Symbolism that Represents the Theme of Corruption in...

Symbolism in MacBeth Symbolism plays an important role to emphasize the theme of corruption of power in William Shakespeares Macbeth. Throughout the play there are several main symbols repeatedly used to emphasize this theme. The contrast of light and dark representing good and evil, blood representing guilt, murder, and pain, and the archetypal pattern of purification by using water represents removal of guilt, cleansing and peace. Symbolism is used repeatedly to emphasize the theme of corruption of power. Blood is an important image and plays out through Macbeth. The murders that Macbeth had committed are represented by the blood, the guilt that went along with the murders and the pain that it brought on him during his downfall.†¦show more content†¦In Macbeth, light represents the good while the darkness symbolized the evil within the play. This foreshadows the death of King Duncan. Throughout the play, there is continuous contrast of light and dark imagery. Ross says, And yet dark night strangles the traveling lamp. (pg. 37) This shows how evil will overcome Macbeths moral conscience and this foreshadows Macbeths transformation from a good captain to an evil, ambitious leader. Throughout the play, the events of corruption and unusualness occur at night. The murder of King Duncan, Banquo, Lady Macbeths sleepwalking, and the witches, all take place at night. Stars, hide your fires, Let not light see my black and deep desires. (pg. 13) demonstrates Macbeths step toward evil as he talks about the murder of King Duncan. During Lady Macbeths scene in which she is sleepwalking, there is epitome of the light and darkness symbol contrast. She has her light by her continually, Otis her command. (pg. 84), symbolizes the fear Lady Macbeth now has for the darkness and evil. She had once desired the darkness but she now carries the candle, light, to drive out the darkness. During the murders, there was a dark setting used which involved supernatural events, while the light setting was used for last battle, when Macbeth was slain at the end to show the restoration of peace and honesty. Thus the symbolism of light and darkness representing good and evil in the play emphasizes the themeShow MoreRelatedThrone Of Blood, By Akira Kurasawa1205 Words   |  5 PagesThrone of Blood, is often viewed as an interpretation of William Shakespeare’s play, Macbeth. Both works follow a similar story line and address themes that are relevant to a modern audience. One major t heme in both works is the idea that absolute power corrupts mankind. William Shakespeare and Akira Kurasawa both address this theme of power corruption through the use of symbolism and emotion. While Throne of Blood is based off of Macbeth, it is portrayed very differently than the original text. TheRead More Symbolism In Macbeth1097 Words   |  5 PagesIn William Shakespeares Macbeth, symbolism plays a prominent role to emphasize the theme of corruption of power. Throughout the play there are several main symbols repeatedly used to emphasize this theme. The contrast of light and dark representing good and evil, blood representing guilt, murder, and pain, and the archetypal pattern of purification by using water represents removal of guilt, cleansing and peace. Symbolism is used repeatedly to emphasize the theme of corruption of power. The

Thomas Sowell s Economic History - 951 Words

Thomas Sowell, in his chapter on economic history, mentions several notable figures that lead the development of economics. Among these figures are a group called the Mercantilists–more prominently Sir James Steuart, as well as Adam Smith, David Ricardo, Jean-Baptiste Say, and John Maynard Keynes. While Sowell mentions several other economists, the above are amongst the most notable. The mercantilists were a group most notorious during the sixteenth and eighteenth centuries, who wrote several diverse works (Sowell, 2015). One of the more famous works was a treatise written by Sir James Steuart (Sowell, 2015). Sowell (2015) summarizes the mercantilists viewpoint when saying, The purpose of the mercantilists were not the same as those of modern economists. Mercantilists were concerned with increasing the power of their own respective nations relative to that of other nations. Their goal was not the allocation of scarce resources in a way that would maximize the standard of living of the people at large. (p. 599) Sowell then continues to make it clear that the mercantilists main goal was to achieve power for themselves, especially in times of war, so that they may win a war should it come about. The mercantilist group contributed to modern economics in several ways, though these ways are not always positive. Sowell (2015), for example, mentions that several of the mercantilist’s theories that later proved to be flawed are still considered to be true by many in â€Å"popularShow MoreRelatedDoes The Gender Pay Gap Actually Exist?1221 Words   |  5 Pagesdiscrimination in comparison to their male counterparts. This unit exposes many underlining factors that ultimately determine whether the gender pay gap truly exists in the contemporary Western hemisphere. 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Risk Mitigation

Questions: 1. Where should staff meet in the event the network is not accessible? 2. Who has the authority to initiate a contingency plan? 3. Which staff members are critical and must be on-site or always reachable? 4. Where are the back-ups and how are they restored to go back to the old version of software? 5. Who can cover for each critical staff member? 6. What are single points of failure and how can those risks be ameliorated? 7. What systems, vendors, and partners pose risk should they fail? 8. Who is responsible for communicating with customers, and how? Answers: Introduction To handle the mitigation of the risks control, there is a need for the software development like the reviewing of the software update requirements. This will help in analyzing the quality of the product and helps in a proper development of the software life cycle. With this, there is a need to identify the different contingency plans which will assist in minimizing the impact and recommend for the improvement of the office situations. (Juttner et al., 2003). 1. Where should staff meet in the event the network is not accessible? For the assessing of the contingency and the changing management plans, there is a need for the practices and the procedures which are important. The staff meetings should be in the conference room among the different directors of the company to discuss with them about the problems faced at the time of updating the software of a network. The discussion Office will help in assessing the situations and the potential impact of the same. The framework is based on the development and the actions prioritization to address a given situation. 2. Who has the authority to initiate a contingency plan? The area supervisor and the system supervisor has the power to work on the contingency plan from the initiation of the termination. (Chritopher et al., 2004). For the up gradation of the software, the area supervisor will have to be determined by the availability of the source of supply along with the system capacity with the other terms and conditions. The management of the up gradation of the software is the proper track and control which will help in setting the management and scheduled process for the update. The mitigation plan could be through the recognition of the diversity which includes the development of the promotional strategies. The work is based on the integration along with the involvement of the approach that related to the disability related conferences. 3. Which staff members are critical and must be on-site or always reachable? For handling the network and the business plan, there is a need for the leader who is going to guide on the upgradation of the software in the network. The owner of the site is important for the public events to facilitate the required open meetings. The planner is based on making sure about the different events along with the promotions for it. Also, the expert is necessary who will be able to install the network software by properly reading the terms and the conditions. (Royer, 2000). The strategist helps in identifying the different irregularity process which comes when there have been natural disasters. The major step is to determine the plans along with considering the external source of change. The situations should be such that the entire review is based on the goals to achieve them with the effective change management plan. 4. Where are the back-ups and how are they restored to go back to the old version of software? For the backups, the best alternative is the cloud storage which will be managed by the concerned people who is handling the network. The cloud computing is the best process to ensure the consistency along with controlling the processing of the resources as per the demand. The configuration is based on working over to provide the users and the enterprise, enough capability to store the data. The claims are based on avoiding the infrastructure costs which will enable the organizations to focus on the business at the effective time and money spending. (Kleindorfer et al., 2005). There is an option to restore to the default version or restore to the previous version in order to ignore the new updates of the software in the network. 5. Who can cover for each critical staff member? The resource management can work on his staff members and thereby, look after their performance. They need to focus on their capabilities along with determining the likelihood where the agencies prioritize the contingencies. The planning is based on identifying the event happening process with the proper conduction of the Strengths, weakness, opportunities and the threats. These are based on the successful development and implementation plan to identify the changes and work on them effectively. 6. What are single points of failure and how can those risks be ameliorated? There are problems of the single point of failure where there is a need to handle the management with the documentation and the test of the results. The testing process is based on the identification of the failure and the weakness. This ensures that the issues have been fixed efficiently. For the elimination, there is a need for the secondary IT department to work on the call as per the need basis. This will help in understanding the unique requirements and the documentation of the IT exam. (Zsdisin et al., 2000). To ameliorate the risks, the succession planning is based on analysis of the jobs to ensure that the people can work on the planned availability patterns along with the continuity set for the job functions. There is a need for the unique knowledge, skills and the functions to work in the short-term and the long-term impacts. The operations are for the execution process by regularly following up the development plan for the skill enhancement. The decision-making process helps in analyzing about the acts as a backup for the people. Hence, this will assist in protecting the organization growth and shrink. 7. What systems, vendors, and partners pose risk should they fail? The system risks are based on the data where the business partner needs to access, store and process the data based on the different patterns. The sensitive data like the security number and the associated costs need to be handled effectively so that there is a proper access to the intellectual property pattern. The vendor risks management fail when there has been the regulatory environment with the regulations to handle the protect the management of the vendors and the supplier's risks. (Christpher et al., 2004). There is a possibility to regulate the foreign corrupt practices with the assessment of the risks faced by the organization, involvement of the senior management, training programs and the availability of the different policies for the employees and the intermediaries. The diligence has been set on the business partners with the inclusion of the other bribery-related provisions when it comes to the contract and software up gradation. The partners involve the risks of types of the accessing of the data and the resources. There has been in-person physical access with the local login credentials to handle the remote execution. The patterns are based on executing the performance with the accessing responsibility. The information security practices are for the handling of trusted connections with the use of certain legitimate accessing credentials which are difficult to detect. 8. Who is responsible for communicating with customers, and how? The best is to involve the stakeholder from the development phase of the plan so that they can reach out to people, in the case of any requirements. They can effectively handle the same through the meetings or the big conferences so that the people can address the issues and work on it effectively by suggesting some ideas. The Media Action Plan is important for the designating and educating the people through the news about the different risks management plan when there is a need to upgrade the software in the network. This will be designated through the development and the set procedure which holds a well-defined planning. Reference Zsidisin, G. A., Panelli, A., Upton, R. (2000). Purchasing organization involvement in risk assessments, contingency plans, and risk management: an exploratory study.Supply Chain Management: An International Journal,5(4), 187-198. Royer, P. S. (2000). Risk management: The undiscovered dimension of project management.Project Management Journal,31(1), 6-13. Christopher, M., Lee, H. (2004). Mitigating supply chain risk through improved confidence.International journal of physical distribution logistics management,34(5), 388-396. Kleindorfer, P. R., Saad, G. H. (2005). Managing disruption risks in supply chains.Production and operations management,14(1), 53-68. Jttner, U., Peck, H., Christopher, M. (2003). Supply chain risk management: outlining an agenda for future research.International Journal of Logistics: Research and Applications,6(4), 197-210.

