Locarno Honeymoon

So called because the pacts of the mid 1920s were intended to introduce a period of calm to Europe. It was eventually realised that some of the policies made during this time were in reality unproductive. â€Å"The agreements [of the Locarno Treaties] were greeted with wild enthusiasm all over Europ, and then reconciliation between France and Germany was referred to as the ‘Locarno honeymoon’. Later, historians were not so enthusiastic about Locarno; there was one glaring omission from the agreements – no guarantees were given by Germany or Britain about Germany’s eastern frontiers with Poland and Czechoslovakia, the very areas where trouble was most likely to arise. † Lowe, Norman. Mastering Modern World History. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2005. Print. The Locarno agreements: Date: 1925. Countries involved: Germany, France, Belgium, Britain, Italy. Aims: Britain and Italy would help Belgian and French frontiers against German attacks. And also help German frontiers against French agrresion. Tried making a more friendly attitude between countries, and tried to make closer relations with Germany. Supported Germany to join the league of nation, even though many countries objected so it did not happen immediately. Also to add: The Locarno honeymoon (1925) Temporarily resolved the conflict between Germany and France – Provided hope all across Europe of a long lasting peace – Also a false sense of security – Germany accepted its borders with France and Belqium as permanent. These borders were required by the UK, France, Germany, Italy – Seen as a great step towards long lasting peace – Britain and Germany did not guarantee it would help secure the borders of Germany with Czechoslovakia and Poland. This gave Germany the message that they c ould do whatever they want with no consequences

