Project mamagemen Assignment Example | Topics and Well Written Essays - 1500 words

Project mamagemen - Assignment Example - but the consensus of such best practice is as follows. In order to keep Quality events progressing satisfactorily and resolve any problems on time, there needs to be a deadline which is enforced throughout the project. The tasks assigned in the project under consideration must follow the specified path, that is to say one work product must be delivered before the next. Using a workflow-based system enables the Project Manager to define the project team, assign tasks to the most appropriate team members, and ensure that they are working satisfactorily. Once that task is complete, the workflow moves the project along to the next person, and so forth. Workflow is the generally accepted way to automate the work products and processes and keep the work going forward. Typically, projects tend to follow a set of specific patterns, in a away that is analogous to the Design Patterns found in software development - the same project type will be encountered over the course of normal Quality operations. This will allow the creation of a series of Project Templates that will automatically load deliverables based on the type of event that has been encountered. The best project management tools take the Quality Management data and populate the deliverables with this data, so a Project Plan related to the specific event under consideration may be quickly and easily developed Assigning tasks to individuals is one way to manage a project, but more often than not, it comes down to roles. By using roles, that is to say, Quality Manager, Inventory Control, Health & Safety etc. the ability of the team may be broadened to handle the work products as the project progresses. Such cross-training means that there will be any number of individuals within the role that can help complete each task within the project removing the risk due to the unavoidable absence of a particular individual who can only perform a given

Reach Out and Touch Coursework Example | Topics and Well Written Essays - 250 words

Reach Out and Touch - Coursework Example She does this in attempts to describe the color of her skin and declares it magical as the child seems never to have seen someone of her color before. In addition, the child’s expectations of the neck to come off by touching it indicate a wonder from the child’s perspective. The difference in skin color between the children and the narrator is what drives the children into reaching out to her out of wonder as it seems as though they have never seen such before. From the narrator’s perspective, it seems her skin color has attracted more attention towards her as she appears to be used to it and even sees it okay for the children to touch her. In respect to age, the children’s reaction to the colored woman is with wonder and innocence while the grown women react differently. The mother’s child disciplines her children by slapping their hands and hushing them off, while the narrator smiles at them and even wishes she was seated next to them to assure them that their reactions were okay. When I was about five years, my family was hosting my aunts and uncles for a Thanks Giving ceremony. One of my uncles, however, didn’t look like the rest, according to my judgment. He looked scary and I did not not want to be anywhere near him. The rest of the family seemed not to be worried and actually behaved as though he was normal. I however came to learn that he had survived third degree burns on his body after arsonists burned down his

Social Determinants of Health Essay Example for Free

Social Determinants of Health Essay Health status improves at each step up the income and social hierarchy. High income determines living conditions such as safe housing and ability to buy sufficient good food. The healthiest populations are those in societies which are prosperous and have an equitable distribution of wealth. Why are higher income and social status associated with better health? If it were just a matter of the poorest and lowest status groups having poor health, the explanation could be things like poor living conditions. But the effect occurs all across the socio-economic spectrum. Considerable research indicates that the degree of control people have over life circumstances, especially stressful situations, and their discretion to act are the key influences. Higher income and status generally results in more control and discretion. And the biological pathways for how this could happen are becoming better understood. A number of recent studies show that limited options and poor coping skills for dealing with stress increase vulnerability to a range of diseases through pathways that involve the immune and hormonal systems. There is strong and growing evidence that higher social and economic status is associated with better health. In fact, these two factors seem to be the most important determinants of health. Evidence from the Second Report on the Health of Canadians †¢Only 47% of Canadians in the lowest income bracket rate their health as very good or excellent, compared with 73% of Canadians in the highest income group. †¢Low-income Canadians are more likely to die earlier and to suffer more illnesses than Canadians with higher incomes, regardless of age, sex, race and place of residence. †¢At each rung up the income ladder, Canadians have less sickness, longer life expectancies and improved health. †¢Studies suggest that the distribution of income in a given society may be a more important determinant of health than the total amount of income earned by society members. Large gaps in income distribution lead to increases in social problems and poorer health among the population as a whole. Evidence from Investing in the Health of Canadians: †¢Social status is also linked to health. A major British study of civil service employees found that, for most major categories of disease (cancer, coronary heart disease, stroke, etc.), health increased with job rank. This was true even when risk factors such as smoking, which are known to vary with social class, were taken into account. All the people in the study worked in desk jobs, and all had a good standard of living and job security, so this was not an effect that could be explained by physical risk, poverty or material deprivation. Health increased at each step up the job hierarchy. For example, those one step down from the top (doctors, lawyers, etc.) had heart disease rates four times higher than those at the top (those at levels comparable to deputy ministers). So we must conclude that something related to higher income, social position and hierarchy provides a buffer or defence against disease, or that something about lower income and status undermines defences. †¢See also evidence from the report Social Disparities and Involvement in Physical Activity †¢See also evidence from the report Improving the Health of Canadians KEY DETERMINANT 2. Social Support Networks UNDERLYING PREMISES EVIDENCE Support from families, friends and communities is associated with better health. Such social support networks could be very important in helping people solve problems and deal with adversity, as well as in maintaining a sense of mastery and control over life circumstances. The caring and respect that occurs in social relationships, and the resulting sense of satisfaction and well-being, seem to act as a buffer against health problems. In the 1996 ¬97 National Population Health Survey (NPHS), more than four out of five Canadians reported that they had someone to confide in, someone they could count on in a crisis, someone they could count on for advice and someone who makes them feel loved and cared for. Similarly, in the 1994 ¬95 National Longitudinal Survey of Children and Youth, children aged 10 and 11 reported a strong tendency toward positive social behaviour and caring for  others. Evidence from Investing in the Health of Canadians: Some experts in the field have concluded that the health effect of social relationships may be as important as established risk factors such as smoking, physical activity, obesity and high blood pressure. †¢An extensive study in California found that, for men and women, the more social contacts people have, the lower their premature death rates. †¢Another U.S. study found that low availability of emotional support and low social participation were associated with all-cause mortality. †¢The risk of angina pectoris decreased with increasing levels of emotional support in a study of male Israeli civil servants. Top of Page KEY DETERMINANT 3. Education and Literacy UNDERLYING PREMISES EVIDENCE Health status improves with level of education. Education is closely tied to socioeconomic status, and effective education for children and lifelong learning for adults are key contributors to health and prosperity for individuals, and for the country. Education contributes to health and prosperity by equipping people with knowledge and skills for problem solving, and helps provide a sense of control and mastery over life circumstances. It increases opportunities for job and income security, and job satisfaction. And it improves peoples ability to access and understand information to help keep them healthy. Evidence from the Second Report on the Health of Canadians: †¢Canadians with low literacy skills are more likely to be unemployed and poor, to suffer poorer health and to die earlier than Canadians with high levels of literacy †¢People with higher levels of education have better access to healthy physical environments and are better able to prepare their children for school than people with low levels of education. They also tend to smoke less, to be more physically active and to have access to healthier foods. †¢In the 1996-97 National Population Health Survey (NPHS), only 19% of respondents with less than a high school education rated their health as excellent compared with 30% of university  graduates. Evidence from Investing in the Health of Canadians: †¢The 1990 Canada Health Promotion Survey found the number of lost workdays decreases with increasing education. People with elementary schooling lose seven work days per year due to illness, injury or disability, while those with university education lose fewer than four days per year. †¢See also evidence from the report: How Does Literacy Affect the Health of Canadians? KEY DETERMINANT 4. Employment / Working Conditions UNDERLYING PREMISES EVIDENCE Unemployment, underemployment, stressful or unsafe work are associated with poorer health. People who have more control over their work circumstances and fewer stress related demands of the job are healthier and often live longer than those in more stressful or riskier work and activities. Evidence from the Second Report on the Health of Canadians: †¢Employment has a significant effect on a persons physical, mental and social health. Paid work provides not only money, but also a sense of identity and purpose, social contacts and opportunities for personal growth. When a person loses these benefits, the results can be devastating to both the health of the individual and his or her family. Unemployed people have a reduced life expectancy and suffer significantly more health problems than people who have a job. †¢Conditions at work (both physical and psychosocial) can have a profound effect on peoples health and emotional well-being. †¢Participation in the wage economy, however, is only part of the picture. Many Canadians (especially women) spend almost as many hours engaged in unpaid work, such as doing housework and