Its now or never free essay sample

A. Situationer Background The fact in this case raise some of the most fundamental questions concerning the manner in which engineering firms engage in the practice of profession. Problem Statement The problem in this case is the manner Engineer A seal plans that has not been prepared by him or which he has not checked and reviewed in detail Problem Analysis Because of the size of the organization and the large number of projects being designed at any one time, Engineer A affixes his seal to a documents he have not give a detailed review or checked. B. Assumptions Insufficient number of Engineers that have authority to seal and sign the documents C. Alternative Course of Action Professional Engineer may ethically seal all the documents they prepared and assume legal responsibility only for that in which he possesses understanding and cognizance. Engineers may accept assignment and assume responsibility for coordination of an entire project and sign and seal engineering documents for the entire project, provide that each technical segment is signed and sealed only by the qualified engineers who prepared the segment. We will write a custom essay sample on Its now or never or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page D. Recommendation Engineer A or the chief Engineer shall give a detailed review and check the design of the project and plans prepared by his registered engineer. Professional engineer that work under the supervision of Chief Engineer may also seal and sign their prepared documents as long as they have a  proper orientation and training. May consider hiring additional Chief Engineer that will sign and seal reviewed documents.

Organisational Development in the Nursing Field

Organisational Development in the Nursing Field Free Online Research Papers Organisational development (OD) is widely documented in a plethora of literature many theorists suggest that OD is science based and its topics are rooted in behavioural sciences. OD emerged in the 1960s in order to support organisations with incremental changes which appeared very topical at the time. Paton et al (2005) suggests the prevailing emphasis of OD is on incremental change however OD originated in developing gradual or first order change within existing and established frameworks. In more recent times OD is required to respond to transformational change (Burns 1978, Bennis Nanus 1985, Marriner-Torney 1993). This form of change involves changing existing frameworks including attitudes, beliefs and cultural values. A commonality of both these types of change is that they require top down support towards strategy. However from reading a plethora of literature on OD an evident weakness is that not all change is instigated top down, ideas for change can and do come from any level within an organisation and sometimes pressures for change can be bottom up. Bottom up change lacks power and consequencely this could have a negative effect on the OD process. OD focuses on the process of change rather than the task and is linked to â€Å"soft data† (Peters Waterman 1982). There are numerous topics associated with OD including organisational climate, conflict, culture, management development, employee commitment all according to Mullins (1994) improve organisational performance. Mullins (1994) suggests all topics have to be interlinked or interdependable of each other to gain improved organisational performance. However it could be argued how the accuracy of outcomes are measured or quantified. As changing the interlinked topics may or may not increase outcomes, profits/performance could be increased by external changes and may not always be related to topics involved. Many Authors have tried to define/suggest a purpose of OD including (Beckhard Pritchard 1992, Schein 1985, Boddy Buchanan 1992). The literature suggests OD lacks a commonly agreed definition that is accepted as capturing its nature, principle and extent (Paton et al 2005). The emerging themes from the literature suggests OD applies behavioural science to achieve planned change. Goals include improved organisational effectiveness through using systems theory to analyse organisational issues (Ludwig Van Bertalanffy 1968.) OD appears to be a management discipline of significance to the settings approach in the workplace it creates an enabling workplace where people work effectively towards strategic goals aligning leadership, structure, relationships and learning towards goal attainment. A key theme of OD is improving organisational efficiency in conjunction with improving the quality of employees working lives (Brauche 2001, Saunders Barker 2001). This relates to the art and practice of linking people with purpose to reach and achieve strategic goal and is very much people focused. For the purpose of this paper I shall be critically evaluating OD processes and frameworks in line with current literature and applying these processes to current OD practices within the National Health Service (NHS) and more specifically to the Primary Care Trust (PCT) in which I work. I shall be producing the following OD strategy â€Å"Developing skill mix into the Evening District Nursing Team to provide service delivery in a more efficient and effective manner†. (See Appendix A outlining strategy). I will discuss the OD process used to formulate the strategy and plan the change and critically analyse this process. I will focus on the formulation of the change situation within the PCT and discuss common elements of change and how these elements proactively bring about change within the organisation. I shall evaluate the potential effectiveness of the strategy and the potential impact it may have on the organisation. In order to provide the contextual setting for this project it is important to briefly outline my role within the NHS and examine the changes in the NHS during the recent years. The NHS is a large organisation employing people with a wide range of talents, one of the smaller parts being the Primary Care Trust (PCT) for who I work. My role within the PCT is a clinical/operational management role integrated into a senior nursing role. I manage six District Nursing teams including the evening nursing service and work half time as a District Nurse. I report directly to a Performance/Service Development Manager who in turn reports to the Associate Director. The PCT employees approximately 1150 staff the majority are clinical staff providing community services. The past structure of the NHS has been embedded in a hierarchical â€Å"top down† controlling system styles, yet with the â€Å"Modern NHS† this culture is changing (Lucus 2005, Zimmerman et al 1998). The Government White Papers and National Health Service (NHS) Policy documents (DoH 1997, 1998a 1999, 2001, 2002) reflects plans for a modern NHS and outlines the Government plans for 2000 – 2010; These White Papers build a tangible base on which change for the NHS is based, providing anchoring points for the change on an incremental basis. Smith (2005) discusses how incremental change increases employees readiness to change this is very much evident in the aims and objectives of the PCT. The evening nursing service consists of 34 staff which equates to 6.79 whole time equivalent staff (see Appendix C) the staff all work part time and the majority have more than 10 years service. A service review reported some team members were not working to their grade and there was a need for skill mix within the team to meet the complex care needs of patients on their caseload. This review highlighted highly trained staff undertake clerical duties and simple tasks due too lack of appropriate grade of staff within the team. Community nursing has had to respond to changes from the Government and to the additional pressures including an increase in workload both on day time Community Nursing services but also on the ENS. These pressures are influenced by increasing numbers in the client group District Nurses visit, and the frailty/dependency of these clients. Demographic changes identify that the number of the elderly will increase with a dramatic rise amongst those aged 85 and over adding to District Nursing caseloads in the future. As more people are nursed in primary care the demand for out of hours community based nursing services such as the ENS has steadily risen. The care these clients receive has increased in complexity with the influx of continuing care clients and Active Case Management clients into the service. However despite all of the above the skill mix within the team has remained stagnant. OD INTERVENTIONS LITERATURE REVIEW Many authors discuss approaches to OD what it is and how it is used within organisations, however in practice OD never neatly fits into one approach as change can be chaotic with unexpected combinations and outcomes (Iles Sutherland 2001). Themes/Approaches to OD The OD processes for developing plans for change are based on an ideology of planned participation and democracy (Stacey 1996). These processes rely on change agents facilitating change rather than imposing change. Action Research is one intervention which helps to define a problem and participants then have ownership of that problem (Darwin et al 2002). Action Research The concept of Action Research is traced back to Lewin in the 1940s (Darwin et al 2002). Lewin argued in order to understand change and certain social practices social scientists must include practitioners from the real work in all phases of the inquiry (McKernan 1991). Lewin drew on theories of progressive education of the educational philosopher John Dewey. Carr Kemmis (1986) were critical of Lewins work around Action Research suggesting that democracy and group decision making were viewed as a technique to again the cooperation of workers rather than a fundamental principle for social action and in practice I feel this sometimes happens. Action Research is often referred to as a management tool for the introduction of change and the strength of Action Research lies in the coupling of participants and research to action and change. This type of change process reflects change in practice as a change agent in this process you need to be part of the change process to understand and empathise with the journey of the change and the people involved. As we know from practice change never runs smoothly, and at times unless you are personally involved in the change you can struggle with the emotions from staff affected from the change. Action Research creates spiral steps composing of planning, action and evaluation – the evaluation element being the results of the action (Kemmis McTaggert 1990). Action Research is a rigorous and systemic approach toward OD which uses scientific methods to initiate the change it uses research to enhance practice at a practical level. This type of OD is used in the NHS where care is evidence and researched based. It does require expertise and discipline to use it efficiently and effectively. The change agent requires knowledge and understanding of the Action Research process and knowledge of the validity of research, and the ability to think analytically around evidence and research before putting it into practice. There are 3 types of Action Research: Technical, Practical, and Emancipatory (Darwin et al 2002). The type more commonly used is practical where the researcher and practitioner comes together to identify a potential problem, it gives joint ownership of the problem associated with the change. The practical type gives more flexibility than the technical approach as it allows participants to problem solve as they move through the change which in turn can give multiple perspectives of the problem. This type of Action