A Democratic Society, Governmental Entities Enact Laws,...

In a democratic society, governmental entities enact laws, design policies, and allocate resources. Bredenoord and van Lindert (2010); Ludwig et al. (2011), and Campbell (2012) pointed out that many policies are designed to help the poor; some are drafted to protect the environment, while others are designed to protect the defenseless and ensure social justice, freedom of speech, and civil liberty. Liable governments often arbitrate in regulating and deregulating government agencies and other capitalistic industries so that people are able to acquire vital products and services such as basic healthcare, shelter, water, heat, and clothing. By doing so, governments seem to uphold its responsibilities for developing policies and socioeconomic programs to protect their citizens from poverty (Ulriksen Plagerson, 2014; Bowman Kearney, 2012; Straehle, 2012; Karnani, 2011; Amsden, 2010; Smeeding Waldfogel, 2010; Dolgoff Feldstein, 2009; Albareda et al., 2008; United Nations Development Program, 2009). Public policy is incorporated in a body of basic principles or established precedents according to legislative acts, and judicial decisions by which states or other organizations approve to be governed (Scheingold, 2010; Schuster, 2009). It is the courses of action, regulatory measures, laws, and funding priorities concerning a given issue identified by a governmental entity or its representatives (Oleszek, 2013; Kraft Furlong, 2012; Chun Cho, 2012; Post Preston,Show MoreRelatedArticle II: Declaration of Principles and State Policies16349 Words   |  66 PagesPRINCIPLES AND STATE POLICIES Declaration of Principles and State Policies = statement of the basic ideological principles and policies that underlie the Constitution. The provisions shed light on the meaning of the other provisions of the Constitution and they are a guide for all departments of the government in the implementation of the Constitution. †¢Principles = binding rules which must be observed in the conduct of government (1-6) Not all 6 principles are self-executory †¢Policies = guidelines forRead MoreRacism and Ethnic Discrimination44667 Words   |  179 PagesNorth 4.2.2 English colonization in the Caribbean Coast region 4.2.3 The Liberal policy in the Caribbean Coast: internal colonization 4.2.4 Afro-descendent communities in Nicaragua 4.2.5 Colonization through development models on Indigenous land 4.2.6 The autonomy process in the Caribbean Coast 4.2.6.1 Development of a normative juridical framework 4.2.6.2 Advances in the establishment of public policies and structural transformations of the State 4.2.6.3 Construction of interculturalRead MoreCorporation (Fisch) Outline Penn Law Essay62808 Words   |  252 PagesOther Concepts 2 B.) Agency and Partnership Law 2 II.) INTRODUCTION TO THE CORPORATE FORM 16 A.) Formation and Structure 16 B.) Debt, Equity, and Valuation 22 III.) CONTROL OF CORPORATE DECISIONS 32 A.) The Role of the Shareholder 32 B.) Management Obligations 50 1.) Duty of Care 51 2.) Duty of Loyalty 56 3.) Duty of Fairness: Parent-Subsidiary Relationships 63 4.) Duty of Good Faith 64 5.) Management Obligations Under Federal Securities Laws 67 C.) Shareholder Litigation 76 IV.)Read MoreI Love Reading Essay69689 Words   |  279 PagesEarly Stage Finance Education, Innovation and Entrepreneurship Business Environment for Entrepreneurship Conclusion: Encouraging Entrepreneurship List of Stakeholders and Details of Entrepreneurs Surveyed Entrepreneurship Proï ¬ les Methodology List of Resources Glossary vii viii 1 9 21 29 49 71 89 97 105 163 165 169 Annexure II : Annexure III : Annexure IV : Annexure V : Table of Contents iii List of Figures Figure 1.1 : Figure 1.2 : Figure 2.1 : Figure 2.2 : Figure 2.3 : Figure 2.4 : FigureRead MoreManaging Information Technology (7th Edition)239873 Words   |  960 PagesDecision CASE STUDY IV-4 IT Infrastructure Outsourcing at Schaeffer (B): Managing the Contract CASE STUDY IV-5 Systems Support for a New Baxter Manufacturing Company Plant in Mexico CASE STUDY IV-6 The Challenges of Local System Design for Multinationals: The MaxFli Sales Force Automation System at BAT CASE STUDY IV-7 Meridian Hospital Systems, Inc.: Deciding Which IT Company to Join CASE STUDY IV-8 Mary Morrison’s Ethical Issue Seventh Edition Managing Information Read MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesmany start-up companies and in major segments of established firms dissipated many entrepreneurial efforts and the large sums of money that were spent to create organizations that never earned a profit and were often hugely unsuccessful as business entities. However, this enormous cost to some companies also created beneficial impacts for many other companies in dealing with these fundamental wide-ranging issues. These beneficial impacts had an enormous effect in galvanizing fundamental business innovation