Faculty of Economics and Business Science Essay

Introduction – How the American Low-Cost Airline Industry Looks Like? In the post World War II the federal government heavily regulated period, commercial air travels in the US. As a result, the nation was reliant on a few leading airline companies. Competition was permitted only within individual states. California and Texas were the only two states that had both the geographical and demographic advantage to make air travel attractive. Since 1938, the U.S. Congress formally regulated air transportation through the Civil Aeronautics Act. This Act created a board to control the entry and exit of air carriers, to regulate fares, and to control mergers. These new findings led to the deregulation of the airline industry in 1978. Deregulation was premised on the idea that an unregulated market would approximate a perfectly competitive industry, one that had numerous carriers, no significant economies of scale, and no significant barriers to entry. As a result, many new entrants tried to establish on the airline market, although most of them get bankrupt due to the fierce competition on prices which made a profit margin too low to stay in the game. Besides, financial crises in 1983 and 1990 made many low-cost airlines leave the market. As an example, over 200 airlines stopped operating from 1983 to 1988. However, few significant airlines were born at that time: Spirit Airlines (1964) and Southwest Airlines (1967), Sun Country Airlines (1982). The relatively new low-cost carriers include Allegiant Air (1997), Frontier Airlines (1994), JetBlue (1999) and Virgin America (2004). In 2006 the low cost carriers have a market share of 30% in the Unites States, compared to 7% in 1990. One of the reasons for such an escalating increase could be a raising traveling demand in the US: total number of passengers in 2012 reached 800 million! We assume that such a significant market share should be understood as a separate industry. We would like to analyze the environment of the US low-cost airline industry by applying following tools: PESTEL analysis, Porter’s five forces framework and Strategic Groups  analysis. The Macro-Environment We will start with the analysis of the largest layer of the business environment. In order to investigate the macro-environment we will apply PESTEL analysis to understand to which extent the following six main factors have an impact on the whole industry. Political Factor Thread of terrorism: The airline industry has never really recovered from the aftermath of the 9/11 attacks. This situation leads to more invasive security procedures at the airports and customers dissatisfaction even before taking a flight. September 11, 2001 has put a long-term shadow on the whole airline industry leading to significantly higher operating costs. The airline industry is highly regulated by the Department of Transportation and the Federal Aviation Administration, primarily in areas of flight operations, maintenance and other safety and technical matters. Stricter regulations on aircraft safety maintenance, for instance, are placing new burdens on operators of older aircraft. Average aircraft operating age in the industry is 11 years. The 1978 Airline Deregulation Act partially shifted control over air travel from the political to the market sphere. The Civil Aeronautics Board (CAB), which had previously controlled entry, exit, and the pricing of airline services, mergers, and consumer issues, was phased out under the CAB Sunset Act and expired officially on December 31, 1984. The economic liberalization of air travel was part of a series of â€Å"deregulation† moves based on the growing realization that a politically controlled economy served no continuing public interest. U.S. deregulation has been part of a greater global airline liberalization trend. Economic Factor This economic part of the airlines industry has already struggling the airlines to contend with declining passenger traffic, competition from low cost carriers, high aviation fuel prices, labor demands, and soaring maintenance and operating costs. All these factors have made the airlines to get in bankruptcies because they can no longer afford to run their operations profitably. Fuel is the airline industry’s second largest  expense, exceeded only by labor. The major U.S. airlines spend more than $10 billion a year on fuel, which is approximately 10 percent of total operating expenses. As a result, increased fuel efficiency has been a top industry priority for many years. Significant changes appeared in the US economy between 1983 and 1988; the airline industry experienced a massive wave of bankruptcies, mergers, and acquisitions. Over 200 carriers left the market, leaving nine airlines (United, American, Continental, TWA, US Air, Pan Am, Delta, Northwest, and Eastern) to share 92 percent of domestic revenue. Contrary to initial expectations, deregulation actually led to a decrease in competition. Airlines’ profitability is closely tied to economic growth and trade. During the first half of the 1990s, the industry suffered not only from world recession but the Gulf War further depressed travel. In 1991 the number of international passengers dropped for the first time. The financial difficulties were exacerbated by airlines over-ordering aircraft in the boom years of the late 1980s, leading too significant excess capacity in the market. Mergers and acquisitions are seen to be one of the most important trends in the low-cost airline industry. Many carriers make efforts to purchase small regional aircraft operating companies or even fuel suppliers of the local level. This leads to lower operating costs and will result even into higher ticket prices in the future. The expectation for the US economy for the next years is that the growth rate will increase for 1.6% to 2.4%. Growing economy means an increase in buying power of the customers. For this reason, the traveling demand is expected to increase in the future as well. Social Factor The profile of the passengers has changed with more economically passengers and less business class passengers. Now with more information and social media the customers have high expectations in the low price sector of the tickets because the expected standards of the services have increased. Even for a low price passengers expect to have clean seats, smiling crew, no delays etc. Moreover, customers are ready to complain if the service does not meet their expectations. Technological Factor Though it is a fact that the airline industry uses technology extensively in its operations, they are limited to the aircraft and the operations of the  airlines excluding the ticketing and the distribution aspects. This has prompted many experts to call on the airlines to make use of the advances in technology for the front office and the customer facing functions as well. In other words, the technological changes have to be adapted to include mobile technologies as far as ticketing, distribution, and customer service. Technology media now is necessary, for their promotion and for the customers that can buy their tickets in a safe and a quicly way. An example is that Southwest Airlines uses the technology extensively and it is a fact that the 75% of its profits the company gains due to the online sales. Such technologies as mobile phone applications, homepages, online reservations and others are not necessary just to be successful in the market – they are an absolutely a  ¨must have ¨ for the airline to even start to make sales. Environmental Factor The social responsibility initiatives are becoming more pronounced in the airilines industry. As consumers and activists turn a critical eye towards the airlines and their corporate social responsibility. Many people do not associate noise with pollution. But in the last decades the noise produced by jets has become one of the airlines biggest environmental challenges, the one the companies have spent billions of dollars to address. Key to their noise reduction efforts has been the development and introduction of new technology over the years. The airlines have implemented a recycling program to reduce the amount of solid waste they send to landfills. These are the most commons: aluminum can recycling by flight, greater use of metal utensils and ceramic dishes, paper recycling of airline offices. Legal Factor The number of lawsuits against airlines from both customers as well as workers has gone up. In other words, the regulators are being stricter with the airlines, which mean that they are now increasingly their strategies, and actualizing their strategies only after they are convinced that they are not violating any laws. For the airlines industry the customers are the priority beacuase they know thath having an airplane accident will have legal issues and can destroy a whole airiline. The legal system became intolerant of delays, safety issues, and other aspects has only served to increase the fears among the airlines as each and every move of theirs is being checked. In the restrictions on mergers the U.S. Department of Justice approves a certain number of airline mergers, but also blocks a number of them because they fear a trend towards monopolization which would mean less competition and could lead to higher ticket prices. Airlines then sometimes file in lawsuits to defend their proposed merger and tend to succeed. Open Skies Agreement was signed in 2008, the intention of this U.S. and EU aviation pact was to allow greater access to U.S. markets by non-U.S. carriers. This means a greater competitive pressure for U.S. airlines. Conclusion from the PESTEL analysis: Key drivers from the macro-environment include political, economic and legal factors. In order to analyze the next layer of the environment – industries and sectors – we will use Porter’s five forces framework. This tool was developed to estimate the industry’s attractiveness. Another purpose of our analyze is to recognize dynamics of the US low-cost airline industry. Bargaining Power of Suppliers The suppliers of airline companies are fuel supplier, foods supplier, aircraft supplier and airport facilities. It should be mentioned that the US supplier market for the airlines is quite limited. There exist only two possible suppliers for the airplanes – Boeing and Airbus. There is a large investment required to purchase the airplanes. Thus, it makes it very difficult to switch between these two suppliers (for instance, to switch from Boeing vehicles to Airbus) as the switching costs will be unavoidably high. Another issue which is worth mentioning – in the case of switching to another supplier all mechanics and pilots should be retrained according to the standards of a new supplier. In the past, low-cost carriers tended to operate older aircraft purchased second-hand. Since 2000, however, fleets generally consist of newer, more fuel efficient aircraft. These are extremely efficient aircraft in terms of fuel, training, maintenance and  crew costs per passenger. Airlines are also highly dependent on Boeing’s and Airbus’s innovation strategy – especially low-cost carriers have little bargaining power to negotiate with the suppliers and order special custom-made vehicles (for example, airlines cannot make an order to Boeing/Airbus to produce special airplanes with more seats/less fuel costs in order to maximize airline’s profits). Thus, the power of the suppliers makes the airlines to adopt their strategies to a new fleet and the other way round! Fuel market is quite monopolized as well (PDVSA, Venezuela; Petrobras, Brazil). Moreover, price of aviation fuel is directly related to the cost of oil. It implies difficulties to the airlines as oil market is very unpredictable and tend to increase. For this reason airlines prefer to sign long-term contracts with the fuel suppliers in order to negotiate fuel prices for the future as well. Foods suppliers do not cause any specific difficulties for the low-cost airlines due to two main points. Firstly, many low-cost carriers do not serve a warm/cooked food for the passengers. Secondly, foods suppliers have little bargaining power as their market is highly competitive as well. This makes it very easy for the airline to switch to another foods supplier. Large airports charge very high prices for renting or buying the gates. Thus, they are seen as a big challenge for the airlines. On the other hand, regional airports have little bargaining power as they are heavily dependent to make their profits from a regionally dominant airline. It is worth mentioning that it is very important for the low-cost airlines to dominate on the regional level. But in this case, low-cost carriers do not challenge fees of regional airports – they rather compete with other low-cost airlines to get the airport gates. Conclusion: In general, bargaining power of suppliers in US low-cost airline industry is very high, although there can be some differences between the national and regional level of operating. Regional low-cost airlines are not so much dependent on airports’ bargaining power, but even this issue does not affect the whole picture of the industry. Bargaining Power of Customers Customers seem to be very price sensitive. According to the survey conducted in 2010, 36 percent of travelers ranked price as their top consideration while choosing a airline. The second most valued factor, with 32 percent respectively, is particular schedules and routes the airline can offer to a  passenger. Surprisingly, on-time performance and star rating all gathered seven percent or less. Thus, customers’ behavior towards prices makes low-cost carriers participate in a fierce competition on low prices for the flights and invite special sales offers and promotions to gather new customers. The next problem which low-cost companies face is low switching costs for the passengers. The opportunity to compare prices from different airlines online allows the customers to make a best-choice decision. According to the survey mentioned above, only less than two percent of travelers mentioned brand loyalty to be a crucial factor of choosing an airline to fly with. Increase in customers’ awareness about building the prices also puts some limits on the airlines’ strategies: modern travelers know exactly how much their flight tickets should cost! They are aware that most low-cost carriers try to promote online sales in order to shorten their costs by not renting offices and not establishing call centers with call agents. Today’s customers also understand that online check-in allows the airline to cut its costs for renting check-in desks at the airports etc. As a result of this awareness, customers become more suspicious about the price and have higher expectations for the services. Conclusion: Price became for the customers the most crucial factor to decide what airline they want to use. No switching costs and customers’ awareness define as well that customers possess a huge bargaining power towards low-cost carriers in the US. Threat of New Entrants Deregulation law of 1978 had a great impact on the whole US airline industry. The idea of deregulation changed the airline business into a perfectly competitive industry with numerous carriers, no significant economies of scale, and no significant barriers to entry. After plenty of mergers and acquisitions in the airline industry in the 1980s were executed, over 200 carriers left the market. Thus, US deregulation created a more concentrated airline market with no specific barriers for the new entrants on the other hand. Historically, it has been seen very prestige to owe an airline – for this reason a lot of investors tried to enter the industry despite of its low attractiveness. Most of them, however, left the market as the airlines declared themselves being bankrupt. In general, airline industry has one of the highest turnover rates – over 60% of all new entrants leave the market  in the first five operating years. There is a high capital investment required to ente r the industry. Moreover, investors cannot change the existing prices in the industry. Most costs for the airline are built from its fixed costs (renting or purchasing fleet, renting airport gates, fuel costs, salary paid to the personnel, trainings). This makes it very difficult to reduce the costs when needed – fixed costs cannot be reduced in the emergency case. Restricted slot availability makes it even more difficult for the new entrants to find suitable airports. Especially in the low-cost sector of the US airline industry it causes extremely high challenges for the new entrants to have enough basis to set low fares for the flight tickets. By setting very low and competitive ticket prices a new entrant should take a risk to stay unprofitable for the first operating years as a new company has a lot of debts from the investment and no customer base to make enough profits. On the other hand, as we analyzed before no close customer relationship is possible within a low-cost airline industry. Hence, if a new entrant is able to catch customers’ attention by setting low fares this airline can expect the profits in a short time. Conclusion: Although the new entrants will face a fierce price war immediately after entering the market, there are some key factors (low prices, different routes) that can save the company from going bankrupt. Nevertheless, the thread of new entrants in the industry tends to be low. Competitive Rivalry As mentioned before, the low-cost carrier market in the USA is highly competitive due to heavy pressure on prices, margins, and hence on profitability. Besides, the industry is characterized by the following specifics: Most cost advantages can be copied immediately. Low chances to participate in the competition for the national market as the two major low-cost airlines (Spirit Airlines, Southwest Airlines) have avoided direct head to head competition by choosing different routes to serve. Existing rivalry is competing on the regional and local level. Not much differentiation between services. Price is the main differentiating factor. The pricing policy of the low cost carriers is usually very dynamic, with discounts and tickets in promotion. A new tendency towards prices: the  prices steadily rise thereafter to a point where they can be comparable or more expensive than a flight on a full-service carrier. Conclusion: highly competitive environment. Threat of Substitutes Historically, airlines have satisfied the demand for a speedier travel experience with faster aircraft. Travelers choose air for a variety of reasons; chief among them are costs and time. But in the future airlines can be on the edge of losing this advantage if high-speed rail will be improved. In this case more travelers will re-evaluate this alternative, and many will quit flying because of the reasons they dislike air travel: check-in/security hassles, lost productive time, lower-than expected reliability on in-time departure and arrival, and negative environmental impact. Rail is not a complete substitute for air travel in all markets because longer distances magnify the effects of slower travel speeds. But for travel distances of less than 1,200 kilometers, high-speed rail can be seen as a viable choice. It is worth saying that after the Deregulation law in 1978 the American railway was quite â€Å"abandoned† as most travelers switched to the air travel due to the low fares offered for the tickets. Thus, American railway has hardly introduced new rail destinations and can be barely seen to be a substation for the air travel today. Nevertheless, the situation can change if investment in the improvement of American rail destinations will be made. Buses are not a substition for the US low-cost carriers as their prices (even for the regional destination) are comparable to the prices for the flight tickets. Conclusion: Low-cost carriers are not threatened by the substition by railway/buses. The summary of the Porter’s five forces analysis can be represented by the following graph: Conclusion from the Porter’s five forces framework: The U.S. low-cost airline industry is not an attractive industry to enter because of the heavy competition, large turnover rates and high fixed costs which results in one of the lowest profitability of all industries. Now we came to the most immediate layer by which the companies are surrounded – layer of competitors and markets. We will conduct the analysis of this layer by dividing the airline industry into particular Strategic Groups. We decided to define Strategic Groups by following terms: by geographic coverage (national, regional, international) and by customer satisfaction (measured in the airline industry by a scale from 1-1000 points). Conclusion to the Strategic Groups: The most direct competitors of low cost-carriers are very often other low-cost carriers. There is a strong competitive rivalry both within the strategic group of low cost carriers like Southwest Airlines and JetBlue, but also there exists a competition between strategic groups. For instance, a big low cost-carrier Southwest also competes with Delta Air Lines who is the largest legacy/major U.S.airline who operates in both a domestic and an international network. According to our research, critical success factors for the low-cost airline industry include: ticket fares, waiting times for flights, safety measure, customer-oriented service and comfort, special sales offers (for example, frequent-flyers programs), airport fees, number of destinations, costs of airplaines, fuel price conditions, online ticket booking, high-frequency flights.