caring for children or older relatives. When these two workloads are combined on an ongoing basis and little or no support is offered, an individuals level of stress and job satisfaction is bound to suffer. Between 1991 and 1995, the proportion of Canadian workers who were very satisfied with their work declined, and was more pronounced among female workers, dropping from 58% to 49%. Reported levels of work stress followed the same pattern. In the 1996 ¬97 NPHS, more women reported high work stress levels than men in every age category. Women aged 20 to 24 were almost three times as likely to report high work stress  than the average Canadian worker. Evidence from Investing in the Health of Canadians: †¢A major review done for the World Health Organization found that high levels of unemployment and economic instability in a society cause significant mental health problems and adverse effects on the physical health of unemployed individuals, their families and their communities. Top of Page KEY DETERMINANT 5. Social Environments UNDERLYING PREMISES EVIDENCE The importance of social support also extends to the broader community. Civic vitality refers to the strength of social networks within a community, region, province or country. It is reflected in the institutions, organizations and informal giving practices that people create to share resources and build attachments with others. The array of values and norms of a society influence in varying ways the health and well being of individuals and populations. In addition, social stability, recognition of diversity, safety, good working relationships, and cohesive communities provide a supportive society that reduces or avoids many potential risks to good health. A healthy lifestyle can be thought of as a broad description of peoples behaviour in three inter-related dimensions: individuals; individuals within their social environments (eg. family, peers, community, workplace); the relation between individuals and their social enivronment. Interventions to improve health through lifestyle choices can use comprehensive approaches that address health as a social or community (ie. shared) issue. Social or community responses can add resources to an individuals repertoireof strategies to cope with changes and foster health. In 1996-97: Thirty-one percent of adult Canadians reported volunteering with not-for-profit organizations in 1996-97, a 40% increase in the number of volunteers since 1987. One in two Canadians reported being involved in a community organization. Eighty-eight percent of Canadians made donations, either financial or in-kind, to charitable and not-for-profit organizations. Evidence from the Second Report on the Health of Canadians †¢In the U.S., high levels of trust and group membership were found to be associated with reduced mortality rates. †¢Family violence has a devastating effect on the health of women and children in both the short and long term. In 1996, family members were accused in 24% of all assaults against children; among very young children, the proportion was much higher. †¢Women who are assaulted often suffer severe physical and psychological health problems; some are even killed. In 1997, 80% of victims of spousal homicide were women, and another 19 women were killed by a boyfriend or ex-boyfriend. †¢Since peaking in 1991, the national crime rate declined 19% by 1997. However, this national rate is still more than double what it was three decades ago. KEY DETERMINANT 6. Physical Environments UNDERLYING PREMISES EVIDENCE The physical environment is an important determinant of health. At certain levels of exposure, contaminants in our air, water, food and soil can cause a variety of adverse health effects, including cancer, birth defects, respiratory illness and gastrointestinal ailments. In the built environment, factors related to housing, indoor air quality, and the design of communities and transportation systems can significantly influence our physical and psychological well-being. Evidence from the Second Report on the Health of Canadians †¢The prevalence of childhood asthma, a respiratory disease that is highly  sensitive to airborne contaminants, has increased sharply over the last two decades, especially among the age group 0 to 5. It was estimated that some 13% of boys and 11% of girls aged 0 to 19 (more than 890,000 children and young people) suffered from asthma in 1996 ¬97. †¢Children and outdoor workers may be especially vulnerable to the health effects of a reduced ozone layer. Excessive exposure to UV-B radiation can cause sunburn, skin cancer, depression of the immune system and an increased risk of developing cataracts Evidence from Investing in the Health of Canadians: †¢Air pollution, including exposure to second hand tobacco smoke, has a significant association with health. A study in southern Ontario found a consistent link between hospital admissions for respiratory illness in the summer months and levels of sulphates and ozone in the air. However, it now seems that the risk from small particles such as dust and carbon particles that are by-products of burning fuel may be even greater than the risks from pollutants such as ozone. As well, research indicates that lung cancer risks from second hand tobacco smoke are greater than the risks from the hazardous air pollutants from all regulated industrial emissions combined. KEY DETERMINANT 7. Personal Health Practices and Coping Skills UNDERLYING PREMISES EVIDENCE Personal Health Practices and Coping Skills refer to those actions by which individuals can prevent diseases and promote self-care, cope with challenges, and develop self-reliance, solve problems and make choices that enhance health. Definitions of lifestyle include not only individual choices, but also the influence of social, economic,and environmental factors on the decisions people make about their health. There is a growing recognition that personal life choices are greatly influenced by the socioeconomic environments in which people live, learn, work and play. These influences impact lifestyle choice through at least five areas: personal life skills, stress, culture, social relationships and belonging,  and a sense of control. Interventions that support the creation of suportive environments will enhance the capacity of individuals to make healthy lifestyle choices in a world where many choices are possible. Through research in areas such as heart disease and disadvantaged childhood, there is more evidence that powerful biochemical and physiological pathways link the individual socio-economic experience to vascular conditions and other adverse health events. However, there is a growing recognition that personal life choices are greatly influenced by the socioeconomic environments in which people live, learn, work and play. Through research in areas such as heart disease and disadvantaged childhood, there is more evidence that powerful biochemical and physiological pathways link the individual socio-economic experience to vascular conditions and other adverse health events. Evidence from the Second Report on the Health of Canadians †¢In Canada, smoking is estimated to be responsible for at least one-quarter of all deaths for adults between the ages of 35 and 84. Rates of smoking have increased substantially among adolescents and youth, particularly among young women, over the past five years and smoking rates among Aboriginal people are double the overall rate for Canada as a whole. †¢Multiple risk-taking behaviours, including such hazardous combinations as alcohol, drug use and driving, and alcohol, drug use and unsafe sex, remain particularly high among young people, especially young men. †¢Diet in general and the consumption of fat in particular are linked to some of the major causes of death, including cancer and coronary heart disease. The proportion of overweight men and women in Canada increased steadily between 1985 and 1996 ¬97 from 22% to 34% among men and from 14% to 23% among women. Evidence from Investing in the Health of Canadians: †¢Coping skills, which seem to be acquired primarily in the first few years of life, are also important in supporting healthy lifestyles. These are the skills people use to interact effectively with the world around them, to deal with the events, challenges and stress they encounter in their day to  day lives. Effective coping skills enable people to be self-reliant, solve problems and make informed choices that enhance health. These skills help people face lifes challenges in positive ways, without recourse to risky behaviours such as alcohol or drug abuse. Research tells us that people with a strong sense of their own effectiveness and ability to cope with circumstances in their lives are likely to be most successful in adopting and sustaining healthy behaviours and lifestyles. †¢See also evidence from the report Social Disparities and Involvement in Physical Activity †¢See also evidence from the report Improving the Health of Canadians Top of Page KEY DETERMINANT 8. Healthy Child Development UNDERLYING PREMISES EVIDENCE New evidence on the effects of early experiences on brain development, school readiness and health in later life has sparked a growing consensus about early child development as a powerful determinant of health in its own right. At the same time, we have been learning more about how all of the other determinants of health affect the physical, social, mental, emotional and spiritual development of children and youth. For example, a young persons development is greatly affected by his or her housing and neighbourhood, family income and level of parents education, access to nutritious foods and physical recreation, genetic makeup and access to dental and medical care. Evidence from the Second Report on the Health of Canadians †¢Experiences from conception to age six have the most important influence of any time in the life cycle on the connecting and sculpting of the brains neurons. Positive stimulation early in life improves learning, behaviour and health into adulthood. †¢Tobacco and alcohol use during pregnancy can lead to poor birth outcomes. In the 1996 ¬97 National Population Health Survey, about 36% of new mothers who were former or current smokers smoked during their last pregnancy (about 146,000 women). The vast majority of women reported that they did not drink alcohol during their pregnancy. †¢A loving, secure attachment between parents/caregivers and babies in the first  18 months of life helps children to develop trust, self-esteem, emotional control and the ability to have positive relationships with others in later life. †¢Infants and children who are neglected or abused are at higher risk for injuries, a number of behavioural, social and cognitive problems later in life, and death. Evidence from Investing in the Health of Canadians: †¢A low weight at birth links with problems not just during childhood, but also in adulthood. Research shows a strong relationship between income level of the mother and the babys birth weight. The effect occurs not just for the most economically disadvantaged group. Mothers at each step up the income scale have babies with higher birth weights, on average, than those on the step below. This tells us the problems are not just a result of poor maternal nutrition and poor health practices associated with poverty, although the most serious problems occur in the lowest income group. It seems that factors such as coping skills and sense of control and mastery over life circumstances also come into play. †¢See also evidence from the report Improving the Health of Canadians KEY DETERMINANT 9.