Managing and Developing People Team Working and Management Styles Free Essays

string(36) " that the majority of pupils at St\." Unit 9: MANAGING AND DEVELOPING PEOPLE Task 2: TEAM WORKING AND MANAGEMENT STYLES Introduction As part of my unit 9, managing and developing people, I will be discussing and assessing the management styles and team work of a recent event I have been involved in. The event that I have chosen to base my assessment on is the Christmas disco. I have selected the Christmas disco as it was a recent event I have been involved in, where as a team we planned, organised and ran the event. We will write a custom essay sample on Managing and Developing People: Team Working and Management Styles or any similar topic only for you Order Now By using this event, I am able to gather in depth data and draw on my own personal experiences. Team’s task The team’s task was to plan and organise and event that would be feasible within the school. The event held must make a profit, which would then be donated to a chosen charity. The event must be suitable for a school and its pupils. For this task, each member of the team was assigned and allocated a job role with each member having individual responsibilities. Team work in this assignment was vital in the organisation of the event as we not only needed to ensure that the event was successful, and that we provided and enjoyable experience for the pupils, but also we needed to make sure that we communicated well within the organisation. In order to ensure the event was a success, we also needed to work well with each other, which would create an enjoyable atmosphere for those attending the event. Brainstorm It was important for us to decide on the choice of event at an early stage, which would allow us to have plenty of time to research and organise before the event was staged. As a team we thought of a number of suggestions for an event that was feasible. After we had thought of the basic ideas we discussed each idea. This was important as we had to be sure there were good enough reasons for holding the event and that there wouldn’t be too many constraints during organisation process. Disco This type of event can cater for the whole school, which in theory could probably raise the most money. A disco can be held in the school hall as it is big enough, meaning that we don’t have to hire a venue which would be quite expensive. This event can be carried out any time of year and will not be dependent on the weather as the event will be held indoors. As well as selling tickets to the pupils to raise money, we can also sell snacks and drinks to increase the profits. We can also hold competitions for the pupils, and include the teachers in the entertainment. However for this type of event we will need extra staff to monitor the behaviour of the pupils at the disco. There will also be various health safety procedures that will need to be followed, which is crucial to get right. Another issue is that it may be quite chaotic when the pupils are arriving at the hall and trying to take pupils tickets. This will have to be controlled and may need to stagger classes to avoid crowding at the doors. Also it may be quite expensive to hire a DJ and we may find it hard to cater for everyone’s music tastes. For this type of event there will need to be contingency plan put in place, encase we run out of snacks or drinks. Prom Prom is a very popular and enjoyable event that all involved look forward to. As this is an enjoyable event there will staff who want to attend and able to monitor the pupils. Also for this type of event we would be able to charge more for the tickets as it would be an exclusive event for the pupils. However, this event will only be available for year 11 pupils which would mean that we will not make as much money as the other events. We will also have a problem with the venue for the event. Prom is usually held at a different location, which could prove expensive or the usual venue may not want the pupils there. As it is only year 11 at this event, there is a chance that they may bring alcohol, or manage to get hold of alcohol at the venue as there is a bar. Teachers will have to attend the event to ensure that pupils do not misbehaviour at the prom. This type of event needs a lot of organising and will prove to be quite stressful and confusing. Fete For this type of event, we have the facilities available to us to hold the event, as we have a large school yard. As the event will be held on school ground there will be staff available to monitor the event and the pupil’s behaviour. We can easily make profit from selling confectionary. Also health safety procedures can be monitored as all facilities needed are easily available through the schools caretaker. However, as this type of event will be held outside it will depend on the weather. There is a risk that we may not make money. We cannot ticket the event as it will be held on the school yard, which cannot be cordoned off and is too large an area. Also if nothing is sold at the fete we will not make any profit. Conclusion After we had looked at the reasons for and against organising each type of event, we decided that the most feasible event for us to hold would be the school disco due to the fact that business studies in previous years held one every year, and it was a successful event, with the majority of pupils attending. From this it showed us that it was an event that the majority of pupils at St. You read "Managing and Developing People: Team Working and Management Styles" in category "Papers" Albans enjoyed. Another reason for holding the school disco, is because we already had the facilities available and we would not have to spend money on initial equipment. We decided to organise the event around Christmas time, so we would be able to set up the Christmas disco for the years 7-11. We then created a name and logo for our chosen event. During a meeting, as a team we came up with a few suggestions and suitable logo ideas. The name and logo needed to symbolise and reflect the type of event we were going to organise. As a group we discussed all ideas and voted on a final logo design and name. We decided on the name ‘iDisco’ as it reflects what type of event we were organising and we feel plays on the idea of the well known mp3 product, iPod, as this is a musical product and music is the main feature of our event. As a team we believed that the name was different, simple and unique. Our logo is a combination of ideas. We wanted a logo that was simple but reflected our business. We agreed that our logo was eye catching and symbolised our business well. Teamwork Team working is relevant to all industries, from manufacturing to the service sector, and it is very useful in small businesses. Team working involves working cooperatively and making use of individual strengths within a group to achieve a common goal. Teams can be based around a particular product or be part of a process or service. They often cut across organisations’ structural and functional divides and it is to an employer’s advantage to try to recruit staff who works well in a team. Working in a team has many benefits and can give employees: * Exposure to a variety of tasks using several skills Autonomy in deciding the order or pace of work * Identity, as the task forms a whole job or a large part of the whole job * Responsibility, so team members are accountable to each other for what is produced * Valuable feedback on their work * Social contact and an opportunity to interact with colleagues * Balanced workload, as team members can help each other to even out pe aks and troughs in their work * Clarity on their roles so the team can deal quickly with any problem of ‘who does what’ * Achievement and satisfaction with a job well done Development opportunities, such as improving interpersonal or leadership skills There is no strict rule on the size of a team, but most successful teams have six to 15 members. If it is any larger, the team tends to split into sub-groups. Advantages of Teamwork Team working can increase product quality, encourage product innovation and make team members more autonomous and accountable. The varying skills of team members can better support the introduction of new technology and teams are often able to adapt to differing customer expectations. It can also boost employee morale, motivation, commitment and encourage employees to work collaboratively and share their skills and knowledge. As well as improving productivity, team working can maximise team members’ strengths, improve delegation and reduce some levels of management. Teamwork is often introduced when costs are being cut and the workforce is being reduced, for example because of redundancies in a recession. For more information see our guides on reorganisations, restructurings and other major changes and making an employee redundant. Features of the team From the start of any enterprise, it is important that all the participants are allocated clear responsibilities for various aspects of the operation. These roles do not have to be set in stone for the whole life of the project, but can be changed around so that everyone gets experience of more than one area of responsibility. There needs to be someone who is clearly in charge, someone who chairs meetings, has the final say on decisions and to whom all the other members involved in the event. Someone must also be allocated responsibility for the role of secretary – the really important role of keeping a record of all meetings, setting agendas and communicating between all members of the enterprise. Finance is also an important area of responsibility that must be clearly allocated and managed meticulously from the outset. Other areas of responsibility might include market research, sales, publicity, logistics (booking the venue, checking electricity supplies, checking the availability of equipment and organising the post-event clear-up), catering and any other areas that are key to the event’s success. If a role is particularly large or an area of high risk such as finance then more than one person may wish to take on the role so that the area is always covered even if one member is unable to make a key team meeting or take care of an activity. Within each role, there ought to be a clear set of responsibilities. The team member carrying out that role should be set objectives and targets. There should also be regular opportunities for team members to reflect on how well they are meeting their individual targets and how they can improve their performance. Individual roles Managing Director – Aron Roden A Managing Director is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary. For many people, this is their first step into a management career. Managers may direct workers directly or they may direct several supervisors who direct the workers. The manager must be familiar with the work of all the groups he/she supervises, but does not need to be the best in any or all of the areas. It is more important for the manager to know how to manage the workers than to know how to do their work well. Sales Manager – Christie Watkins Irrespective of the kind of business being carried out, an effective and efficient sales manager is required for higher sales values and ultimately higher profits. Be it the food industry, control panel accessories, cosmetic, automobile or even insurance industry, they all depend on the efficiency of their sales managers as they form the face of the company and are the ones dealing with the final consumer. This is why this position holds a very important place and is a crucial one for the future of the company. However, what exactly does the job description for sales manager entail. * Setting Objectives * Planning and Organizing * Overseeing Sales Team * Inventory Control Production Manager – Dominic Rowles The term â€Å"production†, is mostly linked to engineering industries and factories, and production managers are related to the management, co-ordination, planning and successful execution of the production plan, so that productivity of the firm increases and production targets are met in time. No doubt that production manager’s are key people who have the responsibility of overseeing the production process, managing the budget, ensuring the supply of raw materials and monitoring the quality of the products. Production managers can decide about the purchase of the equipments and the instruments for a firm, if they’re need replacement. A production manager is involved in all the stages of production. Be it the pre-planning stage or the stage of production control and evaluation of the plans. Legal Officer – Jason Roynon Legal officers fulfil an important duty of viewing, interpreting and deciphering legal documents. Legal officer’s work within government legal departments, as counsels for corporations, and within profit and non-profit organisations. Legal officers are tasked with reading legal jargon and providing advice to the company they work for on a course of action in legal cases. In some instances, they handle court cases on behalf of their employer. They oversee real estate purchases, compliance with tax laws and state regulations, draw up contracts, and in some cases oversee company budgets and projects. Finance Manager – Wing Hong Lau A financial manager is responsible for providing financial advice and support to clients and colleagues to enable them to make sound business decisions. Financial considerations are at the root of all major business decisions. Clear budgetary planning is essential for future planning, both short and long term, and companies need to know the financial implications of any decision before proceeding. In addition, care must be taken to ensure that financial practices are in line with all statutory legislation and regulations. Secretary – Sophie Price A secretary or administrator provides both clerical and administrative support to professionals, either as part of a team or individually. The role plays a vital part in the administration and smooth-running of businesses throughout industry. Secretaries/administrators are involved with the co-ordination and implementation of office procedures and frequently have responsibility for specific projects and tasks and, in some cases, oversee and supervise the work of junior staff. Human Resources Manager – Jordan Meaney Human resource management is concerned with the development of both individuals and the organization in which they operate. HRM, then, is engaged not only in securing and developing the talents of individual workers, but also in implementing programs that enhance communication and cooperation between those individual workers in order to nurture organizational development. HRM consists, often with the help of other company areas, the nature and responsibilities of various employment positions. This can encompass determination of the skills and experiences necessary to adequately perform in a position, identification of job and industry trends, and anticipation of future employment levels and skill requirements. Staffing is the actual process of managing the flow of personnel into, within (through transfers and promotions), and out of an organization. Once the recruiting part of the staffing process has been completed, selection is accomplished through job postings, interviews, reference checks, testing, and other tools. Marketing Manager – Joe Norris Marketing executives are involved in developing marketing campaigns that promote a product, service or idea. The role includes planning, advertising, public relations, organising events, product development, distribution, sponsorship and research. The work is often challenging, varied and exciting. The responsibilities of a marketing executive will vary, depending on the size of the organisation and sector, and whether the focus is on selling a product or service or raising awareness of an issue that affects the public. Why the needs of individuals and teams conflict Sometimes the individual needs and motivating factors of employees may conflict with the needs and aims of the business. For example, in a small business there maybe few opportunities for promotion. There will be therefore be little incentive for people whose main motivation is career development. However, if the business can provide valuable experience and skill development, perhaps through job rotation, then working for that business might be seen as an important step in a career. Conflict may also arise when employees look for higher salaries and wages. Labour is often one of the largest costs of a business. If a business is trying to reduce expenditure, it may keep increases in salaries and wages to a minimum, which can have an adverse effect on employees’ motivation. Management Theorists In practise, management styles do not always fit neatly into the tree categories of autocratic, democratic or laissez-faire. There have been many other attempts to characterise different management styles and to offer advice to managers on how they can adapt their approach to get the best from their staff. Rensis Likert (1903 – 1981) Dr Rensis Likert has studied human behaviour within many organisations. After extensive research, Dr. Rensis Likert concluded that there are four systems of management. According to Likert, the efficiency of an organisation or its departments is influenced by their system of management. Likert categorised his four management systems as follows; Exploitive authoritative – system 1 In this type of management system the job of employees/subordinates is to abide by the decisions made by managers and those with a higher status than them in the organisation. The subordinates do not participate in the decision making. The organisation is concerned simply about completing the work. The organisation will use fear and threats to make sure employees complete the work set. There is no teamwork involved. Benevolent authoritative – system 2 Just as in an exploitive authoritative system, decisions are made by those at the top of the organisation and management. However employees are motivated through rewards (for their contribution) rather than fear and threats. Information may flow from subordinates to managers but it is restricted to â€Å"what management want to hear†. Consultative – system 3 In this type of management system, subordinates are motivated by rewards and a degree of involvement in the decision making process. Management will constructively use their subordinates ideas and opinions. However involvement is incomplete and major decisions are still made by senior management. There is a greater flow of information (than in a benevolent authoritative system) from subordinates to management. Although the information from subordinate to manager is incomplete and euphemistic. Participative – system 4 Management have complete confidence in their subordinates/employees. There is lots of communication and subordinates are fully involved in the decision making process. Subordinates comfortably express opinions and there is lots of teamwork. Teams are linked together by people, who are members of more than one team. Likert calls people in more than one group â€Å"linking pins†. Employees throughout the organisation feel responsible for achieving the organisation’s objectives. This responsibility is motivational especially as subordinates are offered economic rewards for achieving organisational goals which they have participated in setting. Likert’s Ideal System Likert believes that if an organisation is to achieve optimum effectiveness then the â€Å"ideal† system to adopt is Participative. Meredith Belbin (1926 -) In the 1970s, Dr Meredith Belbin and his research team at Henley Management College set about observing teams, with a view to finding out where and how these differences come about. They wanted to control the dynamics of teams to discover if – and how – problems could be pre-empted and avoided. As the research progressed, the research revealed that the difference between success and failure for a team was not dependent on factors such as intellect, but more on behaviour. The research team began to identify separate clusters of behaviour, each of which formed distinct team contributions or â€Å"Team Roles†. The co-ordinator. Any group needs a leader, an overall chairperson who can co-ordinate the efforts of all members in the team. This role calls for someone who is an effective and well disciplined organiser. The co-ordinator must be able to communictae well with others, to focus their minds and efforts on the objectives of the group as well as the job in hand. They must be able to work with and through other group members. In formal project and work teams, the co-ordinator is often appointed before a team is formed, although in informal groups a leader or co-ordinator is likely to quickly emerge. The shaper. In many ways, the shaper acts as the co-ordinator’s second-in-command, and will often take charge in their absence. The shaper can be the catalyst who turns plans or ideas into action. The role of shaper suits someone with an outgoing and dominant personality, ideally a person who is committed to the successful performance of the group and enthusiastic about the task. The plant. The innovator of the group, the plant tends to be intelligent and imaginative. It is the plant who comes up with original ideas, suggestions and proposals. Often the role of plant suits a more introverted