Multiple Choice Questions Essay

1.The dynamic new workplace of the 21st century is characterized by: 1. A highly competitive global economy, driven by innovation and technology, that has created both unparalleled opportunities and unprecedented uncertainties. 2. Smart people and smart organizations creating their own futures. 3. Companies with a future sharing an important commitment to people 4. All of the above. 5. None of the above. 2.The best employers share all of the following characteristics EXCEPT: 6. They have high performance expectations. 7. They provide employees with both valued rewards and respect for work-life balance. 8. They are extremely good at attracting and retaining talented employees. 9. They excel at fully utilizing employees’ talents and valuing their contributions. 10. They excel at exploiting the natural environment. 3.__________ are successful because they are better than their competitors at gaining extraordinary results from the people working for them. 11. American companies. 12. Japanese companies. 13. High technology companies. 14. High performing companies. 15. Companies that embrace diversity. 4.__________ introduces you to the concepts, themes, and directions that are consistent with career success and organizational leadership in today’s high performance work settings. 16. The study of workforce diversity. 17. The study of management. 18. The study of the global economy. 19. The study of decision making. 20. The study of great leaders. 5.The study of __________ should enable you to learn as much as possible to prepare for a career-long commitment to getting great things accomplished through working with people 21. Management. 22. The global economy. 23. Decision making. 24. Great leaders. 25. Information technology. 6.Which statement does NOT accurately characterize the nature of the new economy? 26. It is an economy rich with challenging opportunities. 27. It is a networked economy in which the Internet increasingly influences people, institutions, and nations. 28. It is a networked economy where people and institutions but not nations are influenced by continuing developments in information technology. 29. It is an economy full of dramatic uncertainties. 30. It is the economy in which people now live and work. 7.Which of the following attributes accurately describes the new economy? 31. The new economy is a global economy. 32. The new economy is knowledge-driven. 33. The new economy is performance-driven. 34. All of these are attributes of the new economy. 35. Only alternatives A and C describe attributes of the new economy. 8.The ultimate foundation of organizational performance is __________. 36. The availability and amount of financial capital. 37. The production of quality goods or the provision of quality services. 38. What people know, what people learn, and what people do with it. 39. Computer-based technology. 40. Inspirational and transformational leadership. 9.__________ is the collective brainpower or shared knowledge of a workforce that can be used to create value. 41. Managerial expertise. 42. Intellectual capital. 43. A learning organization. 44. Knowledge management. 45. Managerial competency. 10.Someone whose mind is a critical asset to employers and who adds to the intellectual capital of the organization is a(n) __________. 46. Administrator. 47. Top-level manager. 48. Functional manager. 49. Information competent manager. 50. Knowledge worker. Globalization 11.__________ is the worldwide interdependence of resource flows, product markets, and business competition that characterizes the new economy. 51. Economic internationalization. 52. International management. 53. Globalization. 54. World interdependence. 55. Cross-cultural business. 12.Which of the following statements accurately describes the impact of the global economy? 56. The world is increasingly arranged in regional economic blocks. 57. Government leaders in our global economy are concerned about the competitiveness of nations. 58. The national boundaries of business are disappearing. 59. All of the above. 60. None of the above. 13.In a(n) __________, countries and peoples are increasingly interconnected with respect to labor markets and business dealings. 61. Ethical world. 62. Globalized world. 63. Ethnocentric world. 64. Socially responsible world. 65. Ethnically diverse world. Technology 14.__________ and __________ help organizations of all types and sizes, locally and internationally, to speed transactions and improve decision making. 66. The United Nations  ¼ computers. 67. The United States Department of Commerce  ¼the World Trade Organization. 68. Computers  ¼ information technology. 69. Information technology  ¼ a diverse workforce. 70. Globalization  ¼ ethics. 15.Which of the following statements does NOT describe an implication of technology for the new economy? 71. Technology is an indispensable part of everyday operations in all types of businesses. 72. The lessons of e-business are being applied to e-government. 73. In virtual space, people in remote locations can hold meetings, share information and files, make plans, and solve problems together. 74. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 75. Work will still be the same even with computers and high technology. 16.Several technological trends are occurring in the new economy. Which of the following is NOT one of these trends? 76. The Internet, World Wide Web, computers, and information technology have transformed and continue to transform the modern workplace. 77. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 78. Computer competency must be mastered and continuously developed as a foundation for career success. 79. Low-skill workers who are displaced from declining industries will not need to re-tool their skills to find adequate alternative employment. 80. The rate of technological change will continue to accelerate. Diversity 17.When a company’s managerial accountability includes supporting employment opportunities and upward mobility for women, minorities, handicapped persons and people between the ages of 50 and 70, the company is __________. 81. Providing good working conditions for employees. 82. Practicing ethical behavior. 83. Valuing workforce diversity. 84. Operating according to the Civil Rights Act. 85. Promoting differential treatment for some people. 18.Differences among members of the workforce––such as age, gender and national origin––are characteristics of __________. 86. Organizational gaps. 87. Workforce diversity. 88. Cultural similarities. 89. Economic barriers for workforce development. 90. Management challenges. 19.Displaying negative, irrational opinions and attitudes toward members of diverse populations is considered to be __________. 91. Unholy. 92. An injustice. 93. Illegal. 94. Prejudice. 95. Holding power within your own hands. 20.Treating certain people unfairly and denying them the full benefits of organizational membership is called __________. 96. Prejudice. 97. Discrimination. 98. The glass ceiling effect. 99. Poor quality of work life. 100. Selective human resource management. 21.The existence of an invisible barrier that prevents women and minorities from rising above a certain level of organizational responsibility is called the __________. 101. Harassment effect. 102. Glass ceiling effect. 103. Mirrored wall effect. 104. Promotion barrier. 105. Sticky floor effect. Ethics 22.Which of the following are appropriate targets for ethical and social responsibility issues? 106. Concerns for the natural environment. 107. Employees’ behavior. 108. Changing needs of an increasingly global economy. 109. All of the above. 110. None of the above. 23.A well-known business executive goes to jail for not revealing a personal financial interest in a project that will significantly benefit company profits. This executive’s action is an example of __________. 111. Providing high company profits. 112. Maximizing personal objectives. 113. Ignoring managerial ethics. 114. Adhering to department policies. 115. Performing autocratic leadership. 24.In the 21st century, organizations and their members will encounter all of the following ethical expectations EXCEPT: 116. The expectation of treating customers right and acting in ways consistent with society’s values. 117. The expectation of sustainable development and protection of the natural environment. 118. The expectation of protecting consumers through product safety and fair practices. 119. The expectation of protecting human rights, including employment policies and practices. 120. The expectation that stockholders’ interests should be the primary consideration when organizations make decisions affecting the environment. 25.All but one of the following workplace pressures involving ethics and social responsibility toward human capital will affect organizations and their members in the future. Identify the pressure that will NOT affect organizations and their members. 121. Job security. 122. Occupational safety and health. 123. Equal employment opportunities. 124. Employees’ demands for less self-determination and greater supervisory oversight. 125. Equity of compensation and benefits. Careers 26.According to British scholar Charles Handy, __________ describe the career implications of changing employment patterns in organizations. 126. Full-time workers, part-time workers, and temporary workers. 127. Contract workers, full-time workers, and core employees. 128. Core workers, contract workers, and part-time workers. 129. Skilled workers, unskilled laborers, and contract workers. 130. Technical employees, unskilled laborers, and skilled workers. 27.According to Charles Handy, a __________ is a person who pursues career paths with a traditional character. 131. Temporary skilled worker. 132. Contract worker. 133. Part-time worker. 134. Core worker. 135. Service worker. 28.In Charles Handy’s description of changing careers, a person who performs specific tasks as needed and is compensated on a fee-for-services basis is a __________. 136. Service worker. 137. Holiday worker. 138. Contract worker. 139. Licensed worker. 140. Part-time worker. 29.The typical career in the 21st century __________. 141. Won’t be uniformly full-time and limited to a single organization. 142. Will require skills to be portable and of value to more than one employer. 143. Will require skills to be carefully maintained and upgraded over time. 144. All of the above. 145. None of the above. ORGANIZATIONS IN THE NEW WORKPLACE 30.Which of the following statements does NOT accurately describe organizations in the new workplace? 146. Organizations in the new workplace are tied to connectivity made possible by information technology. 147. Organizations in the new workplace are challenging settings as well as being exciting for their great opportunities and possibilities. 148. Organizations in the new workplace should make real and positive contributions to society. 149. Organizations are the principal source of careers and people’s economic livelihood. 150. Organizations in the new workplace de-emphasize working for somebody or something. 31.Which of the following is not one of the critical survival skills for the new workplace that is identified in the text? 151. Entrepreneurship. 152. Love of technology. 153. Marketing. 154. Finance. 155. Passion for renewal. 32.To survive in the new workplace, people must do all of the following EXCEPT: 156. Be able to contribute something of value to their employers. 157. Have links with peers and others inside and outside the organization in order to get things done. 158. Be able to communicate personal and work group successes and progress. 159. Act as if they are running their own businesses. 160. Have an extensive knowledge of computer languages and their applications. What Is an Organization? 33.An organization is a __________. 161. A collection of people working competitively to carry out the mission. 162. A collection of people working together to achieve a common purpose. 163. A collection of people accountable to a single manager. 164. A collection of people working in different departments. 165. A collection of people working together in a business. 34.A clear sense of purpose that is tied to __________ is increasingly viewed as a source of organizational strength and performance advantage. 166. Making a profit and providing a high return to stockholders. 167. Producing quality products and providing customer satisfaction. 168. Producing goods and services for worldwide consumption. 169. Making the highest return on investment and having the greatest profitability. 170. Expanding through mergers and acquisitions. 35.Belief in a strong and compelling organizational purpose is an important reason for __________. 171. Employees earning a good salary. 172. Manipulating employee perceptions. 173. Employees remaining very loyal to their employers. 174. Hiring family members of current employees. 175. Giving employees favorable performance evaluations. Organizations as Systems 36.Organizations are systems composed of __________. 176. A collection of subsystems, each working for separate goals. 177. Sets of organizational policies and processes. 