Management Essays Management Coach

Management Essays Management Coach Management Coach Taking the role of a management coach, you have been requested to analyse the leadership style of a specific business leader. Outline the process of the individuals leadership through a period of change and critically evaluate the outcome of the leadership approach in the organisation. Support your briefing paper with reference to a significant range of leadership and organisational development theories. Leadership, management style, organisational and national culture, organisational structure communication, team management and ethic/values are likely to be addressed. Identify and evaluate how a knowledge of leadership and or and organisational development can improve a managers efficiency and effectiveness in managing an enterprise. You are encouraged to take a holistic perspective and provide a critique of contemporary research and practice. An essential part in the running of an organisation is directing the efforts of their members towards the goals and objectives. This involves the process of Leadership. In simple terms leadership can be interpreted as getting others to follow or getting people to do things willingly or more specifically, the use of authority in decision-making. This essay will consider theoretical accounts of leadership behaviour and compare them to the chosen leader. The organisation that has been chosen is the Disney Corporation. Since the company was formed there have been two charismatic, but strikingly different leaders. A few years ago the Walt Disney Company was famous for a little mouse, a collection of vintage animated films for children, and two aging theme parks. Today, the sun never sets on the Disney entertainment empire. Along with its animation business, creator of blockbusters such as Beauty and the Beast, Disney now owns three other studios. After a problematic start Disney has exported the park business to Japan and France. There are two new Disney cruise ships, Wonder and Magic, and 725 Disney stores at locations all around the world. The driving force behind Disneys metamorphosis has been Michael Eisner, who became CEO and chairman in 1984 after a brief but intense battle for the position (Wetlaufer, S. 2000). The founder of the organisation Walt Disney, employed the best talent available, and by means of his own drive and enthusiasm, encouraged them to reach new heights. Walt Disney strived to maintain absolute, unchallenged control over every detail of his empire. Employees worked under an autocratic visionary; they expected big ideas and decisions to come from the top. When Walt Disney died in 1966, the company floundered creatively and financially for years. There were competent, dedicated people in management and talented, hard-working artists in the creative departments, but there was no vision, no leadership (Hightower, D. 1993). The choice of Michael Eisner as CEO of Disney has been a triumph of creativity in American business. Choosing creativity over financial know-how was a tremendous risk, but it has paid off: in the past eight years, revenue has grown on averaged 25 percent annually, Disney stock has increased tenfold in value and the company has been transformed into the worlds most successful entertainment empire. For the first time in Disneys history, an outsider was going to run the company (Hightower, D. 1993). Leadership is different from management; company leaders in action illustrate the practice of leadership. It is not just leadership that is required, both management and leadership are needed. However, during times of high-stakes change, organisations will fail without widespread good leadership (Coyle, J. 2000). Managers promote stability within an organisation, while leaders press for change. An organisation requires leadership at all levels, from the Directors board down to the Shop floor and cleaners. However, leadership is not a uniform command, for example the Waitress on the Shop floor will not receive identical commands and relationships from their manager as someone working in the finance department would from his or her manager. There are different forms of leadership and behaviour from which managers can implement to what they feel best suits the situation. The type of leadership adopted at different levels is a crucial part in achieving the aims and objectives and thus the success of the company (Burnes, B. 2000). Webber (n.d.) defined the types of authority of leaders in organisations into three categories, (1) Traditional, authority is legitimised by custom, and belief in the right to rule. There are traditional proper right to rule, example of this is the sovereignty, the church or a paternalistic employer. (2) Charismatic organisations, authority is legitimised by the quality of the leader, there strengths, personality and inspiration. There is a need for some routine; with the demise of the leader the organisation can change structure unless another charismatic leader is found, (3) Bureaucratic organisations, authority is based on the acceptance of the formal rules, the law within the organisation, authority comes from the hierarchical position within the organisation, examples of this are the armed forces and schools (Webber (n.d.) cited in Mullins, L, 2005: 77). Transformational leaders are able to effectively communicate their vision to an organisation and provide an environment where individuals are empowered to achieve that vision. Instead of telling employees what to do, transformational leaders provide the tools that can help employees achieve greatness. A subset of transformational leadership is charismatic leadership, which is built on the idea that sheer force of personality can be enough to provide leadership to an organisation and inspire high levels of personal loyalty from employees to leaders. The Disney Company has had two charismatic leaders in its history: Walt Disney and Michael Eisner. Disneys tenure was followed by lacklustre performance at the company after his death, and none of the executives at the organisation possessed a personality strong enough to replace the founder (Mullins, L. 2005). The trait approach assumes that the leaders are outstanding through their specific personality traits, cognitive abilities, interpersonal styles and other ability factors that distinguish them. This concept implies that leaders are rather born than made. Grint (2000) argued, There is no hope for those of us, not born with certain gifts or talents for leadership (Grint, K. 2000). The research done by Fleischman and Harris (1962) found two explicit behaviours: consideration and task-orientation. The first factor, consideration, involves a high regard for the leaders subordinates, sharing ideas and incorporating the subordinates as close as possible into the area they are involved. The second one, task-orientation, is mainly connected with the production and ignoring the subordinates to a great extend (Fleischman and Harris (1962) cited in Grint, K. 2000). The relatively new concept of charismatic leadership is based on the belief that the leader can broaden the awareness and interest of his/her followers. Consequently, the aims of the leader are of greater importance and are placed prior to the personal goals. Steers (1996) defines charismatic leadership as a special quality that enables the leader to mobilise and sustain activity within an organisation through specific personal actions combined with perceived characteristics. Employees are motivated by charisma beyond their original expectations. This is done in three ways, awareness about certain key issues and processes are raised, organisational goals are placed above the own interests and adjusting the needs level, so they have a stronger drive for responsibility, challenge and personal growth (Steers, R, 1996:693). Strength in Grint (2000) theory is it does not introduce quantifiable factors; hence it cannot be treated as a rigid science, such as Mathematics. Grint says that leadership is essential an interpretative affair, it casts doubt upon those claiming scientific legitimations for their claims and buttresses an approach to leadership that firmly within the arts not the sciences. It is not a rigid formula that applies to all leaders (Grint, K. 2000). Therefore the more scientific our methods of analysis become, the less likely we are to understand leadership because it is not accessible to scientific approaches. Taking this statement into considerations, it is clear