Land Grab Essay

Horticultural Investment, and the Scramble for Food Security’ by Michael Kugelman and Susan L. Levenstein, has offered us: profound, multi-positional knowledge introduced by a large group of creators with substantial sources on one of the most fascinating wonders occurring inside our current financial framework. From the surface it is by all accounts discussing how evolved food-secure countries are purchasing up areas of farmlands from the universes most food-unreliable nations, yet after a more profound investigate the book, this wonder and it’s complexities is a lot more noteworthy than that. There are twelves sections in this book, every part composed by an alternate writer or writers, getting into various angles and viewpoints of this purported â€Å"Land Grabbing† issue. The principal section (presentation) is composed by Michael Kugelman, trailed by some history by Derek Byerlee, an outline by David Hallam, social and financial mplications by Alexandra Spieldoch and Sophia Murphy, natural effects by Laura A. German, Wouter M. J. Achten, and Manuel R. Guariguata, investors’ viewpoints by Gary R. Blumenthal, improving results by Ruth Meinzen-Dick and Helen Markelova, provincial points of view on Africa, Asia, Latin America, Central and Eastern Europe and the Former Soviet Union by Chido Makunike, Raul Q. Montemayor, Bastiaan P. Reydon and Vitor B. Fernandes, Carl Atkin separately, and polishes off with â€Å"Recommendations and Conclusion† by Michael Kugelman. The term â€Å"Land Grab† utilized on the book spread and in its pages delineates an enormous owerful outside element that gain a lot of land that is generally utilized by neighborhood poor networks to create food as well as give other basic fundamental human needs. These people group are frequently dislodged not long after on the grounds that they are restricted from the site in which they have developed and lived off of. This term (Land Grab) is utilized fittingly as Michael Kugelman and Susan L. Levenstein’s position on this issue is very basic and basically centered around the disparities and other unfriendly impacts of this marvel. That being stated, the book despite everything mentions a couple xamples where there was a net positive result from these huge land renting exchanges. The book additionally acknowledges what’s occurring and takes on a sensible method of moving toward this issue. In the first place, we should recognize the basic causes. The principal significant occasion that nave had noteworthy effect on this worldwide farmland showcase was the food emergencies in 2007 and 2008. The worldwide costs of food has spiked, riots have expanded, and send out bans have been made to keep the accessibility and the costs of food low inside trading countries. This made a gigantic issue for bringing in countries as their food security as being subverted. The more extravagant bringing in countries immediately began looking abroad to rent land for food security. These enormous scope land exchanges, in any case, is certainly not another marvel, non-food wares, for example, tea and elastic has been delivered on rented land for quite a while, however the measure of land being procured by these huge elements have never expanded so drastically before. Assessments of 203 million hectares to 230 million hectares of land have been endorsed or is under arrangement from 2000-2010. That is generally the size of Western Europe. With increments of urbanization (taking ver farmland), populace, food utilization, bio-fuel utilization, dry seasons, and the temperature rising causing diminishes in yields, it doesn't appear as though this land getting pattern will stop at any point in the near future. Obviously when discussing main drivers, we can’t exclude the motivators for the host nations: better innovation, increasingly neighborhood business, better homestead yields, better framework, and a large portion of all, cash in the host’s pockets. In actuality, as a result of this lucrative chance, a ton of these countries are renting with remiss guidelines, charge motivators, charge occasions and different advantages and advantages, for example, Pakistan’s 100,000 men security power to ensure the rented land. So the reason is set, and since we’re presently implanted in this monetary framework, there’s no fleeing from it, in any event not for bound to happen. So what is the issue? That we need to investigate these contextual analyses. The contextual analyses introduced in the book are centered around the key areas of speculations from a plunging request: Africa, South E. Asia, Latin America, Central/Eastern Europe, and previous Soviet Union. The key financial specialists would incorporate however isn't constrained to: capital rich food bringing in countries, for example, the Arab States of the Persian Gulf, China, Japan, South Korea, and India, it likewise incorporates agrarian business firms from the West. The book likewise makes reference to that it isn’t consistently the capital rich nations that are putting resources into these huge areas of grounds, North Africa for instance is putting resources into Sub-Saharan Africa and Southeast Asian countries are putting resources into each other’s soils. Comparative patterns for these situation considers show up over and over: advantages to neighborhood networks are generally not appearing, numerous nearby networks have been uprooted (Ex. A British venture in Uganda dislodged approximately 20,000 individuals), arge amounts of new water is being devoured, and deforestation is quickly happening (Ex. Sub-Saharan Africa’s palm oil creation have caused 100% deforestation rates). These patterns ought not be astonishing as the greater part of the host governments and financial specialists are in the market only for personal circumstance and demonstrate little respect to the effects ot poor neighborhood networks and the earth. These unfriendly impacts makes an issue of contention between the individuals and the enormous substances in these land exchanges. We can see these contentions in Madagascar (South Korea’s arrangement to purchase 1. 3 million hectors of farmland started across the board rotests in 2009 to cut down the administration), Uganda (Indian corporate interest in Uganda farmland has started savage reactions), and Kenya (Kenyans have pledged to retaliate fiercely subsequent to being expelled to oblige a sugar manor). It is no big surprise since Pakistan has offered 100,000 men security power to ensure the rented land. What's more, with this 100,000 men security power, we can likewise observe degree of dismissal for these poor nearby neighborhood networks. The book closes with a progressively idealistic point of view on this issue. It is extremely practical as it gives approaches to improve these exchanges, and ethically Just for veryone. It spoke a little about the expansion in straightforwardness regarding this matter. It itself has carried light to people in general and keeps on doing as such. Yet, not exclusively would the writers like to advise scholastics, strategy creators, representatives, and the overall population, I accept that the writers of the book additionally wants to empower better arrangements for recruiting local people, selling the food back to neighborhood networks (a couple of contextual analyses in Asia has indicated that this pattern has happened and the advantages to nearby networks have really emerged [this gives us somewhat more trust later on in front of us]), and ensuring nature. Ideally the book will likewise have given enough data to impact have nations to make increasingly powerful laws and guidelines and offer to help little holders (have nations are significantly more prohibitive on little holders than large financial specialists) so these neighborhood networks are not totally abused (considers recommend that little holders are much progressively effective, ecological cordial, and ethically Just contrasted with enormous holders). The book additionally gives reveals a touch of insight into options, for example, dry spell safe cultivating innovation/strategies (less dependent to cultivate abroad) and Asia’s plan to type of rice pools so less elements gets traded off.