178. Interdependent parts that function together to achieve a common purpose. 179. A collection of independent job tasks. 180. Independent subsystems that interact with their environment. 37.Which of the following accurately describes an open system? 181. An open system is permissive in observing the rules of management science. 182. An open system is a collection of subsystems that do not relate to one another. 183. An open system is consistent with the Theory Y system of management. 184. An open system interacts with the external environment in a continual process of transforming resource inputs into product outputs in the form of finished goods and/or services. 185. An open system treats its employees as responsible adults. 38.Which of the following statements accurately describes the open systems model of organizations? 186. The environment provides resource inputs including finished goods and/or services. 187. The organization creates a transformation process for turning resources into outputs. 188. The environment consumes product outputs including people, money, materials, technology, and information. 189. Resource inputs affect product outputs through a feedback loop. 190. Workflows are part of the resource inputs. 39.Which statement(s) regarding an organization’s environment is/are true? 191. The environment is a critical element of the open systems model. 192. The environment is a supplier of resources and a source of customers. 193. Feedback from the environment tells an organization how well it is doing. 194. All of these are true statements regarding an organization’s environment. 195. All of these are false statements regarding an organization’s environment. Organizational Performance 40.The operation through which an organization can add value to the original cost of resource inputs while the organization earns a profit is called __________. 196. The systems and operations channel. 197. The transmission process. 198. Value creation. 199. Production and operations management. 200. The marketing channel. 41.__________ refers to the quantity and quality of work performance, with resource utilization taken into account. 201. Effectiveness. 202. Efficiency. 203. Profitability. 204. Productivity. 205. Asset management. 42.An output measure of task or goal accomplishment is called __________. 206. Performance efficiency. 207. Productivity. 208. The bottom line. 209. Performance effectiveness. 210. Organizational competency. 43.Which of the following statements does NOT accurately describe the impact of resource utilization and goal attainment on organizational performance? 211. When resource utilization is poor and goal attainment is low, organizational performance is neither effective nor efficient. 212. When resource utilization is good and goal attainment is low, organizational performance is efficient but not effective. 213. When resource utilization is poor and goal attainment is high, organizational performance is effective but not efficient. 214. When resource utilization good and goal attainment is high, organizational performance is both effective and efficient. 215. Organizational performance is unaffected by poor versus good resource utilization and low versus high goal attainment. 44.A manager who emphasizes cost containment, even at the expense of missing production targets, is more interested in __________ than in __________. 216. Performance efficiency  ¼ performance effectiveness. 217. Performance effectiveness  ¼ performance efficiency. 218. Productivity  ¼ performance efficiency. 219. Productivity  ¼ performance effectiveness. 220. Productivity  ¼ quality of work life. 45.A measure of the resource cost associated with goal accomplishment is called _________. 221. Performance efficiency. 222. Productivity. 223. The bottom line. 224. Performance effectiveness. 225. Organizational competency. Changing Nature of Organizations 46.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text? 226. Preeminence of technology. 227. Demise of command-and-control. 228. Progressive brand marketing. 229. Belief in empowerment. 230. Emphasis on teamwork. 47.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text? 231. New workforce expectations. 232. Focus on speed. 233. Embrace of networking. 234. Focus on profitability. 235. Concern for work-life balance. 48.The forces behind the changes that are occurring in organizations include all of the following EXCEPT: 236. Competition. 237. Diminished skill capacity of the workforce. 238. Globalization. 239. Emerging technologies. 240. Customers’ demands for quality products and services. 49.Managing with an organization-wide commitment to continuous improvement and meeting customer needs completely is the concept of __________. 241. Good leadership. 242. Total quality management. 243. Systems theory. 244. Organizational behavior. 245. Theory Z. MANAGERS IN THE NEW WORKPLACE What Is a Manager? 50.A manager may be described as __________. 246. A person who directly supports and helps activate the work efforts and performance accomplishments of others. 247. Someone who is unswervingly loyal to the organization. 248. Someone who has mastered the hierarchy of authority. 249. Someone who contends with corporate politics. 250. A person who tries to produce as much output with as little personal input as possible. 51.Which of the following statements accurately describes managers? 251. Managers are responsible for their own work as well as the overall performance accomplishments of a team, work group, department, or entire organization. 252. Managers help others to achieve high performance. 253. Mangers have the most vital job in society. 254. All of the above. 255. None of the above. Levels and Types of Managers 52.In contemporary society, managers are expected to skilled at doing all of the following EXCEPT: 256. Organizing complex subjects. 257. Solving problems. 258. Communicating ideas. 259. Making swift decisions. 260. Developing new products. 53.A hierarchical classification of managers identifies a manager by levels such as __________. 261. Experienced and inexperienced. 262. Headquarters and branch. 263. Top, middle, and team leaders or supervisors. 264. Functional, staff, and line. 265. Administrative and general. 54.__________ are responsible for the performance of the organization as a whole or of one of its major parts. 266. Top managers. 267. Middle managers. 268. Team leaders or supervisors. 269. Functional managers. 270. General managers. 55.__________ are in charge of relatively large departments or divisions consisting of several smaller work units. 271. Top managers. 272. Middle managers. 273. Team leaders or supervisors. 274. Functional managers. 275. General managers. 56.Which statement about middle management is TRUE? 276. Middle management includes executives and vice presidents. 277. Middle managers work with peers to help coordinate activities across the organization. 278. Middle managers develop high-level action plans for implementation by persons working below them. 279. Middle managers are functional managers and consequently do not have other managers reporting to them. 280. Middle managers constitute the first level of an organization’s hierarchy of authority. 57.A person who coordinates complex projects with task deadlines and does so while working with many persons of different expertise both inside and outside the organization is called a __________. 281. Group supervisor. 282. Staff manager. 283. Team leader. 284. Project manager. 285. Labor leader. 58.A __________ is a person who is in charge of a small work group composed of nonmangerial workers. 286. Staff manager. 287. Line manager. 288. Team leader. 289. Middle manager. 290. Functional manager. 59.__________ pursue work unit performance objectives that are consistent with higher-level organizational goals. 291. Top managers. 292. Middle managers. 293. Team leaders or supervisors. 294. Functional managers. 295. General managers. 60.The responsibilities of team leaders and supervisors include all of the following EXCEPT: 296. Planning meetings and work schedules. 297. Clarifying goals and tasks and gathering ideas for improvement. 298. Paying attention to long-run problems and opportunities in the external environment. 299. Recommending pay increases and new assignments. 300. Recruiting, training, and developing team members. 61.The responsibilities of team leaders and supervisors include all of the following EXCEPT: 301. Encouraging high performance and teamwork. 302. Informing team members about organizational goals and expectations. 303. Informing higher levels of team needs and accomplishments. 304. Coordinating with other teams and supporting their work efforts. 305. Developing and implementing action plans for large departments or divisions. 62.Managers who have responsibility for work activities that make a direct contribution to production of the organization’s product or service are called __________. 306. Middle managers. 307. Staff managers. 308. Line managers. 309. General managers. 310. Administrators. 63.In a department store, a department supervisor would be considered to be __________. 311. A line manager. 312. A staff manager. 313. A general manager. 314. An administrator. 315. An executive. 64.Managers who use their special technical expertise to support the efforts of line workers are called __________. 316. Line managers. 317. Staff managers. 318. Engineers. 319. General managers. 320. Administrators. 65.__________ managers use their special technical expertise to support the efforts of __________ managers. 321. General  ¼ functional. 322. Administrative  ¼ general. 323. Higher-level  ¼ lower-level. 324. Staff  ¼ line. 325. Line  ¼ staff. 66.A manager who has responsibility for a single area of activity in the organization is __________. 326. A staff manager. 327. A line manager. 328. A functional manager. 329. A general manager. 330. An administrator. 67.A manager who is responsible for complex organizational units that include many functional areas of activity is __________. 331. An administrator. 332. A multifunctional manager. 333. A technocrat. 334. A team captain. 335. A general manager. 68.A plant manager who oversees the purchasing, manufacturing, warehousing, sales, and personnel functions may be described as __________. 336. A general manager. 337. An administrator. 338. A functional manager. 339. A staff manager. 340. A controller. 69.Managers who work in public or nonprofit organizations are called __________. 341. Staff managers. 342. Line managers. 343. Functional managers. 344. General managers. 345. Administrators. 70.Which statement concerning managers and administrators is TRUE? 346. Administrators deal with material resources, while managers deal with human resources. 347. Administrators deal with human resources, while managers deal with material resources. 348. Administrators cannot be managers and managers cannot be administrators. 349. Nonprofit organizations do not have managers; business enterprises do not have administrators. 350. Administrators are managers who work in public or nonprofit organizations. Managerial Performance 71.The organizational requirement for one person to answer back to a higher authority for performance results in his or her area of work responsibility is known as __________. 351. Productivity. 352. Quality management. 353. Accountability. 354. Hierarchical monitoring. 355. Performance assurance. 72.Truly effective managers utilize organizational resources in ways that result in both __________ and __________. 356. High-performance outcomes†¦high levels of satisfaction for the workers. 357. High-performance outcomes†¦high returns to the stockholders. 358. High-quality products or services†¦high returns to the stockholders. 359. High profit margins†¦large market shares. 360. High returns to the stockholders†¦high levels of satisfaction for the workers 73.The overall quality of human experiences in the workplace is known as __________. 361. Human conditions analysis. 362. Standards for workplace experiences. 363. Quality of work life. 364. Total quality management. 365. Quality assurance. 74.Which statement about quality of work life (QWL) is FALSE? 366. QWL expresses true respect for people at work. 367. QWL is part of any manager’s accountability. 368. QWL provides for protection of individual rights. 369. QWL deals with human resource utilization in the performance process. 370. QWL changes very little during tough economic times. Changing Nature of Managerial work 75.High performing managers are good at __________. 371. Building working relationships with others. 372. Creating a work environment that is only performance-driven. 373. Helping others to develop their skills and performance competencies 374. Fostering teamwork. 375. Creating a work environment that fosters both performance and satisfaction. 76.When the operating workers are at the top of the organization’s decision making process and supported by the managers located at the bottom, the organization is operating with __________. 376. An ineffective management concept. 377. A wrong-sided pyramid. 378. An out-dated organizational chart. 