enumerating the multistream continuum.

5ne possile prolem that this company is encountering is the lack of

consistency in terms of keeping their employees. " possile cause of this prolem is

ecause of the demand and the work load given to the employee. " possile solution for

this is to oviously lessen the work load given and to give a specific timeline with a

reasonale amount of time for the work to e accomplished. (y doing so the employee

would e less stressed out therefore will e ale to accomplish the task! instead of

taking a toll on him forcing him to uit.

#ecommendation

(ased on the findings! the CreatvFX lies in etween the mainstream and

multistream continuum. 7owever! it is more on the mainstream approach to

management. The researchers would recommend a more elaorate study on the

company which also tackles the perception of other stakeholders. The paper could e

ameliorated y incorporating more theories of management to serve as guides for the

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research. Finally! the researchers suggest other researchers to conduct a study on

other companies in the same field in order to determine the prolems that occur in the

industry. That way! the companies could find ways on how they could solve such

dilemmas and prevent them from occurring in the future.

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#eferences

Common interview questions: mid-level . 0*==E! $eptemer1. C('8(I". 8etrieved

"ugust G! *=>,! from www.cyuria.org;forums;showthread.php/tH,J*

%yck! (.! + Neuert! &. 0*=>*1. Management . Pasig City Cengage 6earning "sia Pte

6td. 05riginal work pulished *=>>1

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,. 7ow do you measure the effectiveness of your plans/- 4ffectiveness is ased on the uality of the output @ the happiness of the

client @ the overall wellness of the teamJ. 7ow often do you review your plans/

-

?e regularly monitor each step of our plans y checking the alance

etween the e2ternal and internal components of the pro3ect @ asking

feedack from the department heads. ?hat is your timeline in every pro3ect whenever you do the planning/

- The timeline for each pro3ect depends with the client. The client would give a

date when we need to give the final product and it is our responsiility to keep

track of each step. It is also very important to e fle2ile enough to ad3ust to

the changes of the client.

O#(A'I*I'()

G. 7ow do you delegate responsiility/- ?e delegate responsiilities y first checking the ailities of our employees.

?e usually ase it through past achievements and recommendations from

the department heads. It is very important to know the strengths and

weaknesses of each of out employees.K. %escrie the ideal supervisor-suordinate relationship.

- "s the C45 of the company! I find it more encouraging to e direct! e2plain!

then ask uestions when it comes to prolems with pro3ects. It)s good to give

your employees a say when dealing with prolems. I prefer to direct the flow

of work rather than eing too hands on and demanding.E. ?hat does the company do to contriute to its employees) professional

development/- ?e have a 78 manager that deals with the needs of our employees. ?e also

have medical enefits! retirement packages! and training for new employees.L. %o people in your department function fairly autonomously! or do they reuire a

lot of supervision and direction/

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- 5ur company operates more autonomously. (ut if ever I need to intervene

with some pro3ects! I try to assess the situation first then act upon the things

that I see that needs improvement.

>=.Is the company)s management style top-down! or do front-line employees share

in decision-making/- %epartment heads have a say in the flow of the usiness

>>. Is there fle2iility in work hours! vacation schedule! place of residence!

telecommuting! etc./- There is no fle2iility when it comes to work hours. The policy aout vacations

is that department heads and I included should e told three days prior.>*.?hat kind of training program does the company offer/ Is it highly structured or

more informal/- 5ur training program is highly structured. Prior to the training! we look into the

strength and weaknesses of our employees so that we can improve their

ailities.>,.?hat is the typical 3o-interview process at the company/ 7ow many interviews

do candidates generally go through efore eing offered a position/- 5ur 78 manager first assesses the applicants then gives recommendations

to the department heads.

"+ADI'()

>J.7ave you ever een on a team where someone was not pulling their own weight!

and how did you handle the situation/- I follow protocol. I talk to the department head who then talks to the person

who is causing a prolem within the company. I feel that is the more

professional way of dealing with our employees.>.7ow do you communicate your superiors;suordinates/

- 7ow I communicate with my employees depends on the situation. If it)s of

serious usiness! then I will use a serious tone. It also depends on my mood

and knowing what to say and when to say it.

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>G.%escrie your management philosophy. 7ave your disappointments helped you

improve yourself/ If yes! then how/- $chool placed the fundamentals for me when it comes to managing a

company. I also try to learn from my clients. I pick up their good ualities and

apply to how I want to manage my company. es I have faced

disappointments efore ut they have also molded me to e the type of

manager and person I am today.>K.42plain an instance when you used your leadership skills to solve a prolem.

- I elieve in command-responsiility. "s the leader of my company I never

point out other people to our clients for failures. I always take the lame ut

never let it pass. I make it a point to discuss the prolem with the department

team so that we could find a solution.>E.7ow does your company differ from its competitors/

- 5ur company elieves in uality and reliaility. (eing ale to give more of

what is e2pected of us from our clients is one of the advantages of our

company. ?e also try to e as consistent as possile with our services so that

our past clients would still pick us over other companies.>L.%o you participate in many social activities with your coworkers/- es. I attend Christmas parties! company outings! and anniversaries.

*=.?hat is the company)s relationship with its customers/- 5ur relationship with our clients is strictly professional

*>.?hat work-related values are most highly esteemed in this company 0security!

high income! variety! independence1/- For me! people come first. 4ither they)re clients or employees. It is also very

important to keep your employees happy especially when it comes to a

company that deals with marketing and advertising.**.?hat does the company do to foster innovation and creativity/

- ?e usually ase it on the new trends. ?e also predict if these changes will e

an investment or e2pense in the future.

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- "gain! our company elieves in M'"6IT + 846I"(I6IT. ?e are oth a

people and service-oriented organi#ation.,=.7ow does the company evaluate 3o performance/

- ?e evaluate our performances y asing it on our outputs.

,'!AT+(O#I*+D)

,>.7ow would you descrie the atmosphere at the company/ Is it fairly formal or

more laid-ack and informal/- It)s more faced paced compared to igger companies. It)s more casual since

it)s important for each memer of every department to get along.

,*.?hat can you tell us aout the corporate culture/- &ultinational companies are usually stricter when it comes to protocol and

they have a slower reaction time to the demands of clients. This is why I

preferred to put up a smaller professional usiness.,,.%oes the company oserve any rituals! traditions! or ceremonies/ 0If yes!

enumerate1- No.

(. Table of !omputations

Figure 1

Function of

&anagement

&ainstream

Perspective

&ultistream

Perspective

8atio

&ainstream;&ultistrea

m

8atio

multiplied y

*

Planning , * *; H =.J >=

5rgani#ing K > *;E H =.* *

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6eading G J J;>= H =.J >=

Controlling * *;K H =.*L K

Figure > shows the continuum percentages computed with respect to the

mainstream and multistream criteria given y %yck 0*=>>1.

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FINAL MGT RES PPR (2).docx

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