Human Relations and Development Essays

Human Relations and Development Essays Human Relations and Development Essay Human Relations and Development Essay Human Relationships and Development Name: Establishment: Course: Instructor; Date: Human Relations and Development An individual who is worried about the earth would value working for Adobe. This is a direct result of the company’s proceeded with exertion to guarantee that it has the least negative effect on the earth by monitoring regular assets. The organization brags of having the four Platinum-level LEED confirmation, which it was given by the U.S. Green Building Council. The accreditation is granted to organizations, which plan and develop eco benevolent structures. It underlines the utilization of manageable locales, proficient vitality and water use, Adobe reuses all the paper, glass, batteries, plastic, jars and cardboard utilized in its workplaces. It additionally composts all the waste materials from food items. The organization utilizes elective wellsprings of vitality, for example, power modules, biogas and wind vitality. This has empowered the organization to lessen the power, water and gaseous petrol utilized. The organization has figured out how to lessen contamination by co ntrolling waste and to save the earth, by delivering items that are eco-accommodating (Adobe, 2012). An earth cognizant individual would value working at the organization as a result of the considerable number of activities the organization has taken to safeguard and monitor nature. The Peabody Energy Corporation is one of the biggest private coal mining organizations on the planet. Petroleum products are the significant givers of an unnatural weather change on the planet. Throughout the years, the organization has confronted different allegations and claims in view of its mining exercises. The organization has opposed different endeavors by various specialists to advance estimates that will guarantee a decrease in an unnatural weather change outflows (Romero, 2006). Coal is one of the significant air poisons in the nation. Some coal mining organizations have additionally been blamed for contaminating water sources. The contaminated air is one of the significant reasons for asthma in youngsters. It additionally causes different sicknesses, which influence the breathing capacity. Coal organizations use dangerou8s synthetic compounds. At the point when these synthetic substances are siphoned into the ground, they influence the water. The shading, taste and smell o f the water changes. The water likewise influences people’s wellbeing. It causes distinctive wellbeing ailments, for example, malignant growth and skin ailments (Duhigg, 2009). An individual who is cognizant about the earth would not feel great working at the organization. The primary explanation being that the organization mines coal. Ecologically well disposed individuals look for elective wellsprings of vitality, and they support the government’s choice to moderate the earth. References: Adobe (2012). Ecological maintainability. Recovered from adobe.com/corporateresponsibility/environmental.html Duhigg, C. (2009). Clean water laws are dismissed, at an expense in anguish. The New York Times. Recovered from nytimes.com/2009/09/13/us/13water.html?pagewanted=1ref=peabodyenergy Romero, S. (2006). 2 industry pioneers wager on coal however split on cleaner approach. The New York Times. Recovered from nytimes.com/2006/05/28/business/28coal.html?ref=peabodyenergypagewanted=1

The irish literary revival 1880-1930 Essay Example | Topics and Well Written Essays - 1000 words

The irish scholarly restoration 1880-1930 - Essay Example Therefore their polical sees influnce their symbolism, styles and beliefs to a more prominent degree. The liking for the land and the flood of feeling for one’s origin are so interwoven with the insight of the craftsmen engaged with the I rish Literary Revival, that these feelings and emotions apply deliberately or subliminally extraordinary effect in molding the intricate details, that is, style, symbolism, goals of their scholarly works. There come the entirety of the scholarly devices along the series of this fondness. Yet, with regards to the Irish Literary Revival combining the political assessment of the essayists into their works blossomed to the degree to be considered as the craft of political articulation. The entirety of the abstract craftsmen including W. B. Yeats, Mary Fitzerald, Douglas Hyde and so on at the forepart of the Irish Literary Revival are worried about this political articulation in their works. They dive profound into the root of workmanship, culture, history and their anxiety with the political good and bad times of Ireland. Both of the scholars, Yeats and Moore think over into the pages of Irish history to discover their components of their works with the end goal of resuscitating the past. The abstract components utilized in their works appear and simultaneously uncovers the spirits tormented by the political portions existing in the nation. Possibly they identify with the occasions from Irish society stories wherein the legends are down to the earth and near the vein of the Isrish mass individuals. For Moore the political articulation isn't as unequivocal all things considered in Yeats. Emergency of Political character is less significant than the emergency of social personality of the Irish. He is moved with the well and trouble of the mass of Irish populace. He is more concerend with the affirmation of this personality. Subsequently a large portion of the tale of â€Å"the Untilled Field† take administrative impedance in the every day lives of the Irish lower class as their subject. The story ‘The Wild Goose’ renders a

Research And Discuss The Mission Statement Of General Motors - 550 Words

Research And Discuss The Mission Statement Of General Motors (Essay Sample) Content: General Motors Mission StatementStudents Name:Institutional Affiliation:General Motors Mission StatementMost employees in an organization often have the problem of agreeing on a common goal. For the employees within an organization to remain focused on the objectives of an organization, most companies design a mission statement. A mission statement is aimed at empowering employees so that they can be able to make better decisions to boost the productivity of an organization (Daft, 2005). A mission statement is, therefore, a fundamental requirement in any business venture. However, for a mission statement to be effective in an organization, the customers of an organization must be able to comprehend what the statement says. There are those organizations that have mission statements which project self-importance or which indicate a companys market dominance. Such statements do not help a company to achieve its objective (Bryan, 2009).A large number of companies exist th at have poor mission statements, such as General Motors (GM) Motor Company. The company has not been able to achieve good results because of its weak mission statement. The mission statement of the company is "GM is a multinational corporation engaged in socially responsible operations, worldwide. It is dedicated to providing products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stakeholders will receive a sustained superior return on their investment" (Bryan, 2009).This mission statement is poorly structured. A mission statement should be able to tell the world what the role of an organization in the world is. However, for GMs mission statement, it is not possible to comprehend the activities that the company undertakes. A company should not try to attract the attention of the public with its mission statement. However, it can be seen that GMs mission statement is designed in a manner that draws the attention of people while not necessarily telling the public the value that it can provide to them (Hipp, 2007). The customers of the company, therefore, do not find any meaning in the mission statement of the company. A company should never try to glorify itself with its mission statement. Instead, a company should design a mission statement that tells the public the key objectives that it hopes to attain. Since the market today is full of companies that produce similar products, it is crucial for GM to design a mission statement that reminds the public of the activities that it engages in (Company Statements Slogans, n.d).GMs mission statement does not offer any explanations about any products that it produces. Therefore, the mission statement of the company needs to be revised. Since the mission statement fails to mention the activities of the company, GM should rephrase it by specifying the type of services it offers. Also, the mission statement is too l ong and does not provide a person with the relevant informati...