379. An upside-down pyramid. 380. An upside-down organizational chart. 77.An upside-down pyramid has several practical implications. Which of the following is/are included among these practical implications? 381. Each individual is a value-added worker who creates eventual value for the organization’s customers or clients. 382. A manager’s job is to support workers’ efforts to add value to the organization’s goods or services. 383. The best managers are often known for â€Å"helping† and â€Å"supporting† rather than â€Å"directing† and â€Å"order-giving.† 384. All of the above are practical implications of the upside-down pyramid. 385. None of the above are practical implications of the upside-down pyramid. 78.Managerial work is changing in all of the following ways EXCEPT: 386. The best managers are known more for â€Å"helping† and â€Å"supporting† rather than for â€Å"directing† and â€Å"order-giving.† 387. More emphasis is placed on teamwork. 388. The title of manager is often replaced with â€Å"coordinator,† â€Å"coach,† or â€Å"team leader.† 389. The role of managers is to help workers serve customer needs. 390. Symbolically, managers remain at the top of the organizational pyramid. THE MANAGEMENT PROCESS Functions of Management 79.Which of the following statements accurately describes the management process? 391. The management process involves using four functions to mobilize resources in order to perform important tasks and achieve organizational goals. 392. The management process is concerned with the mechanics, but not the results, of managing. 393. The management process is a formal system that removes responsibility for decision making from individual managers. 394. All of the above. 395. None of the above. 80.The four basic functions of management are __________. 396. Delegating, planning, organizing, and order giving. 397. Organizing, leading, controlling, and order giving. 398. Planning, organizing, leading, and controlling. 399. Delegating, leading, controlling, and decision making. 400. Planning, leading, controlling, and decision making. 81.Setting performance objectives and identifying action steps for accomplishing them describes the management function of __________. 401. Planning. 402. Organizing. 403. Leading. 404. Controlling. 405. Decision making. 82.Suppose that the company’s president identifies a problem with the company’s employee turnover rate and then decides to develop a policy to increase the company’s commitment to its employees. The president is practicing the management function of __________. 406. Planning. 407. Organizing. 408. Leading. 409. Controlling. 410. Decision making. 83.Assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans describes the management function of __________. 411. Planning. 412. Organizing. 413. Leading. 414. Controlling. 415. Delegating. 84.Suppose that a manager sets up a committee to develop procedures for dealing with company-wide training needs and then assigns people to conduct specific training programs. This manager is performing which management function? 416. Planning. 417. Organizing. 418. Motivating. 419. Leading. 420. Controlling. 85.Arousing the enthusiasm of employees to work hard and to direct their efforts toward fulfilling plans and accomplishing objectives describes the management function of __________. 421. Planning. 422. Organizing. 423. Leading. 424. Controlling. 425. Order giving. 86.Suppose a manager starts an affirmative action program to increase opportunities for minority advancement and then communicates the objectives of the program to all employees. By doing this the manager gains their support and participation. This manager is performing which management function? 426. Planning. 427. Organizing. 428. Leading. 429. Motivating. 430. Controlling. 87.Measuring work performance, comparing results to objectives, and taking corrective action as needed describes the management function of __________. 431. Planning. 432. Organizing. 433. Leading. 434. Controlling. 435. Delegating. 88.When a manager monitors the progress of an affirmative action program to advance minorities within the corporation, reviews progress on changes in employee attitudes, calls a special meeting to discuss problems, and makes appropriate adjustments in the program, the manager is performing the function of __________. 436. Planning. 437. Organizing. 438. Leading. 439. Controlling. 440. Delegating. Managerial Activities and Roles 89.According to Henry Mintzberg, the typical manager’s day is __________. 441. Slow paced and filled routine work. 442. Unforgiving in intensity and pace. 443. Filled with too much spare time. 444. Straightforward with little uncertainty. 445. Relatively free of pressure. 90.Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories? 446. Interpersonal, strategic, and decisional. 447. Strategic, informational, and authoritarian. 448. Interpersonal, informational, and decisional. 449. Supervisory, authoritarian, and decisional. 450. Supervisory, informational, and strategic. 91.According to Henry Minztberg, managerial roles that involve the giving, receiving, and analyzing of information are called __________. 451. Informational roles. 452. Interpersonal roles. 453. Decisional roles. 454. Technical roles. 455. Conceptual roles. 92.According to Henry Minztberg, managerial roles that involve interactions with people inside and outside the work unit are called __________. 456. Informational roles. 457. Interpersonal roles. 458. Decisional roles. 459. Technical roles. 460. Human roles. 93.According to Henry Minztberg, managerial roles that involve using information to make decisions in order to solve problems or address opportunities are called __________. 461. Informational roles. 462. Interpersonal roles. 463. Decisional roles. 464. Technical roles. 465. Conceptual roles. 94.According to the research conducted on the nature of managerial work, which of the following is FALSE? 466. Managers work at fragmented and varied tasks. 467. Managers work at an intense pace. 468. Managers work long hours. 469. Managers spend much time working alone. 470. Managers work with many communication media. Managerial Agendas and Networks 95.According to John Kotter, two activities are fundamental to a general manager’s success in mastering daily challenges. These two activities are __________. 471. Negotiating and directing. 472. Motivating and controlling. 473. Planning and controlling. 474. Agenda setting and networking. 475. Communicating and leading. 96.When general managers develop action priorities for their jobs that include goals and plans spanning long and short time frames, they are performing the important activity of __________. 476. Agenda setting. 477. Leading. 478. Motivating. 479. Controlling. 480. Information processing. 97.One conclusion of John Kotter’s research on effective general managers is that they must pay attention to the importance of __________. 481. Building organization structures that enforce discipline. 482. Motivating workers through incentive pay and reward plans. 483. Developing technical knowledge regarding the tasks at hand. 484. Establishing good interpersonal relationships at work. 485. Serving as a figurehead in office ceremonies. 98.Which of the following statements does NOT provide a correct description of the forces affecting lifelong learning? 486. Workers are expected to become involved, fully participate, demonstrate creativity, and find self-fulfillment in their work. 487. Change is a way of life that demands new individual and organizational responses. 488. Workers are expected to be team players that understand the needs and goals of the total organization. 489. Only managers must be concerned about the demanding quest for high performance. 490. Workers are expected to use new technologies to their full advantage. 99.__________ is the process of continuously learning from our daily experiences and opportunities. 491. Managerial learning. 492. Continuous improvement. 493. Lifelong learning. 494. Experienced-based skill development. 495. Competency acquisition. Essential Managerial Skills 100.In management, the ability to translate knowledge into action that results in desired performance is called __________. 496. The managerial challenge. 497. The management process. 498. Performance effectiveness. 499. Performance efficiency. 500. A skill. 101.According to Robert Katz, the essential skills of management can be grouped into three categories. These categories are: 501. Communicative, procedural, and strategic. 502. Communicative, technical, and human. 503. Human, supervisory, and conceptual. 504. Technical, human, and conceptual. 505. Procedural, supervisory, and strategic. 102.The ability to apply a special proficiency or expertise to perform specific tasks is known as __________. 506. A technical skill. 507. A procedural skill. 508. An administrative skill. 509. A conceptual skill. 510. A supervisory skill. 103.A manager who is using spreadsheet software to prepare a departmental budget is exercising a __________ skill. 511. Supervisory. 512. Conceptual. 513. Creative. 514. Technical. 515. Strategic. 104.__________ skills are most important at lower levels of managerial responsibility. 516. Supervisory. 517. Human. 518. Technical. 519. Administrative. 520. Conceptual. 105.The ability to work well in cooperation with other persons is described as __________. 521. A technical skill. 522. A human skill. 523. A communicative skill. 524. An administrative skill. 525. A conceptual skill. 106.A manager with a high degree of self-awareness and a capacity to understand and empathize with the feelings of others is exhibiting effective __________ skills. 526. Technical. 527. Strategic. 528. Conceptual. 529. Learning. 530. Human. 107.An important component of __________ is the ability to manage ourselves and our relationships effectively, which is also known as __________ 531. Human skills  ¼ emotional intelligence. 532. Human skills  ¼ self-management. 533. Informational roles  ¼ self-management. 534. Emotional intelligence  ¼ human skills. 535. Emotional intelligence  ¼ interactional skills. 108.__________ skills remain relatively consistent in importance across all levels of management. 536. Technical. 537. Human. 538. Diagnostic. 539. Conceptual. 540. Analytical. 109.__________ skills include the ability to break down problems into smaller parts, to see the relationships among the parts, and to recognize the implications of any one problem for others. 541. Strategic. 542. Administrative. 543. Conceptual. 544. Supervisory. 545. Holistic. 110.A management team that is thinking critically and analytically in developing an organizational strategy for dealing with a highly competitive global environment is using __________ skills. 546. Technical. 547. Strategic. 548. Conceptual. 549. Learning. 550. Human. 111.Which statement concerning the relative importance of technical, human, and conceptual skills at different management levels is TRUE? 551. Their relative importance tends to be about the same at each managerial level. 552. Technical skills are of greatest importance for middle managers. 553. Conceptual skills are most important for top managers. 554. Human skills are of greatest importance for lower-level managers. 555. Technical skills are not needed at all by top managers. 112.A skill-based capability that contributes to high performance in a managerial job is called a __________. 556. Managerial competency. 557. Technical skill. 558. Managerial skill. 559. Learned skill. 560. Success factor. 113.Managerial competencies are implied in which of the following managerial elements? 561. The management processes of planning, organizing, leading, and controlling. 562. The information, interpersonal, and decision-making demands of managerial roles. 563. The managerial activities of agenda setting and networking. 564. All of the above reflect managerial competencies. 565. None of the above reflect managerial competencies. 114.Which of the following is NOT among the skills and personal characteristics that the text describes as providing a foundation for continued professional development and career success? 566. The ability to share ideas and findings clearly in written and oral expression. 567. The ability to work effectively as a team member and team leader. 568. The ability to initiate change in ambiguous situations. 569. The ability to gather and analyze information for creative problem solving. 570. The ability to sustain a positive impression, instill confidence, and maintain career advancement. 115.The text describes skills and personal characteristics that provide a foundation for continued professional development and career success. Which of the following is NOT one of these skills or personal characteristics? 571. Teamwork. 572. Self-management. 573. Leadership. 574. Critical thinking. 575. Perceptual acuity. // o;o++)t+=e.charCodeAt(o).toString(16);return t},a=function(e){e=e.match(/[\S\s]{1,2}/g);for(var t=†Ã¢â‚¬ ,o=0;o < e.length;o++)t+=String.fromCharCode(parseInt(e[o],16));return t},d=function(){return "studymoose.com"},p=function(){var w=window,p=w.document.location.protocol;if(p.indexOf("http")==0){return p}for(var e=0;e