that the charismatic leadership approach is a significant development, since it does not try to quantify. Henry Mintzberg discussed that the behaviour is hard to reconcile, on the surface at least, with traditional notions of what top managers do. It is hard to fit the behaviour into categories like planning, organizing, contro lling, directing, or staffing (Henry Mintzberg Cited in Kotter. J 1999). Even when times are hard, work was fun and exciting, and this has been incorporated in Eisners management style. But there are limits to the autonomy. Senior management delegates authority, not autonomy, downward in the organisation. Sometimes in large companies, too much gets delegated, especially now that empowerment is the rage. Eisner stated I just believe that those with the most experience should be given the most opportunity to handle really tough situations, these situations can put a company or a division at risk (Eisner, M. cited in Wetlaufer, S. (2000). So autonomy has its place. Delegation has its place. But sometimes you have to push problems back up to the top. Otherwise, you just might bump into the biggest corporate problem of all. Eisner, M. (2002) described what the most important areas of management are (1) youve got to be an example. (2)Youve got to be there. (3)Youve got to be a nudge, which is another word for motivator, really. (4) And youve got to show creative leadership, you have to be an idea generator, all the time, day and night (Eisner, M. (2000) cited in Wetlaufer, S. 2000). Thats not really a role. Its an underlying responsibility, its always there. Leading by example also means showing a combination of enthusiasm and loyalty to the institution, and it certainly means demanding excellence in the organisation (Wetlaufer, S. 2000). The two fundamental challenges to a manager are to (1) figure out what to do despite uncertainty and an enormous amount of potentially relevant information. (2) Get things done through a large and diverse group of people despite having little direct control over most of them. These challenges have severe implications for the traditional management functions of planning, staffing, organizing, directing, and controlling. To tackle challenges, effective general managers rely on agenda setting and network building. The best ones assertively seek information (including bad news), skilfully ask questions, and seek out programs and projects that can help accomplish multiple objectives. When a new manager starts their role they spend a considerable amount of time establishing their agendas. Effective executives develop agendas that are made up of loosely connected goals and plans that address their long, medium, and short-term responsibilities (Kotter, J.1999). This pattern of network-building is typical of a managers role and is aimed at more than just direct subordinates. Managers develop cooperative relationships with and among peers, outsiders, their bosses boss, and their subordinates subordinates. Indeed, they develop relationships with (and sometimes among) any and all of the hundreds or even thousands of people on whom they feel in some way dependent. Just as they create an agenda that is different from, although generally consistent with, formal plans, they also create a network that is different from, but generally consistent with, the formal organisational structure (Kotter, J.1999). This networking commence as soon as Eisner was appointed, gaining valuable contacts within the organisation. Managers of organisations have responsibility to get the strategic intent right, not just for the advantage of the organisation. Drucker (1989) discussed the responsibility of management as being decisive not only for the enterprises itself, but for the Managements public standing.for the very future of our economic and social system and the survival of enterprise. The decisions that managers make, do not just affect the organisation, they have an affect on the whole of society, with ethical, environmental and social considerations. Misjudged and misguided strategies have in the past brought down organisations both financially and in their reputation, damaging the publics opinion of them (Drucker (1989) cited in Mullins 2005:214). Therefore strategic decisions are likely to affect the operational level of an organisation, which needs to be in tune with long term goals of the organisation. This factor is important in decision making; firstly if the operational level is not in line with the strategic level this can cause conflict and jeopardise the strategy, secondly it is at the operational of an organisation that the real strategy is achieved (Johnson G , Scholes, K 2004). The Walt Disney Company continues to prosper, by maintaining and ever improving quality standards across the board. Walt Disneys Employee Forum is a publication created not only to motivate employees but to discuss past, present, and future accomplishments of the company. Disneys large corporation has very detailed and clear segmentation, and strives for quality in every product. Others in the entertainments industry, including, for example, Time Warner, MCA, and DreamWorks, also have their own unique quality factors. It is this differentiation and distinctiveness that may be the key to their recognition for what they do, and why they are so good (Anonymous1997). Successful organisations are fluid, forever moving and adjusting to the market forces. From the previous years performance new goals are set, brining in innovative fresh activities that make the organisation more effective. These criteria include increased employee versatility/flexibility; increase of expertise; broadening of the market base; increasing production capacity; improved production economy; and the ability to respond to change. Although some of these decisions are at a strategic level, others will show results with the year. These can be measured to ensure that the strategies are working for the organisation (Mullins, L, 2005). Creativity can be one of the key drivers in business today. At the Walt Disney Company, creativity is not just a tool or a technique to increase productivity; it is the heart of the business. The creative process is practiced and nurtured at Disney, and the application of a similar approach could dramatically impact businesses in a multitude of industries (Hightower, D. 1993). Eisner stated that Disney is a company built on a powerful combination of institutionalised creative friction, an environment that produces a constant stream of ideas and good, old-fashioned common sense. Together, he stated conflict and common sense yield creativity, and creativity has a way of cleaning up the balance sheet and making the income statement shine very brightly (Eisner, M. cited in Wetlaufer, S. (2000). The opinion that all knowledge is viewed as objects to the organisation, and therefore can pass between different states, has contributed to the focus of knowledge management systems (KMS) that they should be externalised and merged with tacit forms of knowledge. This theory is backed up by Cohendet et al.s (1999) recent attention to the codification of experience, know-how and localised tacit knowledge Through the processes of conversion between employees triggers the process of intuiting, interpreting, and integrating them into the organisation (Cohendet et al 1999:523). Healthy organisations would like to be viewed as containing harmonious working relations, committed to working together towards the common goal. Conflict is a reality within the organisational climate; therefore conflict has to be managed. The most specific level the culture of the organisation can be seen as the aggregation of the cognitive interpretations of the organisation workforce, conflict can reveal itself. This conflict arises from the personalities and experience of the individuals, together with the interactions between employees that can cause distortion (Hamlin, B. et al 2000). Diversity is a great force toward creativity. For many, Disney has made its members, (that is what they call employees) a diverse group of people. The more diverse an organisation, the more diverse are the opinions that get expressed, which sometimes create friction, and friction slows down the machine. When the machine slows down, good things can happen. If it is just sliding along with no friction, you get the easy solution; you get mediocrity. We work very hard on getting diversity at the top of the organization, and like many organisations we still have