Narrative Criticism of Gillian Welch’s “Caleb Meyer” Essay Example for Free

Account Criticism of Gillian Welch’s â€Å"Caleb Meyer† Essay All through this exposition I will distinguish â€Å"Caleb Meyer† as an expository story, scrutinize its structure and work, and assess its adequacy. So as to reprimand â€Å"Caleb Meyer† utilizing Rowand’s technique for account analysis, I should initially set up that it meets the entirety of the standards of a story as per Sonja Foss. The main rules Foss requires is that the antiquity contain two occasions. The melody in certainty incorporates numerous occasions, however for explanative purposes we will allocate those two occasions as Meyer shakily meandering into the narrator’s yard and assaulting her, and the storyteller cutting his throat with the messed up bottle. Foss then necessitates that the two occasions in an account occur in an arrangement or some likeness thereof, which, utilizing the models above, we can without much of a stretch see as obvious in a sequential nature. Meyer first ambushes the storyteller, and it isn't until he does that she fights back. Foss’s third standard for a story necessitates that the successive occasions have an easygoing relationship. Once more, utilizing the occasions above, we can undoubtedly contend that without the main occasion (Meyer attacking the storyteller) the subsequent occasion (the storyteller cutting his neck with the container) would not have happened, for there would have been no purpose behind her to fight back against Meyer. The last standards Foss requires is that the successive, easygoing occasions be about a bound together subject. The entirety of the occasions that occur in the ancient rarity, including those previously mentioned, are about the communication between Caleb Meyer and the storyteller from the time he becomes inebriated and assaults her to the time she cuts his throat. Since I have fulfilled Foss’s necessities for a story and decided â€Å"Caleb Meyer† to be such, I am ready to apply Rowand’s technique for account analysis. As indicated by Rowand, the primary segments of an account are the characters and their jobs, the setting, the plot, and the topic. While on a superficial level a significant number of these things may appear glaringly evident to the crowd, so as to find the artifact’s logical reason it is significant that we reveal something other than who, where, and why. There are two primary characters in Welch’s melody: the opponent, Caleb Meyer, and the hero, the storyteller. Caleb Meyer is built up as a desolate, smashed oppressive male whose reason in the antiquity is to make strife to permit goals (he assaults the storyteller and addresses the cost). The storyteller is a hitched lady whose spouse has disregarded her home while away on business. Her capacity is to recount to a story and make Welch’s message. She is set up as strict (appeals to God and has faith in Hell [Caleb Meyer your phantom is going to wear them shaking chains]), courageous, and versatile. Meyer speaks to the damaging, alcoholic male figure in the public arena, while the storyteller speaks to ladies who are exploited and choose to set up a battle. An optional character, Nellie Kane, is insignificantly significant however adds to the seriousness of Meyer’s activities, as he is the narrator’s spouse whom Meyer knows isn't around to secure her. The setting in the story is a lush territory on a mountainside, despite the fact that it is vague where precisely. Meyer inquires as to whether her better half has gone down the mountainside in the wake of rising up out of where he lives â€Å"in them hollering pines. † This setting, including the way that the narrator’s spouse has gone to Bowling Green for work, makes an image of a vulnerable, detached lady in the forested areas. This powers the crowd to relate to the storyteller as the foe assaults, realizing that there is nobody to help her in the wake of being tossed somewhere around her hair and stuck underneath an inebriated man. It is a direct result of natural philanthropic qualities that the crowd can't resist the opportunity to wish they could go to her alleviation, which makes the influence of Welch’s message all the more impressive. The plot of Welch’s melody initially gives that Caleb Meyer lives alone and beverages to sit back, suggesting that he is a heavy drinker. Forlorn, he falters to the rear of the narrator’s home and hollers until she comes outside. We at that point hear the chorale, which comprises of the storyteller asserting that Meyer’s apparition will wear shaking chains, suggesting either that he is going to damnation or that he will perpetually be tormented in life following death. Meyer then asks the storyteller where her better half has gone and in the event that he has disregarded her, to which she answers that he has in reality left on business. Meyer then snatches her by the hair and pins her hands over her head as he lay over her dress, suggesting that he is endeavoring to assault her. The storyteller starts to ask and finds the container of bourbon that Meyer had dropped, cutting his neck open as he drains all over her. Welch gives an awesome crescendo into a peak, which remembers a contention and goals for request to keep the crowd locked in. The subject of â€Å"Caleb Meyer† stems legitimately from the plot. Meyer speaks to conventional oppressive, womanizing, and inebriated men that unfortunately exist in the public arena, while the storyteller speaks to ladies who are forced upon by them. Welch’s â€Å"Caleb Meyer† makes an impression on ladies to be solid and free, while it makes an impression on men to mind their combativeness and forcefulness or there will be results, as found in the passing of Caleb Meyer. Another message that Welch might be attempting to get across is that liquor is fiendish and prompts wicked conduct. One could even go the extent that expression that her message is proposed to caution men of the perils of leaving their adored one’s side, anyway the supporting proof for these two contentions are irrelevant in contrast with the help for the message to ladies to remain against misuse. Gillian Welch’s â€Å"Caleb Meyer† not just meets all of Foss’s necessities of a story, yet in addition builds up itself as an amazing account by convincing the crowd to feel disdain and outrage toward the activities of Caleb Meyer. It powers the crowd to relate to the storyteller, and comprehend that what she is encountering isn't right. Certain crowds, ladies specifically, and misuse casualties particularly, distinguish significantly with Welch’s account since assault is the biggest dread of numerous ladies. Nonetheless, men also can see the agony in the narrator’s words as Welch makes an awesome showing bringing out the feelings of the crowd. It is a direct result of her capacity to do so the crescendo is so powerful, making incredible help when toward the finish of the melody she sings â€Å"Then I felt his blood pour quick and hot/Around me where I laid† as the adversary meets his legitimate destruction.