Research fits well into the ethos of the NHS and the principles that problem solving complex health and social problems lies beyond the ability of any one professional/team and large group intervention is required supported by a change agent to constantly monitor evidence and research to ensure practitioners constantly deliver evidence based. However a criticism of Action Research is that in a hierarchical organisation the empowering element of Action Research is often difficult to achieve due too the power structure involved within the organisation. The cultures in the NHS have changed people now constantly question practice and engage in new enquiry. Staff are actively encouraged to problem solve at shop floor level and Action Research would help staff to perform this. Specifically the methodology used in Action Research has the potential to be useful in areas such as developing innovations, improving healthcare and developing knowledge. Whitehead (2005) discusses how Action Research is gaining acceptance in healthcare management however examples of this in the literature are limited (Waterson 2000, Harrison 2000). Unfortunately Action Research has yet to gain widespread acceptance in the Health Service despite the fact clinicians in the NHS use evidence and research on daily basis. Action Learning Action Learning is an approach to OD which involves the development of people in organisations which takes the task as the vehicle for learning (Pedler 1991). Action Learning is learning from what is happening in the workplace opposed to acquiring new knowledge, although programme knowledge can be introduced into an Action Learning programme as it can give a conceptualised framework to the programme. Many Authors suggest that OD cannot be undertaken on an individual basis as it requires a group to formulate the process and Action Learning brings about changes in people via group work because individuals within the group influence each other and this can be an excellent way to change culture within organisations. Action Learning is a way of learning from Actions and there are 2 important elements to Action Learning:  · Group work: people who work together on their â€Å"doing† and their â€Å"Learning†  · Regular meetings: to allow time for questioning, understanding and reflecting (Weinstein 1999). The involvement of groups in Action Learning makes it effective for introducing change into an organisation and most importantly culture change (Weinstein 1999). Culture change can be difficult to change within organisations as attitudes are not born in us they are formed in groups for example family or work groups and these groups are instrumental in changing our attitudes and beliefs. Group work enables attitudes to change over a period of time and Action Learning enable this process. Changes in people comes about in groups because individuals influence each other and Action Learning sets out principles to challenge people in a group setting, which in the long term will help staff to address change in the workplace. Action Learning is embedded in the theories of Reg Revans (1983, 1982, 1998) but uses the Kolb Revans learning cycles which involves learning from our actions and suggests there can be no learning without action. Action Learning promotes the creative integration of thinking and doing to form learning. The theory of Action Learning consists of a number of elements:  · Programmed Knowledge  · Questioning  · Action  · Reflection Learning should also be greater than the change, thus programmed knowledge and questioning must be learnt faster than change to avoid becoming dated. Action Learning helps to conceptualise a problem the Action Learning set works through the symptoms of the problem narrowing the symptoms down to fine detail in order to get to the exact root of the problem this in itself can be challenging. Action Learning is used as a diagnostic at the implementation stage of a change to diagnosis a problem and it uses tactic knowledge for problem identification (Weinstein 1991). Several Authors suggest Action Learning produces slow results and can take time for people to develop their skills in order to gain full benefits from the set. People can struggle with the balance between accomplishing their task and learning from it and embracing the challenge of the group dynamics. For organisations that prefer quick results Action Learning may not be the appropriate approach to use. Action Learning requires commitment from employers through time and personal development. Sets can work on a task for a period of 6 – 12 months before producing results within an organisation. Employers need to understand this prior to committing their staff to the set. Long term outcomes from Action Learning can be measured in the form of professional development and organisational outcomes but it takes time to measure. Not all employers are able to commit this time and expense. Another common psychological barrier to Action Learning is the perception by the employees that they neither have the time or inclination to learn (Peters Smith 1996). However a counter argument to this is that Action Learning can develop an inclination for employees to become lifelong learners not only developing a learning organisation but a learning society (Koo 1999). Deloo Verstegen (2001) suggest that Action Learning may lead to personal growth but lacks results in organisational growth. Zuber-Skerritt (2002) challenges this suggestion by stating the Authors have not conducted successful Action Learning programmes themselves and show poor understanding of the theoretical concepts that is a pre-condition for successful Action Learning programmes. Whilst there are clearly benefits gained from Action Learning programmes both at a personal and professional level the financial benefits of such programme have never been quantified. One could argue that some organisations may not want employees developed so they constantly question and challenge and equally some employees would not want this either. However these organisations and employees would be left behind in a rapidly changing environment where people and organisations are facing uncertainties and challenges on a daily basis. Action Learning is a powerful tool in enabling managers to recognise and deal with ambiguity and anxiety and develop strategies for group learning. This learning group can be a microcosm of the organisation. The Action Learning model is an example of a powerful organisational intervention and can appeal to managers who may be unwilling to engage in a more traditional intervention, but yet Action Learning fits well in with today’s transformational management style. Action Learning sets in practice appears to contribute to and support transformational change in practice (McNamara 2006). OD STRATEGY FOR THE CHANGE WITHIN MY OWN ORGANISATION. Clinical performance indicators are powerful tools by which the quality and effectiveness of Health Care can be monitored and measured (Harvey 2004). Information gained from these indicators can assist in the restructuring and the redesign of care delivery. Community Nursing Services uses clinical performance indicators in the form of caseload profiling and caseload analysis to monitor the effectiveness of District Nursing Services. These clinical performance indicators are not deemed to be exact standards rather they are designed to be flags which alert the organisation to possible problems and or opportunities for improvement. A recent performance indicator highlighted that the Evening Nursing Service (ENS) lacked skill mix within the team resulting in highly trained staff performing task orientated skills and clerical work. DOH (2001) The NHS Plan documents strategies to ensure the right mix and numbers of professionals employed are in the right place at the right time. These documents supported the performance indicator by highlighting the need to analysis and optimize the ENS service. The skill mix within the team is highlighted in Appendix C and the staff work in pairs in the evening. I as the manager of the ENS was assigned the task of working with the team to plan a strategy for change to restructure the skill mix within the ENS service using the must appropriate OD intervention. The ENS team is a well established team and the skill mix within the team was stagnant, staff had been in post for many years, therefore the ENS has developed its own culture over the years and I was aware this culture would be hard to challenge and change. Culture can be an important enabler or inhibitor of change and understanding the role of organisational and professional culture is important (Davies et al 2001). Culture is often strong which means it can have a powerful impact on an organisation but it is not always positive and I felt this reflected the ENS team. The NHS echoes the words of culture â€Å"The way we do things around here† (Lundy Cauling 1996). This type of culture is classed at level three of Scheins1988 model of culture defined as the truest level of culture within an organisation – the taken for granted or invisible culture and this is was reflected in the ENS team. This strong culture can inhibit change especially when new strategies are implemented that go against the entrenched culture and basic norms as the change agent you can then become face to face with the power of culture. I was very aware that the power of the culture within the ENS was going to be difficult to change therefore I deci ded to use an approach by Gagliardi (1986) â€Å"Cultural incrementailism† which incorporates new cultures alongside old ones until the new cultures overtake and become embedded. This type of culture change does take more time to happen but I felt if I was going to change the skill mix in the team I could not change it overnight, new staff would have to work alongside old staff hopefully binging in modern views helping to change the culture in a gradual manner. I was aware from Waldersee Griffiths (2003) that the weakness of many change interventions is often attributed to failures in the implementation process rather than the strategy itself. Participative approach toward change appears to be a more conducive approach to use as its methods include support for the change from the work force. Spreitzer (1996) relates participative approaches to empowerment were employees believe they are important assets in the organisation and whilst this may true theoretically it is worth noting that there will always be employees who will resist change and clearly allowing them to participate in the change programme can increase the resisting factors of the change (Lewin model 1951). The clinical performance indicators which initiated this change were higher management led, which is indicative of OD. Therefore this change strategy involved using a three way approach: Ø Rational – Empirical approach Chinn Benn (1996), Nickols (2003) Ø Participatory approach See Appendix Ø Action Research using the Practical Interest model incorporating Kurt Lewin (1951) model of change. The aim of this approach was to allow the ENS team to perceive and understand the need for the change and then assist them as the change agent to develop responses through team participation (Stacey 2000). The Action Research element of the strategy would allow the team to have ownership of the change by building on the past but using research and evidence to move forward. Whitehead (2005) suggests post modern Action Research represents a much better fit for today’s modern NHS in line with current reforms in the Health Service Agendas, as the Action Research approach focuses on inclusion and participation as a means to transform and restructure organisations. From the literature I