personality who needs to be encouraged in order to contribute fully. The monitor-evaluator. Someone who analyses the ideas and plans of the group to point out inconsistencies, difficulties and flaws. The monitor-evaluator may remain on the periphery of the group, stepping into make a contribution before final decisions are made. The resource investigator. Someone who identifies and locates the resources needed to complete a task, often from sources and contacts outside the group. The role of resource investigator suits an extrovert personality keen to take on the ideas of the group. The implementer. An implementer is usually a good organiser and administrator. The implementer sees to the practical planning and scheduling of the task. The teamworker. By themselves, teamworkers do not take a leading role in a group, but rather support and encourage other group members in their roles by listening and helping. A teamworker will often help to smooth things over if there is a disagreement within the group. The completer. The group member who consolidates the effort of the group as a whole. It is the completer who ensures the group meets its targets, both in terms of time and quality. The completer is usually finicky about details, checking that the task has been completed fully and on time. The specialist. People with the specialist knowledge and skills required for the task or parts of the task. Belbin stresses the importance of each role being fulfilled in a group. If too few of the roles are fulfilled, there will be a risk that tasks may not be completed satisfactory. In small groups with a few members each member may have to fulfill more than one role. Fred Fiedler (1922 -) Fred Fiedler, an American management consultant, suggested that the ability of a manger or leader to manage or efficiently depends upon the situation facing the team. According to Fiedler, there are three critical â€Å"dimensions† or factors which have to be taken into consideration: * Position power – the power and authority given the leader by the organisation. * Task structure – the extent to which tasks and outcomes can be clearly defined to * those responsible for carrying them out, as opposed to tasks that are unclear or ambiguous. * Relations between the leader and the other team members – the extent to which the members of a team like and trust their leader, and are willing to follow his/her lead. Fielder also identifies three conditions (or sets of conditions) which can affect the effectiveness of management styles. Condition 1 where position power of the manager is high, the task highly structured and relationships with team members are good. Fiedler suggested that in this condition an authoritarian, task-centred management style is most appropriate, as relationships are already good and the manager is able to maintain control. Condition 2 in which the position power of the manager is relatively low, the task is poorly structured or ambiguous, but relationships between the manager and the team members are moderately good. In this condition, Fiedler suggested that a democratic, employee-centred management style is more appropriate in order to maintain relationships and to enable the manager to exert some influence. Condition 3 where again the position power of the manager is low and the task poorly structured, but relationships between the manager and team members are also poor. In this condition, Fiedler suggested that an authoritarian, task-centred management style is more appropriate, giving rise to more positive action and better performance than a more conciliatory democratic, employee-centred style. Victor Vroom (1932 -) An alternative contingency theory has been proposed by the US psychologist Victor Vroom. In his model, Vroom identified these five stages of management from which mangers can choose the most appropriate to their situation. 1) The manager makes all decisions and solves problems without reference to team members. 2) The manager obtains relevant information from team members, and them makes the decision or solves the problem. 3) The manager consults team members individually for opinions and suggestions, and then makes the decision or solves the problem. ) The manager consults with a group as a whole, and then makes the decision or solves the problem. 5) The manager consults with the team, and a decision is taken or the problem solved by the team as a whole. Team’s Management There are many management strategies that a business can choose to run its organisation by. However many of these strategies focus on the authoritative figure, (managing director), of t he organisation. Within the team, communication is key to ensure the success of the business, allowing information to reach all members of the team, in particular with management. Rensis Likert’s theory asserts that the most successful leaders are those who are able to establish work teams that are fully co-operative and have a high level of job satisfaction. Relating to his theory, the teams management strategy could be seen as consultative. All major decisions were first of all made and discussed by the team, but ultimately made by the managing director. This showed the confidence and trust the managing director had in the team. Using meetings to make constructive use of team members ideas and opinions, allowing participation in decision-making from the team. In this instance communication is two-way between the managing director and the rest of the team. However the strategy I agree that represents the team’s management the most, is Likert’s system 4, participative. This team management strategies states that the manager demonstrates complete trust and confidence with the team. Also through meetings, full use was made of team participation in decision-making and setting targets, as we regularly used our gantt chart to set deadlines, and discussed the issues we faced to resolve them effectively. I felt there was a supportive atmosphere as the managing director helped and advised rather than dictating and commanding. As communication flowed freely in all directions, responsibilities for decisions and performance were shared throughout the team. Meredith Belbin’s theory identifies nine basic roles which must be fulfilled for a group to be fully effective. Team roles are rarely allocated through a conscious decision process. Some roles are adopted because a member wants that particular role, either because they feel most comfortable in it, or because it fits in with their personal agenda. Other roles are adopted by members subconsciously, because their personality or temperament best suits them for the role. During our first team meeting job roles were allocated, and with many of these job roles can be instantly related to Belbin’s team management theory. The co-ordinator was instantaneously adopted by the managing director as he was an effective and well disciplined organiser. As the co-ordinator, the managing director communicated well with the team, to focus on the objective of the group as well as the job in hand. The monitor-evaluator, I feel was adopted by the sales manager as she analysed ideas and plans of the group and pointed out inconsistencies. Also the sales manager adopted the role of the plant, as she is an intelligent and imaginative individual who came up with original ideas and suggestions. Logically I think the role of the implementer was taken on as the secretary, myself. I feel as the implementer I had good organisation and administrative skills, and I planned and scheduled team tasks. The role of the shaper was taken by the production manager as he stepped in if the managing director was absent. I feel that the shaper was committed to the successful performance of the group and enthusiastic about the task. I would regard the finance director as the specialist within the group as he used his specialist knowledge and skills required for the task. The teamworker was a role that was adopted by the human resources manager. Although he did not take a leading role within the group, he supported and encouraged others in their roles. Furthermore the teamworker often helped to defuse any difficult situations or disagreements. The legal officer, I believe, took on the role of the resource investigator as part of his job was to locate resources from outside contacts, such as contracts and insurance policies. Finally, I would consider the role of the completer was adopted by the marketing manager. One of the marketing managers tasks was to create the logo for the team. Using the teams ideas, he consolidated their work to produce the logo. He ensured that the group met deadlines and checked quality of the teams work. However I feel that Belbin’s roles could have applied to each individual member of the team. Many aspects of his theory could have applied to individual tasks as well. On the other hand, I see the significance of these roles, as it allows team members to be identifiable and recognise their roles. Teams and Management Styles Ultimately, the performance if the team is the responsibility of the leader. However, any team is only as effective as the combined efforts of its members, and all members must play their part. A leader must therefore be aware of and sensitive to the varying needs of the organisation, the team and individual members. So a team leader must draw out contributions from all members by co-ordinating their activities and by making sure that they work positively towards the team’s objectives. A good leader will listen to the opinions, ideas and concerns of members. If conflict exists, the leader must decide on a course of action that is in the interests of the team and organisation. The style of leadership or management adopted by managers has an impact on employees. It can affect employee motivation and morale, and therefore affect their work, with consequences for the performance of the organisation. Obviously, any business organisation wants to get the best performance out of its workforce. A considerable amount of research has therefore been undertaken into the effectiveness of different management styles and approaches to business leadership. The underlying goal of this research is to find the style – or styles – of leadership which is more likely to encourage subordinates to work better. Theories of management have usually contrasted three styles: Autocratic In an autocratic management style, power and authority are exercised by the manger without reference to others within his or her department or team. The autocratic manger plans and controls the activities of the team, dictating what is to be done and spelling out how it should be done. Autocratic management tends to be task-centred, and more focused on the satisfactory completion of the task than on the welfare or motivation of employees. Democratic In a democratic management style, on the other hand, while power and authority still lie with the manager, plans and decisions on future activities are made by the team as a whole. A democratic manager may even delegate some power and authority for making decisions to others in the team and may encourage staff to take some independent action. Democratic management is employee-centred, being based on the theory that employees will be more motivated and work better when they are involved in decision-making. Laissez-faire A manager who adopts a laissez-faire management style allows members of the team to carry out their functions and tasks without interference. This type of manager will remain in the background, co-ordinating and supporting the work of the team members, and representing them at management settings. Leadership style analysis Initial, my first analysis of the leadership style for the team would be that our Managing Director adopted a very laissez-faire style. As this was the first team we had worked in a team with each other, but we all knew each other from the previous year, the leadership style was quite laid back and everyone was left to carry out their roles and responsibilities. Yet through regular meetings, as a team we were able to come together, review our work and our managing director was then able to co-ordinate our work. However I would now say that there was more of a democratic leadership style by the managing director. Although the managing director was the authoritative figure within the team, everyone is given a seat at the table, and discussion is relatively free-flowing. The ideas and decisions were discussed openly and final decisions were made as team. This style meant facilitating the conversation, encouraging the team to share ideas, and then synthesizing all the available information into the best possible decision. I believe that this type of leadership allowed the managing director to trust the team to make their own decisions. Through our meetings we knew what our tasks were, and our deadlines as they were organised by the managing director, yet I felt that we were encouraged to make our own decisions with our work and we were not required take their ideas. Also I felt that as a team we all involved in making the decisions and it was our company, not just the managing directors. Because of this, I believe that our business was more of a success as we were all motivated to achieve more than was expected. Meetings A meeting are called together to discuss or investigate problems, give information, consult the views of others, take decisions or plan courses of action, when more than one person is involved. As methods of communication, involving employees in the management of the business, and spreading information, meetings have an important part to play in motivation. They are, therefore, an important management tool, and any manager needs to have the skills and experience to use meetings. Meetings are an important part in the management of any business and are called on several levels. * At director level, meetings are called to discuss and take decisions on the future strategy of the business and to set aims and objectives. * At senior management level, meetings are called to decide on plans of action to implement strategy and achieve objectives. * At department or team level, meetings are called to disseminate or given information, investigate problems or ways of doing things, consult the views of team members, and plan the work of the team to achieve its targets. As with any team activity, the effectiveness of a meeting is also affected by the style of leadership and decree of control exercised by the person chairing the meeting. ————————————————- ————————————————- ————————————————- Below is a copy of the minutes from a team meeting. 1st October 2010 Meeting started at 2:30 – ended 2:40 Agenda 1. Decide food 2. Questionnaires 3. Welsh Bac group. Present at meeting -All. Food discussed. Discussed what food and drink we want to supply at the disco. With each ticket purchased, pupils will be provided with a free drink and packet of crisps. Prices of products have been researched, as a group have decided to purchase the cheapest product. Have decided that we will not be giving fizzy drinks as the free drink, but will be selling them throughout the disco. Also we have decided to offer other crisps, chocolate and sweets, although products will need to be checked for nut allergies. Questionnaire discussed. Production manager to produce a questionnaire to find out what pupils want at the disco. We have decided to issue two questionnaires, one for lower school and one for upper school. By doing this we can cater the for both disco’s effectively. Welsh Bac group discussed. Along with the disco we need to include a Welsh Bac group for their business enterprise. We have decided on a group who will be selling glow sticks at the disco. All profits made from sales of their products will be added to total donated to our chosen charity. Date of next meeting: 12th October 2010 ————————————————- Detailed discussion of meeting Throughout our task, we regularly held meetings on a fortnightly bases. This enabled the team to review the task and deadlines. During meetings the team were able to communicate ideas and discuss problems. In the meeting included above, the reasons for holding the meeting were to discuss the agenda: * Decide food * Questionnaires * Welsh Bac group. During this meeting we were able to decide that we would give pupils a free drink and packet of crisps with their ticket purchase. We all agreed that this would be an incentive for the pupils to attend the disco, and thought that it was fair to provide one free drink and one free packet of crisps as the disco would only last an hour and a half. After looking through research from the production manager, we decided that the free products would be the cheaper of our stock. From the research we concluded that we would be purchasing small squash cartons and space raider crisps, as the free products. As these were the products that all pupils would be given, we decided that they shouldn’t be full of additives, like a fizzy drink or sweets. As well as the free products, at the disco we sold additional snacks and drinks. We decided that these products should be named brands and widely recognised by the pupils, which we felt would persuade the pupils to purchase them. At this meeting we decided that extra research was needed to guarantee all products sold would not contain nuts, ensure we would not cause any allergic reactions to any of the pupils. The second topic on the agenda was the questionnaires. We needed to gather data and primary research for our event. We concluded that the best possible way to do so was through a questionnaire, getting answers directly from the target market it was aimed at. During this meeting we discussed what types of questions needed to be included in our questionnaire. To begin with we discussed what needed to be included in the questionnaire. We wanted to find out what products the pupils would want to purchase at the disco and if the products we were researching would be suitable. Also we wanted to ask the pupils what types of music they wanted to listen to at the disco, and if they would like to hear Christmas songs at the disco, as this would enable us to cater for all their music tastes. We had previously discussed inviting a band to our event, but we needed to know if the pupils wanted this along with any items they would like available at the event. As we were having two discos’ we needed to cater for both. We decided that we would need to produce two questionnaires, for both upper and lower school. This would allow us to design the discos around the pupils. After discussing the questions, the managing director delegated the task of producing the questionnaire to the marketing manager. We all felt that he was the right person for the task. We have been approached by a Welsh bac group, who as part of their course need to include business enterprise. This group would like to be a part of our disco, and wish to sell glow sticks during the event. As a team we decided that glow sticks would be an ideal product to sell at a disco, and agree that the pupils would enjoy them. We agreed as a team and with the welsh bac group that the profit they make will be contributed to our total, and donated to our chosen charity. Analysis of the meeting It was important to have regular meetings through our task, as it allowed us to come together as a team, to evaluation our work and organise tasks. I would consider these meetings beneficial to the team, as it motivated us to work together and focused us on the job at hand. The advantages of the above meeting: * Analyse individuals work. * Make decisions as a team. * Able to keep track of progress. Resolve problems as a team. * Discuss future tasks. * Easy way to communicate within the team. * Problems resolved quickly and efficiently. * Agenda was met. The disadvantages of the above meeting: * Meetings quite short. * No future deadlines set. * New ideas were not discussed. * No alternative agenda’s were discussed. * Welsh bac group was discussed without their presence. * Meetings were not set on regular bases. Even though I regard our team meetings as an effective means of communicating within the team, I feel that there are areas that need to be reviewed and improved. Initially the length of the teams meetings is an area I believe could be improved. The majority of our meetings would last 10-15 minutes. I personally believe that this was not enough time to discuss all topics on the agenda, and allow team members to raise additional topics. Also by having meetings at 2. 30, didn’t leave us much time in a normal school day to get tasks done that have been discussed. If we held all our meetings first thing in the morning, it would leave us the rest of our lesson (and free lessons) to address issues raised in our meetings. On many occasions deadlines were set during meetings, however this did not happen at all meetings. I believe that by not setting team deadlines during meetings, team members did not know what their tasks were or how to address them. Also this meant that progress was slowed, which lead to work being rushed as we came closer to the event. If we had set deadlines and tasks during every meeting, I feel that progress could have been made earlier, allowing us to concentrate on the more important issues. Furthermore it would have enabled team members to identify their progress what they need to do next. How to cite Managing and Developing People: Team Working and Management Styles, Papers