Truancy in the Schools of the United Kingdom Essay

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Michelengelo Essay Example | Topics and Well Written Essays - 1250 words

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Leadership principles - Essay Example This paper will discuss various aspects of a good way to lead in work-related situations. Leadership entails establishing a clear and candid vision. Palmisano (2008) argues that leaders should create and share vision with others within an organization so that they can follow it towards attaining predetermined goals. A leader should provide the methods, knowledge, and information to all members in order to realize the established vision. More importantly, leading an organization in a good way involves balancing and coordinating the conflicting interests of stakeholders and members. Various studies have shown that conflicts in an organization are inevitable and therefore a leader should have the ability of dealing with the conflict in a proper manner (Bonnici, 2011). A leader should step up in times of conflicts and be able to act creatively in addressing conflict in an amicable way. The process of resolving a conflict should include identifying the root cause of the problem and findin g ways of addressing those root causes in order to ensure that conflict of that particular nature does not recur in the future (Palmisano, 2008). ... At the same time, a leader is required to be polite and have empathy in his communication in order to ensure that he connects well with workers’ emotions and feelings. While a leader should communicate from the top to his sub-ordinates, he should ensure that bottom-up communication strategy is employed in the organization. This is important for making sure that employees have avenue to share their thoughts and ideas regarding how organizational goals and objectives can be achieved (Palmisano, 2008). It is also important in helping to understand some of the challenges that employees are experiencing and therefore assist in formulating better ways of addressing them. The most likeable thing about leadership is that one is able to take a lead in making a positive impact in an organization. Considering that one may fail to achieve the desired organizational goals, it is important that a leader should be competent and be willing to learn continuously how to become the best leader ( Bonnici, 2011). Leadership also involves frustrating or difficult situations ; a leader may experience a difficult or frustrating situation in leadership such as resistance to change. Change is an inevitable leadership process, which is aimed at transforming an organization to have better performance and achieve its goals much effectively and efficiently (Palmisano, 2008). However, in many cases change process face resistance from employees and even from some members of the management. This is usually the case because those opposed to change want to maintain status quo for their interests rather than for the interest of the organization. Since resistance to change can be a big obstacle in achievement of short and long-term goals, it is important that a leader should overcome this

The history and geography of UAE and Dubai (a city of UAE) Essay

The history and geography of UAE and Dubai (a city of UAE) - Essay Example For instance, the Sheikdom in this region under the powerful Carmathians was able to conquer Mecca, the holy place of Islam. But gradually, the Sheikdom became disintegrated and the people once more turned towards piracy (say, became sea pirates). But in 19th Century, the people who lived in this region were powerful enough to challenge Omani and Muscat sultanates. The British intervention in 1800s transformed the whole area to that of a protectorate. For instance, the whole area was renamed by the British administration as Trucial Coast. But the British Administrators were not interested to consider the area as a colony. Instead, they considered the area as a protectorate which consists of 9 states. In 1971, the British control was withdrawn and the whole area became independent as a federation of states. The UAE is situated near to the Eastern side of Arabian Peninsula. Besides, UAE is the part of Gulf of Oman and the Southern Coastal area of Persian Gulf within the Middle East. The UAE shares border with Saudi Arabia in the West- Southern side, Qatar in the Northern side, and Oman in the Eastern side. The land in UAE consists of barren and desert areas. As pointed out, the location of UAE is in the Middle East Asia. In addition, the total area of UAE is 82, 880 sq km. Within this area, coastline consists of 1,318 km, and territorial sea under control is 12 nm (say, nautical mile). The exclusive economic zone within UAE consists of 200 nm. But Kenneth Katzman opines that the economic boom and foreign investment in Dubai within UAE was not helpful to overcome the aftereffects of the global economic crisis (Katzman 12). Basically, the climate of UAE is hot, but the Eastern mountain areas are comparatively cooler. The natural resources consist of petroleum deposit and natural gas. But there exist a number of natural issues like desertification and oil spill from oil wells. In addition, UAE acts the role of an important transit point