feel Action Research represents â€Å"best practice† for achieving organisational change and this underpins my choice of OD intervention (Zuber-Skerritt 1996). The Practical model of Action Learning would allow myself as an internal change agent and the team to work together to improve practice through the application of personal experience of the group (Grundy 1982). The Rational – Empirical approach (Chinn Benne 1996) fits into a top down approach of change which makes explicit which changes are necessary and targets the organisational elements assuming that staff will change to accommodate the change that people are rational beings and will follow their self interest. But a negative aspect of this approach is that note everyone is rational in a change situation either overtly or covertly and therefore this approach should be used with caution. The Participatory Approach would encourage all team members to get involved in the change and make democratic team decisions, employees who are involved in change develop an ownership for the change which can translate into commitment and motivation (Emery Emery 1993). A key mechanism of attitude change in a participatory approach is the generation of support for change among the workforce, without this support the change can be viewed as unlikely to succeed (Waldersee Griffiths 2003). Whitehead (2005) echoes my thoughts about using a participatory approach as it makes change easier to achieve when those affected by the change are involved in each cycle and therefore own the change. THE OD STRATEGY IN ACTION The first meeting with the ENS team was to â€Å"Diagnosis† the need for the change (Whitehead et al 2003). I was the â€Å"internal† change agent due too my detailed knowledge of the service this knowledge included actual work on the service, and felt this would give me credibility from the team members. As a team we looked at and analysed the caseload profiling and workload review of the ENS team, alongside reviewing associated literature on up-to-date evidence based on caseload profiling of an ENS service in a neighbouring PCT and then compared and contrasted the results. This relates to the Action Research element of the strategy. I also asked all team members to forward think prior to the first meeting and bring ideas with them of how they would like the service structured with rationales for their decisions. I felt this would encourage a participatory approach towards the strategy and forge constructive relationships with all team members (Whitehead et al 2003 ). My intension was to give the team members ownership of the change and in return for them to give commitment to any choices which may be made (Arygris Schon 1978). My hope was these interventions working jointly would lead to a cultural change within the team. By the end of the first meeting the majority of staff did agree that the skill mix within the team was inappropriate and therefore the problem was â€Å"Diagnosed†. Everyone went away to think about their â€Å"Ideal† team and bring their ideas to the next meeting. The second meeting fostered a field force analysis (Lewin 1958) (see Appendix C). This became the unfreezing process (Lewin 1958). One of the aims of the meeting was to create the conditions necessary for a successful change (Burnes 1992). We focused on problems and opportunities which were identified and I as the change agent tried to increase the driving forces to make the meeting positive and productive. As a group we also undertook a SWOT analysis to highlight strengths and weaknesses which allowed us to devised a plan of â€Å"where we are now and where we go from here† with a time frame. Again this group work was creating the spiral steps of Action Research (Kemmis McTaggert 1991). I was aware at this meeting of the criticisms made by Carr Kemmis (1986) as previously discussed and my aim was for the group to have a social action opposed to me as the internal change agent gaining cooperation of the workers, therefore I undertook a more facilitator role within the group to remove any power status the staff viewed of me. I also wanted the individuals within the group not only to learn the task (what the group is working on) but also I wanted the group members to equally focus on the process (how the group is going about the change) to enable them to conceptualise the whole process. This conceptualising would allow the group to use a deeper level of OD intervention where activities involved in the change process are geared to helping individuals discover hidden aspects of their personalities and relationships within the group, which could help to change the culture within the group. One of the key issues identified from this meeting was the need to bring into the team a lower grade of untrained staff to address clerical issues within the team, a task presently undertaken by anyone in the team including highly trained staff, and also to lower the grade of the present team leader post of the team (which was vacant) in order to give the post more hours. This relates to Arnold et al (1998) when he talks about job redesign, where a job is re configured to give greater variety in the workplace in order to motivate people and to give more autonomy to empower people. This was the aim of the team discussion around the introduction of new grades within the team. This new design would ultimately improve the teams quality of working and the main drivers for this redesign were the present inappropriate use of skills. The meeting concluded by staff being asked to scan the literature around job redesign and skill mix, and to bring their findings to the next meeting. Individuals within the team volunteered themselves to write the lower grade job description for discussion at the next meeting. This meeting had an overall positive feel and ownership of the change did emerge from everyone present. This reflected the â€Å"practical† approach of Action Research – problem solving. This meeting concluded with change targets and outcomes agreed and formal systems appertaining the change were formalised. As the internal change agent working with the team it was interesting to note the type of players within the team shapers, finishers and plants (Belbin 1981). I was aware had all the players in the team been the same type of players then dynamics of the group could have been very different, giving different results to the change process. Schein (1992) suggests the concept of culture has its roots in theories of group dynamics and growth understanding, the dynamics can help develops strategies for change and organisational culture relating to team work or indeed can inhibit the change process. The third meeting was a brief meeting to discuss the job redesign and complete the new job descriptions. At this meeting senior staff were asked to be on the interview panel for the new posts alongside myself. This inspired the team as they had never been invited to sit on an interview panel before. I felt this learning opportunity really gave the team empowerment and ownership of the change in action. Although this change process was initiated† top down† this really gave the change a â€Å"bottom up† feel. My transformation leadership style (Patton 1990, Burns 1978) allowed me to see and share my knowledge around recruitment with the team, this systems approach to learning allowed me to combine formal training with on the job coaching to the team around the recruitment process. My aim was to develop the team to use double loop learning while they are in the change mode, encouraging them to question taken for granted beliefs (Argyis Schon 1978). However for double loop learning to occur the team needed to continue to develop a culture that supported change and risk taking and this included having an openness that encourages dialogue and expression of conflicting points of view. The refreezing process was when the new lower grade staff were in post. These were Band 2 and Band 6 staff. As a team we reviewed the whole change process four months after the new staff were in post. This evaluation monitored and established the effectiveness of the action taken during the Action Research process. We measured the effectives of the change by previously agreed outcomes and targets. These outcomes included:  · Less Bank nurse useage  · More staff on duty each evening – allowing appropriate grades of staff to undertake appropriate roles  · Moral of team improved  · Less sickness within the team The team agreed that all outcomes had been achieved and all team members felt more supported and happier in their role. This outcome supported the literature from Brache (2001) and Saunders Barker (2001) who both suggest the purposes of OD is to improve organisational effectiveness but also improve organisational health and quality of working lives. CONCLUSION The NHS culture has been created and sustained by its history, plurality of purpose, structures, uses and pro values and these are difficult to change in any change processes. Achieving and sustaining effective organisational change and renewal is imperative in any organisation. The people in an organisation can be either the key to achieving effective change or the biggest obstacle to success, and this can largely depend on the appropriateness of the OD intervention used. The price of failed change efforts can be high including loss of credibility on parts of leaders/managers. Leaders need to create a readiness for change at both at an individual and employee level and the NHS is no exception. However this change will depend on how leaders initiate the change and on which OD intervention they use to carry out the change. OD has been used many times in years gone by and to some degree OD is currently in a state of evolution as OD practices and techniques have become mainstream into the basics of management principles (Wooten White 1999). I felt using Action Research to initiate and facilitate my strategy for change worked positively in conjunction with my transformational leadership type. My understanding is that the best people to bring about change are those involved in it and who understand it best. Using Action Research as an OD intervention did involve all the team members in the whole change process and it brought about new learning and experiences for the team members and ultimately jelled them together as a team more cohesively. Using Action Research allowed the team to determine the conditions of their own lives at work, improving their working lives and conditions of work which in turn allows them to work more effectively. This strategy of change is a micro change within the PCT but has achieved macro results. As a manager I am aware that as a team we do not want to refreeze permanently in this new state, we need to view this as a transactional change where change occurs continuously to improve efficiency and effectiveness within the work place. Ambitious goals such as the achievement of the NHS plan will require that the NHS becomes an organisation able to embrace continuous, emergent change but will depend on the people in the NHS becoming more skilled in handling change and the use of OD interventions in a complex environment with multiple stakeholders, conflicting objectives and considerable constraints (Iles Sutherland 2001). Research Papers on Organisational Development in the Nursing FieldInfluences of Socio-Economic Status of Married MalesThe Project Managment Office SystemOpen Architechture a white paperStandardized TestingIncorporating Risk and Uncertainty Factor in CapitalThree Concepts of PsychodynamicRelationship between Media Coverage and Social andDefinition of Export QuotasBionic Assembly System: A New Concept of SelfAnalysis Of A Cosmetics Advertisement