Need of Communication to Complete Project-Myassignmenthelp.com

Question: Discuss about the Effective communication will enhance the completion rate of a project. Answer: Background of the management problem. Communication is one of the utmost critical aspects of maintaining good relationships in a project. Communication can either lead to termination or completion of a project. The initial stages of a project matter with how well people can communicate with each other. Over the years, managers and project leaders have always influenced how well people will communicate with each other while working on a project (Pandit, 2012). Many people fail to understand why being a good communicator in a project is vital. This led to the choice of the topic to make such people learn about communication. For that case, people should be made aware of the different communication styles that exist and how they are well interpreted (Vorderer, 2015). Management issue to be made. Previously, it has been evident that those managers who can pass massagers to the team effectively do produce awesome projects (Santo, 2011). For instance, some of the projects completed by high profile managers have always made it despite the struggle they undergo through. Then there is also a bunch of managers whose projects are always failing despite the efforts put in. For this proposal, a difference on why this happens shall be drawn (Vorderer, 2015). Also, some possible solutions on how such managers can do in order to improve their project status will also be done. It matters a lot for a good manager to be a commander of their team for excellent results. Many practical examples show how this is put in place (Okwechime, 2015). Research questions. What are the ways in which will improve the communication of an organization or team can work in order to improve their communication abilities? To determine the effect of how members, communicate to each other. To know how productive good communication will trigger a project. To know how the relationship between a manager and their team affect the communication status. Subject area and key theoretical framework The research is based on marketing with the aid of improving how a team can employ this area with regards to the communication theories available (Okwechime, 2015). Using primary data is entirely what most proposals aim at doing. This case would not be exceptional as the researchers will take a look at the major companies such as Apple, where they have thrived well. Also, institutions that have not been well established will be considered to make the research complete. Data collection methods and data analysis plan. For the first research objective, to determine the effect of how members, communicate to each other, using questionnaires will best suit this. The result either be positive or negative depending on the number of respondents that will be found. That is, if more team members accept that it is a problem, then it is termed as a positive result and vice versa. For the second research question, Observation of the way the team works in their daily routine would do. After this, it will be clear with how the team relates, from the managers to the workers and between the workers themselves. That will be either marked as positively or negatively. For the last research question also observing the daily routine and behavior will be the best solution. This will aid to know the team relationship and also how fast the team deals with each other (Vorderer, 2015). Government sources/company sources Hjorth, L., Burgess, J., and Richardson, I. eds., 2012. Studying mobile media: Cultural technologies, mobile communication, and the iPhone. Kotabe, M. and Helsen, K., 2014. Global marketing management. Bradshaw, J., 2013. The use of augmentative and alternative communication apps for the iPad, iPod and iPhone: an overview of recent developments. Tizard Learning Disability Review, 18(1), pp.31-37 List of references Okwechime, C. (2015). Interfacing Effective Communication, Good Governance and Sustainable Development in Nigeria. GSTF Journal on Media Communications, 2(2). Pandit, D. (2012). Effective Project Controls at Project Development Stage. International Journal of Scientific Research, 2(7), pp.137-139. Santo, A. (2011). Good Morals Are Good Business: The Cultural Economy of Children's Radio in the Late 1930s. Popular Communication, 9(1), pp.1-21. Vorderer, P. (2015). Communication and the Good Life: Why and How Our Discipline Should Make a Difference. Journal of Communication, 66(1), pp.1-12

