Charter Wedding bells Essay

Mary –Jo and her fiancà ©, Bobby Doe have decided to get married on November 30th 2014, which is in 3-month time. This Project will define, plan, execute and implement the wedding. It is important to be an event on which everybody can look back on with fond memories. The aim of the Project is to plan a wonderful wedding experience for both families and also for the wedding guests. The budget will be of $20,000 and the maximum number of quests will be 150. Project Objectives The entire wedding budget is set at $20,000. The reception will take place in a hall and the maximum number of guests is 150. It will be a legal and proper wedding ceremony. The wedding will take place in 3 months, in a reception hall. Major Deliverables Invitations and thank you notes Print Menus and Programs Order Favors Hire a photographer and videographer Transportation Ceremony-book Officiant Location Rental for ceremony and reception Decorations-flowers Book caterers, choose menu Order cake Arrange for a band/DJ/entertainment The following items are not covered by this Project and are the responsibility of the bride and broom: Bachelorette and bachelor party Wedding Dress Groom’s attire Bridesmaids’ dresses Honeymoon arrangements Writing the Wedding Wows Hair and make-up arrangements Wedding rings Proposed Process The Project Team will ensure accomplishment of the above by: *providing different choices of wedding/ceremony venues, catering arrangements, cake arrangements, wedding decorations, wedding music, transportation choices; *providing a breakdown budget; *researching different costs in relation to the budget; *analyzing the proposed choices in terms of costs and customer satisfaction. Related Products and Proposed Resource List Project Dependencies refer to the 3rd parties involved in planning and executing the Project, such as the caterers, the florists, the company providing the invitations/menus/programs/thank you notes, the band or DJ, the transportation company, the Ceremony Officiant. Proposed resources: www.torontoweddingbands.com www.royalcakesbyannette.com www.paulshannoncaterers.com/ www.matthewkozovskiphotography.com www.ashleamacaulay.com www.durhamweddingsource.com/ Project Customers The end customers will be the bride and groom and the families of the bride and the broom. Their expectations must be met and their feedback will be taken into consideration when booking/reserving or otherwise making any decision related to the present Project. Customer Requirements It has been determined that Mary-Jo and Bobby do not want a high-end wedding. It is desirable to have a wedding within the budget, with quality services that fit the allocated budget. All Major Deliverables must be organized and booked/reserved by the wedding day. No Major Deliverable should be postponed and/or delayed. Once a decision has been made, it should not be changed and/or altered. This will ensure a smooth and clear progression of the Project. Customer Needs/Key Attributes It is a known fact that planning a wedding is very stressful for the bride and groom. As such, this Project will help diminish the stress and ensure a linear course of events. The bride and groom will enjoy their Wedding day without worrying over different aspects of the event. Project Stakeholders The Project Sponsors are the bride’s parents, who are funding the wedding. They have set the budget, the maximum number of guests and the legality of the wedding. The Customers are Mary-Jo and Bobby Doe, who will make the decisions and approve the schedule. The wedding guests are not responsible for any decision and/or part of the wedding, however they should be taken into consideration when planning the wedding. They should have a lasting memory of the event. The Project Team will work closely with the Project Manager to ensure coordination and implementation of the decision made. They will also help with the research. Project manager The Project Manager is the mother of the bride, who will have full authority on the Project and over the budget, and terms of the present project. She will hire the Team Members, allocate the tasks to the Team Members, build a budget breakdown and a schedule. The Project Management will ensure the Project is on time and within the budget. Preliminary Schedule The below proposed Preliminary Schedule is to be submitted to the Project Customers for approval as soon as possible. September 1st to September 30th: Set wedding date; select and reserve the ceremony site; Select and reserve the reception location; Work on the guest list; Select and reserve a photographer, videographer, florist, DJ or musicians, and a caterer; Begin to plan the menu; Select and order wedding  invitations, announcements, thank-you notes. October 1st to October 31st: Finalize guest lists; mail the invitations; Choose a bakery and order wedding cake; Order any party favors; Decide on reception decorations and order or begin making them; Arrange for transportation on the wedding day. November 1st to November 29th: Keep a record of RSVPs and gifts received; Finalize menu for the reception; Obtain the marriage license; Finalize the wedding flowers with florist; Confirm reservations and details with photographer, caterer, DJ, videographer, baker and any other professionals, including any special photos wanted, specific music during a first dance. Preliminary Budget Reception: Spend 40% of the Wedding Budget on Reception. Total Budget: $20,000 x 0.4 = $8,000 available for the reception Example costs: site fees, catering costs, bar and beverages, wedding cake, etc. Music: Spend 10% of the Wedding Budget on Music Total budget: $20,000 x 0.1 = $2,000 available for music Example costs: ceremony music, cocktail hour music, DJ fees, etc Flowers: Spend 15% of the Wedding Budget on Flowers Total budget: $20,000 x 0.15 = $3,000 available for flowers Example costs: bridal bouquet, wedding party flowers, table centerpieces, etc. Wedding Attire: Spend 15% of the Wedding Budget on Wedding Attire Total budget: $20,000 x 0.1 = $3,000 available for wedding attire Example costs: wedding gown, dress alterations, wedding veil, lingerie, jewelry, shoes, hair, makeup, etc. Photography: Spend 10% of the Wedding Budget on Wedding Photography Total budget: $20,000 x 0.1 = $2,000 available for wedding photography Example costs: Engagement portrait, photography, videographer, wedding album, etc. Stationary: Spend 5% of the Wedding Budget on Stationary Total budget: $20,000 x 0.05 = $1,000 available for wedding stationary Example costs: wedding announcements, wedding invitations, postage stamps, wedding programs, table place cards, etc. Additional Expenses: Spend 5% of the Wedding Budget on Additional Expenses Total budget: $20,000 x 0.05 = $1,000 available for Additional Expenses Example costs: attendants’ gifts, marriage license fee, wedding day transportation, etc. Approval Requirements The Project Sponsor approved this Project Charter. The Bride approved this Project Charter. The Groom approved this Project Charter. Bibliography Gray, Clifford F., Larson, Erik W. – Project Management, 5th Edition, McGraw-Hill, 2011. A guide to the project management body of knowledge, PMBOK guide, 5th Edition, PMI Inc. 2013. http://www.magnetstreet.com/wedding-planning-checklist http://www.hooverwebdesign.com/20000-wedding-budget-worksheet.html

Proverbs for Cultivation of Minds Essay

Proverbs have been used in various cultures around the world: Chinese; English; and African are among the most common. According to Chinua Achebe in the book â€Å"Things Fall Apart†, African proverbs are described by the Igbo people as †the palm oil with which words are eaten.† In this culture, palm oil is a symbol of tradition and is commonly served at respected greetings and special events. When relating palm oil to proverbs, it shows that they too symbolize the same traditions and used for special circumstance to speak with great importance. Throughout â€Å"Things Fall Apart† various proverbs are used to teach the cause and effect of decisions, warn against certain events, and poetic words to find meaning. These types of proverbs are the most traditional and prominent ways of teaching in the Ibo culture. Another prominent way in the Igbo culture is trying to obtain a high rank. So, proverbs are used to explain what actions to execute to obtain such a thing.The saying ‘if a child washes his hands he could eat with kings,’ is an example of how Igbo culture uses proverbs to teach the culture the result of different ways of life. It does this by illustrating the privilege one can obtain when he surrounds himself with wealthy, wise, or dominant people in the culture, and mimicking mannerism they have. The cause, washing one’s hands, is following the mannerisms of the higher ranked individuals;the effect, eating with kings, is getting the privilege to be with those individuals. The book backs up its claim with the proverb ‘A man who pays respect to  the great paves the way for his own greatness.’ However, it is not always positive things that come of situations. It is thought to be one of the wisest things, in Igbo culture, to use a proverb as a warning. These proverbs state not only not to do something, but to ponder the results of doing whatever action that may be. In chapter eleven, the proverb ‘A man who makes trouble for others is also making trouble for himself,’ gives a clear example of a proverb saying ‘don’t make trouble for others,’ but also ‘the effect of that is one that is wanted.’ These proverbs tend to be very simplistic because they are intended to make  a person think about their actions, not the words or meaning of the proverb. Another example of a warning proverb is in chapter fifteen that states: ‘Never kill a man who says nothing.’ Proverbs used in this way have no need for a logical timeline of events or deep explanation because the words mean exactly what’s intended. Not all proverbs are clear in their meaning, however. These proverbs tend to be more poetic and metaphorical. All people learn in different ways, no matter what the culture. Some learn best by experience. Metaphorical proverbs are intended to use common scenarios to form general conclusions about life around them. The proverb ‘When a mother-cow is chewing grass its young ones watch its mouth,’ uses the commonality and understanding of a calf watching its mother eat, to explain that children often follow in the footsteps of their mother. The proverb does not state those words specifically, but when read, connections to watching one’s own mother do tasks, comes to mind. Proverbs that are more poetic can have similar meanings to other types of proverbs, just in a more creative way. Proverbs can be used to show cause and effect by stating direct result, can be used to  warn and provoke thought for certain actions, or be used metaphorically to encourage deeper meaning to an everyday situation. For these different reasons, proverbs are one of the most effective ways of teaching in the Igbo culture because each kind of proverb is explained various ways and supports different kinds of thinking. It is the result of the thinking that creates wisdom, wisdom that creates understanding, and understanding that makes a culture continue to grow in learn as time goes on; just like the Igbo culture.