Charless Law Definition in Chemistry

Charles's Law Definition in Chemistry Charless law is a gas law that states gases expand when heated. The law is also known as the law of volumes. The law takes its name from French scientist and inventor Jacques Charles, who formulated it in the 1780s. Charless Law  Definition Charless Law is an ideal gas law where at constant pressure, the volume of an ideal gas is directly proportional to its absolute temperature. The simplest statement of the law is: V/T k where V is volume, T is absolute temperature, and k is a constantVi/Ti Vf/TfwhereVi initial pressureTi initial temperatureVf final pressureTf final temperature Charless Law and Absolute Zero If the law is taken to its natural conclusion, it appears the volume of a gas approaches zero and its temperature nears absolute zero. Gay-Lussac explained this could only be true if the gas continued to behave as an ideal gas, which it was not. Like other ideal gas laws, Charless law works best when applied to gases under normal conditions.

Case study Example | Topics and Well Written Essays - 250 words - 75

Case Study Example In making sure, that their products gets well and be recognized worldwide with an aspect of reaching remote area, the company requires using cloud computing as a tool for marketing their products at large. The introduction of Apple iPhone and iPad products and Android smart phones (Trippy) are the best example of electronics devices that makes use of cloud technology in that with the access of internet on your device, you will be able to get hold of various contents on the web. In consideration of online web content and the aspect of cloud technology based on the online publication, Lonely Planet is required to unveil all of its publications into PDF files for other device be able to open it anywhere easily. However, analyzing the marketing channel conflicts, the issue of going online with its contents is expensive and requires special attention in terms of content update, changes on the web hosting articulations and the customer’s preferences since not all customers around the globe will be able to have this digital devices. However, engaging into digital travelling guide, Lonely Planet Company requires to adopt the strategic plans of using Google mapping to enable their customers specifically tap in the location to where they are going. This will help to resolve the issue of unnecessary pages that the customer do not requires at

Examining Emotions, Attitudes, and Job Satisfaction Assignment

Examining Emotions, Attitudes, and Job Satisfaction - Assignment Example Furthermore, they are given about 10% discount during in-store purchase. The company also offers its employee starting benefits that include both dental and vision insurance. The company pays for not only retirement but also vacation (Ager & ROBERTO, 2013). Manager, on the other hand, are hired only from within and this way they potentially make over 120,000 per year. These are among the things that set Trader Joe’s apart since having a healthy and happy ‘crew’ results in good sales as the staff is approachable to customers and is proud of the job. Trader Joe’s does not just employ managers. Instead, prospective managers are sent to Trader Joe University to learn everything there is about the company. With the training they get, they do not have problems running the store in accordance to what Trader Joe’s has set as guidelines. The university also fosters in them loyalty that they pass on to other members of staff so that the stores are ran according to the company’s and customers’ expectations (Allaway et al., 2011). When every member of staff is instilled with the right character, loyalty, and customer-focused attitude, it does work for the best of the company as the customers receive the service they expect. Conditioning employees in such a way is a marvel and is in no doubt the reason Trader Joe’s a success. Understanding the emotions and attitudes of others is key to managing relationships with all those that leaders work with. Normally, leaders assume superiority and relate with other subordinate staff as lesser people. It goes a long way when a company sees every member of staff as a partner instead of a worker (Lepak, & Snell, 2002). As a leader, it is crucial to understand that your emotions affect those that work around you. This way, decisions made in the store should be founded on reason and rational thinking. By understanding the emotions of others,