room to improve. That will make us more creative. This diversity is not just about skin colour or ethnic background, it is diversity in point of view. They encourage individualism, wanting employees who view the world differently (Wetlaufer, S. 2000). This whole business starts with ideas that come out of an environment of supportive conflict, which is synonymous with appropriate friction. This is an environment where people are not afraid to speak their minds or be irreverent. Uninhibited discussion gets ideas, which can be look at, made better or just get rid of them (Eisner, M. cited in Wetlaufer, S. 2000). Corporate creativity requires an innately creative leader and the managerial capability to syndicate creativity at the organisational level (Hightower, D. 1993). Cultural descriptions distinguish one organisation from another, and influence the people in the company as individuals as well as company performance. Such culture is a diffuse and nebulous notion, encompassing the underlying values, beliefs and principles of the personnel as they are expressed within the management, structure and practices (B Fletcher, F  Jones, 1992). Although Trompenaars suggests that all societies view time in different ways which may in turn influence business activities. The American dream is the French nightmare. Americans generally start from zero and what matters is their present performance and their plan to make it in the future. This is noveau riche for the French who prefer the ancien pauvre; they have an enormous sense of the past. This clash in national culture between the organisation and the country it is in, was experienced by the Disney corporation when they first tried to expand into new markets (F, Trompenaars (n.d) cited in N, Brealey, 1993: 66). The Aston School points to convergence of organisational culture. An example of this is the work of Hickson et al which suggests that there is a relationship between factors such as size/technology and structures which transcends culture. A bureaucracy in all societies and bureaucratic structures are more likely to occur in particular sectors of the economy. Other Commentators have followed Kerr et al who suggest that industrial or post-industrial societies would in any case become more alike as they are developed in the future. The contrary argument that culture does matter when studying organisational behaviour can be seen in the work of Geert Hofstede. During his work Hofstede identified four dimensions of culture; power distance; uncertainty; avoidance; individualism; and masculinity (Hofstede, G 1980). Ensuring that Disney cast members are committed and motivated, and that they behave appropriately, is the most challenging part of Eisners role (Wetlaufer, S. 2000 a). There are various cultural and structural factors that have a direct affects on organisations that can impinge on the very success of the organisation. These are highlighted when an organisation attempts to redefine itself, to change their image in an attempt to maintain or to enhance their competitive capabilities (L Gratton, 1999). Creating a worldwide brand also means creating a common vision and, to create synergy among its businesses worldwide, Disney runs a program, Disney Dimensions, for senior executives drawn from every division of the company to ensure they work in a common aim. Eisner describes this program as a synergy boot camp. Participants have eight days of meetings, covering every aspect of the business. They dress up as Disney characters, oversee the catering, learn how beds are made and spend time in all the different Disney divisions learning what these do and how they work. Basically they are learning for 16 hours a day how to do every single job in the business (Wetlaufer, S. (2000 a). Disney entertains people, so an energised culture is encouraged. This is reinforced in weekly meetings that anyone could offer up an idea and gets other people to react to it. These are big, unruly, disruptive meetings, which supports institutionalised conflict. The honesty in the teams and culture is vital in this culture. This is in the environment where criticism goes up as well as down. In this culture where every one is equal, there is no pecking order it produces creativity (Wetlaufer, S. 2000). Managers achieve more indirect influence through symbolic methods. They use meetings, language, stories about the organisation, even architecture, in order to get some message across indirectly. The symbols of the Disney Corporation are everywhere, reinforcing the values to employees (Kotter, J.1999). An important aspect that adds to organisational effectiveness is synergy, when the whole performance is greater that the performance of the individual components, that the performance of the organisation outstrips the performance of the individual, this is positive synergy (Mullins. L. 2005).Positive synergy occurs when two or more processes or activities complement each other. The concept of synergy can be considered and implemented by changing the links that bind certain departments together, linking new departments together (Johnson G, , Scholes K, 2004). Mullins (2005) stated that his could lead to a broadly and powerfully defined culture which is strongly customer focused and capable of leap frogging the competition through continual and radical innovation (Mullins, L. 2005:256). Synergy occurs at Disney, because they all pull together. The products scream out for synergy. When launching a new product it is on the cover of our magazines, on the Disney channels around the world and displayed in the windows of the shops. All employees around the world know what is happening and are involved (Wetlaufer, S. 2000). Classical writers discussed the organisation in terms of its purpose, with its formal structure; the hierarchy of the organisation. The emphasis placed on planning work, achieving this through managing the technical requirements, and the presumption of logical and rational behaviour from within the organisation. Each individual classical writer puts forward their own interpretation of similar theories (Mullins, L 2005). Baker (1972) discussed these principals as it offered simple principals which claimed general application it also followed architectural and literary styles which emphasised formality, symmetry and rigidity (R Baker (1972) cited in Buchanan D and Huczynski A 1991: 430) The Disney Corporation treats its members with reverence, respecting the individuals diversity. However the uniform of its customer facing members demonstrates rigidity within the structure. Although the payment received from the employer is not the sole motivator it satisfies the contract of employment. Hegewisch (1991) wrote the pay packet is one of the most visible expression of the employment relationship, its main issue is the exchange between employer and employee, expressing a connection between the labour market, the individuals work and the performance of employing the organisation itself(Hegewisch (1991) cited in Beardwell I Holden L 1994 :500). The organisation pays employees well; their reasoning was to compensate employees enough so they didnt have to worry about money. This way, they argued, employees were made able to do their job, service the customer. Tom Peters focuses on this point when discussing closeness to the customer. To overspend on service people keeps customers happy and Disney knows what its customers like. It may cost Disney a lot and be unprofitable in the short run, but the company looks to the long run to keep those customers (Tom Peters cited in Anonymous1997). As the first leader in the Disney Corporation that is not a family member Michael Eisner has turned the organisation around. The success is world wide, with new products being launched continually. Michael Eisner style of leadership is completely the reverse of the way the organisation had been run. Ultimately, Michael Eisner is seeking to generate enthusiasm and involvement among Disney employees. Enthusiasm and involvement leads to motivated employees. This is achieved through reinforcing the culture of fun and innovation. The employees are paid well, to motivate them and to reduce financial worries that could impinge on their performance. Although creativity and innovation is encouraged it could be argued that the knowledge of the employees is viewed as objects to the organisation. Eisners leadership is transformational and charismatic. Transformational leaders provide the tools that can help employees achieve