It 236 Navigation Checkpoint

Check Point: Navigation University of Phoenix/Axia IT 236 January 11, 2010 Benjamin Reine Well the design of my page really is going to be determined on the amount of time I have to complete the assignment/ webpage. I would like it to function like a lot of the website which I go to. I will try to explain the things they do right and the things which are annoying but are set the way they are for security reasons. The first website I will describe is the PayPal website. I visit this website a lot (I have been doing a lot of shopping on eBay lately) and have come to love how easy it is to navigate their website.They also seem to have a lot of security built into their website. For instance if a user sits around on one page for too long it will automatically sign them out and they will have to sign back in. I think this is a great security feature, although it can be a little annoying to have to sign back in. This feature is only useful for banks and websites that deal with sensitive in formation but I feel my website should not feature that but still have some sort of security feature in it. At the current moment I do not know what security features to use with my web page final.Another website I visit a lot and have many features I want to include in my assignment is tiger direct and Newegg. The way the website is setup is awesome and easy to use. Everything is so organized (which is how I want my website to be). They have some flash animations playing showing deals and contests and also have gifs. I included a picture of Newegg’s layout (that is the main page when you first enter the website) and as you see at the top of the website are the categories of everything on the website.As you go over each you section on the top the open to reveal items for that specific section such as computer parts having towers, DVD drives, hard drives, etc. Electronics would have consoles, televisions, mp3 players, etc. This is how I would like my website to function but th e way it seems it may not come to be (I do not know how to create a java menu like that) due to time restrictions and self doubt. Maybe I will get over it and try it but maybe not (time constrictions are the getting the best of me). Another feature I would like to include in my webpage’s is the contact me section at the bottom of a lot of websites.This is important because this would be how users and patrons get in contact with you if problems persist or they want to give suggestions on how to make the website much better. It would include an email or two and maybe a telephone number to get in contact with. Another feature that I saw that really interested me was the way that tiger direct and Newegg’s websites both try to incorporate thee users into contests so they may come back to the website to purchase more items (it is kind of like a advertisement per say) and garner more revenue.This would be a great feature to add to a lot of websites (many of which need this ki nd of thing but never incorporate it). I would add such a thing but since the website is an assignment I will not add it. The last thing that catches my attention on these two websites is the way they use their fonts and wording. I like the way they are setup and how they flow with the page and are not all over the place. I think the website users times new roman as its main font but I may be wrong.I will be using times new roman and probably comic sans for my final. I think it would fit with the type of website that I am trying to do here. I just need to figure out how to incorporate webpage’s to pop up when they are chosen (like going and clicking on forum and it should take you to forum; I do not know how to do that yet). Hopefully by the time week 9 is around to me I can figure it out if not I will instant message my teacher in order to receive some help.

Haiti Earthquake Essay Example | Topics and Well Written Essays - 500 words

Haiti Earthquake - Essay Example Community became more aware of the events happening in the world, which resulted in the occurrence of â€Å"citizen journalism† and blogs, when people can freely express their opinions on political, economic and social events. Different strategic approaches have been used in the cases of Haiti earthquake in January 2010 and VinayandSameer.org campaign in 2007-2008. The table below shows similarities and differences of their approaches. VinayandSameer.org Haiti Earthquake Strategy planned emergent Goal to make South Asian Americans register at NMDP donor database and take an action as a donor if they are called to share news about earthquake and help people find each other Features analytical creative and innovative Normal communications tools used television, public relations none (all were down) Social media tools used websites, blogs, emails, web links, educational videos, Facebook, etc. videos, pictures, text messages, iReports, Twitterfeeds, etc.

Security Essentials 4.4 Essay Example | Topics and Well Written Essays - 500 words

Security Essentials 4.4 - Essay Example Averagely the institution retains a population of two thousand two hundred and ninety convicts. Prior to the admission of any offender to the Indiana Level 1 Prison, proper considerations are made basing on the type of offense committed. The offenses that meet a maximum imprisonment in Indian level 1 prison are capital crimes including murder, robbery with violence and terror among others (Smith, 2014). The second criterion is the length of the sentence. Offenders convicted for ten years and above are eligible for detention in the facility. The institution also admits convicts awaiting capital sentences like hanging, death by shooting or injection. Criminal history is a third criterion for eligibility into India level 1 prison. Offenders with multiple criminal records suffer admission into the facility while fast offenders may be pardoned into minimum prisons. The service offers intake programs to newly admitted offenders. During the intake, each offender is evaluated through interviews, analysis of his medical reports and admission of diagnostic tests. The evaluation process serves the purpose of forming the convict’s facility and program assignment (Smith, 2014). It includes the activities that the convict will engage and appropriate tasks marching his ability and health condition. Indian level 1 prison being a maximum prison keeps the records of the convict’s information. It includes the offender’s credentials, home, place of resident and contacts. The security officers manage the prisoner’s accounts with an aim of rehabilitating the convict appropriately. The facility offers visitation services to the inmate’s relatives and friends. All the visitors are entered into the offenders approved visitors list (Smith, 2014). The visitation day and time varies, convicts at Indian level 1 prison are visited once after every 14 days. The visiting time lasts from two to three hours. Before

To what extent might Globalization be seen as disadvantageous to the Essay

To what extent might Globalization be seen as disadvantageous to the world in which we live - Essay Example There are several severe disadvantages as well and they include: The first disadvantage that talks about flow of manpower from developing countries to the developed countries is a phenomenon that many developed countries have witnessed. Countries like US, UK, France, Germany, and other developed countries have witnessed a flurry of demands of visas from people from developing countries who want to immigrate to them for better opportunities and lifestyle. Now, this puts pressure on the employment levels and many people might lose their jobs. This specifically applies to the economic situation prevailing now as the unemployment is ruling through the roof and is in vicinity of 10 percent in the US. Another problem is that of the drop in wages and salaries that people in developed countries might have to witness as a consequence of cheap labor entering into their countries. Another big disadvantage of Globalization is the something that the world is witnessing these days. This will be best explained in one of the points to follow. There is a sharp drop in growth of countries with a drop in growth of the Unites States. Also, the countries are facing a sharp liquidity crisis because of the subprime crisis of the US.The subprime crisis started with the subprime lenders lending at higher rates than usual to the borrowers with bad economic history and lesser ability to pay back. The subprime lending functions on the principle of no collateral and higher interests. There debt instruments are then traded and are passed on to other banks or institutions which are ready to take them for the higher interest they get out of them. Effects of the crisis on the US and World Economies and Recent Shutdowns Due to the passing on of the debt instruments some prominent hedge funds have failed to declare their current asset values. The problem has led to a total crunch of liquidity in the US. The markets witnessed BNP Paribas announce that it had frozen 3 of its hedge funds due to evaporation of liquidity, totaling around 1.6 billion pounds. The reason was that, it was not possible for the bank to value units of the funds due to the affect of the US subprime market on them. The funds contained the bundles of subprime loans, the demand for which have fallen drastically over the last few months. Banks around Europe feared a total liquidity crunch as they feared that they might run out of cash to sustain day to day lending. ECB went to the extent of injecting 155 billion pounds to ease the system of. Investors around the world started backing off

Pressure Ulcer Pain Management Dissertation Example | Topics and Well Written Essays - 2500 words

Pressure Ulcer Pain Management - Dissertation Example Depending on the nature of the pressure ulcer, common treatments include relieving pressure, restoring circulation, and resolution or management of related disorders. However, prevention still remains as the most potent intervention which significantly reduces the chances of undergoing excruciating long-term therapy (Lippincott, Williams, & Wilkins 2009). Effective prevention measures include risk identification, pressure reduction, nutritional assessment, bed rest monitoring, and preservation of skin integrity. In cases of existing pressure ulcers, treatment options include: pressure reduction either by repositioning the patient or by using devices such as beds, mattresses, overlays, and cushions; use of topical ointments; wound cleansing; debridement; and use of dressings to promote wound healing (Lippincott, Williams, & Wilkins 2009). The proper assessment of pressure ulcers is crucial in the determining risk of developing pressure ulcers and provision of appropriate interventions. The Braden Scale is used to determine characteristics present in pressure ulcers. This tool evaluates a patient’s condition in terms of: (1) sensory perception; (2) moisture; (3) activity, (4) mobility, (5) nutrition, and (6) friction and shear (Prevention Plus LLC 2009). The Pressure Ulcer Staging System is a tool developed by the National Pressure Ulcer Advisory Panel and the Agency for Health Care Policy and Research to facilitate the assessment of pressure sore characteristics. ... Allen (2011) emphasized the role of pain assessment and treatment as a crucial part of pressure ulcer prevention and management. However, the assessment of patient pain does present some challenges since the sensation of pain is an individual perception. Any indication of pain is considered a valid pain response and patients can experience pain in varying frequency and intensity. In addition, patients may associate pain with movement, infection, or during treatments such as dressing changes and debridement procedures. On the other hand, there may be isolated cases where patients do not report any pain. 1.1. Background of the Study Pain is never ending problem for most patients with pressure ulcers (Caplan 2009; Allen, 2011). Despite advanced improvement in pressure ulcer (PU) care, the condition continues to be a national and international health care problem, resulting in a decreased quality of life, both physically and emotionally, unnecessary suffering, and even death. Research ov er the past decade has largely focused on the assessment and healing of pressure ulcers, for example, the introduction of standardized risk assessment tools, which are used for the prevention, staging and management of PUs. Despite, all of these measures there is still a dearth of research in relation to the prevention and management of pressure ulcer pain. The impetus for this proposed study comes from the researcher’s personal motivation to search and examine recent evidence-based research addressing pressure ulcer pain, including the factors contributing to the pain, the psychological and social impact of continuous pressure ulcer pain, pain at dressing change and