Evolution of Management Essay Example for Free

Evolution of Management Essay As long as there have been human endeavors, there have been people willing to take charge—people willing to plan, organize, staff, and control the work. One might say that nature abhors a vacuum and thus someone will always step forward to fill a leadership void. Probably the natural emergence of leadership grew out of our instinct for survival. In the hostile world of early humankind, food, shelter, and safety needs usually required cooperative efforts, and cooperative efforts required some form of leadership. Certainly leadership was vested in the heads of early families via the patriarchal system. The oldest member of the family was the most experienced and was presumed to be the wisest member of the family and thus was the natural leader. As families grew into tribes and tribes evolved into nations, more complex forms of leadership were required and did evolve. Division of labor and supervision practices is recorded on the earliest written record, the clay tablets of the Sumerians. In Sumerian society, as in many others since, the wisest and best leaders were thought to be the priests and other religious leaders. Likewise, the ancient Babylonian cities developed very strict codes, such as the code of Hammurabi. King Nebuchadnezzar used color codes to control production of the hanging gardens, and there were weekly and annual reports, norms for productivity, and rewards for piecework. The Egyptians organized their people and their slaves to build their cities and pyramids. Construction of one pyramid, around 5000 BC. , required the labor of 100,000 people working for approximately 20 years. Planning, organizing, and controlling were essential elements of that and other feats, many of them long term. The ancient Egyptian Pharaohs had long-term planners and advisors, as did their contemporaries in China. China perfected military organization based on line and staff principles and used these same principles in the early Chinese dynasties. Confucius wrote parables that offered practical suggestions for public administration. In the Old Testament, Moses led a group of Jewish slaves out of Egypt and then organized them into a nation. Exodus, Chapter 18, describes how Moses â€Å"chose able men out of all Israel and made them heads over the people, and differentiated between rulers of thousands, rulers of hundreds, rulers of fifties and rulers of tens. A system of judges also evolved, with only the hard cases coming to Moses. The city-states of Greece were commonwealths, with councils, courts, administrative officials, and boards of generals. Socrates talked about management as a skill separate from technical knowledge and experience. Plato wrote about specialization and proposed notions of a healthy republic. The Roman Empire is thought by many to have been so successful because of the Romans’ great ability to organize the military and conquer new lands. Those sent to govern the far-flung parts of the empire were effective administrators and were able to maintain relationships with leaders from other provinces and across the empire as a whole. There are numerous other ancient leaders who were skillful organizers, at least as indicated by their accomplishments, such as Hannibal, who shepherded an army across the Alps, and the first emperor of China, who built the Great Wall. Many of the practices employed today in leading, managing, and administering modern organizations have their origins in antiquity. Many concepts of authority developed in a religious context. One example is the Roman Catholic Church with its efficient formal organization and management techniques. The chain of command or path of authority, including the concept of specialization, was a most important contribution to management theory. Machiavelli also wrote about authority, stressing that it comes from the consent of the masses. However, the ideas Machiavelli expressed in The Prince are more often viewed as mainly concerned with leadership and communication. Much management theory has military origins, probably because efficiency and effectiveness are essential for success in warfare. The concepts of unity of command, line of command, staff advisors, and division of work all can be traced back at least to Alexander the Great, or even earlier, to Lao Tzu. The Industrial Revolution created a need for new thinking and the refinement of old thinking. Time and motion studies intensified the division of work, as did centralized production and research and development. Modern management theory prevails afterwards. The preceding historical review indicates that thinking about management and leadership is in large part situational and that practices evolved to deal with new situations that arose. It also indicates that yesterday’s principles and theories are surprisingly contemporary and surprisingly sophisticated. Some overlap occurs, of course, and some gaps. Today’s theorists have attempted to fill in the gaps and adapt the theories to current situations. Yet, like in other areas of thought, not much is of recent origin in the field of management theory. The Evolution of Management Changes in management practices occur as managers, theorists, researchers, and consultants seek new ways to increase organizational efficiency and effectiveness. The driving force behind the evolution of management theory is the search for better ways to utilize organizational resources. Advances in management theory typically occur as managers and researchers find better ways to perform the principal management tasks: planning, organizing, leading, and controlling human and other organizational resources. In this paper, we will try to examine how management theory concerning appropriate management practices has evolved in modern times, and look at the central concerns that have guided its development. First, we look into the so-called classical management theories that emerged around the turn of the twentieth century. These include scientific management, which focuses on matching people and tasks to maximize efficiency; and administrative management, which focuses on identifying the principles that will lead to the creation of the most efficient system of organization and management. Next, we consider behavioral management theories, developed both before and after the Second World War, which focus on how managers should lead and control their workforces to increase performance. Then we discuss management science theory, which developed during the Second World War and which has become increasingly important as researchers have developed rigorous analytical and quantitative techniques to help managers measure and control organizational performance. Finally, we discuss business in the 1960s and 1970s and focus on the theories that were developed to help explain how the external environment affects the way organizations and managers operate. At the end of this paper, one will understand the ways in which management theory has evolved over time. One will also understand how economic, political, and cultural forces have affected the development of these theories and the ways in which managers and their organizations behave. Figure 1. 1 summarizes the chronology of the management theories that are discussed in this paper. Scientific Management Theory The evolution of modern management began in the closing decades of the nineteenth century, after the industrial revolution had swept through Europe, Canada, and the United States. In the new economic climate, managers of all types of organizations—political, educational, and economic—were increasingly trying to find better ways to satisfy customers’ needs. Many major economic, technical, and cultural changes were taking place at this time. The introduction of steam power and the development of sophisticated machinery and equipment changed the way in which goods were produced, particularly in the weaving and clothing industries. Small workshops run by skilled workers who produced hand-manufactured products (a system called crafts production) were being replaced by large factories in which sophisticated machines controlled by hundreds or even thousands of unskilled or semiskilled workers made products. Owners and managers of the new factories found themselves unprepared for the challenges accompanying the change from small-scale crafts production to large-scale mechanized manufacturing. Many of the managers and supervisors had only a technical orientation, and were unprepared for the social problems that occur when people work together in large groups (as in a factory or shop system). Managers began to search for new techniques to manage their organizations’ resources, and soon they began to focus on ways to increase the efficiency of the worker–task mix. Job specialization and division of labor The famous economist Adam Smith was one of the first to look at the effects of different manufacturing systems. 7 He compared the relative performance of two different manufacturing methods. The first was similar to crafts-style production, in which each worker was responsible for all of the 18 tasks involved in producing a pin. The other had each worker performing only 1 or a few of the 18 tasks that go into making a completed pin. Smith found that factories in which workers specialized in only 1 or a few tasks had greater performance than factories in which each worker performed all 18 pin-making tasks. In fact, Smith found that 10 workers specializing in a particular task could, between them, make 48 000 pins a day, whereas those workers who performed all the tasks could make only a few thousand at most. Smith reasoned that this difference in performance was due to the fact that the workers who specialized became much more skilled at their specific tasks, and, as a group, were thus able to produce a product faster than the group of workers who each had to perform many tasks. Smith concluded that increasing the level of job specialization— the process by which a division of labour occurs as different workers specialize in different tasks over time—increases efficiency and leads to higher organizational performance. Based on Adam Smith’s observations, early management practitioners and theorists focused on how managers should organize and control the work process to maximize the advantages of job specialization and the division of labour. F. W. Taylor and Scientific Management Frederick W. Taylor (1856–1915) is best known for defining the techniques of scientific management, the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. Taylor believed that if the amount of time and effort that each worker expended to produce a unit of output (a finished good or service) could be reduced by increasing specialization and the division of labour, then the production process would become more efficient. Taylor believed that the way to create the most efficient division of labour could best be determined by means of scientific management techniques, rather than intuitive or informal rule-of-thumb knowledge. This decision ultimately resulted in problems. For example, some managers using scientific management obtained increases in performance, but rather than sharing performance gains with workers through bonuses as Taylor had advocated, they simply increased the amount of work that each worker was expected to do. Many workers experiencing the reorganized work system found that as their performance increased, managers required them to do more work for the same pay. Workers also learned that increases in performance often meant fewer jobs and a greater threat of layoffs, because fewer workers were needed. In addition, the specialized, simplified jobs were often monotonous and repetitive, and many workers became dissatisfied with their jobs. Scientific management brought many workers more hardship than gain, and left them with a distrust of managers who did not seem to care about their wellbeing. These dissatisfied workers resisted attempts to use the new scientific management techniques and at times even withheld their job knowledge from managers to protect their jobs and pay. Unable to inspire workers to accept the new scientific management techniques for performing tasks, some organizations increased the mechanization of the work process. For example, one reason for Henry Ford’s introduction of moving conveyor belts in his factory was the realization that when a conveyor belt controls the pace of work (instead of workers setting their own pace), workers can be pushed to perform at higher levels—levels that they may have thought were beyond their reach. Charlie Chaplin captured this aspect of mass production in one of the opening scenes of his famous movie, Modern Times (1936). In the film, Chaplin caricatured a new factory employee fighting to work at the machine imposed pace but losing the battle to the machine. Henry Ford also used the principles of scientific management to identify the tasks that each worker should perform on the production line and thus to determine the most effective way to create a division of labour to suit the needs of a mechanized production system. From a performance perspective, the combination of the two management practices— (1) achieving the right mix of worker–task specialization and (2) linking people and tasks by the speed of the production line—makes sense. It produces the huge savings in cost and huge increases in output that occur in large, organized work settings. For example, in 1908, managers at the Franklin Motor Company redesigned the work process using scientific management principles, and the output of cars increased from 100 cars a month to 45 cars a day; workers’ wages increased by only 90 percent, however. From other perspectives, though, scientific management practices raise many concerns. The definition of the workers’ rights not by the workers themselves but by the owners or managers as a result of the introduction of the new management practices raises an ethical issue, which we examine in this â€Å"Ethics in Action. † Fordism in Practice From 1908 to 1914, through trial and error, Henry Ford’s talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the technical aspects of the move to mass production were a dramatic financial success for Ford and for the millions of Americans who could now afford cars, for the workers who actually produced the cars, many human and social problems resulted. With simplification of the work process, workers grew to hate the monotony of the moving conveyor belt. By 1914, Ford’s car plants were experiencing huge employee turnover—often reaching levels as high as 300 or 400 percent per year as workers left because they could not handle the work-induced stress. 15 Henry Ford recognized these problems and made an announcement: From that point on, to motivate his workforce, he would reduce the length of the workday from nine hours to eight hours, and the company would double the basic wage from US$2. 