Differential Association Theory Essay - 1739 Words

Over recent years, school bullying has become an important issue and underlying factor for more serious circumstances like school shootings, suicides, and countless student dropouts. According to the U.S. Department of Justice, 160,000 kids per day do not attend school for fear of being bullied (A, 2013). With such a high number afraid to attend school, it’s not hard to see how this behavior drastically affects their quality of education and overall school experiences. Bullying can also produce physical responses such as headaches, stomach pains, anxiety, and possible depression, which in turn can affect the student’s self-esteem and sense of belonging. An issue causing such extreme emotional and physical pain is often addressed by schools†¦show more content†¦The American SPCC (American Society for the Positive Care of Children) provides relative risk factors for students more prone to bullying including, those perceived different from their peers, such as bei ng overweight or underweight, wearing glasses or different clothing, being new to a school, or being unable to afford what kids consider â€Å"cool†, those seen as weak or unable to defend themselves, with low self-esteem, and less popular with few friends. SPCC also provides the other end of the spectrum on characteristics of those who bully others including, those prone to aggression, with less parental involvement and supervision, have friends or peers who bully others, and view violence as positive and powerful (A, 2013.) The criteria for those who are the target of bullying and those who perpetrate the bullying are considerably opposite. Small and shy students are most often picked on by larger more popular students whose behavior is encouraged and reinforced by peers. Given these norms, DAT will help better describe the connection between behavior and the act of bullying. Sutherland proposed a list of principles for DAT that are discussed in Nancy Herman’s book â€Å"Deviance: A Symbolic Interactionist Approach† and provide an explanation of why individuals engage in criminal behavior (Herman). First, criminal behavior is notShow MoreRelatedDifferential Association Theory Essay1671 Words   |  7 PagesThis essay will discuss three theories, the differential association theory, the labelling theory and the rationale choice theory. The theories will discussed and how they can explain crime will also be discussed, and then a comparison of the theories will be given in order to identify their strengths and weaknesses in explaining youth crime. Theories within criminology try to explain why and how crime occurs. This is done through examining various facts that are related to the individual s criminalRead MoreDifferential Association Theory Essay1292 Words   |  6 PagesThe Differential Association Theory, established by Edwin Sutherland in 1947, explicit the deviance of an individuals behavior and how it is learned through interaction with others or associations. There are several components that play a role in this theory that determines the main causes of delinquency. One of the components of this theory is, a person do not inherently become a criminal, it is a learned behavior. A person cannot decide one day he wants to commit a crime if he is not influenceRead MoreThe Tattoo By Chris Mckinney Essay1704 Words   |  7 Pagesbeing exposed to poverty, colonialism, violence, urban gangs, and drugs. In this essay, I will argue that one can learn criminal and violent behaviour by those who they hold close interpersonal relationships with, for example, family and friends. In saying that, I will be using the social learning theory looking in particular at Edwin Sutherland and his notion of differential association and Akers concept of differential reinforcement to explore the relationship between Ken Hideyoshi and Ko a Puana.Read MoreBad Monkey And The Social Phenomenon Of Crime783 Words   |  4 PagesSocial Science theories in criminology builds frameworks of empirical evidence which are used to study and interpret the social phenomenon of crime (Callinicos, 1999). Of the many theories developed over the course of the study of the science of criminology, Robert Agnew’s General Strain and Edwin H. Sutherland’s Differential Association theories stood out the most while I indulged in Carl Hiaasen novel Bad Monkey. In this essay I will be using Carl Hiaasen novel Bad Monkey to draw out examples ofRead MoreIp3 Crime Causation1535 Words   |  7 PagesOnline Abstract This essay will focus on sociological theories of crime and their description, the strengths and weaknesses of each; sociological control theory, strain theory, differential association theory and neutralization theory. This essay will also focus on Rajartnam who was convicted for inside trading in 2011. Introduction A different approach to criminological theory was taken in the 1960’s although; it was a derivative of older theories. The labeling theory wanted to know questionsRead MoreThe Theory Of Crime And Deviance1248 Words   |  5 Pagesbroad and wide topic, this essay will stay microscopic and study the comprehension of Edwin Sutherlands â€Å"Differential Association theory† and Gresham Sykes and David Matza’s â€Å"Techniques of Neutralization†. Various sources and scholarly written articles alongside Barry Cartwright’s text-reader â€Å"Sociological Approach to Crime and Deviance† will be used to support the key responses to specified questions on the main topic. Edwin Sutherland’s â€Å"Differential Association theory† is a historical landmarkRead MoreRobert Merton s Strain Theory1299 Words   |  6 PagesI have selected Robert Merton’s Strain theory and Edwin Sutherlands Differential Association theory and their approach to the study of crime for my essay. Robert Merton developed the theory that people engage in deviant behaviour when they can’t achieve socially approved goals by legitimate means. Deviance is a result of the strain an individual feels when they cannot achieve legitimately. Merton uses â€Å"The American Dream† to illustrate strain theory. Merton’s explanation is in two pieces; StructuralRead MoreThe Major Theories Of Criminal Behavior And The Impact Of Crime On Victims And Society1580 Words   |  7 PagesEvaluating the Major Theories of Cause of Criminal Behaviour and the Impact of Crime on Victims and Society London Foundation campus 1. Introduction Akers Sellers (2013) noted that there are various common theories that are pertinent to the study of crime as the extents of crime explanations range from the genetic/biological through to the economic and social perspective. Howitt (2012) divided these theories into four categories: macro-level or societal theories; locality or communityRead MoreAmerican History X Is An American Crime Movie Directed By Tony Kaye And Produced By John Morrissey1579 Words   |  7 PagesVineyard, Edward Furlong as Danny Vineyard, Stacy Each as Cameron Alexander, and Avery Brooks as Dr. Bob Sweeney. This essay will focus on the deviant behavior committed by some of the people in this movie. Further, it will discuss different theories as to why they committed the crimes. The three aspects that will be discussed are Differential Association Theory, Reaction Formation Theory, and which one serves as a better explanation. The main plot of the movie is focused on Derek Vineyard and hisRead MoreEssay about Sociological Analysis of Sexual Assault1554 Words   |  7 PagesSociological Analysis of Sexual Assault This essay will examine the social and cultural conditions, within the macro-diachronic and micro-synchronic theoretical models , that intensify or perpetuate sexual assault. I have chosen only one concept from each model because these are the only concepts that I feel that I can use to most accurately and comprehensively depict causes and reasons for why sexual assault is deeply entrenched in our social structure. I will thus explore, from these ideological

Online Child Safety Precautions Essay - 858 Words

Online Child Safety Precautions In a society that relies so heavily on technology and the Internet to make life easier, the issue of online safety is often overlooked. Such a small and simple thing as protecting the children of our community from harmful Internet content seems unimportant, but given the fact that the kids in todays society are as computer literate as most adults; there needs to be a re-evaluation of priority. Given the way that technology has become so universal in our culture today, it is hard to believe we ever survived without it. And with the advancements that are made each day, it is hard to believe that we ever survived without it. Almost every family in the United States has a computer, and access to the†¦show more content†¦District Court for the Eastern Division preliminarily enjoined enforcement of the Childrens Online Protection Act, which attempts to disseminate material that is deemed harmful to minors on the Internet. (www.coppa.org.) The next question that needs to be asked is what determines whether or not a website is targeted toward children? The COPPA applies to those websites that are directed to children, so there are a number of factors that can help decide if the website is indeed targeted towards children. A couple of those factors are its subject matter and its language. The Childrens Online Privacy Protection Act applies only to children under the age of thirteen, which raises the question about protecting the online privacy of teens. As a general consensus young children may not understand the safety and privacy issues involved in the online collection of personal information, and are therefore especially vulnerable. However, the Federal Trade Commission recognizes the fact that there are risks involved in any disclosure of personal information, regardless of age. This is why the FTC has asked that Congress pass legislation to ensure that all consumers involved with the Internet implement fair informa tion principles. (www.coppa.org.) There are many programs on the market that can help parents monitor what their kids are getting into online. One such software is the Net Nanny; a software designed to safeguard children from harmful Internet content. OnShow MoreRelatedSpeech : Parents Are Under Appreciating Online Security For Children1094 Words   |  5 PagesQuestion of Policy Speech Title of Speech: - Parents are Under Appreciating Online Security for Children Attention Reveal Topic Preview. Expressive INTRODUCTION I. Parents want to offer their children the best opportunities possible to become healthy, happy, educated and responsible citizens. This is more important than ever due to the fact that kids are so net savvy, and in many cases, they know more than their parents do about surfing the web. II. The Internet is a wonderful placeRead More Internet Safety and Young Children Essays732 Words   |  3 Pagessometimes upsetting and very scary to know that someone could be stalking your child without you or him ever knowing about it, until it’s to late. There are programs out there that monitor your child’s activities on the Internet. But where are they, how much do they cost and why aren’t they advertised more? There are a couple precautions that you can take at home, without spending any money, to help safe guard your child. nbsp;nbsp;nbsp;nbsp;nbsp;Children like the Internet. They like the convenienceRead MoreSocial Sites: Virtual Playgrounds or Predatory Hunting Grounds956 Words   |  4 Pagesinternet has become a raving craze, but the debate of online safety measures necessary for children using social sites has become a hot topic of discussion. Social sites open the door to online interaction with friends, relatives, and classmates; but they also enhance the risk of interaction with online predators. Representative Michael Fitzpatrick, from Pennsylvania, is a sponsor of the Deleting Online Predators Act. He is an advocate for extreme online restrictions for children who use social-networkingRead MoreEssay The Internet and The Increase of Online Predators1067 Words   |  5 PagesA change has occurred regarding the increase of online predators. The internet has been one of the most important technological advancements this century. The internet has allowed people from all over the world to commun icate with family, friends, and strangers. But it has also caused major concern. With everyone communicating through online forums, social networks, and chat rooms, it is impossible to figure out who the people are talking to. With the internet, people are able to live multipleRead MorePros and Cons of the Internet Essay1138 Words   |  5 Pagesbenefit of having the Internet invented. Why would someone want to damage a great resource? A survey done by R. Kraut demonstrated that 35% use the Internet for entertainment purposes (Kraut). During one’s spare time, one may decide either to play an online game or to join a chat room. The objective person may say that browsing the Internet and performing that kind of activity encourages laziness but I beg to differ. The virtual world can actually be constructive. It stimulates the mind to try aRead MoreBenefits Of Internet Essay1115 Words   |  5 Pagesfaster by avoiding illiteracy. Not many studies have been done to pro ve how beneficial the internet can be or can be considered detrimental to them, but the use of technology can increase the concerns of online safety. It can cause all types online risks to young children such as cyberbullying and online predators by becoming harmful to them. Sometimes over using the internet as an outlet for everything can become a problem that is overused that usually leads into an addiction. Despite the amountRead MoreWhat And Where Can Be The Most Dangerous Place?1436 Words   |  6 PagesWhat and where can be the most dangerous place to go? The Internet†¦. Without a buffer, a safety net, you as well as many other people can fall into the danger zones. The Internet is such a free resource around the world, that many people have abused it and taken advantage of others; the Internet is a good place for such opportunities. However, when the Internet is used properly, with the right precautions and the right information; the Internet can educate, positively influences, and provides aRead MoreIs Use of the Internet Harmful? Essay1257 Words   |  6 Pagesbe harmful? It is more of an asset to the businessperson. Likewise, the average person performs business online too. They more flock towards online banking services, which is more convenient to conduct transactions and view their balance. In addition, online shopping emits a twinkle in their eye like giving an ice cream cone to a child; particularly women. You will find garments online where you could not find in stores. It is convenient to shop right at home and it is possible to purchaseRead MoreUsing Digital Information And Technology Safely, Legally, And Ethically1207 Words   |  5 PagesThere are plenty of websites online that show how to teach children the proper ways to use the internet and how to be safe, one just needs to type in internet safety into a search engine and many pop up to peruse. The Children’s Online Protection Rule (COPPA) was put into action in 1998 by the Federal Trade Commission, according to their website. The Federal Trade Administration (FTA) rule states: â€Å"it imposes certain requirements on operator of websites or online services directed to childrenRead MoreNegative Effects Of Social Media1421 Words   |  6 PagesIn today s society we fail to realize how easy we can access social media sites without any precautions. The accessibility may be different depending on not only the location, but it can very well differentiate through different states. The effects in which social media from the basic functions of social media websites, how sex offenders can access these websites without there being any type of consequences and how other countries can have access to their own social media. Starting with Facebook