Unix Vs. Windows Essay Example | Topics and Well Written Essays - 500 words

Unix Vs. Windows - Essay Example operating system to be used by complete novices (as a result of the ease of operation and the simple user interfaces), Microsoft has also forged partnerships with many big and small PC manufacturers, thereby ensuring that the operating system is shipped along with the PCs that consumers purchase (Jeurguen Haas, 2005). However, UNIX (as also its various versions) continues to be the preferred choice of programmers and software developers in the case of network programming. This is due to the fact that UNIX offers ready-to-use libraries that facilitate the use of direct networking features such as sockets, semaphores and pipes. In windows however, the user is encapsulated from all such features, thereby denying them flexibility at the core programming level. This, according to them, is due to the fact that the operating system offers additional advanced capabilities when compared to Windows (Jeurguen Haas, 2005). One of the most versatile features of UNIX is the fact that the operating system can be installed on numerous machines consisting of different architectures (be it cluster or distributed architectures). Moreover, unlike window, which is a PC based OS; UNIX can be installed on supercomputers and mainframes with a minimal change of configuration alone (KernelThread, 2006). Another problem that continues to plague windows is the constant occurrence of system breakdowns and frequent hang-ups, while such a problem has been found to have lesser frequency of occurrence in the case of UNIX. As such, a UNIX machine requires less network administration and maintenance. UNIX also offers a greater processing power and is found to have solutions for distributed environments as well. The above points do not mean that windows do not provide networking solutions. The upper advantage of UNIX over windows based solutions lies in the fact that in order to operate across a network using windows, one would have to usually install additional software in order to communicate

Relationships Between Nursing, Health, and the Policy Processes Article

Relationships Between Nursing, Health, and the Policy Processes - Article Example This is because several laws and policies within the country support abortion. The woman also indicated that her health was in danger because the pregnancy affected her psychological well-being because she conceived under duress. The policy that best typifies the case study is Access to Abortion Services that give women rights to abort. This right allows women to access abortion services, as well as support within health care units. The act also creates access routes, and prohibits derogatory actions such as harassments. Some of the access routes include the health care facilities, physicians’ offices, and other service providers (College of Registered Nurses of British Columbia, 2013). Additionally, individuals receiving abortion services and issuing financial and emotional support are protected. The legalization of abortion has been controversial in the United States for the past 200 years making it difficult for the process to enjoy the protection of the law (Simmonds, 2013). Currently, women in the United States have legal abortions right granted throughout the pregnancy period. Furthermore, the women have the right to abort in almost all situations especially after Supreme Court announced the inc orporation of abortion rights into the constitution. This implies that any lawful barriers that will hinder the females from having abortion are unconstitutional (Abort73.com, 2009). This policy involves the nursing process because the service providers include the nurses who offer the abortion services and care based on the provisions of the act. This means that it is illegal for nurses to refuse to give abortion services to females especially when the circumstances are justifiable. I supported the nurses’ decision in the case study. This is because the elements of the abortion policy contradict religious practices. According to my religion, abortion is sin because it constitutes murder.

Critical evaluation of Steve Millar's approach Essay

Critical evaluation of Steve Millar's approach - Essay Example overseas business expansion, and decentralization of authority. Critical evaluation of Steve Millar’s approach: The above mentioned approaches of Miller had been reflected quite intensively in the decisions and strategies formulated by him. In order to be international, Miller had undertaken the route of merger and acquisition. For instance, in order to get entered within the market of France, the company acquired a century old Domaine de la Baume, which is well reputed winery brand with French market. Along with this, there are a number of different other important established domestic and exports French brand was acquired BRL Hardy for the purpose of expanding within France, in the year 1990. Six months later, the company acquired Italy’s oldest winery, named as Brolio de Riscoli for the purpose of clearing the way to get entered within the market of Italy. Along with this, UK is also one of the most prominent markets of the company in which the company earned quite i ntensive amount of profits. In this regard, the company established its direct subsidiary within the country. Moreover, the company undertook several crucial mergers and acquisition across Asian and American regions for the purpose of supporting it overseas diversification approach of Miller (Johnson, Scholes and Whittington 2011). This approach of Miller can be supported on the ground of growth related corporate level strategic orientation for the organization. As per this approach, business diversification at global level is one of the most efficient ways to reduce the impact of external business environment. This approach of Miller supported him to make an efficient portfolio for its business operations, which had proved quite helpful for the organization to diversify the external environmental risk (House et al 2004). For the long term perspective this strategy of Miller can be appraised. The concept of systematic risk mitigation also advocates the approach of Miller regarding b usiness expansion at international level. However, the case reflects that in order to be international, the disposition of the company in the domestic market was weakened due to international business expansion. This is one of the most critical issues associated with the international business expansion approach of Miller (Hill 2011). In addition to this, the second approach of Miller, for the purpose of making BRL Hardy as an international brand, was related to the decentralization of the management structure of the organization within its international business strategy of the organization. As per this approach Miller was the strong believer of providing some intensive power and authority to the local administration and management of its different business location. In the context of this strategy, he handed over all the power of making decisions and planning to Christopher Carson for the purpose of managing all the operations and business activities of its UK subsidiary. This str ategy of Miller was proved quite successful as UK subsidiary of the company made some intensive profits for the company in the year 1998. Miller wanted to have some intensive and deep involvement of Carson in the corporate planning and decision making for the company. However, the approach of Miller toward this decentralization was directed to align its European

Relevance of integrated transport policies and accessibility Essay

Relevance of integrated transport policies and accessibility strategies in the development of tourism - Essay Example Consequently, there are article key factors for successful holiday and tourism public transport provision. There is need for rethinking transport policy by choosing a demand-oriented approach and realizing the importance of additional accompanying efforts in the areas of marketing, transparency and quality. Focusing on the demand side, with its individual attitudes and likings, leads to a new understanding of traffic preparation by adopting a bottom up, instead of a top down approach. Tourist places consist of a range of products and services, which the tourist guzzles, usually at the point of production. Along with these, transport is often ignored, despite the highly important input it makes to the overall tourism product both as a catalyst, providing access to and from the destination, and as a provider of tourist mobility around the desired area. The contribution of good internal convenience to destination quality and pleasure is progressively more being recognized. However, a lack of clarity regarding the division of responsibility between various destination stakeholders often affects the delivery of quality transport for tourism and leisure purposes. Moreover, there is a lack of detailed research on tourists as users of transport networks, with the result that attempts to furnish for this market may be at best poorly knowledgeable, at worst mistaken. At the same time, it is increasingly obvious that visitor destinations are under pressure to cope with larg e amounts of traffic and overcrowding, in urban areas as well as rural. (Smith, Robinson, 2006) Brighton is a town on the south coast of England and with its neighbor Hove forms the city of Brighton and Hove. The ancient settlement of Brighthelmston dates before the Domesday Book in 1086 but it emerged as a health resort during the 18th Century and in 1841, it became a desired place for day-trippers after the arrival of the railway. Brighton experienced rapid population growth reaching over 160,000 by 1961. Modern Brighton is stretching along the coast, with a population of around 480,000. 8 million tourists every year visit Brighton. The town also has a substantial business conference industry. Brighton has two universities and a medical school. The arrival of the railway in 1841 brought Brighton within the reach of tourists from London and population growth from around 7,000 in 1801 to over 120,000 by 1901. The Victorian era buildings of many major attractions including the Grand Hotel built in 1864, the West Pier in 1866and the Palace Pier in 1899. (Bullen, 2005) The land area of Brighton increased from 1,640acres(7km) in 1854 to 14,347acres(58km) in 1952, after boundary changes between 1873 and 1952. New housing estates were established in the acquired areas including Moulsecoomb, Bevendean, Coldean and Whitehawk. The major expansion of 1928 also incorporated the villages of Patcham, Ovingdean and Rottingdean, and much council housing was built in parts of Woodingdean after the Second World War. Recently, gentrification of much of Brighton has seen a return of the fashionable image which characterised the growth of the Regency period. Recent housing in the North Laine, has been designed in keeping with the area. In 1997 Brighton and Hove were joined to form the unitary authority of Brighton and Hove, which was granted city status by Queen Elizabeth II as part of the millennium celebrations

Use of Phone Cameras Essay Example for Free

Use of Phone Cameras Essay Over the years, technology has reached new heights in terms of the services it offers to today’s generation. Our youth’s ingenuity has also evolved into higher levels in terms of getting away from studying. The rampant use of modern electronic devices to cheat on examinations have been so that carrying a cell phone, digital camera or some other electronic gadget has been banned in schools in China, South Korea, and the Philippines. (West, 2000) Cell phones have proved to be the leading gadget used for cheating in secondary school. The earlier method was using text massages to forward questions to other people outside the classroom who would look up the answers. With the advent of digital cameras being augmented to cellular phone features, the application has reached greater levels. In the University of Nevada, Las Vegas, students photographed test questions using their cell phone cameras. These images were then sent to classmates outside the exam room who had the job of looking up the answers and sending them back to their friends in the examination room. Ros Yabin, the dean of their college was amazed at the students’ ingenuity and at the same time exasperated at the dishonorable act saying: If theyd spend as much time studying, theyd all be A students. (Glater, 2006) In China, a move to ban the use of cellular phones during examinations has been implemented to prevent massive cheating that has supposedly happened during their previous nationwide examinations. Further more, cell phone scramblers have been procured for the examination sites to beef up proctoring security. China’s minister of education hopes that these measures will be sufficient to regain the quality of their nationwide exam results. Similar actions are being done by South Korea, ever since 183 students in four organizations, including six female high school students were involved in an exam scandal that offered students to send correct answers to a nationwide examination in exchange for money. (Lee, 2004) These techniques are not limited to cellular phones. Another student from a California secondary school loaded his notes onto a Sidekick digital micro recorder and tried to access it during the examination. When questioned by the teacher, he initially reasoned that he was merely using the dictionary feature. The student was investigated by school authorities and was eventually proven guilty. (Glater, 2006) iPods have not yet achieved high popularity as a tool for cheating, but it is quickly rising through the ranks. Since it has gotten a lot easier to record one’s voice with the use of a computer, students have begun to take advantage of their iPods in their examinations. One Pepperdine student in 2004, who dictated all his notes in a file in his iPod and listened to it while taking the exam. He would have gotten away with it had it not been for one of his classmates who told on him. (Glater, 2006) At the journalism school at San Jose State University, students who were caught using spell check on their laptops, their examinations were invalidated because part of the writing test was to measure their ability in spelling. Whether they’re cell phones, digital camera features, micro recorders, or any other new-fangled device out on the market, student ingenuity will make use and abuse the possibilities of his new toys in making it easier for him to pass his weekly quizzes. It is up to teachers and proctors to keep open eyes and ears, to be mindful about any device that the student brings to the table. It is also the responsibility of school officials and the government to uphold the quality of education in their respective areas. References: Glater, Jonathan (April, 2006).Cheating gets easier with gadgetry. New York Times V. 125 Is. 43 23 – 24 Glater, Jonathan (May, 2006). Colleges Chase as Cheats Shift to Higher Tech. New York Times V. 125 Is. 44 11 – 13 Lee, Howard (2004). Exam Scandal: Answers Relayed From Other Organizations. Seoul Today V. 87 Is. 13 28 32 China Moves to Block Cellphone Cheats. Retrieved April 24, 2007 from The Chronicle website: http://chronicle. com/wiredcampus/article/1307/china-moves-to-block-cellphone-cheats West, Jordan (2000). Cheating and Technology. San Diego: Holdfast