Martha Mccaskey Case Study Essay Example

Martha Mccaskey Case Study Paper Veronica Koskovich-Underwood MgtOp 587 Martha McCaskey Case Study Ethical Issues At issue in the Martha McCaskey case is a question of proprietary information. More specifically, McCaskey is faced with the question of what constitutes proprietary information and what is safe to give to the client without breaching any trade secrets. According to DeGeorge, proprietary information, or trade secrets, are a right of each corporation that they can legally and morally protect and refuse to divulge to the public. The types of information that Seleris client is asking for about their target company are held tightly by the target to ensure their market share. If the information is given to competitors, they will lose their advantage. However, if specific information as to the new chip is not released but instead is based on industry standards and already publicly-held information, the trade secrets would still be upheld, as there is no way to know for sure that the target is using exactly what has been found. Another issue that McCaskey faces is the methods used to obtain the information to be given to the client. We will write a custom essay sample on Martha Mccaskey Case Study specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Martha Mccaskey Case Study specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Martha Mccaskey Case Study specifically for you FOR ONLY $16.38 $13.9/page Hire Writer As mentioned above, if it comes directly from the target, it would be releasing trade secrets and infringing on the targets right to hold those. In this case, McCaskey has been asked to not contact the target in order to keep them from knowing that the client is looking into the new chip. In order to get the specific information that they are after, McCaskey will have to use alternative means such as contacting other competitors in the industry, vendors of the target, and possibly ex-employees of the target. Hackert and Malone are pushing for McCaskey to use Phil Devon after learning that he worked for the target in the past. Devon seems open to supplying McCaskey with any information that she needs, but she may be breaching the targets right to trade secrets by doing so. If he has stayed in the loop with the target and has direct knowledge of the new chip and the procedures being used there, she would ultimately be passing on information that the client has no right to. However, there is a chance that he has no direct knowledge of the new chip nd would only be giving her information that he has obtained in helping other clients out. Even that could be breaching areas of confidentiality though, as she would not know if the other companies held that information closely so the possibility of breaching other trade secrets is unknown. Also at issue is management encouraging what could be seen as unethical methods to complete the projects. As discussed in the Don Taylor case, management has a duty to operate the company as ethically as possible. By encouraging these unethical activities to McCaskey, Malone and Hackert are saying that they are supportive of using unethical methods in order to further IAD and Seleris, as well as their clients. The case material discussed that IAD did not have any written policies in place in regards to solicitation and acceptable methods to complete contracts. Richardson would occasionally hold lunch meetings in which he would state that no one should use unethical behaviors, but remained vague in just what that meant. DeGeorge notes that a business has the duty to give clear policies to its employees in order for them to complete their jobs accurately and as desired. Employees also cannot be required to act unethically on the job. Malone and Hackert are impeding McCaskeys responsibility to complete her job ethically by encouraging her to use Devon no matter what the cost. Another issue that should be noted is the personal issue that McCaskey has in deciding between staying silent on the matter and completing her job as requested, or in voicing her concerns. In the â€Å"Conflict on a Trading Floor† case and the Don Taylor case, it was noted that it is our duty to report any unethical proceedings in the work place. However, DeGeorge notes that employees do not have an obligation to create serious risk to themselves without some compensation to be gained. In McCaskeys case, she knows of no immediate benefit to her calling out the policies that are being implemented by the old guard. In fact, she has been all but guaranteed a promotion, raise, and easier job duties if she successfully completes the project. It does not appear that those in the new guard are using the same methods and there has been a significant amount of turnover in the past couple of years at IAD. There is a chance that future replacements will not be willing to use the same methods and the problem will eradicate itself. But by remaining silent, she becomes part of the problem and may have to violate her own moral beliefs. On the other hand, if McCaskey brings attention to what she considers an unethical procedure, she could be at risk with her job. She could be seen as a troublemaker and put back on team projects that are not to her liking. She would almost certainly be pulled from this project which would result in no promotion, further hurting her own well-being. A fourth issue that may not deal directly with McCaskey would be whether it is appropriate for Phil Devon to be releasing the information that he may have on the target company that he used to work for, or from other companies that he has assisted on new projects with since leaving the target. As an employee of the target, he would be directly breaching the right of the target to have trade secrets. However, as he no longer works there, Devon is not obliged to consider the interests of the target any longer. Unless a noncompete agreement was signed when he left, he is technically not doing anything wrong by divulging information that he may have on the company. This same logic would apply to any of the other companies that Devon has consulted with recently. Case Analysis The three primary alternatives that are to be considered are: 1) hiring Phil Devon and Martha McCaskey working with him directly; 2) hiring Phil Devon and having another associate work with him while Martha McCaskey remains project leader; and 3) Martha McCaskey stepping down from the project and voicing her concerns about the methods used within IAD. The primary stakeholders that have been identified are: 1) McCaskey; Tom Malone and Bud Hackert; Seleris; Target company; Client; and Phil Devon; 2) McCaskey; Malone and Hackert; Seleris; Target company; Kauffman (or the employee chosen to work with Devon; and Phil Devon; 3) McCaskey; Malone and Hackert; IAD; Target company; and Client. From a utilitarian perspective, option one woud result in the greatest net welfare for the stakeholders identified. While it goes against what McCaskey believes in and hurts the target company the most, all other layers considered receive the greatest benefit out of this option. Under the utilitarian method, more of the stakeholders receive benefits than costs with option one. Malone, Hackert, Seleris, and the client achieve the end result that they are ultimately wanting from the situation. Malone and Hackert retain a major client for Seleris and IAD remains in good standing with corporate. Seleris sees growth as a company and retains a large portion of their current business. The client receives the information they are seeking and is able to better compete with the competition. However, all of these stakeholders are setting precedence in the methods that are used to obtain the information and completing projects. Phil Devon receives a large financial consideration for his assistance on the project, but risks possible lawsuits or future retribution from the client for releasing sensitive information on them. The target company sees the greatest cost by having confidential information leaked to a competitor and no longer having the niche in the industry that they would have otherwise. McCaskey sees the greatest mixture of benefits and costs, but ultimately sees more negatives than positives. She successfully completes the project and receives the promotion and raise, follows her superiors wishes, and retains a major client for IAD and Seleris. However, she does not follow her own moral judgement and is directly responsible for the way the project is completed. She also is setting a precedence of methods that she is willing to use and for methods that will be acceptable under her as manager. Under the second option, assuming that the project is successfully completed to the clients liking and McCaskey receives her promotion, many of the same costs and benefits come into play. The additional player in this scenario, Kauffman, would most likely receive praise and possibly compensation for his role in the completion of the project, but would be being used to do the unethical activities that no one else is willing to. McCaskey does have the added benefit of not directly doing the unethical research, but she is causing Kauffman to act unethically by having him work directly with Devon. With the third option, assuming that the project is not successfully completed without McCaskey and she does not receive her promotion, more costs occur for the stakeholders identified. McCaskey would be upholding her moral values, but she would not receive the promotion and would have to continue doing the tedious fieldwork that she has been doing. This option could result in being given only problem projects that no one else wants in the future, she could be labeled a troublemaker, and she would lose her good standing with upper management. A slight possibility would exist that her actions would bring about positive changes in the division and/or corporation, if management takes note of her concerns and decides to implement policies that would prevent these happenings from occurring again. Malone and Hackert would lose McCaskey as a good candidate for group leader, as well as a major client and future additional projects. IAD not only would lose a major client and future business from them, but would also most likely come under scrutiny of corporate. The client loses the ability to compete head on with the target company by not receiving the information they requested. They would also lose a consulting firm for future projects if they decide Seleris is no longer fulfilling their duties as their consultants. The target company would see the largest benefit from this option, as their trade secrets would not be leaked and they would retain their market niche with the new chip. From a rights and duties perspective, even though a greater number of rights and duties are upheld with options one and two, option three is preferred in that it upholds the more important rights and duties of McCaskey and the target company. When adding weight for importance to the rights of performing your job ethically and retaining trade secrets, the greatest good comes from option three where both of these rights are upheld. An analysis of rights and duties shows a greater number of rights and duties upheld than not with option one. By hiring Phil Devon and completing the project successfully, all stakeholders except for Devon and the target are fulfilling their duty to maximize profits and act in the best interest of their immediate stakeholders. For example, McCaskey is acting in the best interest of IAD by retaining a client and bringing in future profits from this client. The client is acting in the best interest of their own shareholders by finding a way to compete directly with the target and thereby maximizing profits. McCaskey is also upholding her duty to obey her supervisors and to act in her own best interest by ensuring she receives the promotion and raise. However, she is defying her duty to not harm others by completing research that she knows will directly harm the target and their business interests. She is also denying herself the right to perform her job ethically and not upholding the norms of her profession. Malone and Hackert see their authority rights upheld, but dont uphold McCaskeys right and duty to perform her job ethically. The target companys right to keep trade secrets is being denied. Devon is acting in his own best interest, as well as his familys, but he is not conducting business ethically and is denying the target the right to have trade secrets. With option two, most of the rights and duties remain the same. Regardless of whether McCaskey performs the research herself or just oversees it, she is not changing the overall picture. She has actually brought someone else into an ethical dilemma by choosing not to address it head on. Now Kauffman is not upholding the duty to perform his job ethically, nor does he uphold the norms of his profession. Option three results in more rights and duties being denied to the majority of the stakeholders. McCaskey sees more of her rights and duties upheld than the other options, as she is using her right to voice ethical concerns in the workplace and upholding her duty not to harm others and to uphold the standards of her profession. The target company is also seeing more rights upheld, as they retain their right to hold trade secrets and to fair competition in the marketplace. Malone, Hackert, IAD, and the client, however, see more rights and duties denied. All fail at their duty to maximize profits for the division and company, while Malone and Hackert lose their right to authority. But all are now upholding the individual rights and duties held by McCaskey and the target. From a justice perspective, option three upholds fairness for the target company by not releasing confidential information, for McCaskey by not requiring her to do something that could be considered ethically wrong, and for all others by not allowing them to profit from unethical behaviors. In all three options, distributive justice is more of a concern than any other kind. By completing the project and obtaining the data from Devon, regardless of whether done by McCaskey or by Kauffman, all stakeholders except for the target receive benefits from unethical proceedings that are not right. McCaskey receives a promotion and higher pay, IAD and Seleris receive full payment on the contract and even receive additional contracts because of the successful completion, Devon receives a large payment for releasing information that is confidential, and the client will most likely receive a greater market share of the new chip than they would have otherwise. The target, however, loses market share from the divulgence of this information. However, in option three, all parties receive the compensation that they deserve from the situation. The target retains its market share while the others lose out on money from their unethical dealings. While option one or two could be argued from a utilitarian perspective, the added weight of importance to the rights and duties method, as well as the clear indication by the justice perspective, option three supports more of the prominent concerns in this case. I therefore propose option three as the best option for McCaskey to move forward with. Broad Implications of the Case One of the more prominent themes to this case is the issue of proprietary information and means used to obtain it from competitors. According to DeGeorge, businesses have the right, both legally and morally, to have trade secrets to help protect specific facts about their products or processes. However, it is not discussed who outside the immediate company employees have any duty to protect those secrets. As technology moves further and further ahead, the implications of trade secrets being leaked becomes greater. Without the trade secrets, there is no way to protect yourself from a competitor moving in on your niche in the market that you may otherwise have had they not obtained the secrets. But on the other side is the right to a competitive marketplace and the duty to maximize profits for the competitor. Consulting firms such as Seleris in the case are becoming a more common option to obtain trade secrets. But employees of these firms eed to take into consideration the ethical connotations to what they are doing by assisting in the gathering of this information. While they have no immediate duty to the competitors to help protect the information, from an ethical perspective the methods that they use to obtain it could be negative. Trade secrets are at a greater risk as the present trend in the workplace continues of employees moving around from job to job during their careers. No l onger are employees with the mindset that they should stay with the same firm throughout their career to ensure a better retirement package. If an employee is not guaranteed to stay with a firm, what information should they actually have access to? In most cases, this is now limited to only what they need to know to complete their individual job. Also of note is what constitutes proprietary information. DeGeorge defines it as any trade secrets that a company can legally and morally protect from others. But in order to legally defend data in the current day, you would need a patent or trademark, which often times can’t be obtained until the item has a prototype developed. This makes it more difficult to protect new projects from being copied by competitors. Another theme that is touched on in the case and brought out in the issue of proprietary information is employee loyalty and duties to their current employers. DeGeorge explains that while companies would like to have both loyalty to the firm during employment, it cannot be demanded. Corporations want employees to perform their jobs to the best of their abilities and to do what needs to be done to ensure the success of the company. However, in the present day workforce, it is more common to hear employees talking about what the company can do for them. It is not uncommon to switch jobs several times during your career, nor to apply the knowledge that youve gained from a past job on a current one. DeGeorge states that while workers have rights on the job, they also have duty to perform the job for which they are hired. That being said, the employer cannot require an employee to do something that is illegal or unethical. Usually businesses have policies in place that help define what workers rights and responsibilities are. Employees need to take the time to review this information and ask questions about the policies prior to being hired on to ensure that they are comfortable with what is being asked of them. However, policies will not address every instance that could possibly occur during an employment. Employees need to know their basic rights and processes available to them so that they can address any conce rns as they arise. While employed by a particular organization, the employee has a responsibility to not sabotage the activities of the company. However, once employment ends, that responsibility is gone. But is there still a responsibility to protect trade secrets and sensitive information that you may have had access to once in a new position? A trend that is starting in the current workforce is to impose noncompete agreements with employees who are leaving and who had access to sensitive information to help curb this issue. Overall, the protection of proprietary information seems to have a direct relation to the loyalty and obedience that employees show a firm. Ultimately, it is the individual employee who needs to make the conscience decision to help protect the information. While competitors may be able to gain some insight on what is going on behind closed doors through competitors and basic industry trends of the time, without firsthand knowledge of what a specific company is pursuing, it is more difficult to know for sure if your recreation of their item will be better than what they have done and win you the market on the item.