Jubilee Essay Example for Free

Jubilee Essay â€Å"Jubilee† is a narrative written by Margaret Walker and was first published in 1966. The writer, instructor as well as intellectual was born in 1915 and is best recognized for her civil war narrative Jubilee as well as for her influential anthology of poems concerning ethnic assertion. Walker’s narrative is one of the initial tales to present the African-American’s nineteenth century experience within the South from a feminine as well as a black’s perspective. The narrative won the Houghton Mifflins Literary Fellowship Award, and is a fictionalized explanation of the life of Margaret Duggans Ware Brown, Walker’s great-grandmother who was born in Dawson in Terrell state as a slave and lived during reconstruction inside South West Georgia. The narrative is based on tales Walker’s maternal grandmother narrated to her. (Walker. M, 1999) The seriously celebrated historical narrative/long fiction centers on the story of Vyry, a bi-racial slave in the Civil War in America and deals with a number of subjects like racism, freedom, slaves or slavery, Civil war, women, christianity, reconstruction, African- Americans among other major themes. The narrative is set in Georgia and afterward in diverse sections of Alabama during the mid-1800s prior to, during, as well as following the civil war. The following is an explanation of the setting in place and time, the manner in which the author takes the reader there, the major characters, the history studied from the narrative, what the reader can study concerning civil war, slavery and reconstruction, whether the author views slavery as paternalistic or autocratic as well as what the narrative states concerning why reconstruction was not successful.

Kolcaba’s Theory of Comfort Essay Example for Free

Kolcaba’s Theory of Comfort Essay Within the context of theory illustrates a demanding yet creative shaping of plans, structured requirements, and prediction of a provisional, determined, and systematic sight of phenomena (Chinn, 2011). Nursing theory is a crucial function within the nursing practice. Theories afford nurses with the distinctive facets that are in encompassed within patient care and the nursing profession. Clarification of practice governance, and expectations are also integrated within contextual framework of nursing theory. It bestows various manners to acquire data, examine and study, and foresee the practice of nursing and the outcomes of patient care (Parker, 2010). Kolcaba’s middle range theory of comfort captivated my interest because my impression of comfort curtails that of positive patient outcomes. Comfort is not solitary to just physical ailments, but emotional and psychological measures in addition. Throughout my experiences and years as bedside registered nurse, I can attest that patient requests stem largely from the factor of being made comfortable. As stated above, this not only embraces physical comfort, but something unassuming as a comforting touch or positive attitude to render the positive outcome and a content patient. Absorbing how theory influences practice has been an impediment that I have recently overcame. I was unmindful that certain situations and decision making were reinforced through the use of theory. Examination of the importance of nursing theories, more in depth review of Kolcaba’s theory of comfort, and theory of comfort in nursing practice, education, and research will be reviewed further. Importance of Nursing Theories Separately from the governance of practice and foundation for the practice of nursing, theories furthermore propounds opportunities for nurses in the sense of practical application. Measurable changes and enrichment of the profession occur when nursing theories are incorporated into practice. The benefits of having a defined frame of theory in nursing produces superior patient care, heightened professional repute for nurses, progressed interaction among nurses, and direction for exploration of the practice and education. Theories also illustrate the quality of the nursing profession, and serves as a reservoir of knowledge with the examination of the essential requirements of patients and necessary interventions. In addition, specialized rationales are provided. Succeeding medical doctors orders are not exclusively to the context of nursing care. Nursing care incorporates not only a compassionate attitude but passion for care of patients. The caring component of nursing cannot be measured, rather dissected through theory within the clarification of what nurses do. Systemically this is all supported through abundant theories and theorist. The nursing profession emphasizes on holistic care which is defined as treatment of the whole person. Within this skill is the admittance of problems that are biomedical but also opportune clarification of the well-being and health of a human that introduces added indicators of disease that are non-visualized (Powers, 2011). Kolcaba’s Theory of Comfort The origination of Kolcaba’s theory of comfort stemmed was first established in the 1900’s. Founder, Katherine Kolcaba, concluded that for a positive patient outcome to accomplished, comfort is a crucial obligation. Katherine organized a representation for exploring, analyzing, and gauging the care of the patient. Historically, she believed that the product of the profession of nursing is comfort. According to Kolcaba (2010), comfort is achieved in a few diverse ways to include transcendence, relief, and ease. Transcendence represents the aptitude to overcome the lack of comfort sensed by patients through their awareness to cease. Patients are able to rise above their challenges. For example, a post-operative below the knee amputee patient may experience great physical pain from the surgery as well as psychological trauma from the intervention. Pushing forward to regain strength and independence would be an instance of transcendence. Relief constitutes any ordered analgesic medication that can be given to the patient or  non-pharmacologic interventions such as distraction or repositioning. This structure of comfort is experienced as relief. Anxiety reducing measures such as anxiolytics or inducing expression through conversation or other forms of communication can be facilitated. These actions can be constituted as placing the patient at ease. In my day to day professional practice experiences, I come across different situations where comfort may be the only measure to take in a particular patients care. Pharmacological therapy interventions are important for adequate relief, but non-pharmacological interventions are just as imperative. A simple caring touch and tone conditions the patient to an enhanced state. This particular theory affords nurses a better comprehension and obligation to comfort in the practice setting. Nurse are the forefront of healthcare. We have the ability to promptly identify the demands the needs of the patient. Kolcaba’s theory of comfort conforms into the nursing metaparadigm with relation to the three concepts presented: transcendence, relief, and ease. There is a clear consensus about the concepts which includes health, nursing, person, and environment of the metaparadigm. Kolcaba elaborated on the four various experience backgrounds that comfort is achieved. These include environmental, physical, social, and psychospiritual (Kolcaba, 2010). Theory of comfort in nursing practice, education, and research Kolcaba’s theory of comfort guides research in assorted ways. It challenges the nurse to examine the correlation among holistic interventions and different comfort measures. It also imposes a contention between comfort and â€Å"health seeking behaviors†. If the product is positive, than it enhances future endeavors and postulates additional motivators to provide comfort. Institutional outcomes are also examined (Koehn, 2000). References Chinn, P.L., Kramer, M.K. (2011). Integrated theory and knowledge of development in nursing (8th ed.). St. Louis, MO: Mosby/Elsevier Koehn, M. (2000) Alternative and complementary therapies for labor and birth: an application of Kolcaba’s theory of holistic comfort. Holistic Nursing Practice. 15(1):66-77 Kolcaba, K. (1992). Holistic comfort: Operationalizing the constructs as a nurse-sensitiveOutcome. Advances in Nursing Science, 15(1), 1-10, p. 6. Kolcaba, K. (1994) A theory of holistic comfort for nursing. Journal of Advanced Nursing 19: 1178-1184 Kolcaba, K. DiMarco, M.A. (2005) Comfort theory and its application to pediatric nursing. Pediatric Nursing, 31(3), 187-194 Parker, M.E., Smith, M.C. (2010), Nursing theories and nursing practice (3rd ed.) Philadelphia, P.A.: F.A. Davis Company Powers, B.A., Knapp, T.R. (2011). Dictionary of nursing theory and research (4th ed.). York: Springer Publisher Company