Ultimate Guide to Unit Economics

Ultimate Guide to Unit Economics The study of economics is not really something that we can get away from; it is in every aspect of our daily lives, although in varying scale. If you are involved in business, understanding unit economics is very important. However, not everyone is all that keen on the idea of studying economics. It does sound, after all, like a complicated subject. Especially when taken in the context of analyzing the performance of a company and predicting its growth potential, it sounds like a very difficult task to accomplish.If you look at the practice of most analysts, you will find that they are looking at the financials of businesses on a company-wide basis, or even referring to industry and market trends. However, the predictive value is much higher when analysis is done on a unit-level basis, or through unit economic analysis. © Shutterstock.com | retrorocketIn the succeeding discussions, we will be looking deeper into the concept of unit economics in order to understand 1) the unit economics  and 2) unit economics analysis.UNIT ECONOMICSUnit economics is defined as the “direct revenues and costs associated with a particular business model, and are specifically expressed on a per unit basis”. Some even go so far as say that unit economics are the fundamental or basic financial building blocks of a business. It is the starting point for management, outside analysts, investors, and other stakeholders to analyze, evaluate or assess a company’s financial performance.All businesses work around a financial model that is designed specifically according to their key assumptions and for the accomplishment of their organizational goals. A lot of resources go into making sure that all the bases are covered, from their product to the market that they are in. However, there is one other factor that should always be taken into account: the company’s economics, and if it is reasonable under the circumstances.Startups or businesses that are relatively new and just getting off the ground are sure to feel daunted by the thought of having to look into the economics of their financial model. That is why unit economics is very helpful. This way, the intimidating and seemingly large and long-winding process is broken down into smaller, more manageable tasks. By using a unit economics model, work can be divided, attention can be distributed equally among all the important points, and the job can be done.By gaining an understanding of unit economics,The key points of a business’ financial model will make more sense;Management will have an easier time determining break-even points and contribution margins, to aid in decision-making;Calculation of return on investment and other profitability tests will be facilitated; andForecasting or predicting the future profitability of the company will be easi er.UNIT ECONOMICS ANALYSISIdentify the UnitWe have already determined that unit economics figures are expressed on a per unit basis. Therefore, the first thing you should do when it comes to analyzing a company’s unit economics is to pick, determine, or identify the unit.The “unit” is the fundamental business measurement, and it will depend on the nature of the company or business operations. Here are some examples:Merchandising or manufacturing company: Usually, the unit is the customer, but the unit can also be based on a product segment. Therefore, one customer is one unit. A bag retail store’s unit is a buyer, while the unit of a shoe manufacturer is a purchaser of shoes.Service provider: One client represents one unit. The unit of an internet service provider is a user.The examples above described companies with single units. That is not a fixed setup, though, since there are some businesses that have multiple units.Infrastructure service provider: There are instances w hen a provider’s service is made available in different geographical locations. Telecommunications companies, for instance, have their physical infrastructure, such as wireless towers and data centers, distributed in various places. It follows that each of these physical infrastructure come attached with significant capital investment. In this case, the unit is not just the customer, but also physical infrastructure itself. In cases where there are multiple units, it is advised that a core unit be identified, with the other units designated as secondary units.Identify the Fundamental Unit EconomicsOnce the unit has been determined and clearly pinned down, it is time to identify the exact unit economics of the business.One of the examples previously mentioned was the internet service provider. This company’s unit is the user, and it has two fundamental unit economics:Cost to acquire or recruit one user (or the Cost per Acquisition). This answers the question, “how much will the company spend in order to get one user to avail of its internet service?”The amount of revenue generated from one user for the entire length of time that he or she avails of and uses your internet service. This is also called LTV, or Customer Lifetime Value.In the case of a retail store, its unit economics will be concerned with the amount of revenue generated every month for every active buyer that it was able to acquire or recruit. Some express it as “average monthly revenue per customer” or “average weekly revenue per customer”, depending on the period used by the company for its unit economics analysis.Perform Calculations: Inflows and OutflowsNow that you were able to identify your unit and the levels of unit economics applicable to your business, it is time to proceed to the calculations in order to build your unit economic model. There are several inputs that are required in your calculations, and they are classified according to what you are calculating: inflow or outflow.1. Inflow inputsRevenueRevenue refers to the receipts or income that a company receives and earns from its normal operations or business activities, be it the sale of products or of services. While it is true that there are also revenue derived from non-operating sources, these are often one-time events only and non-recurring. Thus, they are not usually considered when analyzing the profitability and financial performance of a business.For easier understanding, it would be a good idea to present in relative detail the various revenue drivers of the business. The most common revenue drivers include the following:The customersWho are your customers?How many customers does the business have?What do you do to attract new customers?What are you doing to foster customer loyalty and keep them coming back?Frequency of purchase or transaction by the customersHow often does the customer buy your product or service?What do you do to encourage customers to buy more frequently?Size of t he transactionWhat is the average transaction size?How big is the order?How many products or services are purchased or availed of?What do you do to encourage customers to buy more?PriceHow much are you selling your product or service for?How much is the customer paying for the product or service?What pricing strategies do you have in place?DurationThis input refers to the usable life of the unit that you have previously identified.In the example where the unit is the customer or the user, the duration is the average customer or user life or lifetime. In the telecommunications company example, the duration is the useful life of the physical asset (wireless tower or data center) that was set up.It could be expressed in months or years, depending on the coverage or period you want to analyze your business viability.2. Outflow inputsCapital Expenditures (CapEx)Capital expenditures are expenditures incurred by a company that has an impact on the future of the business as a whole. The mos t common CapEx transactions involve the purchase of fixed assets or a business segment, major repair or upgrade of a fixed asset that extends its useful life, or construction of a new fixed asset.A clear distinction must be made between CapEx and Revenue Expenditures. Revenue expenditure are the operating expenses that are incurred by the business over the short-term, most often over the normal operating cycle of the business, and do not essentially prolong the life of assets or their usability.For example, the construction of a new factory building is a capital expenditure; the salaries of the cleaning staff of the building are revenue expenditures. Replacement of the roof of the factory building will fall under capital expenditures; the repair of a couple of broken roof tiles will be classified as revenue expenditures.Cost per Acquisition (CPA) or Cost to Acquire a Customer (CAC)This is the initial cost incurred by the business to acquire or recruit a customer. Its components incl ude the variable costs of selling, marketing expenses and other costs that can be directly identified with activities that are aimed at acquiring customers and persuading them to purchase the company’s product or service.The costs will depend on the customer lifecycle or conversion behavior, so they will naturally vary from industry to industry and company to company.In the example of an internet company that sells applications and widgets, the CAC will include the following costs:Cost of investment in a search engine marketing campaignCost of advertising in social media networks (Facebook, Twitter)Let us assume that the company