Organizational controls and structure in business

Organizational controls and structure in business Introduction Organizational structure can be defined as the formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals. (Jones, et al, 2010)  [i]   Organizational structure specifies: The firms formal reporting relationships, procedures, controls, and authority and decision-making processes; and, The work to be done and how to do it, given the firms strategy or strategies Developing an organizational structure that effectively supports the firms strategy is difficult, especially because of the uncertainty about the cause-effect relationship in the global economys rapidly changing and dynamic competitive environments.  [ii]   Organizational Controls Organization Control includes any process designed to assure that organization plans are carried out the way they were designed. Control in the organizational context can be classified as: 1. Strategic controls 2. Financial controls Strategic controls are largely subjective criteria intended to verify that the firm is using appropriate strategies for conditions in external environment and the companys competitive advantage.  [iii]  Strategic controls are concerned with examining the fit between: What the firm might do (opportunities in its external environment) What the firm can do (competitive advantages) Financial controls, on the other hand, are largely objective criteria used to measure the firms performance against previously established quantitative standards.iii Financial controls have two criteria: Accounting-based measures include: Return on investment Return on assets Market-based measures include: Economic Value Added (EVA) Relative use of controls varies by type of strategy. Large diversified firms using a cost leadership strategy emphasize financial controls. Companies and business units using a differentiation strategy emphasize strategic controls. In relation with organizational structure, organizational controls are important to measure the effect caused by a change in the structure. Relationships between Strategy and Structure Strategy and structure have a reciprocal relationship. Structure flows from or follows the selection of the firms strategy but once in place, structure can influence current strategic actions as well as choices about future strategies. Evolutionary Patterns of Strategy and Organizational Structure The relationship between organizations strategy and structure was studied extensively by Alfred D. Chandler in his legendary book Strategy and Structure: Chapters in the History of the American Industrial Enterprise. According to Chandler (1962), firms grow in predictable patterns: First by volume Then by geography Then integration (vertical, horizontal) And finally through product/business diversification Chandler also says that a firms growth patterns determine its structural form. All organizations require some form of organizational structure to implement and manage their strategies. Firms frequently alter their structure as they grow in size and complexity. The three basic structure types are: Simple structure Functional structure Multidivisional structure (M-form) Global expansion structure The following figure explains the change in organizational structure with growth and strategy. D:Chap11graphicsMultidiv_fig 11.1.jpgD:Chap11graphicsFunctional_fig 11.1.jpgD:Chap11graphicsSimple_fig 11.1.jpg Efficient implementation of formulated strategy Efficient implementation of formulated strategy D:Chap11graphicsSalesHigher_fig 11.1.jpgD:Chap11graphicsSalesLower_fig 11.1.jpg Simple Structure A simple structure is where the owner-manager makes all the major decisions and monitors all activities while the staff serves as an extension of the managers supervisory authority. (C. Levicki, 1999). This type of a structure is matched with focus strategies and business-level strategies where firms commonly compete by offering a single product line in a single geographic market. Functional Structure A functional structure is a design that groups people together on the basis of their common expertise and experiences or because they use the same resources. (Jones, et al, 2010) Functional structure supports use of business-level strategies and some corporate-level strategies single or dominant business with low levels of diversification. Multi-divisional Structure The multi-divisional structure (M-form) consists of operating divsions, each representing a separate business or profit center in which the top corporate officer delegates responsibilities for day-to-day operations and business-unit strategy to division managers. Multi-divisional structure has three major benefits: Corporate officers are able to more accurately monitor the performance of each business, which simplifies the problem of control Facilitates comparisons between divisions, which improves the resource allocation process Stimulates managers of poorly performing divisions to look for ways of improving performance International Strategies and Worldwide Structures International strategies are becoming increasingly important for long-term competitive success in what continues to become a global economy. The following framework explains how organizations proper in a global economy: Global expansion strategies Global expansion strategies can be understood in terms of local responsiveness and geographical integration within the company. On the basis of these two parameters, four strategies of global expansion have been arrived at. These are: International strategy Multi-domestic strategy Global strategy Transnational strategy International Strategy In case of international strategy, firms decentralize all value-creation functions except for RD and marketing. Multi-domestic Strategy Multi-domestic strategy is oriented towards local responsiveness by decentralizing control to subsidiaries and divisions in each country. Global expansion Strategy Global expansion strategy is oriented towards cost reduction, with all the principal value-creation functions centralized at the lowest cost global location. Transnational Strategy In a transnational strategy some functions are centralized, while others are decentralized at the global location best suited to achieving these objectives. Transnational Global Expansion International integration Multi-domestic Strategy International Strategy Local Responsiveness An observation on structure and strategy The theory developed above is only a guideline to how organizations might structure themselves in their pursuit of growth and global expansion. However, these are not universal rules and many organizations have prospered in spite of structures completely out of sync with those discussed above. Organizations can also use structures which are a hybrid of those detailed above. This study analyses the cases of two organizations, ABB and Semco, which have used contrastingly different structures to implement their strategies. ABB File:ABB logo.svg Asea Brown Boveri (ABB) is seen by more and more global business leaders as the model of the way that organizations will have to operate to thrive in the 21st century-that is, streamlined in structure, rapid in transferring information, having employees who are highly empowered, committed to continuous learning, running world-class HRD programs, and team working and networking globally.  [1]   ABB became one of the most widely admired companies in the world, not because of its products, or its innovative technology, but because of its organizational structure. ABB prided itself on being an organization that its former CEO, Percy Barnevik, saw as being simultaneously global and local, big and small, centralized and decentralized. Formation of ABB: Merger of Asea Brown Boveri ABB was created by the merger in 1987-88 of two companies whose roots lie in the nineteenth century: Asea, founded in Sweden in 1890, and Brown Boveri, established in Switzerland in 1891. The two companies were among the surge of industrial enterprises established towards the end of the 19th century to provide equipment for the rapidly expanding electrical power industry, which involved generating, transmitting, and distributing power, and using it in industrial motors. The strategic commitment to the power industry and to a global strategy was demonstrated in a rapid series of alliances and acquisitions. These moves rapidly extended ABBs international reach into North America and Eastern Europe. The speed with which these acquisitions were integrated into ABB was attributed to the flexibility of its new organization design. Strategic Context ABBs largest business is producing and servicing the equipment for generating, transmitting, and distributing electrical power. The customers in this business are electric utilities around the world, many of which are state-owned or strongly state-regulated. Because national or local governments either directly own or indirectly control the utilities, they had a strong tendency to favor suppliers with a local manufacturing presence, both because local companies are contributing to the local economy and because they can be relied upon for servicing and replacement parts for the complex power systems, any breakdown of which can have enormous costs for local business and for the reputation of the utility. But they have also pressed suppliers to lower their prices and increase the lifetime of equipment, cutting profit margins for suppliers that are unable to achieve greater efficiency in production. ABB is also a world leader in rail transportation systems, such as locomotives, light rail vehicles, and signaling. Again, this is a business in which rail networks are state-owned or state-regulated and subject to the same somewhat contradictory pressures to manufacture locally and to be locally responsive to customers, while achieving efficiency through scale economies and cost savings. A third set of products in ABB is directed to a very different type of customer. Its building systems and industrial production systems are sold to industrial companies, whose concerns are much more focused on price. ABBs businesses require the company to be locally responsive and to maintain a credible local presence in each of its major markets, and simultaneously to be efficient and cost-competitive. Moreover, operating in 140 countries in a wide variety of product lines, many of which are closely related in the eyes of the customer, the company needs to have a high degree of intra-product and cross-product coordination if the company is to capture fully the benefits of its product diversity. However, it also needs to be able to respond quickly to customers and local problems, and to encourage its managers to take responsibility for their units. Organizational Design of ABB One of the first steps taken after the merger of Asea and Brown Boveri was announced in August 1987 was the creation of a task force of five top managers from each of the two companies to generate an organizational architecture for ABB. The task force had agreed on the principal features of the new organization. The structure was to be an international matrix of business and geography. The basic organizing principle was to create highly focused local companies reporting both to a worldwide business manager, who would be responsible for achieving efficiency in that product line and growing the business on a global scale, and to a country manager responsible for coordinating the various businesses within a particular country. In drawing up the shortlists for the high level managers, emphasis was placed on identifying flexible individuals who could cooperate in multi-cultural environments and for whom innovation, risk-taking and the ability to motivate others were almost second nature. One of the goals of the new design was to push accountability, decision-making, and the responsibility for action far down the organizational hierarchy. One of the first steps taken by the new top management was the radical reduction of the company headquarters. Within a few months, the headcount at corporate HQ in Zurich went from over 1,300 professional staff to just over 100. Another crucial step in the process was the design of a company-wide information system, called ABACUS (Asea Brown Boveri Accounting and Communication System).ABACUS collected monthly performance data from each unit, put it into a standard currency (US dollars), and transmitted the information to its main data processing center in Sweden, which compiled the data and passed it to the top managers at the Swiss headquarters and to the designated managers at each level of the company. The basic unit on which performance data are collected for ABACUS is the profit center, the smallest organizational unit in the new organization. Each month they report their performance data to the next highest level of the organization, the local operating company/Business Unit (BU) , which in turn put the data into the ABACUS system. The local operating company composed of two or more profit centers and focused on single business and market. ABBs strategy was to concentrate on radically reducing costs in each site, reducing throughput times, maximizing design and production flexibility, and focusing on local customer needs. The local operating company president had CEO responsibilities for his operations. However, the heads of the local operating companies report to two bosses one was the Business Area manager; the other was the country manager for the country in which the operating company was located. The Business Side of the Matrix: The Business Area The Business Area (BA) manager was responsible for the worldwide strategy and performance of a business.BA management tasks include coordinating technology development, deciding on transfer prices among local operating companies in the BA, transferring expertise within the BA, capturing economies of scale in purchasing, and, perhaps most important, allocation of markets and production to local operating companies. The fact that the BA manager was also the head of a local operating company increased his or her motivation to push responsibility and decision-making down to the local operating companies, on the basis of time pressure, if not personal management philosophy. In addition, they were supported by a BA Board, which assisted the BA manager in setting strategy, reviewing performance, and identifying and addressing key problem areas. The BA Manager selected the members of the Board, and membership varied considerably depending on the nature of the business. The BA Board was an international group, and usually met in a different location for each of its meetings over the course of a year. In addition to the BA Board, the BA had a number of functional councils that brought together key managers in a function for quarterly meetings to assess and exchange internal best practices and to identify and propose solutions for key problems in their area of expertise. For particular problems, the BA Board also formed task forces from among