Election of 2000 essays

Election of 2000 essays Bill Clinton, as a president was a major paradox in and of himself. People loved him, yet they hated him. Americans, as a whole loved the prosperity, and capitalist growth that was brought by Clintons years in the Oval Office. They loved the stocks ownership, the money, the way our country was flourishing. Clinton was very good at what he did-soothing lines drawn between parties, even going so far as to sign a Republican-sponsored welfare bill. He moved the country from right to left, and back again. Clinton was a talented politician, yet he missed the opportunity to be an exceptional president. The biggest paradox may be Clinton becoming the focal point for the revival of ideological politics; people wanted the government to be a friend, not an enemy, whilst many people saw Clinton as the flailed president. Clinton did a lot of good, but he also made many mistakes, that made many people see him as a failed president. For every American that liked Clinton, one didnt. Many of those who didnt see eye-to-eye with him were the uneducated, rural white males. Moreover, this then, sets the stage for the 2000 election. Clintons vice president; Al Gore had the best shot at winning the democratic presidential nomination simply for being vice-president. Whatever the reason, being the vice president seems to be one of the single most advantages when running for president. Not only did Gore have connections with powerful democrats; he had Clinton backing him. Gore was in the publics eye as vice-president, and people generally agreed that he had been an excellent vice president. Gore was also favored by democrats at a high rate of 73% of the American public. Just as Gore became the Democratic favorite, Bush soon became the Republican favorite, largely due to a famous name, a remarkable network of sup ...