invested $1,000 in a search engine marketing campaign, and $500 in online advertising. At the end of the month, statistics showed that 450 visitors clicked on the offer from the marketing campaign, and 100 from the social media platforms. That means that the company has spent $2.72 ($1,500 / 550 visitors) for each visitor or potential customer. This is the Cost per Visitor.Out of the total 550 visitors, 200 purchased a widget or an app from the company. Those 200 visitors have been successfully converted into customers. This means that the company has a conversion rate of 40%, computed by dividing the 550 visitors by the 200 purchasing customers.To get the final CPA or CAC, divide the cost per visitor by the conversion rate.Cost per Acquisition     = $2.72 / 40%     = $6.80Marginal Operating CostsThese are the ongoing costs incurred by the business to continue serving the customer (and keep him). In the case of an infrastructure business, it is the cost that is continuously incurred by the business to operate the physical infrastructure unit over its life. For example, it includes the cost of repairs and maintenance of the data centers and wireless towers over their respective useful lives.Maintenance Capital ExpendituresThese are specifically applicable to infrastructure businesses and other similar entities that identified phys ical assets or infrastructures as their core unit. It is a reality that the value of physical assets decrease over time, so maintenance costs or maintenance capital expenditures should be factored into the unit economics of the business. Although the expenditures do not necessarily increase the life of the assets, they keep it operating while meeting a certain standard of quality already expected of the asset.Perform Calculations: The Contribution MarginUsing the inputs enumerated above, you will be able to start your calculations, starting with the Contribution Margin.The Contribution Margin is the figure that represents the amount that the company’s revenues will contribute to its fixed costs and net income, after all variable expenses and costs have been deducted. Another simple description of it would be as the amount of cash that a unit contributes to cover the overhead and other fixed expenses of the business.Contribution margin is especially important in unit economic model s â€" and all business models as a whole â€" because it is also a representation of the profitability of individual products, of entire product lines or business segment, and of the whole business.The key computations are as follows:Contribution Margin                                             =                       Revenue â€" Variable CostsContribution Margin Ratio                       =                         (Revenue â€" Variable Costs) / RevenueBy computing the contribution margin, you will be able to know the number of months it would take for a unit to produce a positive contribution margin.Illustration:The bag retail store’s unit is a single customer. It has been determined that one customer purchases an average of one bag per month, at an average price of $100. On average, a customer remains loyal to the store for 12 months. For the first month, there were 125 customers, increasing by 10% in the succeeding months. The computed variable cost per bag is $65, while the store incurs monthly fixed expenses of $6,000.Contribution margin per bag=$100 $65=$35Total contribution margin=$12,500 $8,125=$4,375Contribution margin ratio=$ 35 / $100=35%Perform Calculations: The Break-even PointIn a customer-oriented business that has identified a customer as its unit, the break-even point analysis will help them figure out how many customers are needed in order to break even, and then turn up a profit. The break-even point is the level of sales where the costs will equal the revenue, so that the company is neither earning an income nor incurring a loss.Continuing from the earlier illustration, the break-even point is computed as follows:Break-even point (in sales)=Fixed Costs / Contribution margin ratio=$6,000 / 35%=$17,143In order to break even, 172 customers should purchase one bag at $100 at the store ($17,143 / $100 per bag = 172 customers).From the assumption stated, the following figures can be estimated as to the number of customers per month.Month 1 125 customersMonth 2138 customersMonth 3152 customersMonth 4168 customersMonth 5185 customersMonth 6204 customersThe break-even computation indicates that the company will only break even on the 5th month, and even turn a profit by then. Take a look at the summarized table below.Month 1Month 2Month 3Month 4Month 5Month 6Sales12,50013,80015,20016,80018,50020,400Variable Costs(8,125)(8,970)(9,880)(10,920)(12,025)(13,260)Cont. Margin4,3754,8305,3205,8806,4757,140Fixed Costs(6,000)(6,000)(6,000)(6,000)(6,000)(6,000)Income (Loss)(1,625)(1,170)(680)(120)4751,140The table indicates that the store will sustain a loss in its first 4 months. Somewhere halfway through the 5th month, it will reach its break-even point, and by the end of Month 5, will have turned up a profit.CONCLUSIONForecasting is one of the many activities that businesses cannot do without, and unit economics forecasting is seen as one of the key metrics and best tools for management to come up with decisions for its business operations. Thus, it is important for you to make unit economics as an integral part of your business model.Performing financial analysis, or trying to see if your business engine is working as it should, will not be easy if you do not have a unit economic model in place. If you plan on taking your business all the way, and you have long-term goals for it, it is even more imperative to build your own unit economic model.Unit economics will help management to perform pertinent calculations to ultimately reveal the viability of the business. Making management decisions is left in the shoulders of management, and they will need all the unit economic model as basis for their decisions.[slideshare id=37137015doc=uniteconfinancials-140718145547-phpapp01]

The Wives of Anthony the Great

Mark Antony was a womanizer and it could be said that his decisions were made by his wife, which was considered improper behavior at the time. The Roman emperors Claudius and Nero ran into trouble later for similar reasons, so although Antonys third wife Fulvia had what may have been good ideas, Antony was frowned upon for following them. Antonys debauched lifestyle was expensive, and so by an early age, he had accumulated tremendous debt. It is possible that all his marriages were carefully conceived to provide money or political advantage, as Eleanor G. Huzar argues in Mark Antony: Marriages vs. Careers, from The Classical Journal. The following information comes from her article. Fadia The first possible wife of Antony was Fadia, the daughter of a rich freedman named Quintus Faius Gallus. This marriage is attested in Ciceros Philippics and letter 16 to Atticus. However, it is an implausible marriage because Antony was a member of the Plebeian nobility. His mother was a 3d cousin of Caesar. The marriage may have been arranged to help with Antonys 250 talent debt. Cicero says Fadia and children were all dead by at least 44 B.C. If he actually married her, Antony probably divorced her.​ Children: Unknown Antonia In his late 20s, Antony married his cousin Antonia, a proper wife, to help his career. She bore him a daughter and they remained married for about 8 years. He divorced her in 47 B.C. on a charge of adultery with Publius Cornelius Dolabella, husband of Ciceros daughter Tullia. Children: Daughter, Antonia. Fulvia In 47 or 46 B.C., Antony married Fulvia. She had already been married to 2 of Antonys friends, Publius Clodius and Gaius Scribonius Curio. Cicero said she was the driving force behind Antonys decisions. She bore him two sons. Fulvia was active in political machinations and although Antony denied knowledge of it, Fulvia and Antonys brother mutinied against Octavian (the Perusine War). She then fled to Greece where Antony met her. When she died shortly thereafter in 40 B.C. he blamed himself. Children: Sons, Marcus Antonius Antyllus and Iullus Antonius. Octavia Part of the reconciliation between Antony and Octavian (following the mutiny) was the marriage between Antony and Octavians sister Octavia. They married in 40 B.C. and Octavia bore their first child the following year. She acted as peacemaker between Octavian and Antony, trying to persuade each to accommodate the other. When Antony went east to fight the Parthians, Octavia moved to Rome where she looked after Antonys brood (and continued to do so even after divorce). They remained married for five more years during which time they never saw each other again. Antony divorced Octavia in 32 B.C. when the confrontation that was to be the Battle of Actium seemed unavoidable. Children: Daughters, Antonia Major and Minor. Cleopatra Antonys last wife was Cleopatra. He acknowledged it and their children in 36 B.C. It was a marriage that was to be unrecognized at Rome. Huzar argues that Antony made the marriage in order to utilize Egyptian resources. Octavian wasnt very forthcoming with the troops Antony needed for his Parthian campaign, so he had to look elsewhere. The marriage ended when Antony committed suicide following the Battle of Actium.​​ Children: Fraternal Twins, Alexander Helios and Cleopatra Selene II; Son, Ptolemy Philadelphus.