Shoe Horn Sonata free essay sample

The distinctively visual connects an image with an idea. To illustrate the effectiveness of the distinctively visual in emphasising the ways that individuals respond to significant aspects of life, two uniquely Australian texts stand alone; the prescribed text The Shoe-Horn Sonata by John Misto written in 1996 and the epic 2008 film Australia by Baz Luhramm. Both texts deal with aspects of war and the importance of truth. Each text, whether it be a dramatised stage play or a film script, has a composer who has the capacity to emotionally transport an audience to a different time and place by bringing the written word to the visual medium through their evocative and highly innovative choice of the distinctively visual. In act one: scene 1 Bridie and Shelia, the two fictional characters, are a visual and dramatic representation of the women who faced the real life experiences of the Australian and British female POW’s captured while trying to flee from Singapore in 1942. An image of a Japanese soldier’s face is displayed to the audience, portraying a warrior, instilling fear into the audience and illustrating the fierceness and terrifying nature of the Japanese soldiers. The photograph is enhanced with the dialogue â€Å"The Japs’d come around and beat us for the fun of it. ‘Useless Mouths’ they used to call us†, this adds to the audiences feelings of horror and disbelief to what the women endured. The use of sound effects and music dictates the atmosphere and mood of particular scenarios and adds emotional subtext to various scenes. It adds historical significance to the drama, with Misto using music from the war era and aids in demonstrating the resilience of the women. With a combination of music and sounds effects along with the use of projected images, the audience is able to visualize the situation and feel the emotions of the characters. This is illustrated when Bridie and Shelia find themselves in the water after their ships were bombed by the Japanese. The sound of splashing waves can be heard, with projected images of Singapore on fire, displaying the brutality and danger of the situation and takes us into the minds and memories of Bridie and Shelia. In juxtaposition to this Sheila sings Jerusalem a patriotic, British song, exhibiting the willpower the women have to ‘bounce back’ from the situation and survive this affliction. The sound effects of crickets can be heard whilst Shelia begins to reveal her secret to Bridie. As the scene persists, the noise of the cricket’s increase with intensity, this is until Sheila discloses the truth about her selling herself to the Japanese soldier’s in order obtain the Quinine to save Bridie’s life ,at which point the crickets cease. The crickets symbolize the jungle and transport both the audience and women to that place in time; the conclusion of the noise represents Sheila being set free from war time and is now able to live a normal life. The symbolic nature of the shoe horn is seen throughout the play, portraying a sense of survival for not only Bridie and Shelia but the whole prison camp. In the beginning the shoe horn represents the joys of Bridie’s family and home life and enables the audience to get a feel for the happiness it brings, before the horrors of war proceed. As the play progresses the symbolism shifts. When Bridie and Sheila find themselves adrift after their boats had been sunk, Bridie uses the shoe horn to prevent Shelia from drowning. Although a humorous part in the play, it displays their wants and needs for survival. As the women form a choir within the camp, the shoehorn takes on an essential role in the women’s existence. It is used as a metronome, driving the music, lifting the spirits of each woman and emotionally allowing them to rise above the deprivation and horror around them. This notion is enhanced with the dialogue â€Å"together we made this glorious sound that rose above the camp – above the jungle – above the war – rose and rose and took us with it. Fifty voices set us free†. Most predominantly the shoe horn becomes a symbol of the pain and shame Sheila held for 50 years and the sacrifice she was willing to make in order to save a friends life. Once the shoe horn is returned to Bridie, it becomes a symbol of the women’s redemption of friendship and whipes out the pain and suffering they both had felt since the completion of the war. The symbolism throughout the drama portrays to the audience that in various situations the women used what they had in order to survive and carry on with their lives. Misto uses distinctively visual techniques through the drama to portray to the audience the experiences and feelings Bridie and Shelia felt throughout their tribulation. With the use of projected images, sound effects, music and symbolism, Misto displays the horrors of war, resilience and survival tactics of the women and aims at strengthening the knowledge and appreciation of the women who were held captive by the Japanese. Jess Summerville

The Kite Runner Book Review free essay sample

The kite runner a novel by Khaled Hosseini is a novel about two young boys in Afghanistan named Amir and Hassan. Amir constantly struggles to earn his father’s love Baba since he feels that he was the reason of his mother’s death which happened during child birth. Finally Amir succeeds by winning a kite flying-competition. But the same day Amir witnesses the rape of Hassan and does nothing to stop it which troubles him for the rest of his life. He feels ashamed and slyly frames Hassan of theft to get rid of him and both Hassan and his father leave. During this novel, Afghanistan is being invaded by Russia, separating Amir and Hassan completely. Amir and his father are eventually forced to start over in America, but his secret still haunting him. One phone call from an old friend takes Amir back to Afghanistan his home country. During this event he learns a outrageous secret about his past and tries to make things right. We will write a custom essay sample on The Kite Runner Book Review or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Eventually meets up with his arch nemesis again and must make some hard decisions. How this novel is tragic Hosseini has cleverly and effectively portrayed family relationships, as well as the cruel segregation of society into classes. It has opened up the eyes of its readers to the harsh realities of what life is like in Afghanistan, and this realistic approach is what makes the novel so moving. Various tragic elements such as hamartia, remorse, anagnorisis and retribution are recognized in this story. Hosseini has written a catastrophic novel that is indeed tragic. Personal feelings about the novel Personally I believe that The Kite Runner is one of the best books I have read recently. It is a novel filled with suspense and is definitely a page turner that contains complex characters and circumstances that will make you think a lot about friendship, good and evil, betrayal, and redemption. It is a certainly powerful novel and contains particular graphic scenes, nevertheless it is not needless. Hosseini has written a great book by many measures. Recommend the novel amp; why? This is a marvelous book and must-read, regardless of age, gender, or nationality. This novel gives the reader a little taste of what its like for people in the Middle East, and how they are able to survive with so little and what they have been through. The characters are so down-to-earth that long after finishing the book, you will be thinking of sensitive Amir with his insecurities, his father, and Hassan. When reading this moving book, you will feel countless emotions, crying your eyes out at parts. The novel conveys a universal message that will move even the coldest heart.