the high-potential younger managers in the BA. The BA manager received monthly reports through ABACUS on the performance of each of the profit centers and operating companies in the BA. The BA manager decided how to disseminate this kind of information across the local operating companies. One of the most important roles of the BA was the dissemination of best practice. Sharing information about performance and exposing managers to different ways of operating, through transfers and through travel help in achieving this. The combination of strict performance requirements with the resources for performance improvement was a powerful driver of change in ABB. The Business Segment The BA managers in turn reported to Business Segment Managers. Business segments were groupings of related BAs. Each segment was headed by a member of the Executive Committee, the highest-level organizational unit in the company. The Country Level The local operating company managers also reported to the country manager of the nation in which it is located. The country manager had profit-and-loss responsibilities for all ABB activities within that country. The country managers task was to realize the potential synergies across the various ABB local operating companies, to present a local face for major projects within that country, to provide the legal and political infrastructure for operations, to coordinate certain personnel development programs, and to make sure that the local political and social environment was understood and considered appropriately in business decisions. The country manager received monthly reports through ABACUS on the performance of each of the local operating companies in the country, and could use these data to identify common problems they faced. The heads of the local operating companies were supported in their contrasting duties to the country manager and the BA manager by a Steering Committee, with representatives from the national company, the BA, and other closely-related local operating companies in the same company. Performance evaluations of the president of the local operating companies were conducted by both the BA head and the country manager. Each share the same basic performance metrics, but each has somewhat different expectations. Managing the Matrix: The Top Management At the top of the company the two dimensions of the matrix met at the level of the Executive Committee, which was chaired by the CEO. The CEO chaired the Committee, and each of the ten Executive VPs had responsibility for one or more of the segments and countries. The extent of their individual responsibilities varied by the scope of their tasks. Each BA manager and each country manager reported directly to a member of the Executive Committee. With ABBs acquisitions, the individual responsibilities assigned to Executive Committee members changed over time, especially in terms of geographies. The major change was on geography: instead of having different members responsible for a portfolio of different national companies, geographic responsibilities were clustered into three regions: Europe, the Americas, and Asia Pacific. Each member was assigned either one of the four industrial segments or one of three geographical regions.The move to make the geography side of the matrix report to Committee members with regional rather than individual country responsibilities also reflected ABBs global strategy. Each Executive Committee member was involved in the annual planning process of each of the BAs and geographic units reporting to him. But as important were their collective responsibilities in charting the overall strategic direction for the company. Extensive communication in a company that operates in 140 countries required a common language, which in ABBs case was English. Communication also took place on a more individual level, between the Executive Committee and their direct reports, and even between the Executive Committee and the heads of the local operating companies. Executive Committee members had access to monthly performance data for all the operating companies, national companies, and business areas for which they were responsible. The ABACUS system provided rapid feedback on changes in the performance of any of these units, and the monthly data were routinely scrutinized carefully at the top of the company. Alignment: Developing the Global Manager One of the key challenges which faced ABB was developing managers who could work effectively in the demanding system. The development of the global managers who could occupy key positions in the Business Areas and at the top of the company on the Executive Committee was the most important task. The global managers should be capable of balancing the often contradictory pulls of being locally responsive and globally efficient, pushing decision-making and responsibility for action down while enforcing accountability and control, and simultaneously encouraging local operating companies to be entrepreneurial while making sure that ABB does not lose the competitive advantage of being a multi-business global company. Keeping this philosophy in mind, such people were developed through the training programs, experience on cross-national teams, and rotation across locations. One of the hallmarks of the cadre of global managers was that they spent a lot of their time travelling internationally. Region Business SegmentExecutive Committee Region Local Operating Company Profit Centers Ce Business Segment Figure 1. ABBs Organizational Structure from 1988-1998 (note: ABB has now moved on from a matrix organizational structure to a more customer-centric organizational structure). Learning from the ABB organizational structure and its impact on its strategy and performance ABBs example clearly shows the example of an organization which can successfully compete on a global level by being both locally responsive as well as paying attention to its global integration strategy. Each local operating company head was given the freedom to operate as the CEO of his business and was free to make his own decisions. By fixing dual responsibility, both to the country manager as well as to the product manager on a global level, ABB was successful in achieving its strategic aim of becoming the leader in the electrical systems and the power generation and distribution business. ABB successfully demonstrated how successful matrix organizations can be. Matrix organizations always had been an important theoretical concept but even other very large organizations with a global presence had failed in implementing it. Matrix organizations were widely touted to be as the organizations of the future in the 1970s and organizations such as Citibank and IBM tried to model their organizations around the matrix structures, but failed, as they found the model too complicated. In fact, ABB was the first company on a global level to implement the matrix organizational model so efficiently. Seeing the success of ABB, many organizations around the world also adopted the matrix structure successfully. The various performance indicators of ABB during the 1988-1996 period clearly showed that when the organizational structure is in sync with strategy of the organization and vice-versa, it results in achieving great results. ABB achieved the co-ordination of 210,000 employees, 310 business units and 5000 profit centers in 140 countries through the matrix structure. This demonstrated the crucial role of linking mechanisms in turning a complex kaleidoscope of grouping patterns into a smoothly functioning organization. ABB simultaneously achieved the goal of acting as a global powerhouse amassing resources know-how on a global scale and responding swiftly to meet the demand of local markets and customers. ABBs net income rose to $1.3 billion in 1996 and its stock price doubled between 1992 and 1996, reinforcing the choice of its organization structure. The SEMCO Model What makes the SEMCO model so interesting is that it for the first 20years it was in operation its structure and culture were autocratic and relied heavily on command and control management styles. However, for the last 20years it has been run democratically. SEMCO is a mode lf how companies who have not yet evolved into democratic cultures can make the transition with credible success. What is also unique about the SEMCO model of democratic organization is how effectively it works in Brazil-a country that is still developing, often unstable and known for economic boons and busts. One could reason that in highly unpredictable environment, command and control corporate structures are even more inadequate for dealing with a dynamic socio-economic climate. Perhaps this is why the SEMCOs adaptive model has been a highly effective model of company Introduction Semco a Brazilian company which manufactures over two thousand different products including industrial pumps, cooling towers etc. and also provides environmental and internet services, saw its revenues growing from $32 million in 1990 to $212 million in 2003.It achieved this growth rate in an economic environment characterized by staggering inflation, and chaotic national economic policy in Brazil. Between 1982 and 1998, Semcos productivity increased nearly sevenfold and profits rose fivefold. Semco was also one of the most sought after Brazilian companies as far as employment was concerned. Turnover among its 3,000 employees was about 1% during the period 1994 to 2004. Repeat customers accounted for around 80% of Semcos 2003 annual revenues. The culture at Semco was unique in the sense that there were no power-packed job titles; employees including top managers themselves did the photocopying, sent faxes, typed letters, and made and received phone calls. There were no executive din ing rooms, and parking was strictly first-come, first-served. Organizational profits were shared with the employees and the salaries were set by the employees themselves. Behind this maverick organization was Ricardo Semler (Semler), the CEO of the company who referred to himself as the Chief Enzyme Officer Wrote Semler, If you ask me to describe it in conventional business terms, Id have to admit I have no idea what business Semco is in. For years, I have resisted defining Semco for a simple reason: once you say what business youre in, you create boundaries for your employees, you restrict their thinking and give them a reason to ignore new opportunities. Semlers way of thinking resulted in an organisation which had no conventional structure, no organisational chart; no fixed CEO, no VPs, CFOs, COOs or CIOs. There was no long term strategic business plans, no career plans, no job descriptions or dress codes for the employees. Some of the important organisational decisions like relocating a unit or acquiring a company were taken on the basis of employees votes. History Semlers father, Antionio Curt Semler, an Austrian-born engineer, migrated to Argentina in1937. A visit to Brazil in 1952 prompted him to think about the prospects a vast, undeveloped country like Brazil presented. During this time, he was working on a centrifuge technology capable of separating oil from vegetables. With an urge to start his own business, he selected the city of Sao Paulo to start his venture, Semco, a contraction of Semler Co, in 1953. Soon after, he obtained a patent for his technology. Through the 1960s and 1970s, Semco was mainly a manufacturer of marine pumps. In the late1960s, ninety percent of the sales of Semco were to the Brazilian shipbuilding industry. Semco was a hierarchical organization with twelve layers of management. According to a Fortune article, Fear was the governing principle. Guards patrolled the factory floor, timed peoples trips to the bathroom, and frisked workers as they left the plant. Anyone unlucky enough to break a piece of equipment wo uld replace it out of his own pocket.According to Semler it was a company with a pyramidal structure and a rule for every contingency. Enter Semler In 1980, at the age of 21, Semler took over as the CEO of Semco. Semlers views on running the company were completely different from those of his father. He felt that the company in its existing form was too rigid. He wanted to replace the old way of doing business and planning with a participatory style of management. But the old guard at Semco was not open to this, with the result that Semler fired two thirds of the top management. Semler started out with a functional organizational structure at Semco. Under this structure, decision-making took a long time and each department took independent decisions that sometimes were not in the interests of other departments. Then, the company shifted to a matrix structure. But, unhappy with its effectiveness, Semler changed the structure of the organization once again. New Organization Structure: From Pyramid to circle Though the company worked on the principle of no Organization structure but it actually had was a very flexible organization structure in the form of 3 concentric circles and few triangles floated in it. The smaller innermost circle would include team of a dozen people the eqivalent of VPs and above Second circle would include the 7- 1o leaders of SEMCOs business units and be called partners. Last immense circles would hold virtually everyone else at Semco machine operators, cafeteria workers, janitors, salesman, security guards and so on. They will be called associates The triangles- They will be distributed around the big circle each enclosing a single person we would call a coordinator. These people would comprise the first crucial level of Management A the marketing,sales and production supervisors, the engineering and assembly area foreman, anyone who had a basic leadership role in our old system. Organizational Culture The replication of business units into smaller units as and when the need arose created units small enough to operate with a commonly shared set of values, philosophy and culture. The organization was bound together by the three interdependent core values: Employee Participation, Profit Sharing and Free Flow of Information. These three values stemmed from the belief that participation in design and implementation of work procedures would give employees control over their work; profit sharing would bring in a sense of ownership; and the availability of information as and when needed would help the employees understand to improve their work practices continuously Leadership and Change Management Semler can be credited with sustaining the radical changes at Semco. He nurtured changes that might have been viewed as taking away his power and authority. He created an empowered environment where employees could innovate continuously. An idea he generated would later permeate to the whole work force. For example, after seeing a company order file cabinets worth $50,000, which were meant only to keep documents which were hardly ever referred to, Semler said that every person in the company should clear his own file cabinets of documen