Essay on Serial Killer Jeffrey Dahmer - 1950 Words

Jeffrey Dahmer was born in Milwaukee on the 21st of May, 1960, to Lionel and Joyce Dahmer. From a very young age Jeffrey was a normal young boy who showed no signs of any mental problems. At a very young age Jeffrey began to develop an interest in dead animals when his father found a number of dead animal bones while sweeping under the house. This didn’t affect the way he behaved until when he started going to preschool. Whilst attending preschool Jeffrey was seen as a very shy boy, at the same time his interest in animals began to grow. When Jeffrey was four years old his father found some dead animal bones under the house and Jeffrey enjoyed playing with them and breaking them into pieces. This became an exciting experience to him†¦show more content†¦His behavior became extreme as he began taking a bottle of whisky to school. In 1975 his neighbours found a dog’s head impaled on a stick and an animal’s body attached to a tree. According to (Masters, 1993) Jeffrey did not enjoy killing or inflicting pain towards live animals but cutting the limbs off the animal. When Jeffrey reached his teenage hood, he began having fantasies about killing and disfigure men which is believed to be why he began killing his victims. (Stone, 2006) argued that Jeffrey suffered from mixed personalities. He fantasized on having sex with copses where he most of his victims were met in gay bars and seduce them with free alcohol or money. After having sex he would usually drug his victim or stab them and then engage s into sexual intercourse with the copse or masturbates over it (Miller, Vandome, McBrewster). Jeffrey would disfigure his victim’s corpse into small parts and pour acid on the head to remove the flesh, where he would keep the skull as a trophy. At times he also kept his victim’s heart and other body parts which he would later on eat (Davis, 1991). (Davis, 1991) argued that Jeffrey’s crimes were committed because of how society rejected him. Jeffrey can be seen as a (hedonistic) serial killer, someone who gets sexually aroused while committing the murder (Holmes and Holmes, 2009). His murder victims were sexually abused; his victims were more thanShow MoreRelatedJeffrey Dahmer : Serial Killer2695 Words   |  11 Pages Jeffrey Dahmer is considered to be one of the top serial killers of all time. Jeffrey is believed to be a top serial killer for several reasons, as he would drug and strangle his victims to death, he would also do a ritual to most of his victim s over and over again. He had a necrophilia problem and would torcher his victims. In this research paper I will explain why it was believe that Jeffrey did what he did to his victims. I will tell about Jeffrey’s life as a child to his life as killer andRead MoreThe Serial Killers : Jeffrey Dahmer Essay1806 Words   |  8 PagesSerial killers have fascinated the imaginations of people for a long time. One of the most notorious serial killers is Jeffrey Dahmer whose gruesome murders shocked the nation. Jeffrey Lionel Dahmer also known as Milwaukee monster was a notorious American serial killer and sexual offender in the 1980s and early 1990s. Between 1978 and 1991 Dahmer had murdered 17 men. His victims were usually raped, tortured, dismembered, and cannibalism was also involved. 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The purpose of this report is to learn more about this serial killer. Section II: Overview †¢nbsp;nbsp;nbsp;nbsp;nbsp;â€Å"Jeffrey Dahmer was born May 21, 1960, at Evangelical Hospital in Milwaukee, Wisconsin† (Blakey). †¢nbsp;nbsp;nbsp;nbsp;nbsp;â€Å"Jeffrey Dahmer was found beaten by fellowRead MoreJeffrey Dahmer : An Strange Boy1646 Words   |  7 Pages1 CP Period 9 20 January 2015 Jeffrey Dahmer Jeffrey Dahmer was born on May 21, 1960 in Milwaukee Wisconsin to Joyce and Lionel Dahmer. Jeffrey Dahmer grew up a very joyful, outgoing, happy kid. Dahmer was like this until his brother was born. After the birth of his brother, he seemed lonely as if he was seeking love and attention. Around the age of 6, Dahmer had a double hernia operation. Joyce and Lionel Dahmer soon realized that their son had really changed. 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There are several approaches in categorizing serial killers. One method requires examination of the crime scene, the other requires counseling with the serial killer. In profiling a serial killer, law enforcers realize that serial killers are not unlike regular

Mba Human Resource Free Essays

string(106) " as having identifiable individual contributions to the group product and member self-evaluation systems\." Master of Business Administration-MBA Semester 1 MB0038 – Management Process and Organization Behavior – 4 Credits (Book ID: B1127) Assignment Set- 2 (60 Marks) Note: Each question carries 10 Marks. Answer all the questions. Q. We will write a custom essay sample on Mba Human Resource or any similar topic only for you Order Now 1Write a note on classical era for evolution for Organizational behavior. In the early twentieth century, early studies in the complexities of organizational activity got underway. Initial studies were mostly mechanical. Being treated like machines, the humans were subjected to close scrutiny and study. The aspects studied were how the human behaved during regular applied testing of a person’s responses to stimuli. Another stream of ideas that were part of study organizations were divided according to their political preferences, and the various levels of management throughout the entire organizations. Unfortunately there was a limitation to both of these because they did not bear in mind the interaction between the two connected streams but treated each as a separate entity. Parts of the History of Organizational Behavior Studies can be seen during the 1890’s. During this time scientific management was viewed as the best way to run an organization. An organization that in its’ course of action adheres to a set of guidelines and guides itself on findings of time and motion studies, is bound to achieve greater levels of productivity – claimed the advocates of this system. It became clear that organizations were centered on interactive groups of their members, and a more humanistic view needed to be formulated as psychology and analysis as a means of understanding human behavior became more sophisticated. By understanding and using psychology productivity will improve tremendously. The Human Relations Movement, as it was called in the beginning of the 20th century, brought focus on collaboration, influence, and the aspect of particular persons understanding the intent of the organization. By the Second World War, a paradigm shift had occurred in the study of organizational behavior. The new buzzword was operations research, and more and more people became interested in sciences, systems theories, complexity theories and strategies. At the time, James March and Herbert Simon were leading experts in the field. Many theories were coming forth as the seventies came around. More often than not the basis for this was quantitative research and interconnected realms of psychology. By the 1980s how important the cultures of different organizations was emphasized instead of the amount and quality of the research. Anthropology was but one of many fields being added into studies about organizational behaviors. Presently any managerial course has organizational behavior studies as its integral part. As part of the curriculum many business schools now include this and related courses in fields such as industrial psychology. The name of the person who runs the History of Organizational Behavior Studies internet site is Patricia Jones. com. See more on Organizational Behaviors. This article may only be used if the author bio and links are included. Q. 2what is groupthink. Explain. Groupthink is â€Å"a deterioration of mental efficiency, reality testing, and moral judgment resulting from in-group pressures†. Thus, the overemphasis on consensus and agreement leads members to be unwilling to evaluate group members’ ideas critically. This hinders decision-making and becomes an obstacle to group productivity. Certain conditions favor the development of groupthink. i) The first condition is high cohesiveness. Cohesive groups tend to avoid conflicts and to demand conformity. ii) The second is other antecedents including directive leadership, high stress, insulation of the group and lack of methodical procedures for developing and evaluating alternatives. A group suffering from groupthink displays recognizable symptoms. Symptoms of Groupthink and how to Prevent It Illusions of invulnerability: Group members feel they are above criticism. This symptom leads to excessive optimism and risk taking. * Illusions of group morality: Group members feel they are moral in their actions and therefore above reproach. This symptom leads the group to ignore the ethical implications of their decisions. * Illusions of unanimity: Group members believe there is unanimous agreement on the decisions. Silence is misconstrued as consent. * Rationalization: Group members concoct explanations for their decisions to make them appear rational and correct. The results are that other alternatives are not considered, and there is an unwillingness to reconsider the group’s assumptions. * Stereotyping the enemy: Competitors are stereotyped as evil or stupid. This leads the group to underestimate its opposition. * Self-censorship: Members do not express their doubts or concerns about the course of action. This prevents critical analysis of the decisions. * Peer pressure: Any members who express doubts or concerns are pressured by other group members, who question their loyalty. * Mind guards: Some members take it upon themselves to protect the group from negative feedback. Group members are thus shielded from information that might lead them to question their action. Guidelines for Preventing Groupthink * Ask each group member to assume the role of a critical evaluator by actively voicing objections or doubts. * Have the leader avoid stating his or her position on the issue prior to the group decision. * Create several groups that work on the decision simultaneously. * Bring in outside experts to evaluate the group process. * Appoint a devil’s advocate to question the group’s course of action consistently. Evaluate the competition carefully, posing as many different motivations and intentions as possible. * Once consensus is reached, encourage the group to rethink its position by re-examining the alternatives. 