Lines and Angles in ACT Math Review and Practice

Lines and Angles in ACT Math Review and Practice SAT / ACT Prep Online Guides and Tips There are several math topics that act as foundations for understanding ACT Math, even though there are not many questions specifically dedicated to the topic. This is most certainly the case for line and angle problems. Though it is rare to see a pure line and angle problem (without the addition of other geometric shapes), you’ll need to know just how lines and angles work and how to solve for all your missing measures before you can take on those more complex problems. This will be your complete guide to lines and angles on the ACT- what they are, how you’ll see them on the test, and how to solve these types of questions to maximize your points on test day. Properties of Lines and Angles Before we get into how lines and angles function, let’s define our terms. A line is a completely straight marker, meaning it has no curvature. It can either have termination points (and will be called a â€Å"line segment†) or go on infinitely. Its degree measure is always 180 °. Parallel lines are two or more lines that are a set distance apart (equidistant) and never meet. They travel in the same direction continuously. Perpendicular lines meet each other at 90 degree angles. An angle is the meeting of two lines. The measure of how they meet is expressed in degrees, and the point at which they intersect is called the angle’s â€Å"vertex.† Line and Angle Equalities Most of what you’ll need to know about lines and angles on the ACT is how to identify when and how they will be equal or supplementary to one another. Equal angles (or lines) are angles (or lines) that have the same measurement. Supplementary angles are angles that add up to 180 degrees. Because all these angles form a straight line and a straight line equals 180 degrees, the three angles are supplementary. Opposite Angles When two (or more) lines intersect, they form a series of opposite angles. Angles that are exactly opposite will always be equal to one another. Both sets of opposite angles will be equal. Opposite Interior Angles When there are two parallel lines that are crossed by another line (called a transversal), the angles on alternate interiors will be equal to one another. And the angles that are on the same side of the transversal line and the same side of their respective parallel lines will also be equal. That may be difficult to picture, so let’s look at a diagram: The marked angles are all congruent (equal) and the unmarked angles are all congruent. (Note: when you are told that two lines are parallel on ACT Math, the problem will almost always involve opposite interior angles in some way.) Now let’s look at an opposite interior angle ACT problem. Here, the test has made it slightly tricky by asking you for supplementary angles instead of equal ones. But the principle remains the same- we must identify angle measurements/equalities by using opposite interior angle equalities. We can see straight away that $x$ lies on a straight line with both 1 and 2, so angles 1 and 2 will be supplementary with $x$. We can also see that angles 1 and 10 are opposite interior angles and so will be equal to one another. And angle 9 is opposite angle 10 and thus will also be equal. This means that angle $1 = 2 = 9 = 10$ and all are supplementary to $x$. Finally, we can ignore the angles 4, 5, 6, 7 and 12, 13, 14, 15. Why? Because lines $c$ and $d$ are not parallel and so do not have opposite interior angle equalities. This means that $x$ is only supplementary to angles 1, 2, 9, 10. Our final answer is H. Equal lines and equal angles can be quite disorientingin the right hands. Typical Line and Angle Problems Almost every line and angle problem on the ACT is given to you as a diagram problem. You will be presented with a series of givens and then told to find a missing value of some kind. Almost always, this requires multiple steps and the use of multiple pieces of line/angle knowledge. The other notable feature of lines and angle problems on the ACT is that you will be given a â€Å"pure† line and angle problem very rarely. Most of them involve other geometric shapes in some way, most commonly triangles. The good news is that you will generally not need to know more than the fact that all the interior angles in a triangle add up to 180 degrees, but check out our guide to ACT triangles if you are unfamiliar with or unused to working with triangles. Now, we are told that two lines are parallel, so there’s a good chance we’ll need to use our opposite interior angle knowledge. With that in mind, let us expand the drawing we are given so that we can see our opposite interior angles more clearly. Using our opposite interior angles, we know that angle BAC is 82, which means that angle ACX must also be 82 degrees. We can also see that angles ACX and ACD make a straight line. Their sum must therefore be 180 degrees. $ACX + ACD = 180$ $82 + ACD = 180$ $ACD = 98$ We are also told that lines AE and CE are bisectors, which means they cut their respective angles exactly in half. This means that angle EAC = $82/2 = 41$ And angle ECA = $98/2 = 49$ Now, we also know that a the interior angles of a triangle add up to 180 degrees, so we are able to find our angle measure AEC by: $AEC + EAC + ECA = 180$ $AEC + 41 + 49 = 180$ $AEC + 90 = 180$ $AEC = 90$ Our final answer is C, angle AEC is 90 degrees. As we said before, this question is representative of most line and angle problems you’ll see on the test. Based on your givens, you must use your knowledge of opposite interior angles (opposite interiors are equal) and your knowledge of the degree measure of a line (a line is 180 degrees) in order to put together all the clues and solve your problem. And yet, in addition to understanding the properties of lines and angles by themselves, you must also understand the basics of triangles. Because many ACT problems that involve lines and angles also use triangles, your knowledge of lines and angles should definitely be supplemented with triangle study. So don’t forget to brush up on your ACT triangles! Now let's check out our angle tips and tricks. Tips for Solving a Line and/or Angle Problem Most of the time, you must solve a line and angle question piece by piece in order to unlock the final solution. This means you must be careful and vigilant that you keep not only your facts and equalities straight, but your variables as well. As you go through this process, keep in mind these three tips: Tip 1: Write in your givens If you are given a diagram in which your givens are NOT written in, then write them in yourself! Sometimes, seeing the numbers on the page can make all the difference in the world between a difficult problem and an easy one. You’ll also be far less likely to mix up your numbers and variables if you keep your work on the page instead of in your head. Tip 2: Work from your givens to find the next puzzle piece Sometimes, it can be tricky to know where or when or in what order to work through a problem. Take a moment to find what you can before you worry about how to go forward. If you have opposite angles, write in the measure of the angle opposite your given. If you have angles that make a straight line, find the value of the missing variable. Immediately find the missing pieces that you can, and that bounty of information will often lead you straight to your solution. Tip 3: If necessary, use plugging in answers or plugging in numbers If you find yourself stuck (or there is literally no other way to solve the problem), then whip out your PIA or PIN knowledge. Sometimes the process can be slower than a straight solve, but these strategies will almost always get you where you need to go and so can be worth the extra seconds. Ready to put your knowledge to the test? Test Your Knowledge 1. 2. 3. 4. Answers: C, J, B, B Answer Explanations: 1. This problem requires multiple steps, so definitely write in your angle measurements as you find them. In order to find out how many angles measure 50 degrees, we must find the measures of all our angles, so let's go through the process. To begin with, we can see that the 130 degree angle lies on a straight line, so its supplementary angle will be: $180 - 130 = 50$ degrees. Now, we also know that opposite angles are equal, so the angle opposite 50 degrees must also be 50 degrees. We also know that a triangle adds up to be 180 degrees and that our figure in the center is a triangle. So: $180 - 80 - 50 = 50$ degrees. This means that the missing value in our triangle is also 50 degrees. Again, we know that opposite angles equal one another, so the angle opposite this 50 degrees will also be 50 degrees. Based on opposite interior angle equalities, the full angle at the opposite 130 degrees will also be 130 degrees. Because the full angle is 130 degrees and part of it is made up of an 80 degree angle, which means that we can find the other angle by saying: $130 - 80 = 50$ And again, the angle opposite this 50 degree angle will also be 50 degrees. We can also see that the 80 degree angle, plus the 50 degree angle, plus one of the unmarked angles will equal 180 degrees, since they make up a straight line. So we can find the unmarked angle by saying: $180 - 80 - 50 = 50$ Finally, we can use opposite angle equalities to find the last unmarked angle. We have found all our angle equalities, so all that's left is to count how many angles are equal to 50 degrees. There are a total of 8, 50 degree angles. Our final answer is C, 8. 2. For this question, we must use our knowledge that both straight lines and the sum of the interior angles in a triangle equal 180 degrees. First, let us find the measure of angle $y$. Angle $y$ makes a straight line with the 72 degree angle, so: $y + 72 = 180$ $y = 108$ Now, we can use the same process to find angle $x$, which forms a straight line with the 57 degree angle. $x + 57 = 180$ $x = 123$ Now, let us find angle $z$ by first finding the third, unknown, angle in the triangle (which we will call angle $a$). The interior angles in a triangle add up to 180 degrees, so: $a + 57 + 72 = 180$ $a + 129 = 180$ $a = 51$ Now, let’s use that angle to find $z$. The two angles make a straight line, so their sum will be 180. $a + z = 180$ $51 + z = 180$ $z = 129$ (Note: you may notice that the sum of the two non-adjacent interior angles of the triangle is equal to the exterior angle. This is not a coincidence and is in fact one of the many rules of triangles. But don’t worry about having to memorize this rule- you can always find the exterior angles using the properties of straight lines just how we did!) Now, we must find the sum of angles $x, y,$ and $z$, so let’s add our values together. $108 + 123 + 129$ $360$ Our final answer is J, 360. 3. Here, we are dealing with several bisecting angles. This means that the angles are cut exactly in half. This means that angle ABD = DBE and angle DBE = EBC. And because DBE is equal to both ABD and EBC, it means that angles ABD and EBC are also equal. This means that we have three equal angles, all making one line. And we know a line equals 180 degrees, so: $x + x + x = 180$ $3x = 180$ $x = 60$ Each angle measure is 60 degrees, which means that angle DBE is 60 degrees. Our final answer is B, 60 degrees. 4. We can see that angle BAC is part of a triangle. And we know that we need two angle measures of a triangle in order to determine the third. But we can also see that the 45 degree angle is opposite one of our unknown interior triangle angles. Because opposite angles are equal, this means that our second unknown interior angle of the triangle is 45 degrees. We now have two angle measures of the triangle, so let us find the measure of BAC. $BAC + 35 + 45 = 180$ $BAC + 80 = 180$ $BAC = 100$ Measure BAC is 100 degrees. Our final answer is B, 100 degrees. These problems require multiple steps, but the process is often simpler than it looks. So don't tire yourself out prematurely. The Take-Aways The trickiest aspect about line and angles questions is the fact that they require multiple steps and several different numbers and measurements. It can be easy to mix-up your solutions and your work due to careless error, so make sure you take steps to avoid doing so. Remember your equalities, keep your work organized, and do your best to avoid careless errors. Once you’ve locked down lines and angles, you will be well equipped to take on the more and more complex geometry problems the ACT will throw at you over the course of the test. What’s Next? Now that you've learned all about your lines and angles, make sure you're up to speed on the rest of your must-know math topics and formulas for the ACT. Look to our ACT Math tag for all of our guides to ACT Math, including ratios, solid geometry, and more. Studying last minute? Check out our tips for making your time count before test day. Running out of time on the ACT math section? Make sure you review how to buy yourself extra time as you go through your test. Looking to get a perfect score? Perfection is far from unobtainable, so check out our article on how to get a 36 on ACT Math, written by a perfect scorer. Want to improve your ACT score by 4 points? Check out our best-in-class online ACT prep program. We guarantee your money back if you don't improve your ACT score by 4 points or more. Our program is entirely online, and it customizes what you study to your strengths and weaknesses. If you liked this Math lesson, you'll love our program. Along with more detailed lessons, you'll get thousands of practice problems organized by individual skills so you learn most effectively. We'll also give you a step-by-step program to follow so you'll never be confused about what to study next. Check out our 5-day free trial:

Major case study Research Paper Example | Topics and Well Written Essays - 2000 words - 2

Major case study - Research Paper Example Wildlife tourism can involve tours, experiences accessible in association with the accommodation of tourists, attractions at fixed sites, or it can come about as unguided meeting by independent travelers (Spenceley, 2012, pp. 85-88). Wildlife tourism has several stakeholders. The first stakeholders in this sector are the visitors. They have an expectation of accessing experiences that are of affordable high quality. These experiences include interesting activities of wildlife watching and guided excursions. Some tourists would like to have opportunities to familiarize themselves with the local culture and to have authentic interaction with local communities (Benson, 2001, p. 132). Another set of stakeholders is the tourism industry which includes private with public sector operators, the travel trade as well as industry associations. This ensures that there is development in the wildlife sector. They also ensure the individual operators get maximum short term profits. The third stakeholder is the host and the indigenous community. The indigenous community improves minimal negative social effect of this sector. While capitalizing on profits from the local area, they ensure that there is no disruption on the local wildlife (Lovelock, 2007, pp. 152-156). Another role they play is the protection of their environmental and livelihood assets, and minimization of disturbance to their communities and culture. It has the potential to add tourism-related benefits, to step up local services and employment opportunities, to improve the infrastructure with local business opportunities, and so stimulate revenue generation (Sosinski, 2011, p. 88). Wildlife managers in public plus private sectors are other stakeholders whose sole duty is the conservation, NGOs protection of wildlife habitats, biodiversity, generation of revenues and greater awareness via tourism to sustain conservation as

Strategic Management of Technology Essay Example | Topics and Well Written Essays - 3000 words

Strategic Management of Technology - Essay Example Companies such as IBM, Microsoft, Oracle to name a few, have been beset with the task of identifying suitable locations around the globe to set up infrastructures to profit on specialized workforce and competitive pricing. Look no further, for India is the destination for you. Algeiser Software Pvt. Ltd., a medium-sized software company employing 300 software engineers, is looking to improve its stakes in the international market through rigorous marketing and presentations. The strength of the Algeiser lies in its highly qualified loyal engineers, who believe that with the globalization of Indian markets to foreign investment and tie-ups, there are strong possibilities of the company going places. Many foreign companies would be participating in taking advantage of the liberalized policy by the Indian government to promote its well qualified workforce and cheap labour. The company's General Manager, Projects, Mr. Mukund Malhotra is well aware of his company's assets and is quite confident of coming up with a contingency plan to compete in this highly competitive market. The company directors are sure that with further inputs from Mr. Malhotra, and using his experience and tactical business development portfolio, Algeiser Software Pvt. Ltd. ... India is one of the fastest growing IT and telecom markets in the world today. The Indian IT market grew at over 26% in 2005, which included domestic BPO-ITeS, providing tremendous opportunities for IT and telecom vendors and service providers. Ranked as the 18th highest spender in IT in 2005, India is poised for greater growth and is expected to move up the table to 13th position in 2010. Its IT and Telecommunications markets provides trends and market dynamics for the IT and telecom industry, highlighting various products/segments driving the market like PCs, enterprise systems, storage, MFDs, IT Services, packaged software, BPO, enterprise applications, telecom services, datacom and so on. Leading hardware, software and services providers in India include, Cisco Systems, HCL, HP, IBM, Infosys, Microsoft, NIIT, Oracle, Satyam, Sun Microsystems, TCS, and Wipro (IDC, 2007). 1. Strategy Strategy plays an important part in the success of any organization. Imagine what would happen if one were to start an organisation without even considering its overall objectives and contingencies. Strategic management is the organisation of products, services, processes and systems; the elements present within the operating and wider environment of the enterprise, leading to effective growth and success. These elements require proper direction to generate an everlasting, successful, profitable, effective and innovative business system. This is the prerogative of a successful strategic business management. Algeiser Software Pvt. Ltd. faces major hurdles in the form of financial limitations, and international exposure to compete with these mega giants. With its limited financial backing, the company will have to remain content with its present market share, which is

Success Factors in Supply Chain Management Essay Example for Free

Success Factors in Supply Chain Management Essay Supply chain management (SCM) works with the process flow of information as well as products from supply chain organizations. Development in technology facilitates organizations ability to coordinate activities for use of supply chain servicing. The Council of Supply Chain Management Professionals (CSCMP, 2011) defines supply chain management in the following way: Supply chain management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies (p.1). There are four basic components within the supply chain management that are essential for SCM processes. First, ensure that to manage resource requirements, a strategy exists which the customers needs are met for services/products based on their strategic demands. Secondly, the appropriate business supply chain partners, in fact, are the ones that will provide the end product from materials, servicing requirements through payment processes, delivery of goods, pricing, and any other method by which the process will be measured. Third would ensure that operations is on board for ensuring the schedules take into consideration tasks for packaging, testing, process preparation, and delivery preparations. Lastly, logistics requirements are well thought-out, such as warehousing, orders, return processing, carrier/delivery service, and invoicing. SUPPLY CHAIN MANAGEMENT SOFTWARE PACKAGE COMPARISON For the SCM software package review, there were three companies in the comparison: SAP Supply Chain, PackManager, and IBS Enterprise. One area of concern was with PackManager whereby once installed technology support is not a provision. Daniels and Daniels (2012) indicate the areas of the five basic supply chain management activities which include plan, source, make, deliver and return. The comparison of the three SCM software packages above assist businesses in making an appropriate decision based on their specific needs. Each company had something that others may not have and, as a result, supports that one company may not be the viable solution for every industry. . To complete a comprehensive review of SCM software packages, the site which assisted with the compilation of data, FindTheBest.com (2014) CONCLUSION SCM is the dynamic managing of SC activities which take into consideration customers value as well as manage a viable benefit. The comparative review indicates that there are many choices in SCM software. Each of these will provide a †¦ supply chains in the most effective efficient ways possible (Handfield, P. 1, 2011). Wang et al (2009), further stated that the †¦problems, criteria, needs, alternatives and other variables will vary from one entity to the next, there is no universal solution (P. 95). In order to support the best choice for the appropriate SCM, then key factors should be quantified in the overall decision process. REFERENCES Council of Supply Chain Management Professionals (CSCMP). (2011). Logistics Management. Retrieved from http://cscmp.org/aboutcscmp/definitions.asp Daniels, P., Daniels, A. (2010). _Business Driven Technology_ (4th ed.). Retrieved from The University of Phoenix eBook Collection database Find the Best. (2014). Retrieved from http://FindTheBest.com Handfield, R. (2011). What is Supply Chain Management?. Retrieved from http://scm.ncsu.edu/scm-articles/article/what-is-supply-chain-management Wang, Z., Yan, R., Hollister, K., Xing, R. (2009). A Relative Comparison of Leading Supply Chain Management Software Packn mages. International Journal of InfDrmDtion Systems and Supply Cnagement (IJISSCM), 2(1), 81-96. doi:10.4018/jisscm.2009010106

Characteristic Downfall :: essays research papers

In T.S. Eliot's "The Love Song of J. Alfred Prufrock," the author is establishing the trouble the narrator is having dealing with middle age. Prufrock(the narrator) believes that age is a burden and is deeply troubled by it.. His love of some women cannot be because he feels the prime of his life is over. His preoccupation with the passing of time characterizes the fear of aging he has. The poemdeals with the aging and fears associated with it of the narrator. Prufrock is not confident with himself mentally or his appearance. He is terrified of what will occur when people see his balding head or his slim and aging body. He believes everyone will think he is old and useless. They will talk about him behind his back. (They will say"How is hair is growing thin!") My morning coat, my collar mounting firmly to the chin, My necktie rich and modest, but asserted by a simple pin-- [They will say: "But how his arms and legs are thin!"] This insecurity is definitely a hindrance for him. It holds him back from doing the things he wishes to do. This is the sort of characteristic that makes Alfred into a tragic, doomed character. He will not find happiness until he finds self-assurance within himself. The repetition of words like vision and revision, show his feelings of inadequacy in communicating with the people around him. J. Alfred Prufrock's self esteem affects his love life greatly. The woman he is in love with is younger than he is and this distresses him. He does not believe that some younger women could possibly accept him or find him attractive. Expressing any kind of affection to her is awkward and difficult. Prufrock knows what he must say but cannot bring himself to say it. "Should I, after tea and cakes and ices, Have the strength to force the moment to it's crisis?"(79-80) His apprehensiveness in his love life, is very troublesome for him indeed. He wishes greatly to express his affection but it becomes suppressed within him. He compares himself to Lazarus who was an aged man restored to life by Jesus. He feels that it will take a miracle to make him feel young again. Prufrock sees his age as the end of his romantic zeal. He assumes the response to his love will be snappy and heartless. Prufrock believes that women do not find older men attractive or see a possibility of romance in them. The rhyme scheme Elliot uses in this poem depicts the disenchanted and confused mind of the narrator. The poem is written using a non-uniform