50 to US$5. 00 per day. This was a dramatic increase, similar to an announcement today of an overnight doubling of the minimum wage. Ford became an internationally famous figure, and the word â€Å"Fordism† was coined for his new approach. Ford’s apparent generosity was matched, however, by an intense effort to control the resources—both human and material—with which his empire was built. He employed hundreds of inspectors to check up on employees, both inside and outside his factories. In the factory, supervision was close and confining. Employees were not allowed to leave their places at the production line, and they were not permitted to talk to one another. Their job was to concentrate fully on the task at hand. Few employees could adapt to this system, and they developed ways of talking out of the sides of their mouths, like ventriloquists, and invented a form of speech that became known as the â€Å"Ford Lisp. † Ford’s obsession with control brought him into greater and greater conflict with managers, who were often fired when they disagreed with him. As a result, many talented people left Ford to join his growing rivals. Outside the workplace, Ford went so far as to establish what he called the â€Å"Sociological Department† to check up on how his employees lived and the ways in which they spent their time. Inspectors from this department visited the homes of employees and investigated their habits and problems. Employees who exhibited behaviours contrary to Ford’s standards (for instance, if they drank too much or were always in debt) were likely to be fired. Clearly, Ford’s effort to control his employees led him and his managers to behave in ways that today would be considered unacceptable and unethical, and in the long run would impair an organization’s ability to prosper. Despite the problems of worker turnover, absenteeism, and discontent at Ford Motor Company, managers of the other car companies watched Ford reap huge gains in efficiency from the application of the new management principles. They believed that their companies would have to imitate Ford if they were to survive. They followed Taylor and used many of his followers as consultants to teach them how to adopt the techniques of scientific management. In addition, Taylor elaborated his principles in several books, including Shop Management (1903) and The detail how to apply the principles of scientific management to reorganize the work system. Taylor’s work has had an enduring effect on the management of production systems. Managers in every organization, whether it produces goods or services, now carefully analyze the basic tasks that must be performed and try to devise the work systems that will allow their organizations to operate most efficiently. The Gilbreths Two prominent followers of Taylor were Frank Gilbreth (1868–1924) and Lillian Gilbreth (1878–1972), who refined Taylor’s analysis of work movements and made many contributions to time-and-motion study. Their aims were to (1) break up into each of its component actions and analyze every individual action necessary to perform a particular task, (2) find better ways to perform each component action, and (3) reorganize each of the component actions so that the action as a whole could be performed more efficiently—at less cost of time and effort. The Gilbreths often filmed a worker performing a particular task and then separated the task actions, frame by frame, into their component movements. Their goal was to maximize the efficiency with which each individual task was performed so that gains across tasks would add up to enormous savings of time and effort. Their attempts to develop improved management principles were captured—at times quite humorously—in the movie Cheaper by the Dozen, which depicts how the Gilbreths (with their 12 children) tried to live their own lives according to these efficiency principles and apply them to daily actions such as shaving, cooking, and even raising a family. Eventually, the Gilbreths became increasingly interested in the study of fatigue. They studied how the physical characteristics of the workplace contribute to job stress that often leads to fatigue and thus poor performance. They isolated factors— such as lighting, heating, the colour of walls, and the design of tools and machines—that result in worker fatigue. Their pioneering studies paved the way for new advances in management theory. In workshops and factories, the work of the Gilbreths, Taylor, and many others had a major effect on the practice of management. In comparison with the old crafts system, jobs in the new system were more repetitive, boring, and monotonous as a result of the application of scientific management principles, and workers became increasingly dissatisfied. Frequently, the management of work settings became a game between workers and managers: Managers tried to initiate work practices to increase performance, and workers tried to hide the true potential efficiency of the work setting in order to protect their own well-being. Administrative management theory Side by side with scientific managers studying the person–task mix to increase efficiency, other researchers were focusing on administrative management, the study of how to create an organizational structure that leads to high efficiency and effectiveness. Organizational structure is the system of task and authority relationships that control how employees use resources to achieve the organization’s goals. Two of the most influential views regarding the creation of efficient systems of organizational administration were developed in Europe. Max Weber, a German professor of sociology, developed one theory. Henri Fayol, the French manager who developed a model of management introduced earlier, developed the other. The Theory of Bureaucracy Max Weber (1864–1920) wrote at the turn of the twentieth century, when Germany was undergoing its industrial revolution. To help Germany manage its growing industrial enterprises at a time when it was striving to become a world power, Weber developed the principles of bureaucracy—a formal system of organization and administration designed to ensure efficiency and effectiveness. A bureaucratic system of administration is based on five principles (summarized in Figure 1. 2). †¢ Principle 1: In a bureaucracy, a manager’s formal authority derives from the position he or she holds in the organization. Authority is the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources. Authority gives managers the right to direct and control their subordinates’ behaviour to achieve organizational goals. In a bureaucratic system of administration, obedience is owed to a manager, not because of any personal qualities that he or she might possess— such as personality, wealth, or social status—but because the manager occupies a position that is associated with a certain level of authority and responsibility. †¢ Principle 2: In a bureaucracy, people should occupy positions because of their performance, not because of their social standing or personal contacts. This principle was not always followed in Weber’s time and is often ignored today. Some organizations and industries are still affected by social networks in which personal contacts and relations, not job-related skills, influence hiring and promotional decisions. †¢ Principle 3: The extent of each position’s formal authority and task responsibilities, and its relationship to other positions in an organization, should be clearly specified. When the tasks and authority associated with various positions in the organization are clearly specified, managers and workers know what is expected of them and what to expect from each other. Moreover, an organization can hold all its employees strictly accountable for their actions when each person is completely familiar with his or her responsibilities. †¢ Principle 4: So that authority can be exercised effectively in an organization, positions should be arranged hierarchically, so employees know whom to report to and who reports to them. Managers must create an organizational hierarchy of authority that makes it clear who reports to whom and to whom managers and workers should go if conflicts or problems arise. This principle is especially important in the armed forces, CSIS, RCMP, and other organizations that deal with sensitive issues involving possible major repercussions. It is vital that managers at high levels of the hierarchy be able to hold subordinates accountable for their actions. †¢ Principle 5: Managers must create a well-defined system of rules, standard operating procedures, and norms so that they can effectively control behaviour within an organization. Rules are formal written instructions that specify actions to be taken under different circumstances to achieve specific goals (for example, if A happens, do B). Standard operating procedures (SOPs) are specific sets of written instructions about how to perform a certain aspect of a task. A rule might state that at the end of the workday employees are to leave their machines in good order, and a set of SOPs then specifies exactly how they should do so, itemizing which machine parts must be oiled or replaced. Norms are unwritten, informal codes of conduct that prescribe how people should act in particular situations. For example, an organizational norm in a restaurant might be that waiters should help each other if time permits. Rules, SOPs, and norms provide behavioural guidelines that improve the performance of a bureaucratic system because they specify the best ways to accomplish organizational tasks. Companies such as McDonald’s and Wal-Mart have developed extensive rules and procedures to specify the types of behaviours that are required of their employees, such as, â€Å"Always greet the customer with a smile. † Weber believed that organizations that implement all five principles will establish a bureaucratic system that will improve organizational performance. The specification of positions and the use of rules and SOPs to regulate how tasks are performed make it easier for managers to organize and control the work of subordinates. Similarly, fair and equitable selection and promotion systems improve managers’ feelings of security, reduce stress, and encourage organizational members to act ethically and further promote the interests of the organization. If bureaucracies are not managed well, however, many problems can result. Sometimes, managers allow rules and SOPs—â€Å"bureaucratic red tape†Ã¢â‚¬â€to become so cumbersome that decision making becomes slow and inefficient and organizations are unable to change. When managers rely too much on rules to solve problems and not enough on their own skills and judgment, their behaviour becomes inflexible. A key challenge for managers is to use bureaucratic principles to benefit, rather than harm, an organization. Fayol’s Principles of Management Working at the same time as Weber but independently of him, Henri Fayol (1841–1925), the CEO of Comambault Mining, identified 14 principles (summarized in Table 2. ) that he believed to be essential to increasing the efficiency of the management process. Some of the principles that Fayol outlined have faded from contemporary management practices, but most have endured. The principles that Fayol and Weber set forth still provide a clear and appropriate set of guidelines that managers can use to create a work setting that makes efficient and effective use of organizational resources. These principles remain the bedrock of modern management theory; recent researchers have refined or developed them to suit modern conditions. For example, Weber’s and Fayol’s concerns for equity and for establishing appropriate links between performance and reward are central themes in contemporary theories of motivation and leadership. Behavioural Management Theory The behavioural management theorists writing in the first half of the twentieth century all espoused a theme that focused on how managers should personally behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. The â€Å"Management Insight† indicates how employees can become demoralized when managers do not treat their employees properly. Management Insight How to Discourage Employees Catherine Robertson, owner of Vancouver-based Robertson Telecom Inc. , made headlines in February 2001 for her management policies. Robertson is a government contractor whose company operates Enquiry BC, which gives British Columbians toll-free telephone information and referral services about all provincial government programs. Female telephone operators at Robertson Telecom must wear skirts or dresses even though they never come in contact with the public. Not even dress pants are allowed. As Gillian Savage, a former employee, notes, â€Å"This isn’t a suggested thing, it’s an order: No pants. † Brad Roy, another former employee, claims a female Indo-Canadian employee was sent home to change when she arrived at work wearing a Punjabi suit (a long shirt over pants). The no-pants rule is not the only concern of current and former employees. Roy also said, â€Å"I saw some people being reprimanded for going to the washroom. While Robertson denied Roy’s allegation regarding washrooms, she did confirm that company policy included the no-pants rule, that employees were not allowed to bring their purses or other personal items to their desks, and that they were not allowed to drink coffee or bottled water at their desks. The company does not provide garbage cans for the employees. A g roup of current and former employees recently expressed concern with the number of rules Robertson has in place, and claimed that the rules have led to high turnover and poor morale. A current employee claims that many workers do not care whether they give out the right government phone numbers. Robertson said that she knew of no employees who were discontent, and was shocked that the policies had caused distress among employees. She defended the dress code as appropriate business attire. Robertson may have to make some adjustments in her management style. The cabinet minister responsible for Enquiry BC, Catherine MacGregor, ordered an investigation of the contractor after being contacted by The Vancouver Sun about the allegations. She noted that the skirts-only rule for women is not appropriate, and that, â€Å"All of our contractors are expected to fully comply with the Employment Standards Act, Workers Compensation rules and human rights legislation. † Additionally, Mary-Woo Sims, head of the BC Human Rights Commission, said dress codes can’t be based on gender. Thus, an employer can’t tell men they must wear pants (as Robertson does), but tell women they can’t. â€Å"On the face of it, it would appear to be gender discriminatory,† Sims said. The Work of Mary Parker Follett If F. W. Taylor is considered to be the father of management thought, Mary Parker Follett (1868–1933) serves as its mother. 