1. Social Loafing:  Social loafing occurs when one or more group members rely on the efforts of other group members and fail to contribute their own time, effort, thoughts or other resources to a group. This may create a real drag on the group’s efforts and achievements. When a group carries out a task, it is harder to attribute the group’s output to individual contributions. Some group members may engage in social loafing, or doing Less than their share of the work on the assumption that group’s results will not indicate the individual’s failure to contribute. A number of methods for countering social loafing exist, such as having identifiable individual contributions to the group product and member self-evaluation systems. You read "Mba Human Resource" in category "Papers" For example, if each group member is responsible for a specific input to the group, a members’ failure to contribute will be noticed by everyone. If members must formally evaluate their contributions to the group, they are less likely to loaf. . Production Blocking:  Production blocking is limiting another person’s output by getting in his or her way. Production blocking occurs when too many employees are trying to work in a given amount of space or when the organization has poorly planned the use of its facilities. It can also occur when the organization assigns more than the optimal number of employees to carry out a task. Q. 3Explain the process of negotiation. We can identify four basic steps in the negotiation process. They are: 1. Preparation:  Preparation for negotiations should begin long before the formal negotiation begins. Each party gathers information about the other side – its history, likely behavior, previous interactions and previous agreements reached by the parties. Each party polls its members to determine their wishes, expectations, and preferences regarding a new agreement. 2. Evaluation of Alternatives:  The two sides attempt to identify the bargaining range (i. e. , the range in which both parties would find an agreement acceptable). The bargainers determine the alternatives acceptable to them and also identify their best alternative if a negotiated settlement is not reached. Identifying a set of alternatives, including the best one, helps individuals determine whether to continue the negotiation or seek another course of action. Both the parties Best Alternative to a Negotiated Agreement (BATNA) needs to be determined. BATNA determines the lowest value acceptable to you for a negotiated agreement for both the parties. 3. Identifying Interests:  Negotiators act to satisfy their own interests, which may include substantive, relationship, personal or organizational ones. The person or group must assess the other party’s interests and then decide how to respond to those interests in their offers. Effective negotiations call for satisfying interests by identifying and exploring a range of possible positions on specific issues. 4. Making Trade-offs and Creating Joint Gains:  Bargainers use trade-offs to satisfy their own and others’ interests. Either position would meet the interests of maintaining a certain standard of living. One way to assess tradeoffs is * Begin by identifying the best and worst possible outcomes. * Next, specify what impact trade-offs will have on these outcomes. * Finally, consider whether the changed outcomes will better meet the parties’ interest. Negotiators need to overcome the idea that a fixed pie of outcomes exists, avoid non-rational escalation of conflict, pay attention to others’ cognitions and avoid devaluating the others’ concessions while overvaluing their own. Issues in Negotiation Some of the most important issues have been discussed below. 1. The role of personality traits in negotiation –  Overall assessments of the personality-negotiation relationship finds that personality traits have no significant direct effect on either the bargaining process or negotiation outcomes (Wall ;amp; Blum, 1991). . Gender differences in negotiations – Men and women do not negotiate differently. A popular stereotype is that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. The evidence does not support this. The belief that women are â€Å"nicer† is probably due to confusing gender and the lack of power typically held by women. (Stuhlmacher ;amp; Walt ers, 1999). 3. Cultural differences in negotiations – Negotiating styles clearly vary across national cultures (Adler, 2002). The cultural context of the negotiation significantly influences the amount and type of preparation for bargaining, the emphasis on task versus interpersonal relationships, the tactics used, etc. Q. 4 The environmental stressors have a great impact on work performance and adjustment of the individual in an organization. Discuss the different categories of environmental stressors. Environmental and internal conditions that lie beyond an individual’s control are environmental stressors. Such stressors can have a considerable impact on work performance and adjustment. We can organize environmental stressors into the following categories: . Task Demands: Task demands are factors related to a person’s job. They include the design of the individual’s job, working conditions and the physical work layout. Changes and lack of control are two of the most stressful demands people face at work. Change leads to uncertainty, a lack of predictability in a person’s daily tasks and activities and may be caused by job insecurity related to difficult economic times. Technology and technological innovation also create change and uncertainty for many employees, requiring adjustments in training education and skill development. Lack of control is a second major source of stress, especially in work environments that are difficult and psychologically demanding. The lack of control may be caused by inability to influence the timing of tasks and activities, to select tools or methods for accomplishing the work to make decisions that influence work outcomes, or to exercise direct action to affect the work outcomes. 2. Role Demands: The social-psychological demands of the work environment may be every bit as stressful as task demands at work. Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. Role conflict results from inconsistent or incompatible expectations communicated to a person. The conflict may be an inter role, intra-role or person-role conflict. a. Inter role Conflict: is caused by conflicting expectations related to two separate roles, such as employee and parent. For example, the employee with major sales presentation on Monday and a sick child at home is likely to experience inter-role conflict. b. Intra-role conflict: is caused by conflicting expectations related to a single role, such as employee. For example, the manager who presses employees. c. Person-role Conflict: Ethics violations are likely to cause person-role conflicts. Employees expected to behave in ways that violate personal values, beliefs or principles experience conflict. The second major cause of role stress is role ambiguity. Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do. Role ambiguity is the confusion a person experiences related to the expectations of others. Role ambiguity may be caused by not understanding what is expected, not knowing how to do it, or not knowing the result of failure to do it. 3. Inter-personal Demands: are pressures created by other employees. Lack of social support from colleagues stress, especially among employees with a high social need. Abrasive personalities, sexual harassment and the leadership style in the organization are interpersonal demands for people at work. a. The abrasive Person: May be an able and talented employee, but one who creates emotional waves that others at work must accommodate. b. Sexual Harassment: The vast majority of sexual harassment is directed at women in the workplace, creating a stressful working environment for the person being harassed, as well as for others. c. Leadership Styles: Whether authoritarian or participative, create stress for different personality types. Employees who feel secure with firm, directive leadership may be anxious with an open, participative style. Those comfortable with participative leadership may feel restrained by a directive style. 