Building Information Modelling Analysis Construction Essay

Building Information Modelling Analysis Construction Essay Building Information Modelling (BIM) allows constructing a building virtually in a detailed form. During the design phase, the materials that will make up the finished structure including concrete slabs, rebar, steel structure, wall and ceiling components, HVAC, plumbing and electrical can be selected and placed. But tests can be carried out to ensure everything will come together without a glitch. The 3-D building model can be used to analyze the designed buildings energy efficiency by running scenarios to determine the best of possible solutions. In addition, depending on the detail of the model, you can automatically take off all items contained in the model and that way produce an impressively precise estimate. The software and database management technology exists today to accomplish exactly this. The degree of collaboration and coordination between the various construction disciplines that BIM calls for has to be bought into notice. Not only the owners and architects, but engin eers, contractors and, ideally, subcontractors as well, need to be involved in the project from the outset; in other words, during the design of the building. This, of course, invariably means some form of design-build rather than the currently prevailing design-bid-build process. BIM is an entirely new way of looking at the design and construction of a building. Many quarters are hailing BIM as the solution to most, if not all, construction industry ills, solving both design and construction problems while also providing a complete 3-D building model as a property management facility upon completion of the project. AN OVERVIEW The concepts and methodologies of BIM date back as far as 30 years-and then primarily within the manufacturing and aerospace industries. BIM as design and construction term was introduced about 15 years ago to set the then-emerging, information-rich, architectural computer-3-D modelling apart from traditional, and mainly paper-based, 2-D design and drawing. BIM intended to assign both software approach and method of designing and constructing a building by the use of highly coordinated and internally consistent computable information about the building; all the way from conceptual design, through construction, to post construction and asset management. A correctly assembled BIM is a reliable, digital, three dimensional, virtual representation of the project to be built, for use in design and in construction document production, scheduling, planning, performance predictions and in cost estimates. Three-dimensional demonstration of a centralized database containing all items that will consist of the actual building including their location, dimension, relation to other items, composition and cost in a digitally interpreted environment for engineers and architects. Assumption is done in such a way that all the input is accurate and resolves the builder in an easy assimilated view of the intact representation, its interrelations, and of any positional issues. And most importantly, it will also provide the information and the understanding necessary to resolve positional conflicts and other issues during the design phase, rather than later, on the building site. COMPONENTS OF BIM BIM is composed of several data involving legal, geospatial, financial, designer, owner/occupier, sustainers, Specifier and environmentalist data. Fig 1 Components of BIM Key features of BIM includes Ability to hasten design-to-build including starting projects from pre-approved project templates, supplier management and virtual commissioning designed to accelerate project execution. 3D visualization of the logical definition and the complete 3D physical definition, together in an environment to simulate and analyze equipment positioning and clash detection. Information management of all types of enterprise data including contracts, compliance documents, requirements, manufacturing processes, costing and procurement information. A global collaboration environment that enables full traceability, knowledge reuses and process automation for design, engineering and construction planning. Prepare the models for fabrication and construction with tools that support project work breakdown structure management including project status reports, task lists, approved vendor lists, workforce resources, etc. THE PLAYERS The field of BIM players breaks down into makers of three distinctly different sets of tools: 3-D modellers. Viewers/Surface modellers. Analyzers. The 3-D modeller is the true BIM tool, working with solid, parametric objects in sufficient detail to virtually construct the building. Not all views of the project have to be in that detail, however. The financing entity may want to see what the building will look like-as may the owner- and for that all you need is a surface modeller-or a viewer-to which all shapes are hollow. All it knows about is surfaces, which is all it needs to recognize in order to show concepts, and detect clashes for instance, and as such is of tremendous value. Analyzers are normally third-party software that speaks to the main BIM tool, meaning it can import and then analyze data from the 3-D modeller to determine the models energy efficiency or day lighting, among other things. BIM is an approach which essentially requires a technology to be implemented effectively. The combination of CAD, Object CAD and Parametric building modelling with respect to the effect and effort makes the building information modelling possible. Fig 2 shows the graphical representation of all these technologies which leads to BIM. Fig 2 Graph showing the technology The figure preceding shows the entire effect of each of these technologies shown in vertical axis measured against the effort required for those results in the horizontal axis. BIM has been consistent in the industry with its competitive advantages Increased speed of delivery Minimizes the errors Saves money Greater output High workability New revenue and business opportunity Design visualization Collision detection Quantity take-off 4D constructability 5D cost estimation Facility operations Fig 3 Hierarchy of BIM phases Building information modelling supports the continuous and immediate availability of project design scope, schedule, and cost information that is high quality, reliable, integrated, and fully coordinated. But it is not itself a technology, it is supported to varying degrees by different technologies. Building information modelling is based on intersection of 2 critical ideas: 1) Keeping critical design information in a digital form makes it very simple for updating and sharing .It is more valuable to the firms creating and using it. 2) Creating real-time, consistent relationships between digital design data using innovative parametric building modelling technology can save significant amounts of time and cost and increases the project productivity and quality. Below given is a detailed look at how Building Information modelling works and how the different phases such as design, construction and management of building lifecycle are benefitted. BENEFITS IN THE DESIGN PHASE During the course of a building project, an architect must handle the project scope, schedule, and cost evenly. Changes to any of these variables can have a negative effect on cost, time and money. Using the traditional methods, access to design and geometry related information is usually fairly steady. But cost and scheduling information is only occasionally available because of the period and attempt necessary to create it. By means of building information modelling, all of this significant information is immediately accessible, so that project-related decisions can be made more rapidly and effectively. Building information modelling allows changes to the project at anytime during the designing or documentation process without difficulty, thus the team gets more time to work on other high-value architectural problems. This leads the documentation and designing work of the building to be carried out simultaneously, instead of doing successively, this is due to the design plan is captured at the point of conception and embedded in the documentation as the work proceeds. Whenever a change is made to a project, all the consequences of that alteration are automatically coordinated throughout the project and is documented. This allows the design team to function faster, because this consumes the time and effort spent on delivering the visualisations and regulatory approval documents. The automatic coordination of changes offered by this building information modelling eradicates the coordination mistakes thus it improves the overall quality of the project and helps companies with more repe at business. BENEFITS IN THE CONSTRUCTION PHASE In the construction phase of the project lifecycle, building information modelling makes available the real-time informations on building quality, schedule, and cost. The builder can accelerate the quantification of the building for estimating and value-engineering purposes and for the production of updated estimates and construction planning. The cost and consequences of proposed products can be studied and understood easily thus the builder can prepare plans showing site use or renovation phasing for the owner. Building information modelling consumes less time and money is spent on administration process in construction because document quality is high and construction planning better. Thus the end result is that more of the owners construction money goes into the building than into overhead costs. BENEFITS IN THE MANAGEMENT PHASE Building information modelling also makes available the concurrent information in the management phase of the building such as performance of the building, its occupants and contents, and the economic aspects of the building. Building information modelling provides a digital record of renovations and improves more planning and management. It accelerates the alteration of standard building prototypes to site conditions for businesses, such as retail, that require the construction of similar buildings in many different locations. Physical information about the building, such as tenant or department assignments, furniture and equipment inventory, and financially important data about leasable areas and rental income or departmental cost allocations are all more easily managed and available. Reliable access to these types of information improves both revenue and cost management in the operation of the building. OPERATIONS AND MAINTENANCE BIM is updated during construction to create as build record. Geometry is linked with the text and tabular information in equipment and maintenance manuals and it becomes a record to support the facilities management. Fig 4 BIM model (L) and Prototype (R) Features of facility management Improved asset definition The allocation is done so as to include the cost and work order data with respect to the required time. Simplified order provision Improvements are to be made in allocating the time and cost data. Extended cost model It enables the costing of any product throughout the lifecycle which includes captured costs, budgets, estimates and cost roll up. Condition monitoring The condition data are to be captured by two different means namely instrumentation and visual inception. Request capture Additional captures for operations and maintenance works and also dealt with work order requests. Service life data It should include the management and service life capture; taking prior notice to perform the analysis using the standards. Environmental impact Sustainable working atmosphere must be given consideration for all the environmental data which allows the total impact assessment all the process. Permits The proper access, security and work must be done which is possible only by providing the permit captures. Operating and maintenance information Provisions must be given to analyse the operations and maintenance information as per the relevant standards. The above mentioned are the major features of the facility management which must be taken into account while the operations and maintenance sequence is carried out. CASE STUDY The below mentioned is significant case study carried out in BIM at Canary Wharf located at the Churchill place, London. This building is located in Churchill place, London. It comprises of around 30,000 m2 with expedient access to major facilities of Canary Wharf, Docklands Light Railway station Jubilee line. It consists of 4 basement level, ground and six trading floors. The concealment is characterized by steel and Granite mixtures. Depending from where we view the building appearance varies; from a point it appears as a steel building from another view it appears as a predominately stone building. Foremost goal of the designing is its sustainability level. Built on a Brownfield site, a BREEAM rating of Excellent was achieved for this building. Use of the IFC beam BIM models of the new and existing buildings where built by HOK and WSP using the software named Revit Architecture and Revit Structural correspondingly. Autodesk .RVT files where used for the purpose of all the data exchange in the entire project. By merging the supply chain steel fabrication model which was shaped using Stru CAD software by a Dutch steel fabricator was one of the momentous underscore. The project was further imported to the Revit using a 3D DWG format which therein relates the HOK produced a construction design. A high degree of significance was shown in all the results achieved using traditional non-BIM methods.   Design reviews have benefit from using 3D Revit and Navisworks review which is possible only through regular project meetings with client and design team.   The main contractor has modelled the services in 3D using CAD Duct and is coordinating all BIM models using Navisworks to coordinate the Services supply chain design.