HRM For Hospitality And Tourism Industries

HRM For Hospitality And Tourism Industries Introduction  · Human resource management (HRM) is the tactical and logical approach to the management of an organizations most esteemed property the people working there who independently and together contribute to the achievement of the objectives of the business.  · All methods and functions concerning the recruitment and development of personnel as human resources, with the aim of efficiency and greater output in a company, government administration, or other organization  · Human resource management (HRM) is the perceptive and application of the policy and procedures that directly involve the people working within the task team and working group. These policies include recruitment, maintenance, repayment, personal development, training and career development.  · is the effective use of human resources in order to improve managerial performance.  · The management of the workforce of a business to ensure satisfactory staff levels with the right skills, properly satisfied and motivated.  · Staffing function of the business. It includes the activities of human resources planning, recruitment, orientation, selection, , training, performance, payment, appraisal and safety. What is HRM? Human Resource Management (HRM) is a way of management that links people-related behavior to the tactic of a business or organization. HRM is often referred to as strategic HRM. It has numerous goals: To meet the needs of the business and management (rather than serve the interests of employees); To bond human resource strategies / policies to the company goals and objectives; To find ways for human resources to add value to an industry; To help a business gain the obligation of employees to its values, goals and objectives Human Resource Management for the Hospitality and Tourism Industries This takes an incorporated look at HRM policies and practices in the tourism and hospitality industries. Utilizing existing human resource management (HRM) theory and carry out, it contextualizes it to the tourism and hospitality industries by looking at the specific employment practices of these industries, such as how to manage tour reps or working in the airline industry. It initially sets the picture with a open review of the facts of HRM practice within the tourism and hospitality industries. Having identified the broader picture, the text then begin to focus much more plainly on a variety of HR policies and practices such as: Recruitment and selection: the effects of ICT, skills required specific for the industry and the nature of advertising Legislation and identical opportunities: illegal intolerance and managing assortment Staff health and welfare: aggression in the workplace, working time orders, smoking and alcohol and drug misuse wage strategies in the industry Human Resource Management for the Hospitality and Tourism Industries will be illustrated throughout with both examples of best practice for dictatorial training and discussion, and international case studies to put into effect problem solving techniques and contextualize learning. It incorporates a user friendly design and includes educational features such as: chapter outlines and objectives, HRM in practice The nature of HRM in hospitality and tourism; executive culture and the search for service quality; Labor markets; staffing and selection; equivalent Opportunities; Training and improvement; Staff health and welfare; Employee relations, involvement and participation; Performance management; compensation strategies in hospitality and tourism; Disciplinary and complaint procedures. Development in HRM in hospitality and tourism It is common knowledge that the performance of human resource management ( HRM ) is established in most organizations ranging from small- to medium- to large-scale corporations. The current-day human resource ( HR ) manager has direct control on the strategic direction and judgment of both private and public sector organizations. Tourism is the broad umbrella that drives related indicators within local and national economies. Hospitality organizations are motivated by public and private sector tourism policies and practices. The increase of telecommunication technologies along with the development of multinational hospitality organizations has generated an understanding of tourism policies on a global level. Sustainable tourism is a long-term mutual systems approach to establishing and maintaining pleasant-sounding relationships among hospitality/travel-related organizations and the social, cultural and environmental aspects associated with tourist destinations. While the process of sustainable tourism involves the establishment and maintenance of harmonious relationships, the goal is the creation of continued possibility and development of tourism-related entities. Proponents of sustainable tourism slot in in a process of creating a mutually favorable balance between the microenvironment (social, cultural and environmental aspects) and the microenvironment (internal workings of a specific organization). The objective of this process is the institutionalization of the tourism industry as a contributor to the sociocultural welfare and development of each and every destination. In essence, this aim seeks what might be called a triple win outcome. Successful sustainable tourism initiatives result in positive outcomes for consumers (guests, travelers and customers), organizations (commercial enterprises) as well as the society (indigenous people and cultures). But how does the practice of hospitality human resource management fit into this picture? CAREER PATHS As part of the commitment to the social environment of the community, human resource practitioners in sustainable tourism-based organizations must agree on the career goals and desires of host country citizens. While certain individuals will exist who do not possess progressive career aspirations, there will be others who will view the organization as a means to pursue professional development activities. For this reason, job design processes should provide a clear snapshot of knowledge, skills, abilities and attitudes for every position within the organization through job descriptions and job specifications. The job descriptions and job specifications provide foundational information to track logical paths of career progression among the many disciplines found within the operations and administrative areas of a medium-to-large hospitality enterprise. Once these paths are discovered, human resource practitioners may engage in career counseling activities aimed at communicating activities to attain the necessary job requirements for internal promotions. Human resource practitioners may choose to take this one step further through formal succession planning programs coupled with training development activities. Many cases of global expansion within hospitality organizations include the placement of expatriate managers from home nations into positions at host country locations. STO strategies might be aimed at the temporary placement of such individuals until citizens of the host nation are adequately prepared to assume senior management positions. An advantage to this strategy would be the assimilation into the mainstream culture of the host nation by establishing a representation of senior management positions that are held by qualified host nationals. PROPORTION OF LOCAL STAFF MEMBERS It makes good business sense for human resource practitioners to scan the external environment of the host nation to determine the statistical representation of various groups of individuals by ethnicity, age, sex, race, national origin and in some cases religion. Once the demographics for the locale are discovered, the human resource manager would enact strategies aimed at a statistical representation within the organization that is somewhat similar to those evident within the region. Some reactive hospitality organizations might claim to have sufficient numbers of represented groups within their companies. Upon further inspection, however, it could be determined that the representation exists exclusively for lower-level position holders.   OPTIONS AVAILABLE TO HR MANAGERS TO IMPROVE THEIR RELATIONSHIP WITH THEIR STAFF Career options: Human Resource Management human Resource Management professionals are employed in medium large enterprises across all sectors of the workplace. The Australian Human Resources Institute defines the diverse roles of human resource practitioners as follows: They provide a support service and serve as technical advisers to line managers on issues such as recruitment, training and safety. They play an important role in defining the personnel policies that guarantee fair treatment of all employees, recognition of staff needs and democratic organization. They serve an audit role ensuring that managerial decisions agree with the personnel policies and are consistent across the organization. They explore ways of improving employee productivity and satisfaction, and keep managers informed about changes in employment legislation. They manage changing business processes brought about by a dynamic business environment, for example business restructures. They provide an ethical and legal understanding of the frameworks required for managing people in various types of business. Senior HR managers provide strategic input into the decision-making processes within their organizations. They build the corporate wisdom of their organizations through staff development and managing human resource information systems. They assist the organization to be customer focused by aligning the needs and requirements of the employees with those of the customers. In addition to knowledge and skills directly related to your program of study, you have also developed a range of other skills (e.g. teamwork, analytical, communication) through academic study, employment, voluntary work, sporting activities and life experience. These are often referred to as transferable skills because they can be utilized in different environments. Recognizing the value employers place on these skills is an important factor in your graduate job search. Positions and employers Many graduate employers recruit from a wide range of disciplines. The major directory of graduate recruitment in Australia, Graduate Opportunities, lists employers by the disciplines from which they are recruiting. You might be surprised by the range of employers recruiting from your degree and the sectors of the workplace where you might establish a career. Synopsis Human Resource Management is very important in business management. Management is an organizational function, like sales, marketing or finance. It doesnt necessarily mean managing people. We can manage ourselves or the material assigned to us at work. If you managed a project very well on your own, it would mean that you did the job in a well-organized, efficient manner, making good use of all resources at your disposal. Human resource management is fundamentally about ensuring that the right person with the right personality, knowledge base and skill set is best matched for a particular role within the company. Human resources professionals may also be responsible for organizing training needs, advertising vacancies, interviewing, selection, aptitude testing and disciplinary procedures in the event that an employee is not meeting expectations. When the company expands, production and cost management is very important to the existence of organization when considering about more profit, the executive level has to manage variety of resources of the organization. To have a efficient use of the physical resources of the organization, there should be a proper control of staff management. Thats what we call Human Resources Management.