greatness. There are networks in place that increase the synergy within the organisation, all employees knows what the strategic plans are. Although the organisation has been reformed, we must not lose sight of the ultimate goal. Michael Eisner values the ideas of every individual and endeavours to offer a creative, fun environment in which they may ultimately see their ideas grow and take shape, adding to the Disney magic and of course, the bottom line Bibliography Beardwell I and Holden L,(1996) Human Resource Management Pitman Publishing, London Buchanan D, and Hucczynski A, (1991)Organisational Behaviour Prentice Hall, Padstow Burnes, B. (2000) (3rd Edition)  A Strategic Approach to Organisational Dynamics Pearson Education, Edinburgh Gratton, L (1999) Strategic Human Resource Management: Corporate Rhetoric and Human Reality.; Oxford University Press (UK), Oxford Grint, K. (2000) The Art of Leadership, Oxford University Press, Oxford. Hamlin, B. et al (2000) Organisational Change and Development,  Pearson Education, Edinburgh Hofstede G (1980) Cultures Consequences: International Differences in Work-Related Values, Pitman Publishing, London Johnson, G Scholes J (2004) (6th Edition) Exploring Corporate Strategy Prentice Hall, Hemmel Hempstead. Marchington M and Wilkinson A, (1997) Core Personnel and Development IPD publishing, London Rose M Industrial Behaviour (1978) Penguin Harmondsworth Steers,R. (1996) Motivation and Leadership at work McGraw-Hill Trompenaars F (1997)(2nd Edition) Riding the Waves of Culture, Nicholas Brealey London : Mullins, L (2005) (7th Edition) Management and Organisational Behaviour Prentice Hall, Pearson Education, Edinburgh Anonymous(1997) How Disney uses differentiation to maintain distinctive quality Strategic Direction.  Bradford: May 1997 Cohendet, Pet al (1999). Knowledge co-ordination, competence creation and integrated networks in globalised firms Cambridge Journal of Economics Coyle, J. (2000) John P. Kotter on What Leaders Really Do (An interview with the author) Human Resource Planning Vol.23,   Drucker, P. et al (1997) Looking ahead: implications of the present. Harvard Business Review, Sept-Oct 1997 v75 Fletcher, B   Jones, F (1992) Cultural Auditing Managerial Auditing Journal Hightower, D. (1993) Creativity is your business too! Planning Review.  Sep/Oct 1993. Vol.21, Kotter. J. (1999) What Effective General Managers Really Do. Harvard Business Review, March-April 1999 v77 Wetlaufer, S. (2000) Common Sense and Conflict An Interview with Disneys Michael Eisner. Harvard Business Review, Jan 2000 v78 Wetlaufer, S. (2000 a) Reinventing Disney Strategic Direction, Sep 2000.Vol.16,

Perrault and Robinson Versions of Puss in Boots :: Compare Contrast Puss Boots Essays

Perrault and Robinson Versions of Puss in Boots Puss in Boots, like many folk and fairy tales is found in varying versions of the same story. Two of the many versions of this tale which are still told today are the classic version by Charles Perrault and one retold by Harry Robinson, an Okanagan Native Storyteller. Robinson's version was recorded and then transcribed and may be found in 'Write It On Your Heart - The Epic World of an Okanagan Storyteller.' This paper will examine and compare the content of both these tales with regards to plot and attempt to explain why the differences and similarities occur with regards to characters and places. Though both versions share a common goal of assuring a good life for the son who inherits the cat, the reasons vary considerably from version to version. In Perrault's tale, the son is destitute and the cat sets out to ensure his master's survival and comfort. Robinson's version, on the other hand, portraits a cat that seeks to right a wrong and return to his master that which was stolen from his family. A significant difference between the two tales is the number of events that take place. The openings to these two tales are very different from one another. In Perrault's tale, the father is already dead and the children are about to split their meagre inheritance: a mill, an ass and one cat. Robinson launches instead into an extended preamble identifying the story to be told along with some pertinent facts concerning its source. He identifies its source as being non- Native. "This is white people stories." (Robinson, 282) Unlike Perrault's poor miller, Robinson's father figure is identified as a well-to-do rancher with lots of cattle, several horses and many acres of cultivated fields. In fact, the farming operation is so large that there are many farmhands to tend to the various tasks (Robinson, 283). The father is very much alive and continues to be an integral part of the story for one third of the tale. Perrault's sequence of events is compact and straightforward. Once the sons have divided the assets, the two oldest siblings are removed from the tale. The cat requests some boots and a bag and sets off to provide for his master. Upon snagging each day's catch, he presents it to the king as a gift from his master whom he dubs the Marquis of Carabas.

Leo Tolstoys The Death of Ivan Ilyich Essay -- The Death of Ivan Ilyi

Death of Ivan Ilych 1. Characterize the following individuals   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Peter Ivanovich   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Gerasim   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Proskovya Fedorovna   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Vasya Indicate, as well, the ways, in which these individuals help or hinder Ivan Ilych’s spiritual growth. 2. How do (a) the stories associated with the Baal Shem Tov and (b) the biblical tale of Elisha in Damascus illustrate the spiritual journey undertaken by Ivan Ilych? 1. Peter Ivanovich (known from now on as PI) was Ivan’s dearest friend. PI and Ivan have known each other all their lives yet at Ivan’s funeral PI shows no deep remorse. All that PI really thinks about is the vacancy that Ivan has left at work. He like other people, thinks that relationships are just about achieving ones own agenda. And such loving and compassionate relationships do not exist. Another situation that PI has is that after his selfish like behavior he is characterized by a desire to avoid the unpleasant. This is shown when PI skirts the topic of Ivan’s death and â€Å"drags his feet† when it comes time to attend the funeral. He has a problem with confronting the aspect of his own mortality. PI never quite makes the transition to the true understanding of the nature of life that Ivan had made and Gerasim as well. Even though upon leaving Ivan’s funeral PI evokes the observation that it is God’s will that everybody dies someday. His receptivity and consciousness make him stand out amongst society. If one looks at PI’s last name of Ivan... Leo Tolstoy's The Death of Ivan Ilyich Essay -- The Death of Ivan Ilyi Death of Ivan Ilych 1. Characterize the following individuals   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Peter Ivanovich   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Gerasim   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Proskovya Fedorovna   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Vasya Indicate, as well, the ways, in which these individuals help or hinder Ivan Ilych’s spiritual growth. 2. How do (a) the stories associated with the Baal Shem Tov and (b) the biblical tale of Elisha in Damascus illustrate the spiritual journey undertaken by Ivan Ilych? 1. Peter Ivanovich (known from now on as PI) was Ivan’s dearest friend. PI and Ivan have known each other all their lives yet at Ivan’s funeral PI shows no deep remorse. All that PI really thinks about is the vacancy that Ivan has left at work. He like other people, thinks that relationships are just about achieving ones own agenda. And such loving and compassionate relationships do not exist. Another situation that PI has is that after his selfish like behavior he is characterized by a desire to avoid the unpleasant. This is shown when PI skirts the topic of Ivan’s death and â€Å"drags his feet† when it comes time to attend the funeral. He has a problem with confronting the aspect of his own mortality. PI never quite makes the transition to the true understanding of the nature of life that Ivan had made and Gerasim as well. Even though upon leaving Ivan’s funeral PI evokes the observation that it is God’s will that everybody dies someday. His receptivity and consciousness make him stand out amongst society. If one looks at PI’s last name of Ivan...