Maximazing Profit Essays

Maximazing Profit Essays Maximazing Profit Paper Maximazing Profit Paper Assignment: Maximizing Profits in Market Structures Paper XECO/212 University of Phoenix The structure of a market is defined by the number of firms in the market, the existence or otherwise of barriers to entry of new firms, and the interdependence among firms in determining pricing and output to maximize profits. This paper covers the following: the advantages and limitation of supply and demand, the characteristics of each market structure, the barriers to entry and how organizations in each market structure maximize profits. Markets are the heart and soul of a capitalist economy, and varying degrees of competition lead to different market structures, with differing implications for the outcomes of the market place. The goal of a firm is to maximize profits, to get as much for the firm as possible. In the perfect competition, each firm maximizes profits where marginal revenue (MR) equals marginal cost (MC). That is, the additional revenue from producing additional quantity equals the additional cost incurred in producing that quantity. At an output where MR is greater than MC, increasing production increases profits. If MR is less than MC, decreasing production increases profits. Therefore, MR=MC is the profit-maximization condition. In perfect completion, the price is a given for each firm, P=MR. This is because the fixed price per unit is the additional revenue the firm can expect to earn by selling additional quantity. The firm’s profit- maximization condition becomes P=MR=MC. In the long run, however, all costs are variable. All firms in a perfectly competitive market make zero economic profit in the long run, because if profit was being made, more firms would enter the market and market prices would decline until all firms made zero profit. These elements are perfect competition, monopolistic competition, oligopoly,  and monopoly. Based on the differing outcomes of different market structures, economists consider some market structures more desirable, from the point of view of the society, than others. Each of these market structures describe a particular organization of a market in which ertain key characteristics differ. The characteristics are: (a) number of firms in the market, (b) control over the price of the relevant product, (c) type of the product sold in the market, (d) barriers to new firms entering the market, and (e) existence of non-price competition in the market. The number of firms in the market supplying the particular product under consideration forms an important basis for classify ing market structures. The number of firms in an industry, according to economists, determines the extent of competition in the industry. Both in perfect competition and monopolistic competition, there are large numbers of firms or suppliers. Each of these firms supplies only a small portion of the total output for the industry. In oligopoly, there are only a few (presumably more than two) suppliers of the product. When there are only two sellers of the product, the market structure is often called duopoly. Monopoly is the extreme case where there is only one seller of the product in the market. The extent to which an individual firm exercises control over the price of the product it sells is another important characteristic of a market structure. Under perfect competition, an individual firm has no control over the price of the product it sells. A firm under monopolistic competition or oligopoly has some control over the price of the product it sells. Finally, a monopoly firm is deemed to have considerable control over the price of its product. The type of products sold in the market is also a key characteristic. The extent to which products of different firms in the industry can be differentiated is also a characteristic that is used in classifying market structures. Under perfect competition, all firms in the industry sell identical products. In other words, no firm can differentiate its product from those of other firms in the industry. There is some product differentiation under monopolistic competition- the firms in the industry are assumed to produce somewhat different products. Under an oligopolistic market structure, firms may produce differentiated or identical products. Finally, in the case of a monopoly, product differentiation is not truly an issue, as there is only one firm- there are no other firms from whom it should differentiate its product. The barriers to entry need to be accounted for while classifying the characteristics of a market structure. The difficulty or ease with which new firms can enter the market for a product is also a characteristic of market structures. New firms can enter market structures classified as perfect competition or monopolistic competition relatively easily. In these cases, barriers to entry are considered low, as only a small investment may be required to enter the market. In oligopoly, barriers to entry is considered very high- huge amounts of investment, determined by the very nature of the product and the production process, are needed to enter these markets. Once again, monopoly constitutes the extreme case where the entry of new firms is blocked, usually by law. If for whatever reasons, new firms are allowed to enter a monopolistic market structure, it can no longer be termed a monopoly. Market structures also differ to the extent that firms in industry compete with each other on the basis of non-price factors, such as, differences in product characteristics and advertising. There is no non-price competition under perfect competition. Firms under monopolistic competition make considerable use of instruments of non-price competition. Oligopolistic firms also make heavy use of non-price competition. Finally, while a monopolist also utilizes instruments of non-price competition, such as advertising, these are not designed to compete with other firms, as there are no other firms in the monopolists industry. Perfect competition is an idealized version of market structure that provides a foundation for understanding how markets work in a capitalist economy. The other market structures can also be understood better when perfect competition is used as a standard of reference. Even so, perfect competition is not ordinarily well understood by the general public. For example, when business people speak of intense competition in the market for a product, they are, in all likelihood, referring to rival suppliers, about whom they have quite a bit of information. However, when economists refer to perfect competition, they are particularly referring to the impersonal nature of this market structure. The impersonality of the market organization is due to the existence of a large number of suppliers of the product- there are so many suppliers in the industry that no firm views another supplier as a competitor. Thus, the competition under perfect competition is impersonal. Perfect competition is considered desirable for society for at least two reasons. First, the price charged to individuals equals the marginal cost of production to each firm. In other words, one can say sellers charge buyers a reasonable or fair price. Second, in general, output produced under a perfectly competitive market structure is larger than other market organizations. Thus, perfect competition becomes desirable also for the amount of the product supplied to consumers as a whole. Monopoly can be considered the opposite of perfect competition. In the monopoly, there are no price takers a monopolist sets the price for the product or service to maximize profits. The profit-maximizing price and output is at the point where MC=MR. The output is less than what it is in the perfect competition. In the long run, it is possible for a monopolist to earn some economic profits, if to entry of new firms exist. The concept of monopoly arises when one firm is the sole producer and marketer of a product or service. Monopolies come in being when a single firm is the sole producer of a product that has no close substitutes. Monopolies are characterized by a single seller, no close substitutes, price maker, blocked entry and non price competition. In the oligopoly, there are few firms, pricing and output decisions are strategic; that is each firm considers the reaction of the other firms while taking any decision. An important characteristic of an oligopolistic market structure is the interdependence of firms in the industry. The interdependence, actual or perceived, arises from the small number of firms in the industry. If an oligopolistic firm changes its price or output, it has perceptible effects on the sales and profits of its competitors in the industry. Thus, an oligopolist firm always considers the reactions of its rivals in formulating its pricing or output decisions. The prices set by all firms are nearly identical, because any effort to change the price by one firm will induce other firms to follow suit. For this reason, prices, once fixed, tend to change very little in oligopoly. Firms in oligopoly can expect to make some profit in the long run. An oligopolistic industry is also typically characterized by economies of scale. Economies of scale in production imply that as the level of production rises, the cost per unit of product falls for the use of any plant. Thus, economies of scale lead to an obvious advantage for a large producer. In the monopolistic competition, there are many buyers and sellers, and there are few barriers to the entry of new firms. Each firm, however, sells differentiated products, and invests considerably in differentiating it products from the competition. The profits of each are maximized at the point where MR=MC. In the long run, however, the free entry and exit of firms means that all firms earn zero economic profit. As in the case of perfect competition, a firm under monopolistic competition decides about the quantity of the product produced on the basis of the profit maximization principle- it produces the quantity that maximizes the firms profit. Also, conditions of profit maximization remain the same- the firm stops production where marginal revenue equals marginal cost of production. But unlike perfect competition, a firm under monopolistic competition has some control over the price it charges, as the firm differentiates its products from those of others. However, this price making power of a monopolistically competitive firm is rather small, since there are a large number of other firms in the industry with somewhat similar products. REFERENCE Colander, D. C. , (2004). Economics, 5th edition. Irwin/McGraw-Hill, Burr Ridge, Il. Chapter 13. Retrieved November 23, 2009. Forgang, William G. , Einolf, Karl W. (2006). Management Economics: An Accelerated Approach. M. E. Sharpe Competition (2007). Encyclopedia of Business, 2nd Edition. Retrieved on November 23, 2009 from Encyclopedia of Business, Clo-con website: referenceforbusiness. com/encyclopedia/Clo-Con/Competition. html

Barcelona FC History Essay Example | Topics and Well Written Essays - 1000 words

Barcelona FC History - Essay Example However, despite the many challenges in the initial years of FCB foundation, the club did not take long before it started to enjoy success on various strategies and also in field activities. During the time of Spanish war, the team was faced with a financial crisis in addition to having a unsupportive government system that frustrated many initiatives taken by the club. According to Barcelona.de, the period of the 1940s was a blessing to FCB for having attained membership of around 25,000 people and won 21 Catalan matches in addition to getting 9 trophies (n.d). It is the continued success of the club in field activities that continued to attract additional members to join the club hence relieving the FCB financial burden. In addition, the increased membership and growth of the number of fans necessitated the construction of a larger stadium that would host a larger number of spectators allied to the club. Therefore, the FCB initiated the construction of stadium Camp Nou that took ab out three years for completion.Additionally, the FCB motto has contributed significantly to the success of the club since it was founded. The club motto, "Mà ©s que un club", meaning more than a club, was proclaimed by Narcà ­s de Carreras, a onetime FCB president, in 1968 (Barcelona.de, n.d). During the reign of the authoritarian leader, Francisco Franco, the FCB had been given a lot of restriction pertaining the club operations also membership because of the perceived association to a radicalization of the Catalans.