The Book of Genesis Essay -- Bible Religion Papers

The Book of Genesis Genesis tells us that; in the beginning, God created the heavens, separated light from dark, and gave earth life. God also created two trees in the Garden of Eden. One was the â€Å"tree of life† and the other was the â€Å"tree of the knowledge of good and evil.† Adam was given life for the first time, and as a special gift, God created Eve. Moreover, God gave mankind freewill, allowing them to do whatever they pleased, so although God had forbidden Adam and Eve to touch the tree of knowledge of good and evil, He knew that it was their own choice whether or not to obey Him. In the story of the First Sin we see this first sign of LUST. lust n. Intense or unrestrained sexual craving. An overwhelming desire or craving: a lust for power. Intense eagerness or enthusiasm: a lust for life. The crafty serpent convinced Eve into eating the forbidden fruit by telling her, â€Å"You will not die; for God knows that when you eat of it your eyes will be opened, and you will be like God, knowing good and evil† (Genesis 3.4). Eve was curious to know what this â€Å"evil† was, and hence she lusted for knowledge to be powerful like the almighty God. Eve took her chances and put her faith in the serpent and not the Lord. After she ate the forbidden fruit, she offered it to her husband who was also curious as to what it would do to them. Now the Lord came down to confront Adam, and for the first time, Adam was afraid and hid. They were punished accordingly and now had to live knowing the darker half to life -- evil. wrath n. Forceful, often vindictive anger. Punishment or vengeance as a manifestation of anger. Divine retribution for sin... ... because he was Jacob’s favorite son. envy n. A feeling of discontent and resentment aroused by and in conjunction with desire for the possessions or qualities of another. Anyone would have loved to take his place, but there was no separating Joseph from his father. The envious brothers got together and conspired to kill him, but instead ended up selling their youngest sibling to slavery. In the end, Joseph prospered while all the others ended up where they started; envying their brother. As you can see, the original examples of each of the Deadly Sins are present in Genesis. From the beginning, we read about Lust in the story of Adam and Eve and end up with a story about Envy in Joseph and his brothers. Today, modern day people have to deal with choices between good and evil just like the times of Adam and Eve.

Johann Sebastian Bach Essay -- essays research papers

JOHANN SEBASTIAN BACH   Ã‚  Ã‚  Ã‚  Ã‚  Johann Sebastian Bach was born in 1685 in the town of Thuringia, Germany where he was raised and spent most of his life. Due to a shortage of expenses, he was confined to a very limited geographical space, as was his career. This greatly affected his, in that his music was not as widley known as other composers of the time. On traveling he never went farther north than Hamburg or farther south than Carlsbad. To look back on the life of Bach many have referred to him as â€Å"one of the greatest and most productive geniuses in the history of Western music†, particularly of the baroque era.   Ã‚  Ã‚  Ã‚  Ã‚  Born to a family that produced at least 53 prominent musicians within seven generations, Bach received his first musical instrument from his father. Johann studied music with his father until his father’s death in 1695, at which point he moved to Ohrdruf to study with his brother, Johann Christoph. In the early 1700’s Bach began working as a chorister at a church in Luneburg. In 1703, he became a violinist in the chamber orchestra of Prince Johann Ernst of Weimar, but later that year he moved to Arnstadt where he became church organist.   Ã‚  Ã‚  Ã‚  Ã‚  In 1705, Bach took a one month leave to study with the renowned Danish-born German organist and composer Dietrich Buxtehude who was staying in Lubeck. Later, Buxtehude’s organ music would greatly influence that of Johann Sebastian Bach. Bach’s stay was so rewarding that he overstayed his leave by two months to be greatly criticized for his breach of contract by the church authorities. Fortunately, Bach was too highly respected to be dismissed from his position.   Ã‚  Ã‚  Ã‚  Ã‚   In 1707, Bach married his second cousin, Maria Barbara Bach, he also moved to Mulhausen as organist for a church there, but, 1708 brought him back toWeimer. He came back as an organist and violinist at the court of Duke Wilhelm Ernst, where he stayed for the following nine years to become concertmaster of the court orchestra in 1714. In Weimer he composed about 30 cantatas, including his well-known funeral cantata â€Å"God’s time is the best†, and also wrote organ and harpsichord works. Bach also began traveling throughout Germany as an organ virtuoso and a consultant to organ builders.   Ã‚  Ã‚  Ã‚  Ã‚  ... ...sical equivalents of verbal ideas, such as an undulating melody to represent the sea, of a canon to describe the Christians following Jesus.   Ã‚  Ã‚  Ã‚  Ã‚  Bach’s ability to assess and exploit the media, styles and genre of his day enabled him to achieve many remarkable transfers of idiom. For instance, he could take an Italian ensemble composition, such as a violin concerto, and transform it into a convincing work for a single instrument, the harpsichord. By devising intricate melodic lines, he could convey the complex texture of a multivoiced fugue on a single-melody instrument , such as the violin or cello.   Ã‚  Ã‚  Ã‚  Ã‚  The controversial rhythms and sparse textures of operatic recitatives can be found in some of his own works for solo keyboard. Technical facility alone of course was not the source of some of Bach’s greatness. It is the expressiveness of his music, particularly as manifested in the vocal works, that conveys his humanity and touches listeners everywhere. That is why Johann Sebastian Bach was considered one of the greatest musical composers, but more specifically one of the greatest baroque composers of all time.

Patient Care

â€Å"I expect to pass through life but once. If therefore, there be any kindness I can show, or any good thing I can do to any fellow being, let me do it now, and not defer or neglect it, as I shall not pass this way again. † William Penn (1644-1718) There are many ways to define patient care in my own words. Doing my job to the best of my ability not only for myself but the patients that are in my care is of the utmost importance.My dedication to my work is defined by my ability to communicate effectively, actively listen, treat the patient with respect, respect their autonomy and take part in the environment I provide care in. By defining my personal point of view on what good patient care is I am setting my own standards to which I will strive to achieve in work and in life. Communication is in my opinion is the most important thing I can do to provide quality patient care. Being an effective communicator has many aspects to it.One is to help the patient feel like a human and not another test or number. Calling the patient by their name. Always talk directly to the patient and not â€Å"about† the patient. Give appropriate explanations about the procedure and explain what will be happening before, during and after the procedure. Answer any questions to the best of my ability and provide answers or solutions to ones I may not be able to answer, Follow up. Communication is not just speaking but actively listening, is not only verbal but also physical.Looking someone in the eye when engaging in conversation is a great way to show you are listening. Hearing a patients worries and concerns and maintaining a calm composed presence can help ease their fears. Not taking a patients anger personally. I know that they do not want to be where they are and probably have many concerns. It is my job to be professional and not react to someone who may be rude or angry due to circumstances that have nothing to do with me. Practicing patience is an important sk ill to develop and hone in the health care field.Involving a family member or whomever the patient may have brought for support is a good idea. Asking the patient if they would like that person or family member to be in the room during the procedure is a great way to relieve any stress they may have going in. Taking the time to listen and hear the patient while having understanding even in the most undesirable situations is my job as a health care worker. Another Important aspect is my dedication to my work. Making sure my room is clean and organized. Ensuring that every piece of equipment in my care is clean and working properly.Ensuring the patient is covered and offering a blanket in a cold exam room is one way to make them feel comfortable. Offering a glass of water if a patient is thirsty. Whatever I am able to provide to make the patient more at ease I will. A reassuring smile and a squeeze of the hand may be all they need. Lastly Respect. To respect a patient concerns, questi ons, family, morals, values and religion is important to providing a quality of care that truly puts the patient first. Patient care has many different definitions, not one answer is wrong or more right than another.It is important to consider what it means to me as an individual, as well as an employee that represents where I work and to take responsibility for creating a good patient care atmosphere. Patient care to me is always putting the patient first. The patients’ needs, concerns and autonomy all have to be respected. I can only hope that in my time as an ultra sound technician that I can provide the quality patient care that I would want given to my family or myself. As Mr. Penn said, be kind and do good things because we only get one chance.