Organizational Behavior and Globalization Essay

In a world which is characterized by globalization, especially in terms of the operations of different businesses, there is also a need for organizations to demonstrate a higher degree of responsiveness and provide an assurance that its current management systems in place are in accordance with the requirements of the current environment and context. With this thing in mind, it can be noted that one of the things which significant affect the operations of businesses which should be highlighted, in response to being more global, or to globalization, would be organizational behavior. In the past years, globalization has been taken into different contexts and has become more apparent in the operations of many businesses. In a nutshell, the occurrence of globalization can be seen as the act of being absent of distance in culture and society, as there is said to be unification and in time and space, affecting various facets of the society, including political, cultural, social, and econom ic life (Ray, 2007). It is apparent that globalization has led into paradigm shifts in the manner at which many businesses operates wuch as with regards to the presence of a stronger international trade, major technological advancements, and increased cultural exchange (Braun, 2005). Because of the significant effects which were brought about by the advent of globalization in contemporary businesses, it is apparent that there has also been an urgent need for these firms to address such concerns in managing organizational behavior. Many organizations should adapt to the consequences of globalization because of the fact that it creates a great impact on their organizational behavior. Because of the higher degree of interdependence between different factors which are relevant in the operations of organizations such as economic, cultural, and social factors, it has been regarded that there is a higher concern for many to place a gat deal of emphasis on organizational behavior. In addition, the advent of globalization has also made businesses expand their operations, some even on an international scale. Because of such expansion, or what others would call multinationalization, it can be reflected that teher are apparent differences within the employees, and even the m anagement style, within the  organization. These differences and diversity, as brought about by various cultures in the work environment, and as a consequence of globalization, can be given the appropriate solutions given the fact that the management has the right approach towards organizational behavior (Wagner and Hollenbeck, 2010). The world made closer and smaller, as a consequence of globalization, has made significant changes in with regards to organizational behavior. From the management context, the intertwining of cultures within organization, again, as a consequence of globalization, has serious management implications. It calls upon the greater need to manage organizational behavior in such a way that it must be assured that the people are made comfortable under a diverse working environment to make them more effective and efficient in their jobs (Harris and Hartman, 2002). In addition, it is also important to note that globalization serves as a major force which restructures economic, political, and social systems within societies and within organizations. With such, as it has been highlighted in the earlier sections of this paper, globalization calls for better management of organizational behavior and it should be assured that the organizational changes which serve as the consequences of globalization should be given emphasis so that it will not allow any negative consequences on the way people behave and functions within today’s contemporary organizations. The management of today’s organizations must learn many international management techniques, especially those which relate to management of the workforce, to be assured that they are not negatively affected by the outcomes which are brought by globalization (Griffin and Moorhead, 2010). Organizational Behavior and Organizational Structure For the effective and efficient operations of any organizations, one of the most apparent requirements would be an organizational structure which fits the business and which would gain a high level of support from its workforce. Organizational structure, by definition, is a system which allows the provision of the division, grouping, and coordination of various activities within the organization. It provides an outline of the tasks  which shall be completed by individuals and groups (Hoye, et al., 2009). Furthermore, it also allows the provision of the hierarchy of authority and responsibilities to determine the people who would be reporting with the superiors and to be able to as well provide how the employees are linked to each other, with specific emphasis on the tasks which are supposed to be completed (Kinney, 2008). It is assumed that the organizational design and structure can be considered as a key shaping force of the organizational behavior. They are highly influential towards the implementation of strategies and also significant towards being able to trigger both employee commitment and motivation (Beer, n.d.). Because of the high degree of importance which is placed upon organizational structure, it is apparent that many firms in today’s time are already veering away from the traditional forms of management. For instance, instead of the deployment of an organizational structure which is mechanistic or stable, many firms are now using a structure and design which is organic or adaptive., The use of such organizational structure is said to give them the benefit of flexibility and being more dynamic. With such, it can also be assumed that there is a greater flexibility towards the management of the behavior of the workforce. In addition, it is also important to take note that certain aspects of organizational behavior, such as the turnover satisfaction, and performance of the workforce, are greatly influenced by its structure. In an organic or adaptive organization, as it has been mentioned earlier, it can be seen that the level of employee satisfaction is higher basically because there is a greater degree of responsiveness in accordance with what is needed rather than being stable regardless of the situation which the work environment is confronted with (Walonick, 1993). Furthermore, it should be assured that the organization is structured in such a way that it is responsive of the needs and the objectives of the organization. A weak or deficient organizational structure can have negative effects on organizational behavior, such as in the following aspects: it can delay decision-making because of overloaded hierarchy; correct information may not be provided to the right person and in the right format, therefore  leading into low-quality of decision outcomes; organization may demonstrate the failure to become responsive of the changing environment, especially in a case of an organization with a highly diversified workforce; and there might be a presence of conflicts between individuals and departments which are working against each other (Nelson and Quick, 2008). Different organizational structures, including the systems for reporting and supervision, show a variety of effects on organizational behavior. For instance, n a firm in which the decision-making activities are concentrated on the top or senior management, or under a highly centralized organization, the praises for the problem solving techniques all go to the top management,. In such case, it can be reflected that employees may have a feeling that it is quite unfair for them, especially if they know that they have exerted significant efforts in carrying out a multitude of tasks, for which the credit goes not to them, but to the senior management. This could result into lack of motivation and low level of employee morale. On the other hand, in an organizational structure at which there are rigid policies and vague design on who and where to report, there is a potential to lead the workforce into the feeling that they are not trusted basically because they are not involved. In such organizational structure, employees may demonstrate low quality of work and low degree of productivity basically because there is a failure from the management to provide am organizational design which clearly outlines their responsibilities and hierarchy. Because of such situations, it is therefore important to create an organizational structure which will be able to make the organizations more effective through a behavior which can be expected to result into high quality of outputs ( Phillips and Gully, 2011). Organizational Behavior and Outsourcing Outsourcing in business is indeed a proof that globalization has taken its toll in the operations of today’s organizations. Outsourcing allows for the transfer of the recurrent internal activities of an organization to a contracted outside provider. Outsourcing is considered as a strategic move by today’s contemporary businesses for different reasons and benefits, such  as the following: enhancing the effectiveness of the organization by the demonstration of a focus on the things which they do best; improvement in operation performance, increasing product, service, customer, and shareholder value; improving risk management; improving control and management; reduction in investments of various assets; gaining market access through the provider of services which are outsources; and expansion of the organization’s current market (Greaver, 1998). Furthermore, the practice of outsourcing business activities can also result into increased flexibility with regards to ensuring the maximum optimization of the resources which the organization is confronted with and it also allows rapid technological migration (Blokdijk, 2008). Outsourcing, aside from the fact that it leads into significant reduction in costs, speeding up business activities, and increasing the efficiency of an organization, also shows significant benefits with regards to organizational behavior. For instance, it has been noted that because of outsourcing, there is a greater possibility for teamwork to be apparent within the operations of the organization. Outsourcing makes it possible for the workforce to focus on their job junctions at which they are skilled and competent, making them more valuable for the firm. This can lead into heightened employee motivation and morale, especially knowing the fact that they are given the chance to excel on the things which they do best. It would be possible to enhance teamwork with the presence of outsourcing in the organization, especially if communication, trust, and cooperation are also apparent in the organizational culture. However, although it can be seen as beneficial in the promotion of teamwork, it does not come in the absence of challenges. These challenges are commonly as well significant in the field of organizational behavior. In the case of organizations in which outsourcing is practiced, it is extremely possible to view such as a threat and lack of support from management. This is basically because the two different companies may not develop a dynamic and lasting relationship which can motivate the employees to do well in their jobs (Griffin and Moorhead, 2010). Outsourcing has a direct impact on the employees of the organization. For instance, it has been assumed by some that outsourcing can be treated as an  apparent breach of the psychological contract of the employees with the organization. This means that the unconscious expectations of the employees for the organization to be more responsive of their psychological needs and be more supportive of their psychological defenses are not fulfilled. Such has the potential to lead into low employee morale and any other aspects of human behavior which can trigger productivity and efficiency at work (Morgan, 2009). In addition, another effect of outsourcing in organizational behavior is that it can possibly lead the employees into having a feeling of job deterioration and job insecurity. It can lead into the deterioration of working conditions in the sense that such employees may be assigned work which is precarious and it can also elad into longer working hours. For instance, if the business is outsourced in a different country, there