Sexual studies biology assignment 1 Essay Example | Topics and Well Written Essays - 1250 words

Sexual studies biology assignment 1 - Essay Example Hormonal changes The menstrual cycle is determined by the functioning of four organs namely; the hypothalamus, the anterior pituitary gland, the uterus and the ovaries. It consists of phases identified as the follicular, ovarian and luteal. The beginning of the cycle is marked by a decrease in estrogen and progesterone levels. These are primary female hormones. This decrease stimulates the hypothalamus to produce Follicle Stimulating Hormone Release Factor (FSHRF). The FSHRF triggers the anterior pituitary gland to produce Follicle Stimulating Hormone (FSH). FSH is responsible for the release of estrogen in the ovaries which leads to the formation of the Graafian follicles in the cortex of the ovaries. These follicles are cells which cannot be fertilized. Increasing levels of estrogen cause the growth of uterine wall in preparation for possible implantation of the fetus after fertilization. This marks the follicular phase (Ferin, Jewelewicz, and Warren 5). The ovarian phase begins wi th the production of Luteinizing Hormone Releasing Factor (LHRF). This is initiated by the hypothalamus in response to low progesterone levels. LHRF then activates the production of Luteinizing hormone in the anterior pituitary gland. This hormone causes the production of progesterone from the ovaries. ... The luteal phase is characterized by the change of color to yellow of Graafian follicles to form the corpus luteam. The hormone progesterone also called the hormone of pregnancy is identified as responsible for this. The hormone further leads to the thickening of the uterus lining and increased blood supply in readiness for possible fertilization. If fertilization does not occur, progesterone levels start to drop. This decrease and eventual decline causes the shedding of the uterine wall, tearing of blood vessels and ejection of the contents through the vaginal tract. This is menstruation and marks the end of the cycle. The low levels of progesterone and estrogen effectively stimulate the hypothalamus to begin the next cycle (Ferin, Jewelewicz, and Warren 10). Fertile period of the cycle The period of the menstrual cycle when fertilization is most likely is identified as mid way through the cycle. A female whose cycle takes twenty eight days for example would be fertile on the fourte enth day. This is when ovulation takes place. The fertile egg (ovum) has a lifespan of twenty four hours and the fertile period lasts as much. The male sperm however has a longer lifespan of three to five days once released into the female. This means sperms released three to five days before ovulation can fertilize the egg. The twenty four hours immediately after ovulation however remains the most fertile period (Edin, Golanty, and Brown 170). Physical and emotional changes during cycle The hormonal variations during the cycle are identified as the cause of physical and emotional changes over the period. Studies show that contraction of the uterus (cramps) is inevitable. Lower back pain, fatigue and pelvic

The Serena Group and Its Personnel System Assignment

The Serena Group and Its Personnel System - Assignment Example The group has approximately five thousand employees working in various departments. For efficiency of service, the industry has various departments where employees are deployed (Tanke, 2009). In its operation, the industry operates under Tourism Promotion Service (TPS). The industry has three major departments: food and beverage, accommodations, and travel and tourism. These departments are managed by the general manager. Executive committees are under the general manager. These are the Executive Housekeeper, Front office manager, food and beverage manager, chief engineer controller, room division manager, chief chef, personnel manager and marketing manager. These staff members work congruently in all the branches. Below the executive committees are the heads of different sections. These are the restaurant managers, room service manager, banquet manager, security guest relation accountant, horticulturist preventive maintenance manager, cashier, reservation manager stewards, laundry m anager and the bar manager. All these employees work in ensuring that their customers get the best services. Â  Although the industry has exceptionally shown outstanding performance, it has internal challenges that are facing. One of the distinct challenges is the high turnover ratio. Most of the employees lay off their duties haphazardly due to the nature of the work they do or for other reasons. Although every workplace has its challenges, hospitalities industries, more so, Serena group has high turnover rates due to the following: Â  Most of the luxury hotels, if not all, depending on the tourists and travelers for their operation. As the tourists travel across the continents, they exploit on these luxurious hotels for their meals, accommodations and stay.

Money Cant Buy Happiness :: Happiness Essays

Happiness is a feeling that everyone aims to accomplish, yet some people seem to only catch a sight of it. Gratifying atonement, a state of well-being, and serenity are the more eminent elements of happiness. David G. Myers and Ed Diener propose the article â€Å"Who Is Happy?† which present aspects of happiness, a theory that recognizes adaptation, cultural world view, and personal goals. I believe through word of mouth and through those whom we look up to, we are told many myths about happiness, especially the biggest myth that money can buy happiness. In Daniel Gilbert’s â€Å"Reporting Live from Tomorrow†, he argues that the definition of happiness is not defined by wealth and that we rely on super-replicators and surrogates to make decisions that we feel will enhance our happiness. Our economic history has proven the idea of declining marginal utility. If we pursue life and liberty without happiness, our lives, quality, and value will slowly vanish, but the absence of wealth has nothing to do with one’s happiness. To begin with, anyone can be happy, it all depends on the type of person they are. There are of course they myths of happiness, predictors of happiness, and life satisfaction. Majority people believe myths that there are unhappy times during one’s lifetime, the stress-filled teen years â€Å"midlife crisis and then the years of old age† (Myers and Diener 12). In reality, people of all ages unveil that no specific time in their life were they happier or unhappier than others. In addition to anyone being happy, genuine happiness is vulnerable. â€Å"If happiness is similarly available to people of any age, sex, or race, and to those of most income levels, who is happiest?† (Myers and Diener 14), the capacity of peoples’ joy is undiminished. Self-esteem, personal control, optimism, and extraversion are four inner traits that classify happy people. People who are happy admire themselves and feel personal control, empowered rather than helpless about their lifestyle. They are also optimistic and tend to be more healthy, successful, and happier than pessimistic people. Also, people that are happy are extraverted and they are happy when they are surrounded by a lot of people and even when they are alone. They are not happy because of their status of wealth. Furthermore, super-replicating beliefs are ideas passed to new generations through surrogates. Surrogates are individuals who have faced a similar situation in which they pass the super-replicating beliefs to.