Google’s Organizational Culture

European University – MBA Management Skills – Group A Case Study 1: â€Å"Google† 23 October 2009 Marion Gruber Reinis Onuzans Steven Teves Jessica Wernett Table of Contents 1 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 2 Google’s future growth†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 2. 1 Organizational Culture: Facilitating Aspects†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 2. 2 Organizational Culture: Constraining Aspects†¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦6 3 Recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 4 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 5 Table of Figures†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 1 Introduction Reading the case study â€Å"Google’s HR Dilemma† by Mridu Verma, we have gained some knowledge about Google’s success story. Within 11 years the company has grown to a global enterprise employing around 20,000 people. Nowadays Google is not associated just with search service. it is also known for working in advertising, publishing, software and Gmail. Google has bought many companies, the best known is YouTube. In the 11 years time the company is running successfully with growing revenue every year. Nothing seems to stop it, because of their power in the market. Furthermore Google has received many awards in ‘’Best Place to Work’’ and has always been known for satisfied and motivated employees. This is attracting new professionals with a high potential, therefore Google is likely to expand and develop new ideas. The case study reveals Google’s organizational culture and structure. It is very unusual, however it proves to work. Case study tells how they provide positive work environment, what kind of people are hired and how Google plan their innovations. The main concern is if they can grow and still be successful with present structure in the company. Everything needs to be changed from time to time in order to maintain achievements. Our report is going to look at how organizational structure will be affected by Google’s presumable growth. We will discuss if any variations should be made, and if the company’s culture will assist or not in its potential growth. Each of us has an opinion whether of not something needs to be changed to improve Google’s future prospects. However all of us believe that some changes should take place. Therefore, we have come up with several suggestions. Google’s future growth To what extend is their organizational culture going to facilitate/constrain their future growth? Corporate Culture is defined as „A blend of values, beliefs, taboos, symbols, rituals and myths all companies develop over time†[1]. Google’s organizational culture has gone through a couple of changes. According to an article from â€Å"The Economist†, Google has a product developm ent system that was working in an informal way, which was working fine when Google was still in the beginning phase of what it has become oday. â€Å"But now that it is a giant with 20,000 employees, the firm risks stifling potential money-spinners with a burgeoning bureaucracy†. [2] So is their way of operating still applicable when the corporation is expanding at this rate? Let us identify the pro’s and cons if Google sticks to its organizational culture as it is. 2. 1 Organizational Culture: Facilitating Aspects The case study has informed us that all engineers are given twenty percent of their time to work on their own ideas. The organizational culture has been working very well over the last years where employees’ morale has been uplifted and gave them flexibility which always resulted positively. We have taken the liberty to compare Google’s current organizational culture with Mr. Abraham Maslow’s principles of human needs, to identify the positive aspects of Google’s work environment as it is. [pic] Figure 1: Maslow’s Hierarchy of Needs Source; http://stanleybronstein. com/blog/maslow. jpg Basic needs such as the physiological and safety, should be assured in every company to ensure the minimum level of motivation an satisfaction of employees. Nevertheless, Google’s human resource management and organizational culture try to encourage their workforce to achieve the next level of needs. The Love/Belonging needs could be enabled through their activity facilities and generous dining area so employees from different departments can exchange their ideas and talk about their work or private life. Maslow has identified that the need of self-esteem and confidence are very important for a person after obtaining the first three needs of its Hierarchy. One of the elements that builds up esteem is the recruitment process that Google executes. Due to this very unique process which includes several tough steps of selection procedures, people who have made it through felt a self fulfilling emotion of achievement. Finally, and probably one of the most important steps in the hierarchy is self-actualization. Google’s corporate culture enables its employees to be creative and independent, therefore allowing more flexibility which increases self-actualization. In short, Google Inc. definitely meets the standards that Maslow set out for the hierarchy of human needs. The way Google’s organizational culture has operated for the last years seemed to have worked just fine, and some might argue that having the attitude of a ‘start-up’ business within a giant corporation could be the reason for all the success. Should the organizational culture keep its structure and identity as it is? 2. 2 Organizational Culture: Constraining Aspects Despite the organizational culture’s positive aspects, analysts fear that this way of structure will soon face its limit if Google keeps expanding at this exponential growth rate. From an external point of view, Google is kind of following the life cycle Microsoft has experienced when they were getting bigger and bigger. During the 80’s and 90’s, Microsoft became dominant in its field of goods and products and were accused by rivals for acting like a monopoly. No anti-trust bodies are on Google’s doorstep yet and surveys have shown that Google has the goodwill for its customers. Nevertheless Greg Sterling, head of a research agency specializing in internet companies claims, Google has an image problem. He states: ‘In the industry, around Wall Street and in Silicon Valley, there is a perception that Google is the Microsoft of the internet. It has to do with power, of course. In simple terms, Google has become a victim of its own success. ‘[3] Internally, the Google corporation is about to suffer as well. Their ‘small business' style of operating gets in the way when the company is expanding at this growth rate. Because the company has more than 20,000 people now the efficiency in work as well as the innovative product launching is more difficult to control in this work format. Because of this lack of control, employee dissatisfaction has slowly arisen and is growing throughout the Google industry. Former employees have said that they feel „disposable and easily replaced by their managersâ€Å". [4] When you change the flexible organizational structure into a more controlled work environment, you might risk employees disagreeing with the sudden change in management style and as a consequence creativity, motivation and morale will decrease. Brockett (2008) quotes that there is no specific talent programme at Google. But they have difficulties in motivating their programmers to take over managing functions. Since they love their job so much they are not very willing to spent time on managing others. [5] Product manager Robert Kniaz stated „it has become harder to keep the same level of excitement you had when it’s you and your friends working late at nightâ€Å". Even though they have a team that’s developing policies for Google to be run as a corporation instead of a small business, Google fears that these policies might take away the creativity as well as the flexibility from the employee. [6] Google’s organizational culture has to adapt to the company’s growth. Yet, changing a pattern is difficult and could raise issues. 3 Recommendations The nature of Google’s mission combined with their organizational culture makes expansion rather inevitable. We do not believe Google’s successful track record of increasing net earnings each year and the stimulated self-directed employees are just a coincidence. Our opinion and recommendation is based on our belief that Google’s unique corporate culture clearly affects the financial success of the corporation, but as expansion takes over there are necessary changes Google must make to ensure continual success. Our recommendation is as follows: Google should introduce a bureaucratic system of communication while maintaining their underlying values of universalism, stimulation, and self-direction. Prior to 2005, Google had been rightfully criticized for being arrogant and disorganized, but as Google expanded it did become more structured[7]. During this structural change, Google sustained its ‘small business’ attitude (small teams, open communication policy, informal atmosphere, and idea sharing). Now, four years later and nearly 15,000 more employees, Google is losing their ‘small business’ mentality. As the business grows, so do the complexities. Complexities always add an element of difficulty and involvedness, which makes the need for clear and cut bureaucratic organization and communication system deemed very necessary. Team Leaders To keep teams working efficiently internally and externally we recommend Google to institute a ‘team leader’ into each team. This person is someone who is already part of the team and exhibits superior organizational and management skills. This person will serve as a liaison between the team and the team’s project manager. The team leader will ensure short-term goals and deadlines are being met. Progress reports Once per week, team members will answer a series of questions pertaining to the specifics of what they have accomplished in the past week. This is to ensure there is no overlap or communication gap in current projects. The team leader will analyze each document and valid elements will then be brought to the attention of the project manager. This step is to ensure important but possibility over sighted details to not get left out when the project managers have meetings. Progress reports will aid in catching the good idea and catching the ideas to drop before too many resources have been poured into them. Since Google is comprised of so many creative and innovative people, many bureaucratic systems get pushed to the way side because they are seen as inhibitors. A bureaucratic system of communication will increase efficiency with the company while still being able to hold true to it core value system. 4 References †¢ [email  protected] â€Å"Term definition: Corporate Culture† Entrepreneur. com,  ©2009 †¢ [email  protected] â€Å"Creative Tension† The Economist, September 17, 2009 †¢ [email  protected] WACHMAN, R. â€Å"Google's expansion is coming at a price: it's losing its popularity†, The Observer 25th March 2007 †¢ [email  protected] MONTALBANO, E. , â€Å"Growing pains for Google†, Computerworld 20th October 2008 †¢ [email  protected] MONTALBANO, E. , â€Å"Growing pains for Googl e†, Computerworld 20th October 2008 †¢ [email  protected] MRIDU, V. , 2006. â€Å"Google’s HR Dilemma†, ICFAI Business School, Pune, Pg. 5 †¢ [email  protected] BROCKETT, J. , 2008. Finders keepers, People Management magazine, published 18 September 2008 5 Table of Figures Figure 1: Maslow’s Hierarchy of Needs,†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 ———————– 1] â€Å"Term definition: Corporate Culture† Entrepreneur. com,  ©2009 [2] â€Å"Creative Tension† The Economist September 17, 2009 [3] Wachman, Richard, â€Å"Google's expansion is coming at a price: it's losing its popularity†, The Observer 25th March 2007 [4] Montalbano, Elizabeth, â€Å"Growing pains for Google†, Computerworld 20th October 2008 [5] Brockett, J. , 2008. Finders keepers, People Management magazine, publish ed 18 Sept. 2008 [6] Montalbano, Elizabeth, â€Å"Growing pains for Google†, Computerworld 20th October 2008 [7] Mridu Verma â€Å"Google’s HR Dilemma† 2006, ICFAI Business School, Pune, Pg. 5