28 Much of her writing about management and about the way managers should behave toward workers was a response to her concern that Taylor was ignoring the human side of the organization. She pointed out that management often overlooks the multitude of ways in which employees can contribute to the organization when managers allow them to participate and exercise initiative in their everyday work lives. Taylor, for example, relied on time-and-motion experts to analyze workers’ jobs for them. Follett, in contrast, argued that because workers know the most about their jobs, they should be involved in job analysis and managers should allow them to participate in the work development process. Follett proposed that, â€Å"Authority should go with knowledge whether it is up the line or down. † In other words, if workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself, and managers should behave as coaches and facilitators—not as monitors and supervisors. In making this statement, Follett anticipated the current interest in self-managed teams and empowerment. She also recognized the importance of having managers in different departments communicate directly with each other to speed decision making. She advocated what she called â€Å"cross-functioning†: members of different departments working together in cross-departmental teams to accomplish projects—an approach that is increasingly utilized today. Fayol also mentioned expertise and knowledge as important sources of managers’ authority, but Follett went further. She proposed that knowledge and expertise, and not managers’ formal authority deriving from their position in the hierarchy, should decide who would lead at any particular moment. She believed, as do many management theorists today, that power is fluid and should flow to the person who can best help the organization achieve its goals. Follett took a horizontal view of power and authority, in contrast to Fayol, who saw the formal line of authority and vertical chain of command as being most essential to effective management. Follett’s behavioural approach to management was very radical for its time. The Hawthorne Studies and Human Relations Probably because of its radical nature, Follett’s work was unappreciated by managers and researchers until quite recently. Instead, researchers continued to follow in the footsteps of Taylor and the Gilbreths. One focus was on how efficiency might be increased through improving various characteristics of the work setting, such as job specialization or the kinds of tools workers used. One series of studies was conducted from 1924 to 1932 at the Hawthorne Works of the Western Electric Company. This research, now known as the Hawthorne studies, began as an attempt to investigate how characteristics of the work setting—specifically the level of lighting or illumination—affect worker fatigue and performance. The researchers conducted an experiment in which they systematically measured worker productivity at various levels of illumination. The experiment produced some unexpected results. The researchers found that regardless of whether they raised or lowered the level of illumination, productivity increased. In fact, productivity began to fall only when the level of illumination dropped to the level of moonlight, a level at which presumably workers could no longer see well enough to do their work efficiently. The researchers found these results puzzling and invited a noted Harvard psychologist, Elton Mayo, to help them. Subsequently, it was found that many other factors also influence worker behaviour, and it was not clear what was actually influencing the Hawthorne workers’ behaviour. However, this particular effect— which became known as the Hawthorne effect—seemed to suggest that workers’ attitudes toward their managers affect the level of workers’ performance. In particular, the significant finding was that a manager’s behaviour or leadership approach can affect performance. This finding led many researchers to turn their attention to managerial behaviour and leadership. If supervisors could be trained to behave in ways that would elicit cooperative behaviour from their subordinates, then productivity could be increased. From this view emerged the human relations movement, which advocates that supervisors be behaviourally trained to manage subordinates in ways that elicit their cooperation and increase their productivity. The importance of behavioural or human relations training became even clearer to its supporters after another series of experiments—the bank wiring room experiments. In a study of workers making telephone switching equipment, researchers Elton Mayo and F. J. Roethlisberger discovered that the workers, as a group, had deliberately adopted a norm of output restriction to protect their jobs. Workers who violated this informal production norm were subjected to sanctions by other group members. Those who violated group performance norms and performed above the norm were called â€Å"ratebusters†; those who performed below the norm were called â€Å"chiselers. † The experimenters concluded that both types of workers threatened the group as a whole. Ratebusters threatened group members because they revealed to managers how fast the work could be done. Chiselers were looked down on because they were not doing their share of the work. Work-group members disciplined both ratebusters and chiselers in order to create a pace of work that the workers (not the managers) thought was fair. Thus, a work group’s influence over output can be as great as the supervisors’ influence. Since the work group can influence the behavior of its members, some management theorists argue that supervisors should be trained to behave in ways that gain the goodwill and cooperation of workers so that supervisors, not workers, control the level of work-group performance. One of the main implications of the Hawthorne studies was that the behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task. Managers must understand the workings of the informal organization, the system of behavioural rules and norms that emerge in a group, when they try to manage or change behaviour in organizations. Many studies have found that, as time passes, groups often develop elaborate procedures and norms that bond members together, allowing unified action either to cooperate with management in order to raise performance or to restrict output and thwart the attainment of organizational goals. The Hawthorne studies demonstrated the importance of understanding how the feelings, thoughts, and behaviour of work-group members and managers affect performance. It was becoming increasingly clear to researchers that understanding behaviour in organizations is a complex process that is critical to increasing performance. Indeed, the increasing interest in the area of management known as organizational behaviour, the study of the factors that have an impact on how individuals and groups respond to and act in organizations, dates from these early studies. Theory X and Theory Y Several studies after the Second World War revealed how assumptions about workers’ attitudes and behaviour affect managers’ behaviour. Perhaps the most influential approach was developed by Douglas McGregor. He proposed that two different sets of assumptions about work attitudes and behaviours dominate the way managers think and affect how they behave in organizations. McGregor named these two contrasting sets of assumptions Theory X and Theory Y (see Figure 1. 3). THEORY X According to the assumptions of Theory X, the average worker is lazy, dislikes work, and will try to do as little as possible. Moreover, workers have little ambition and wish to avoid responsibility. Thus, the manager’s task is to counteract workers’ natural tendencies to avoid work. To keep workers’ performance at a high level, the manager must supervise them closely and control their behaviour by means of â€Å"the carrot and stick†Ã¢â‚¬â€rewards and punishments. Managers who accept the assumptions of Theory X design and shape the work setting to maximize their control over workers’ behaviours and minimize workers’ control over the pace of work. These managers believe that workers must be made to do what is necessary for the success of the organization, and they focus on developing rules, SOPs, and a well-defined system of rewards and punishments to control behaviour. They see little point in giving workers autonomy to solve their own problems because they think that the workforce neither expects nor desires cooperation. Theory X managers see their role as to closely monitor workers to ensure that they contribute to the production process and do not threaten product quality. Henry Ford, who closely supervised and managed his workforce, fits McGregor’s description of a manager who holds Theory X assumptions. THEORY Y In contrast, Theory Y assumes that workers are not inherently lazy, do not naturally dislike work, and, if given the opportunity, will do what is good for the organization. According to Theory Y, the characteristics of the work setting determine whether workers consider work to be a source of satisfaction or punishment; and managers do not need to control workers’ behaviour closely in order to make them perform at a high level, because workers will exercise selfcontrol when they are committed to organizational goals. The implication of Theory Y, according to McGregor, is that â€Å"the limits of collaboration in the organizational setting are not limits of human nature but of management’s ingenuity in discovering how to realize the potential represented by its human resources. It is the manager’s task to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction. When managers design the organizational setting to reflect the assumptions about attitudes and behaviour suggested by Theory Y, the characteristics of the o rganization are quite different from those of an organizational setting based on Theory X. Managers who believe that workers are motivated to help the organization reach its goals can decentralize authority and give more control over the job to workers, both as individuals and in groups. In this setting, individuals and groups are still accountable for their activities, but the manager’s role is not to control employees but to provide support and advice, to make sure employees have the resources they need to perform their jobs, and to evaluate them on their ability to help the organization meet its goals. Henri Fayol’s approach to administration more closely reflects the assumptions of Theory Y, rather than Theory X. Management Science Theory This theory focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services. In essence, management science theory is a contemporary extension of scientific management, which, as developed by Taylor, also took a quantitative approach to measuring the worker–task mix in order to raise efficiency. There are many branches of management science; each of them deals with a specific set of concerns: Quantitative management utilizes mathematical techniques—such as linear and nonlinear programming, modelling, simulation, queuing theory, and chaos theory—to help managers decide, for example, how much inventory to hold at different times of the year, where to locate a new factory, and how best to invest an organization’s financial capital. Resources in the organizational environment include the raw materials and skilled people that an organization requires to produce goods and services, as well as the support of groups including customers who buy these goods and services and provide the organization with financial resources. One way of determining the relative success of an organization is to consider how effective its managers are at obtaining scarce and valuable resources. The importance of studying the environment became clear after the development of open-systems theory and contingency theory during the 1960s. The Open-Systems View One of the most influential views of how an organization is affected by its external environment was developed by Daniel Katz, Robert Kahn, and James Thompson in the 1960s. 38 These theorists viewed the organization as an open system— a system that takes in resources from its external environment and converts or transforms them into goods and services that are then sent back to that environment, where they are bought by customers (see Figure 1. 4). At the input stage, an organization acquires resources such as raw materials, money, and skilled workers to produce goods and services. Once the organization has gathered the necessary resources, conversion begins. At the conversion stage, the organization’s workforce, using appropriate tools, techniques, and machinery, transforms the inputs into outputs of finished goods and services such as cars, hamburgers, or flights to Hawaii. At the output stage, the organization releases finished goods and services to its external environment, where customers purchase and use them to satisfy their needs. The money the organization obtains from the sales of its outputs allows the organization to acquire more resources so that the cycle can begin again. The system just described is said to be â€Å"open† because the organization draws from and interacts with the external environment in order to survive; in other words, the organization is open to its environment. A closed system, in contrast, is a self-contained system that is not affected by changes that occur in its external environment. Organizations that operate as closed ystems, that ignore the external environment and that fail to acquire inputs, are likely to experience entropy, the tendency of a system to lose its ability to control itself and thus to dissolve and disintegrate. Management theorists can model the activities of most organizations by using the open-systems view. Manufacturing companies like Ford and General Electric, for example, buy inputs such as component parts, skilled and semiskilled labour, and robots and computer-controlled manufacturing equipment; then, at the conversion stage, they use their manufacturing skills to assemble inputs into outputs of cars and computers. As we discuss in later chapters, competition between organizations for resources is one of several major challenges to managing the organizational environment. Researchers using the open-systems view are also interested in how the various parts of a system work together to promote efficiency and effectiveness. Systems theorists like to argue that â€Å"the parts are more than the sum of the whole†; they mean that an organization performs at a higher level when its departments work together rather than separately. Synergy, the performance gains that result when individuals and departments coordinate their actions, is possible only in an organized system. The recent interest in using teams comprising people from different departments reflects systems theorists’ interest in designing organizational systems to create synergy and thus increase efficiency and effectiveness.