Busi 3103 Notes

ORGANIZATIONAL THEORY – STUDY LIST – KEY CONCEPTS PART ONE: INTRODUCTION TO ORGANIZATIONS CHAPTER ONE – ORGANIZATIONS AND ORGANIZATIONAL THEORY Administrative principles: closed system management perspective that focuses on the total organization and grows from the insight of practitioners – Bureaucratic organizations: organization design based on clearly defined authority and responsibility, formal record keeping and uniform application if standard rules – Change strategy: a plan to guide an organizational change – Chaos Theory: a scientific theory that suggests that relationships in complex, adaptive systems are made up of numerous interconnections that create unintentional effects and render the environment unpredictable – Closed system: autonomous, enclosed and not dependent on the external environment – Contextual dimensions: the characteristics of an organization, including size, technology, environment and goals. – Contingency: the applicable management approach to deal with unforeseen events – Effectiveness: the degree to which an organization achieves its goals – Efficiency: the amount of resources used to produce a unit of output – Hawthorne studies: studies worker productivity.Managers who treat their employees well facilitate increased employee output – Learning organization: everyone is engaged in finding and solving problems enable continuous improvement and capabilities of its own employees – Level of analysis: in systems theory, the subsystem on which the primary focus is placed; four levels of analysis characterize the organization – Meso theory: combines micro and macro levels of analysis – Open System: interacts with the environment for survival – Organization: social entities that are goal directed, deliberately structured and linked to the external environment – OB: micro approach to organizations with focus on indiv iduals in the organization – OT: macro approach to organizations that analyses the whole organization as a unit – Role: allows an employee to use their abilities to achieve outcomes and meet goals – Scientific management: claims decisions about organization and job design should be based on precise, scientific procedures – Stakeholder: any group within or outside an organization that has a stake in the rganizations performance – Stakeholder approach: (constituency approach) stakeholder satisfaction indicates the performance of the organization – Structural dimensions: describes the internal characteristics of an organization – Subsystems: divisions of an organization that perform specific functions for the survival of the organization. Functions include boundary spanning, production, maintenance, adaptation and management – System: set of interacting elements of inputs, transformation and output to the environment – Task : narrowly defined piece of work assigned to a person PART TWO: ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN CHAPTER TWO – STRATEGY, ORGANIZATIONAL DESIGN, AND EFFECTIVENESS – Analyzer (62) Competing values model: perspective on organizational effectiveness that combines diverse indictors of performance that represent competing management values – Defender: business strategy that seeks stability or retrenchment rather than innovation or growth – Differentiation strategy: used to distinguish an organization’s products or services from others in the industry – Focus strategy: concentrates on a specific regional market or buyer group Goal approach: concerned with output and whether the organization achieves its output goals – Human relations emphasis: competing-values model that incorporates the values of an internal focus and a flexible structure – Internal-process approach: looks at internal activities and assesses effectiveness by indicators of internal health and efficiency – Internal-process emphasis: competing-values model that looks at the values of internal focus and structural control – Low-cost leadership strategy: tries to increase market share by emphasizing low cost compared to competitors – Mission: organization reason for existence – Official Goals: formally stated definitions of business scope and outcomes the organization strives to achieve (also called mission) – Open-systems emphasis: competing-values model that looks at the combination of external focus and flexible structure – Operative goals: explain what the organization is trying to achieve, with focus on the actual operating procedures – Organizational goals: desired state the organization attempts to reach – Prospector: business strategy characterized by innovation, risk aking, seeking new opportunities and growth – Rational-goal emphasis: competing-values model that foc uses on structural control and external focus – Reactor strategy: business strategy in which environmental threats and opportunities are responded to in an ad hoc fashion – Resource-based approach: organizational perspective that assesses effectiveness based on how organizations successfully obtains, integrates and manages valued resources – Strategy: set of plans, decisions and objectives that have been adopted to achieve the organizations goals – Structure: formal reporting relationships, groupings and systems of an organization CHAPTER THREE – FUNDAMENTALS OF ORGANIZATIONAL STRUCTURE Centralized: level of hierarchy with authority to make decisions – Chain of command: formal line of authority to make decisions Decentralized: decision making and communication that is spread out across the company – Departmental grouping: structure where employees share a common supervisor and resources, are jointly responsible for performance, and te nd to identify and collaborate with each other – Divisional grouping: people are organized according to what the organization produces – Divisional structure: structuring based on individual products, services, product groups, major projects, or profit centers (also called product structure or strategic business units) – Functional grouping: grouping of employees who perform similar functions or work processes or who bring similar knowledge and skills to bear on a task – Functional matrix: structure in which functional bosses have primary authority, and product or project managers simply coordinate product services – Functional structure: grouping of activities by common function – Horizontal grouping: organizing of employees around core work processes rather than by function, product or geography – Horizontal linkage: amount of communication and coordination that occurs horizontally across organizational departments – Horizont al structure: structure that eliminates both the vertical hierarchy and departmental boundaries by organizing teams of employees around the core work processes, the end to end work, information, and material flow that provide value directly to customers – Hybrid structure: combines various structural approaches (functional, divisional, geographical, and horizontal) tailored to specific strategic needs – Integrator: a position or department that is reated to coordinate several departments – Liaison role: person that is responsible to communicating and achieving coordination with another department – Matrix structure: strong form of horizontal linkage in which both product and functional structures (horizontal and vertical) are implemented simultaneously – Multifocused grouping: a structure in which an organization embraces structural grouping alternatives simultaneously – Organizational structure: designates formal reporting relationships, in cluding the number of levels in the hierarchy and the span of control of managers and supervisors; identifies the grouping together of individuals into departments and of departments into the total organization; and includes the design of systems to ensure effective communication, coordination and integration of efforts across departments – Outsourcing: contracting out certain functions, e. g. anufacturing,IT†¦to other organization – Process: organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers – Product matrix: a variation of the matrix structure in which project or product managers have primary authority, and functional managers simply assign technical personnel to projects and provide advisory expertise – Re-engineering: redesigning a vertical organization along its horizontal workflows and processes – Symptoms of structural deficiency: signs of the organization structure being out of alignment, including delayed or poor quality decision making, failure to respond innovatively to environmental changes, and too much conflict – Task force: temporary committee composed of representatives from each department affected by a problem Teams: permanents task forces often used in conjunction with a full time integrator – Vertical information system: periodic reports, written information and computer based communications distributed to managers – Vertical linkages: communication and coordination activities connecting the top and bottom of an organization – Virtual cross-functional teams: teams comprising individuals from different functions who are separated in space and time as well – Virtual network grouping: organization that is loosely connected cluster of separate components – Virtual network structure: the firm subcontracts many or most of its major processes to separate companies and coordinates their a ctivities from a small headquarters or organization – Virtual team: made up of organizationally or geographically dispersed members who are linked through advanced information and communications technologies. Members frequently use the internet and collaborative software to work together, rather than meeting face to face SLIDES ONLY – BCG matrix (10): Consider market share and growth for product portfolios PART THREE: OPEN-SYSTEM DESIGN ELEMENTS CHAPTER FOUR – EXTERNAL ENVIRONMENT – Boundary spanning roles: activities that link and coordinate an organization with key elements in the external environment – Boundary scanning roles (Slide only) Buffering roles: activities that absorb uncertainty from the environment – Cooptation: when leaders from important sectors in the environment are made part of an organization – Differentiation: the differences (cognitive and emotional) among managers in various functional departments of an organiz ation and formal structure differences among these departments – Direct interlock: occurs when a member of the board of directors of one company sits on the board of another – Domain: an organizations chosen environmental field of activity – General environment: sectors that may not directly affect the daily operations of a firm but will indirectly influence it – Green environment: natural environment Indirect interlock: occurs when a director of one company and a director of another are both directors of third company – Integration: the quality of collaboration between departments of an organization – Interlocking directorate: formal linkage that occurs when a member of the board of directors of one company sits on the board of another company – Mechanistic: an organization system marked by rules, procedures, a clear hierarchy of authority, and centralized decision making – Organic: free flowing, adaptive processes an unclear hierarchy of authority, and decentralized decision making – Organizational environment: all elements that exist outside the boundary of the organization and have potential to affect all or part of the organization – Resource dependence: a situation in which organization depends on the environment, but strive to acquire control over resources to minimize their dependence – Sectors: subdivisions of the external environment that contain similar elements – Simple-complex dimension: the number and dissimilarity of external elements relevant to an organizations operations – Stable-unstable dimension: the state of an organization’s environmental elements – Task environment: sectors with which the organization interacts directly and that have a direct effect on the organization’s ability to achieve its goals – Uncertainty: occurs when decision makers do not have sufficient information about the environmental factors and have a d ifficult time predicting external changes CHAPTER FIVE – INTERORGANIZATIONAL RELATIONSHIPS Coercive forces: external pressures such as legal requirements exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations – Collaborative networks: an emerging perspective whereby organizations allow themselves to become dependent on other organizations to increase value and productivity for all – Generalist: an organization that offers a broad range of products or services and serves a broad market – Institutional environment: norms and values from stakeholders that organizations try to follow in order to please stakeholders – Institutional perspective: under high uncertainty, organizations imitate others in the same institutional environment – Institutional similarity: common structures, management approaches and behaviors established by organizations in the same field. Interorganizational relationships: r esource transactions, flows and linkages that occur among two or more organizations – Legitimacy: an organizations actions are desirable, proper and appropriate within the environment’s systems of norms, values and beliefs – Mimetic forces: under uncertainty, this is the pressure to copy or model other organizations that appear to be successful in the environment – Niche: domain of unique environmental resources and needs – Normative forces: pressures to adopt structures, techniques or management processes because they are considered by the community to be up to date and effective – Organizational ecosystem: system formed by the interaction of a community of organizations and their environment, usually cutting across traditional industry lines – Organizational form: an organization’s specific technology, structure, products, goals, and personnel – Population: set of organizations engaged in similar activities with simila r resources and utcomes – Population-ecology perspective: the focus is on organizational diversity and adaptation within a community or population or organizations – Retention: The preservation and institutionalization of selected