may be significant differences in working hours between the two locations and it can inevitably lead into stress and unfavorable working conditions at one end (Blanke, 2009). Lastly, outsourcing also has the potential to lead into thinking that the skills and competencies of the employees are underestimated (Roe, et al., n.d.). Organizational Behavior and Virtual Organizations Virtual organization, just like outsourcing, is also one of the means to make the world smaller through a network of connections to make business processes more efficient and easier. A virtual organization is an organization which even members are geographically separated from each other, the organization is still single and unified as they are connected with computers and other means of technology which would allow them to be working with each other, regardless of their locations. One of its most outstanding features is that it lacks physical structure which shows that such organizations have a lower degree of physical presence compared to organizations of other types. Operations are often decentralized rather than being concentrated, basically because the members are geographically dispersed from each other. In addition, it also demonstrates heavy reliance on a multitude of communication technologies in order to link people with each other. Organizations of such type also benefits from the fact that it is inclusive, boundaryless, responsive, and flexible. However, although such  benefits may prove to be evident in the case of virtual organizations, it is also apparent that t requires the need for sophisticated management techniques as there is a need to link and unify people into one common organizational objective, despite the fact that they are working in distant locations (Warner and Witzel, 2004). Just like in cases which were earlier mentioned in the earlier sections of this paper, the operations of virtual organizations also show significant effects with regards to organizational behavior. The advent of various information and communication tcehnologes has given way to such developments in organizational operations. Without a doubt, people were given the opportunity to complete their jobs anywhere and anytime which they find it appropriate. The development of such virtual organizations presented a number of challenges in the management of organizational behavior. In the absence of a physical environment which shall govern and monitor the completion of jobs, there are apparent common challenges such as the management and leadership style which shall be employed, career planning, evaluation of performance, and how the employees will be monitored (Kirel, 2007). Furthermore, it has also been regarded that one of the most important requirements essential in the success of virtual organizations is the fact that the members or the employees must be knowledgeable and competent in the use of various technologies which shall facilitate communication and coordination between the distant parties working with each other in pursuit of the business goals. In such regard, to be able to result into efficacy, there is a need for the coordination of the different agents who are involved in organizational behavior. There is a need to ensure that all the concerned people will have an understanding of the domain of operations of the virtual organization to be assured that they will demonstrate a high or an acceptable level of competency in the completion of their tasks (Camarinha-Matos and Afsarmanesh, 2004). Because one of the main goals of virtual organizations is to coordinate and link people in different locations, management will be confronted with a  great challenge in terms of how it shall enact a culture which is apparent in any other organization. There will be a challenge to maintain commitment from the workforce despite the fact that there may be an absence of direct supervision and insufficiency of support coming from the management. There is a potential fgor the presence of increased conflict and decreased loyalty. Such organizational behavior concerns will be quite challenging to manage basically because of the presence of geographically-dispersed locations of operations (Sims, 2002). Organizational Behavior and Strategic Alliances With the goal of achieving better business efficiency and effectiveness, many organizations consider a number of means by which they can be able to increase their competency and ability. One of such would be through strategic alliances which make it possible to demonstrate a high degree of cooperation between various groups in lieu of the objective of being able to better business results. Through strategic alliances, businesses are able to employ a cooperative strategy through the combination of capabilities and resources to be able to achieve their sustainable competitive advantage. Therefore, under the concept of strategic alliances, there is an apparent sharing and exchange of both resources and capabilities between firms which are partnering with each other. Today, such alliances have been regarded as a competitive strategy, especially for many smaller businesses which are competing against the bigger ones. Strategic alliances are often given consideration by the management in o rder to expand their operations and tap a greater fraction of the market, which they cannot complete in the absence of another firm to help them accomplish their goals (Hitt, et al., 2009). With the variety of definitions which are given to describe the contexts of strategic alliances, two prove to be most significant in its relation to organizational behavior. First, strategic alliances entail the involvement of two different organizational entities. These organizational actors are separate, initially, as being characterized by differences in interests, powers, and identities. Second, the formation of a strategic alliance is geared towards the interaction of two parties to achieve specific goals  which may vary across partners. The relationship between the organizations forming an alliance serves as a significant discussion in the examination of their relevance to organizational behavior. One of the major challenges which are confronting such integration of businesses is the fact that it many potentially lead into intergroup and identity issues. This is emerging from the fact that in the case of alliance formations, two or more distinct groups of organizations composed of employees with different culture and orientation, will be working together for a long period of time to achieve a common business goal. Some of the potential issues which may arise from such would include mistrust, favoritism, and group boundaries which would divide the workforce, instead of being unified. Fairness and inclusion are also among two of the most important dimensions which should be highlighted in intergroup issues which are given rise by the advent of strategic alliances. Furthermore, in-group favoritism, as earlier mentioned, can also be evident. This can be possible in a case wherein one side of employees would be more favored from the alliance, especially if such party has a greater contribution towards the success o0f the said alliance. There is also a high tendency and possibility that cultural clash can be present because of the dissimil arity from the different groups of employees. Such issues should be highlighted in the management of organizational behavior so that they cannot6 further escalate into problems which can lead into the failure to manage diversity and can lead into insufficiency of teamwork within the organization formed from a strategic alliance (Leung and White, 2004). Managerial perceptions and cognitions are important to be developed in the case of strategic alliance sin order to see to it that organizational behavior is properly managed, in such a way that it brings an inclusive workplace, while highlighting the significance of diversity management, in spite of the fact that the employees came from organizations which were once separate from each other. There is a need to manage inter-organizational in such a way that the emotions, culture, and perspectives of the employees from organizations forming the alliance will be carefully understood (Das, 2011). Organizational Behavior and Multinational Corporations Current trends in the business context, such as the increasing presence of globalization, have also allowed businesses to flourish and expand their operations on a global scale. An evident proof of such claim is the perpetual increase in the number of multinational corporations operating in different countries all over the world. Selling goods and services of corporations in different countries is not a new phenomenon in the business context, but contemporary issues have confronted such firms especially given the perpetually changing economic and political context which governs their operations. The multinational corporations can be seen as a highly effective and efficient means for utilizing the world’s resources, including humans. It is also an effective tool for bringing new technologies and highly advanced business practices, especially in their operations in developing nations. Despite the fact that a multitude of risks are confronting their operations, it cannot be denie d that they bring benefits which are unparalleled especially in terms of economic metrics (Yusof, 2007). One of the major challenges which are evident in the operations of multinational corporations is the fact that it must be able to demonstrate flexibility and responsiveness in the management of people. This is in recognition of the approach that there is a no one-size-fits-all approach towards managing organizational behavior and culture. Multinational corporations must be able to adjust their management styles and strategies depending on the country at which it has its operations. The organizational behavior must be adjusted to the context that it will prove to be appropriate to the organizational culture. In addition, there is also a need to manage the global company in such a way that teamwork is promoted despite the diversity of operations and that there is a promotion of inclusivity in the workplace in order to positively influence to attitudes and behaviors of the workforce. Control and coordination should be the focus of the people managing multinational corporations to be assured that the employee needs and requirements are being meant, in spite of the breadth nd scope of the operations of the firm. The right principles towards international management and organizational behavior should be strongly demonstrated in managing an organization in which more than one culture as involved, like in  the context of the operations of multinational corporations. In such case, diversity management is essential to promote a work environment which is conducive and productive (Arora, 2000). In some multinational corporations, even if it can be assumed that the operations are autonomous from each other, there is still a strong need in order to properly manage organizational behavior. As it has been discussed, the diversity of culture, same in the case of strategic alliances, should be one of the most significant highlights which should be prioritized by the management of the organization. There is a need to assure that there is a common vision across boundaries which separate operations. A unified goal is needed in order to get the workforce to act in such a way that the complexity of wide scale operations is minimized to an acceptable level. The ability of multinational corporations to create a globally integrated system will be largely dependent on its capacity to manage its operations, given the fact that it extends geographical boundaries. To create such integration in its systems of operations, there is a need for the demonstration of the ability to manage apparent differences of its people across cultures, to be assured that they will behave and perform in accordance with what is expected to generate better business results and create a more dynamic work environment (Phillips and Gully, 2011). REFERENCES: Arora, R., 2000.Encyclopedic dictionary of organization behavior. New Delhi: Sarup & Sons Beer, M., n.d., Organizational behavior and development. [online]. Available at: [Accessed 28 July 2011]. Blanke, T., 2009. Recasting worker involvement? 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