4. Physical Demands: Non-work demands create stress for people, which carry over into work environment or vice versa. Workers subject to create role conflicts or overloads that are difficult to manage. In addition to family demands, people have personal demands related to non-work organizational commitments such as religious and public service organizations. These demands become more or less stressful, depending on their compatibility with the person’s work and family life and their capacity to provide alternative satisfactions for the person. Q. 5 Given below are certain instances observed by a summer trainee – Ritu, while making an observational study at Global Green consultants. An organization dealing with recycling of plastic products waste etc. She makes the following observations about two key people in the organization. 1) Mr. Patnayak – He is a very friendly person and encourages his team members by giving those recommendations and appreciation. This helps HR to decide about giving a bonus or promotion to employees. 2) Mr. Dutta- He is an aggressive person. He frequently loses his temper. Ritu observes that he frequently punishes the non-performers and also gives them warnings regarding suspension etc. Now explain what base of power Mr. Patnayak and Mr. Dutta belong to. Explain the type of power they use often Ten Types of Power 1. Position. Some measure of power is conferred on the basis of one’s formal position in an organization. For example, a marketing manager can influence the decisions that affect the marketing department. However, the marketing manager has little power to influence the decisions that affect the finance department. 2. Knowledge or expertise. People who have knowledge or expertise can wield tremendous power. Of course, knowledge in itself is not powerful. It is the use of knowledge and expertise that confers power. Thus, you could be an incredibly bright person and still be powerless. 3. Character or ethics. The more trustworthy individuals are the more power they have in negotiations. The big issue here is whether they do what they say they are going to do—even when they no longer feel like doing it. 4. Rewards. People who are able to bestow rewards or perceived rewards hold power. Supervisors, with their ability to give raises, hold power over employees. Money can have power. But money, like anything else, holds very little power if it is not distributed. 5. Punishment. Those who have the ability to create a negative outcome for a counterpart have the power of punishment. Managers who have the authority to reprimand and fire employees hold this type of power. State troopers and highway patrol officers who have the ability to give out speeding tickets also have this power. 6. Gender. Dealing with someone of the opposite sex can confer power. We have videotaped many negotiation case studies in which the turning point came when a woman casually touched a man’s hand or arm to make her point. 7. Powerlessness. In some instances, giving up all power can be very powerful. If a kidnapper threatens a hostage with death enough times, the hostage may just challenge the kidnapper to go ahead and kill him. At the point that the hostage gives up power, or control over his own death, the kidnapper actually loses power. 8. Charisma or personal power. When we ask participants in our seminars for examples of leaders who have had charisma or personal power, invariably the names of Mother Teresa, John F. Kennedy, and Ronald Reagan come up. When we ask, â€Å"What do all three of these leaders have in common? participants usually respond, â€Å"Passion and confidence in what they believe in. † 9. Lack of interest or desire. In negotiations, as in many other areas of life, the side with the least interest in what is being negotiated holds the most power. If you are buying a house and you really do not care if you purchase the house you are currently negotiating for or the one down the street, you w ill most likely hold more power in the negotiation—unless, of course, the sellers could care less if they sell the house today or live in it for another ten years! 10. Craziness. This may sound funny, but bizarre or irrational behavior can confer a tremendous amount of power. Every organization has someone who blows up or behaves irrationally when confronted with problems. Those who have been exposed to this type of behavior tend to avoid such individuals. As a result, these individuals are not given many tasks to accomplish because others are afraid to ask them. Leadership style influence level of motivation. However, throughout a lifetime, man’s motivation is influenced by changing ambitions and/or leadership style he works under or socializes with. Command-and-control leadership drains off ambition while worker responsibility increases ambition. Leadership Style versus Motivation| Leadership Style| Motivation Type| Motivation is Based on:| Personality Type| Efficiency| Limited supervisionWorker with decision making responsibility| Self motivated| Creativity| Leader of ideas or people. Independent AchieverThrives on change| High| | Team motivated| | | | Mixed styles| Goal motivated| Opportunity| Personality type and efficiency depends on leader’s skill and/or the work environment he’s created. | | Reward motivated| Materialism| | Recognition motivated| Social status| | High level of supervisionCommand-and-control| Peer motivated| To be like others| Status quo DependencyResist change| Low| | Authority motivated| Follows policy| | | | Threat, fear motivated| Reacts to force| | | * Self-motivated or visionaries will not accept authority controlled environments. They will find a way to escape if trapped. * In a team-mo tivated environment, dependency types will become inspired and strive to be acceptable with independent thinking coworkers. * Associates influence the level of individual motivation. Reaction to Change Command-and-control leadership is the primary style in our society. It is accepted because efficiency is created by repetitive action, teaching people to resist change. Once acquiring a skill, they do not want to learn another. The worker adapts to level three with an occasional trip to level two. Worker responsibility is just the opposite; it motivates people to thrive on change by seeking challenges, finding ways to achieve goals. Level one is the leader of changing technology, finding ways to create efficiency. Reaction to Efficiency The efficiency of advancing technology is forcing change. It is up to the individual or business to decide which side of change they want to be on, the leading edge or trailing edge. The leading edge is exciting while the trailing edge is a drag. Playing catch-up drains motivation while leaders of change inspire motivation. With today’s changing technology, an individual must be willing to abandoned old skills and learn new ones. The ability to adapt is achieved through self-development programs. Because level one thrives on change, they adapt to whatever methods gets things done with the least amount of effort. This brings us to work habits. In level one, management and front line workers, together, are searching for ways to solve and prevent problems. Decisions are made on the front line where alternative methods are analyzed. Being able to prevent problems is a motivating force. In level three management makes all decision, as a result, management must find ways to solve all problems and find alternative methods. Front line employees may be aware conflicts, but they don’t have the authority to take action and have learned not to be concerned. Supervisors are only concerned with elements that management thinks are important. Under command-and-control leadership, management considers the opinions or concerns of people on the front line to be trivial. As a result, management takes action only when problems become too big to ignore. If workers have conflicts with their supervisors, they will find ways to increase the magnitude of problems, creating a combative environment. A downward spiral of management implementing more control and workers resisting control develop. Under worker responsibility, management and workers unite to prevent or solve problems. Team MotivatedElementary problems are prevented or solved at the source. Getting the job done is the primary goal of management and workers. | Dependency of AuthorityElementary are dealt with by management when large enough to be recognized. | Abused WorkersLack of leadership skills and the desire for power creates elementary problems. Managers focus on worker control. Getting the job done is down the list. Workers goal is to find ways to do little as possible.   | Command and Control Leadership – Problems are always out of control. | Reaction to Learning Habits In level two, young workers are establishing work habits, developing attitudes and learning a professional skill. Out of training and on the job, motivation level will depend on the leadership style they work under. Under command-and-control leadership, ambitions will be associated with maintaining the status quo. Under worker res ponsibility, ambitions will be associated with opportunity. They will continually expand their skills as the need or as opportunity arises. Reaction to Goals Self-motivated people are goal motivated. Once they conquer one goal, they establish another. Every goal is a learning process that requires all the elements in level one. Companies that attract and keep this type of person stay on the leading edge of technology. The CEO is a visionary in customer service and employee leadership. The employees’ goals are the same as the CEO’s. If the CEO desires control, then he will lead in such a way that trains subordinates to lead by control. As a result, the employees’ goals are quitting time and payday. Reaction to Recognition Recognition is important; it builds positive self-esteem. By itself, its benefits are short lived. Long-term benefits are achieved when the employee feels the job could not have been done without them. This means they were faced with a challenge, which means, they had the responsibility and authority to take action. This environment is found in level one. Self Motivated Projects Self-motivated projects’ is the ability to start and finish what one has started. Most people, working alone, do not finish what they start. The ability to finish challenging projects is the secret to being a winner. First requirement is interest, then asking questions which inspires’ the learning process. With information, a challenge is presented and a goal set. When action is taken, the barriers of persistence, risk, fear and failure become a challenge by itself. Self-motivated projects are difficult because no one cares if they succeed, which is another barrier. This is why most people quit before they get a good start. People, who find ways to overcome barriers and hang in there, are the winners. They develop skills and confidence, which are required steps to larger projects. Team Motivated Projects Everyone can be inspired to achievement in a team-motivated environment. With a common goal, team members support each other until success is achieved. In this environment, others do care and team members are needed for achieving the goal. For this reason, team motivation is extremely powerful. The exchange of ideas, information and testing the results, adds to the motivating force. As a result, each member seeks to be a leader of quality input. Q. 6 â€Å"Fashion4now† is a famous and old magazine. The top management decides to start the e- edition of the magazine. They also decide the redefine the policies and culture of â€Å"Fashion4now† To start implementing this change, they frequently call meetings of employees. They have also formed groups at different levels to clarify doubts and explain the perspective of change. Analyze the situation in the context of organizational change and elaborate why the top management is following the discussed practices and what approach is most evident in the context. Typically, the concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change in mission, restructuring operations (e. g. , restructuring to self-managed teams, layoffs, etc. ), new technologies, mergers, major collaborations, â€Å"rightsizing†, new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates. The levels of organizational change Perhaps the most difficult decision to make is at what â€Å"level† to start. There are four levels of organizational change: First let’s describe these levels, and then under what circumstances a business should use them. Level 1- shaping and anticipating the future At this level, organizations start out with few assumptions about the business itself, what it is â€Å"good† at, and what the future will be like. Management generates alternate â€Å"scenarios† of the future, defines opportunities based on these possible futures, assesses its strengths and weaknesses in these scenarios changes its mission, measurement system etc. More information on this is in the next article, â€Å"Moving from the Future to your Strategy. † Level 2 – defining what business (as) to be in and their â€Å"Core Competencies Many attempts at strategic planning start at this level, either assuming that 1) the future will be like the past or at least predictable; 2) the future is embodied in the CEO’s â€Å"vision for the future†; or 3) management doesn’t know where else to start; 4) management is too afraid to start at level 1 because of the changes needed to really meet future requirements; or 5) the only mandate they have is to refine what mission already exists. After a mission has been defined and a SWOT (strengths, weaknesses, opportunities and threats) analysis is completed, an organization can then define its measures, goals, strategies, etc. More information on this is in the next article, â€Å"Moving from the Future to your Strategy. † Level 3 – Reengineering (Structurally Changing) Your Processes Either as an aftermath or consequence of level one or two work or as an independent action, level three works focuses on fundamentally changing how work is accomplished. Rather than focus on modest improvements, reengineering focuses on making major structural changes to everyday with the goal of substantially improving productivity, efficiency, quality or customer satisfaction. To read more about level 3 organizational changes, please see â€Å"A Tale of Three Villages. † Level 4 – Incrementally Changing your Processes Level 4 organizational changes are focusing in making many small changes to existing work processes. Oftentimes organizations put in considerable effort into getting every employee focused on making these small changes, often with considerable effect. Unfortunately, making improvements on how a buggy whip for horse-drawn carriages is made will rarely come up with the idea that buggy whips are no longer necessary because cars have been invented. To read more about level 4 organizational changes and how it compares to level 3, please see â€Å"A Tale of Three Villages. †   Some General Guidelines to Organization-Wide Change 1. Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change. Ask to see references and check the references. 2. Widely communicate the potential need for change. Communicate what you’re doing about it. Communicate what was done and how it worked out. 3. Get as much feedback as practical from employees, including what they think are the problems and what should be done to resolve them. If possible, work with a team of employees to manage the change. 4. Don’t get wrapped up in doing change for the sake of change. Know why you’re making the change. What goal(s) do you hope to accomplish? 6. Plan the change. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when you’ve reached your goals or not? Focus on the coordination of the departments/programs in your organization, not on each part by itself. Have someone in charge of the plan. 7. End up having every employee ultimately reporting to one person, if possible, and they should know who that person is. Job descriptions are often complained about, but they are useful in specifying who reports to whom. 8. Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project. 9. The process won’t be an â€Å"aha! † It will take longer than you think. 10. Keep perspective. Keep focused on meeting the needs of your customer or clients. 11. Take care of yourself first. Organization-wide change can be highly stressful. 12. Don’t seek to control change, but rather to expect it, understand it and manage it. 13. Include closure in the plan. Acknowledge and celebrate your accomplishments. 14. Read some resources about organizational change, including new forms and structures How to cite Mba Human Resource, Papers

Rose Erline Dormee Essays - Golders Green Crematorium,

Rose Erline Dormee Counseling Theory 9/30/2017 Sigmund Freud and Alfred Adler Theories Sigmund Freud and Alfred Adler are two recognized and respected people in Psychology. They both have studied the human mind and their theories varied significantly. Sigmund Freud is conside red the father of psychoanalysis. Freud believe s that much of the human instinct evolves around sex and many problems human suffer are related to some sexually-based conflict. Freud believed that many repressed experiences his patients encounter have something to do with their childhood and these repressed memories are part of s exual issues . O n the other hand , Adler believed that birth order plays a major role in human development and personality. However, he did not criticize or condemn the influence of biology, he simply thought there was mor e than meets the eye when it comes to an individual. As the oldest of three children, Adler's perspective appeal to me more. I agree with his position about oldest child and how they rec eive more attention, spoiled, and always are the center of attention . He believes that the s econd child of only two behaves as if in a race, and often opposite to first child . And the middle child often feels squeezed out . While the youngest child fees like and actually is the baby in the family. Last but not least , the o nly child; the only child does not learn to share or cooperate with other children, learns to deal with adults. Adler's theories are pretty simple and relatable.