organizational forms – Selection: process by which organizational variations are determined to fit the external environment, variations that fail to fit the needs if the environment are selected out and fail – Specialist: an organization with a narrow range of goods or services or serves a narrow market – Struggle for existence: principle of the population ecology model that states that organizations are engaged in a competitive struggle for resources and fighting to survive – Variation: new organizational forms that respond to the needs of the external environment (mutations in biology) SLIDES ONLY – Agency theory (9-13): The relationship between Shareholders and Managers is dominated by this question, How can the Agent shareholder/owner make sure that the managers are acting in their best interest? – Transaction cost theory (21-25): The inclusion of all costs are considered when  making  a  decision  and not just the  market prices. CHAPTER SIX – DESIGNING ORGANIZATIONS FOR THE INTERNATIONAL ENVIRONMENT Consortia: groups of firms that venture into new products and technologies – Domestic stage: first stage of international development in which a company is domestically orientated while managers are aware of the global environment – Economies of scale: achieving lower costs through large volume production, often made possible by global expansion – Economies of scope: achieving economies by having a presence in many product lines, technologies or geographic areas – Factors of production: supplies necessary for production e. g. raw materials, land, labor – Global companies: no longer thinks of itself as having a home country â⠂¬â€œ Global geographic structure: an organization divides its operation into world regions, each of which reports to the CEO – Global matrix structure: A horizontal linkage in an international organization in which both product and geographical structures are implemented simultaneously to achieve a balance between standardization and globalization. – Global product structure: product divisions take responsibility for global operations in their specific product areas –Global stage: stage in international development in which the company transcends any one country – Global teams: work groups comprising MNC members whose activities span in different countries (transnational teams) – Globalization strategy: standardization of product design and advertising strategy throughout the world – International division: equal in status to other major departments within the company and has its own hierarchy to handle business in various countries  œ International stage: 2nd stage of international development where company takes exports seriously and is multidomestic – Joint venture: separate entity of sharing developments and production costs and penetrating into a new market between two or more firms – Multidomestic: company that responds to local customers and competition in each country independent of other countries – Multidomestic strategy: competition in each country is handled independently of competition in other countries – Multinational stage: stage of international development where a company has marketing and production facilities in many countries and more than one third of its sales outside its home country – Power distance: level of inequality people are willing to accept within an organization – Standardization: all branches of the company at all locations operate in the same way – Transnational model: horizontal organization with multiple centers, subsidiary ma nagers who initiate strategy and innovations for the company as a whole, and unit and coordination achieved through corporate culture and shared vision and values – Uncertainty avoidance: level of tolerance for and comfort within, uncertainty and individualism within a culture SLIDES ONLY – Core competency (5,6) – Diversification (7-11) PART FOUR: INTERNAL DESIGN ELEMENTS CHAPTER SEVEN – MANUFACTURING AND SERVICE TECHNOLOGIES Analyzability: a dimension of technology in which work activities can be reduced to mechanical steps and participants can follow an objective, computational procedure to solve problems – Continuous process production: completely mechanized manufacturing process with no sorting or stopping – Core technology: work process directly related to the organization mission – Craft technology: technology used for stable stream of activities where the conversion process is not well understood or analyzable – Engineer ing technologies: technology used when there is a substantial variety in the tasks performed, but activities are handled on the basis of established formulas, procedures, and techniques – Flexible manufacturing systems: using computers to link manufacturing components e. g. obots, machines, product design and engineering analysis to enable fast switching from one product to another – Intensive technologies: variety of products or services provided in combination to a client – Interdependence: the extent to which departments depend on each other for resources or materials to accomplish their tasks – Job design: the assignment of goals and tasks to be completed my employees – Job enlargement: the designing of jobs to expand the number of different tasks performed by an employee – Job enrichment: the designing of jobs to increase responsibility, recognition and opportunities for growth and achievement – Job rotation: moving employees fro m job to job to give them a greater variety of tasks and alleviate boredom – Job simplification: the reduction of the number and difficulty of tasks performed by a single person – Joint optimization: the goal of the sociotechnical system approach, which states that organization will function best only if its social and technical systems are designed to fit the needs of each other – Large-batch production: manufacturing process with long production runs of standardized parts – Lean manufacturing: uses highly trained employees at every stage of the production process who take painstaking approach to details and continuous problem solving to cut waste and improve quality – Long-linked technology: the combination, within one organization, of successive stages of production, with each stage using as its inputs the production of the preceding stage – Mass customization: the use of computer integrated systems and flexible work processes to enable c ompanies to mass produce a variety of products or services designed to exact customer specification – Meditating technology: the provision of products or services that mediate or link clients from the external environment and allow each department to work independently – Noncore technology: a department work process that is important to the organization but is not directly related to the central mission – Nonroutine technologies: there is high tasks variety and the conversion process is not analyzable or well understood – Pooled interdependence: the lowest form of interdependence among departments in which work does not flow between units – Reciprocal interdependence: the highest level of interdependence in which the output of one operation is the input of the second, and then the output of the second operation is the input of the first. Routine technologies: technology that’s characterized by little task variety and the use of objective, co mputational procedures – Sequential interdependence: serial form of interdependence in which the output of one operation becomes the input of another operation – Service technology: characterized by simultaneous production and consumption, customized output, customer participation, intangible output and being labour intensive – Small-batch production: manufacturing process, often custom work that is not highly mechanized and relies heavily on the human operation – Sociotechnical systems approach: combines the needs of people with the need for technical efficiency – Task variety: the frequency of unexpected and novel events that occur in the conversion process – Technical complexity: the extent of mechanization in the manufacturing process Technology: tools, techniques and actions used to transform organizational inputs into outputs SLIDES ONLY – History of commercial technology (7) – Historical context of technology – Wo odward, Perrow, and Thompson (10-30) CHAPTER NINE – ORGANIZATIONAL SIZE, LIFE CYCLE, AND DECLINE bureaucracy| An organizational framework marked by rules and procedures, specialization and division of labour, hierarchy of authority, technically qualified personnel, separation of position and person, and written communications and records (p. 30)| bureaucratic control| The use of rules, policies, hierarchy of authority, written documentation, standardization, and other bureaucratic mechanisms to standardize behaviour and assess performance (p. 336)| centralization| Level of hierarchy with authority to make decisions (p. 332)| charismatic authority| Based in devotion to the exemplary character or heroism of an individual and the order defined by him or her (p. 337)| clan control| The use of social characteristics, such as culture, shared values, commitments, traditions, and beliefs, to control behaviour (p. 338)| collectivity stage| The life-cycle phase in which an organization has strong leadership and begins to develop clear goals and direction (p. 24)| downsizing| Intentionally reducing the size of a company’s workforce by laying off employees (p. 343)| elaboration stage| The organizational life-cycle phase in which the red-tape crisis is resolved through the development of a new sense of teamwork and collaboration (p. 326)| entrepreneurial stage| The life-cycle phase in which an organization is born and its emphasis is on creating a product and surviving in the marketplace (p. 324)| Formalization| The degree to which an organization has rules, procedures, and written documentation (p. 332)| formalization stage| The phase in an organization’s life cycle involving the installation and use of rules, procedures, and control systems (p. 26)| incident command sytem| Developed to maintain the efficiency and control benefits of bureaucracy yet prevent the problems of slow response to crises (p. 334)| life cycle| A perspective on organizational g rowth and change that suggests that organizations are born, grow older, and eventually die (p. 323)| market control| A situation that occurs when price competition is used to evaluate the output and productivity of an organization (p. 337)| organizational decline| A condition in which a substantial, absolute decrease in an organization’s resource base occurs over a period of time (p. 340)| personnel ratios| The proportions of administrative, clerical, and professional support staff (p. 32)| rational-legal authority| Based on employees’ belief in the legality of rules and the right of those in authority to issue commands (p. 337)| self-control| A person’s values are brought into line with the organization’s values to control behaviour (p. 339)| traditional authority| Based in the belief in traditions and the legitimacy of the status of people exercising authority through those traditions| SLIDES ONLY – Organizational birth and early life (4,5) †“ Nandy’s Model (6-9) – Genier’s Model (10, 11,18,19) PART FIVE: MANAGING DYNAMIC PROCESSES CHAPTER TEN – ORGANIZATIONAL CULTURE AND ETHICAL VALUES adaptability culture| A culture characterized by strategic focus on the external environment through flexibility and change to meet customer needs (p. 60)| bureaucratic culture| A culture that has an internal focus and a consistency orientation for a stable environment (p. 363)| chief ethics officer| High-level executive who oversees all aspects of ethics, including establishing and broadly communicating ethical standards, setting up ethics training programs, supervising the investigation of ethical problems, and advising managers in the ethical aspects of decisions (p. 379)| clan culture| A culture that focuses primarily on the involvement and participation of the organization’s members and on rapidly changing expectations from the external environment (p. 362)| code of ethics| A formal statement of the company’s values concerning ethics and social responsibility (p. 80)| culture| The set of values, guiding beliefs, understandings, and ways of thinking that are shared by members of an organization and are taught to new members as correct (p. 356)| culture strength| The degree of agreement among members of an organization about the importance of specific values (p. 364)| ethical dilemma| When each alternative choice or behaviour seems undesirable because of a potentially negative ethical consequence (p. 372)| ethics| The code of moral principles and values that governs the behaviour of a person or group with respect to what is right or wrong (p. 369)| ethics committee| A group of executives appointed to oversee company ethics (p. 378)| ethics hotline| A telephone number that employees can call to seek guidance and to report questionable behaviour (p. 79)| external adaptation| The manner in which an organization meets goals and deals with outsiders (p. 357)| heroes| Organi zational members who serve as models or ideals for serving cultural norms and values (p. 359)| internal integration| A state in which organization members develop a collective identity and know how to work together effectively (p. 357)| language| Slogans, sayings, metaphors, or other expressions that convey a special meaning to employees (p. 359)| legends| Stories of events based in history that may have been embellished with fictional details (p. 359)| managerial ethics| Principles that guide the decisions and behaviours of managers with regard to whether they are morally right or wrong (p. 72)| mission culture| A culture that places emphasis on a clear vision of the organization’s purpose and on the achievement of specific goals (p. 361)| myths| Stories that are consistent with the values and beliefs of the organization but are not supported by facts (p. 359)| rites and ceremonies| The elaborate, planned activities that make up a special event and often are conducted for th e benefit of an audience (p. 357)| rule of law| That which arises from a set of codified principles and regulations that describe how people are required to act, are generally accepted in society, and are enforceable in the courts (p. 371)| social audit| Measures and reports the ethical, social, and environmental impact of an organization’s operations (p. 83)| social capital| The quality of interactions among people, affected by whether they share a common perspective (p. 355)| social responsibility| Management’s obligation to make choices and take action so that the organization contributes to the welfare and interest of society as well as itself (p. 372)| stories| Narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization (p. 359)| subcultures| Cultures that develop within an organization to reflect the common problems, goals, and experiences that members of a team, departme nt, or other unit share (p. 365)| symbol| Something that represents another thing (p. 59)| values-based leadership| A relationship between a leader and followers that is based on strongly shared values that are advocated and acted upon by the leader (p. 377)| whistle-blowing| Employee disclosure of illegal, immoral, or illegitimate practices on the part of the organization’s officers and employees| SLIDES ONLY – Deal and Kennedy – Popular Typology of Organizational Culture (12,13) – Utilitarian ethics model (27) – Moral rights ethics model (28) – Justice ethics model (29) – Forces acting on manager’s ethics moment (30) CHAPTER ELEVEN – INNOVATION AND CHANGE ambidextrous approach| A characteristic of an organization that can behave in both an organic and a mechanistic way (p. 402)| change process| The way in which planned changes occur in an organization (p. 99)| creative departments| Organizational departments that initi ate change, such as research and development, engineering, design, and systems analysis (p. 403)| creativity| The generation of novel ideas that may meet perceived needs or respond to opportunities (p. 399)| culture changes| Changes in the values, attitudes, expectations, beliefs, abilities, and behaviour of employees (p. 397)| dual-core approach| An organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change (p. 411)| horizontal coordination model| A model of the three components of organizational design needed to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkages (p. 07)| idea champions| Organizational members who provide the time and energy to make things happen; sometimes called advocates, intrapreneurs, and change agents (p. 404)| idea incubator| Safe harbour where ideas from employees throughout the organization can be develop ed without interference from bureaucracy or politics (p. 403)| incremental change| A series of continual progressions that maintains an organization’s general equilibrium and often affects only one organizational part (p. 394)| large group intervention| An approach that brings together participants from all parts of the organization (and may include outside stakeholders as well) to discuss problems or opportunities and plan for change (p. 15)| management champion| A manager who acts as a supporter and sponsor of a technical champion to shield and promote an idea within the organization (p. 405)| new-venture fund| A fund that provides financial resources to employees to develop new ideas, products, or businesses (p. 404)| organization development| A behavioural science field devoted to improving performance through trust, open confrontation of problems, employee empowerment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential (p. 415)| organizational change| The adoption of a new idea or behaviour by an organization (p. 98)| organizational innovation| The adoption of an idea or behaviour that is new to an organization’s industry, market, or general environment (p. 398)| product and service changes| Changes in an organization’s product or service outputs (p. 396)| radical change| A breaking of the frame of reference for an organization, often creating a new equilibrium because the entire organization is transformed (p. 394)| skunkworks| Separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business (p. 404)| strategy and structure changes| Changes in the administrative domain of an organization, including structure, policies, reward systems, labour relations, coordination devices, anagement information control systems, and accounting and budgeting (p. 396)| switching structures| An organization creates an organic structur e when such a structure is needed for the initiation of new ideas (p. 403)| team building| Activities that promote the idea that people who work together can work together as a team (p. 416)| technical champion| A person who generates or adopts and develops an idea for a technological innovation and is devoted to it, even to the extent of risking position or prestige; also called product champion (p. 405)| technology changes| Changes in an organization’s production process, including its knowledge and skills base, that enable distinctive competence (p. 97)| time-based competition| Delivering products and services faster than competitors, giving companies a competitive edge (p. 409)| venture teams| A technique to foster creativity within organizations in which a small team is set up as its own company to pursue innovations  | SLIDES ONLY – Four P’s (10) – Leavitt’s diamond (11) – Triggers for change (12) – Forces against change (13) – Lewin’s three step change management (14) – Change management five action steps (15-24) CHAPTER TWLEVE – DECISION MAKING PROCESSES bounded rationality perspective| How decisions are made when time is limited, a large number of internal and external factors affect a decision, and the problem is ill-defined (p. 34)| Carnegie model| Organizational decision making involving many managers and a final choice based on a coalition among those managers (p. 445)| coalition| An alliance among several managers who agree through bargaining about organizational goals and problem priorities (p. 445)| contingency decision-making framework| A perspective that brings together the two organizational dimensions of problem consensus and technical knowledge about solutions (p. 458)| decision learning| A process of recognizing and admitting mistakes that allows managers and organizations to acquire the experience and knowledge to perform more effectively in the future (p. 62) | escalating commitment| Persisting in a course of action when it is failing; occurs because managers block or distort negative information and because consistency and persistence are valued in contemporary society (p. 463)| garbage can model| Model that describes the pattern or flow of multiple decisions within an organization (p. 453)| high-velocity environments| Industries in which competitive and technological change is so extreme that market data are either unavailable or obsolete, strategic windows open and shut quickly, and the cost of a decision error is company failure (p. 461)| imitation| The adoption of a decision tried elsewhere in the hope that it will work in the present situation (p. 60)| incremental decision process model| A model that describes the structured sequence of activities undertaken from the discovery of a problem to its solution (p. 447)| inspiration| An innovative, creative solution that is not reached by logical means (p. 460)| intuitive decision making | The use of experience and judgment, rather than sequential logic or explicit reasoning, to solve a problem (p. 439)| management science approach| Organizational decision making that is the analog to the rational approach by individual managers (p. 443)| nonprogrammed decisions| Novel and poorly defined, these are made when no procedure exists for solving the problem (p. 433)| organizational decision making| The organizational process of identifying and solving problems (p. 33)| organized anarchy| Extremely organic organizations characterized by highly uncertain conditions (p. 453)| point–counterpoint| A decision-making technique that divides decision makers into two groups and assigns them different, often competing, responsibilities (p. 462)| problem consensus| The agreement among managers about the nature of problems or opportunities and about which goals and outcomes to pursue (p. 457)| problem identification| The decision-making stage in which information about environm ental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings (p. 33)| problem solution| The decision-making stage in which alternative courses of action are considered and one alternative is selected and implemented (p. 433)| problemistic search| When managers look around in the immediate environment for a solution to resolve a problem quickly (p. 446)| programmed decisions| Repetitive and well-defined procedures that exist for resolving problems (p. 433)| rational approach| A process of decision making that stresses the need for systematic analysis of a problem followed by choice and implementation in a logical sequence (p. 434)| satisficing| The acceptance by organizations of a satisfactory rather than a maximum level of performance (p. 46)| technical knowledge| Understanding and agreement about how to solve problems and reach organizational goals (p. 458)| – Organizational Learning: Single and Double -Loop Learning (Slide only) CHAPTER THIRTEEN – CONFLICT, POWER, AND POLITICS authority| A force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships (p. 481)| centrality| A trait of a department whose role is in the primary activity of an organization (p. 488)| collective bargaining| The negotiation of an agreement between management and workers (p. 498)| competition| Rivalry between groups in the pursuit of a common prize (p. 75)| confrontation| A situation in which parties in conflict directly engage one another and try to work out their differences (p. 498)| coping with uncertainty| A source of power for a department that reduces uncertainty for other departments by obtaining prior information, prevention, and absorption (p. 489)| decision premises| Constraining frames of reference and guidelines placed by top managers on decisions made at lower levels (p. 483)| dependency| One aspect of horizontal power: when one department is dependent on another, the latter is in a position of greater power (p. 487)| domains of political activity| Areas in which politics plays a role.Three domains in organizations are structural change, management succession, and resource allocation (p. 491)| financial resources| Control over money is an important source of power within an organization (p. 488)| intergroup conflict| Behaviour that occurs between organizational groups when participants identify with one group and perceive that other groups may block their group’s goal achievements or expectations (p. 475)| labour-management teams| Teams designed to increase worker participation and to provide a cooperative model for addressing union–management issues (p. 498)| negotiation| The bargaining process that often occurs during confrontation and enables the parties to systematically reach a solution (p. 98)| network centrality| Top managers increase their power by locating themselves centrally in an organizatio n and surrounding themselves with loyal subordinates (p. 484)| nonsubstitutability| A trait of a department whose function cannot be performed by other readily available resources (p. 489)| organizational politics| Activities to acquire, develop, and use power and other resources to obtain a preferred outcome when there is uncertainty or disagreement about choices (p. 490)| political model| A definition of an organization as being made up of groups that have separate interests, goals, and values in which power and influence are needed to reach decisions (p. 79)| political tactics for using power| These include building coalitions, expanding networks, controlling decision premises, enhancing legitimacy and expertise, and making a direct appeal (p. 494)| power| The ability of one person or department in an organization to influence others to bring about desired outcomes (p. 480)| power sources| There are five sources of horizontal power in organizations: dependency, financial resource s, centrality, nonsubstitutability, and the ability to cope with uncertainty (p. 487)| rational model| A description of an organization characterized by a rational approach to decision making, extensive and reliable information systems, central power, a norm of optimization, uniform values across groups, little conflict, and an efficiency orientation (p. 79)| sources of intergroup conflict| Factors that generate conflict, including goal incompatibility, differentiation, task interdependence, and limited resources (p. 476)| strategic contingencies| Events and activities inside and outside an organization that are essential for attaining organizational goals (p. 486)| tactics for enhancing collaboration| Techniques such as integration devices, confrontation and negotiation, intergroup consultation, member rotation, and shared mission and superordinate goals that enable groups to overcome differences and work together (p. 497)| tactics for increasing power| These include entering areas of high uncertainty, creating dependencies, providing resources, and satisfying strategic contingencies  |

Campaign Finance Reform and the Necessity of Democracy Essay

Campaign Finance Reform and the Necessity of Democracy One of the major notions of the American system of government is that it is a government by the people, for the people. The system is supposed to take into account the opinions and desires off all those who fall under its jurisdiction. This is said to be accomplished by a representative democracy, where citizens elect one of there own to speak for the group (Hastings, 04). Therefore, it is reasonable to infer that any eligible man or woman, under constitutional mandate, should be able to run for and win any office in the American government with no unfair advantages given to one candidate over another. This ideal still exists, but in today ¡Ã‚ ¦s modern society, only in†¦show more content†¦Presidential candidates who agree to abide by spending limits qualify for matching funds during the primary season, and primary winners are given funds for their general campaigns. 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