The Army As A Profession

The Army is a great profession were many individuals come together and make the impossible happen. This institution has to overcome more obstacles then most average career paths will take you. The only way these thing have happened and will continue to happen is through discipline, leadership, training and mentorship. The army is always changing at a fast rate of speed and without these elements the profession of arms will fall apart. After over a decade of war the army is changing again and as members of this profession it’s our duty to strive to be the best not only for the immediate goals but for the long term future of the Army.There are billboards, signs, commercials all over the country portraying the Army as a great profession. Most civilians from every walk of life see something they can count on, want to be like when they grow up, or protect them when danger is knocking on our door step. The perception the people have of the army affects the future of this grand organ ization in ways such as who would be the next generation of soldiers that would volunteer to how soldiers are treated by the rest of the people he/she has sacrifices so much for.The Army is a profession first and foremost. The unique thing about the army is that it takes extra skills to be a professional. Not only do you have to know your job, be tactically proficient, but also continue the path of professional growth through civilian education or training to raise your knowledge in the world around you. It is the responsibility of every leader and soldier to strive for the total soldier concept. With all of the frequent and multiple deployments there have been assed stresses to the soldiers’ families and communities.Because of the war there are many who feel that the standards within the army have fallen from what they once were. But the question what has happened to this profession and what do we do to correct it. To achieve the total soldier concept, there has to be an und erstanding of what it is to be a real professional and fulfill the duties they raised their right hand and vowed to do. In order for the army to grow as a profession of arms and keep a positive light on it needs discipline, leadership, training and mentorship. All of these things play a role in the total soldier concept.As the army changes with the times no longer is the total soldier concept just learning your MOS being good at PT, and qualify with a weapon. Now if you don’t strive to better yourself with education and schools you will not be able to progress with promotion and then you will have to get out the army. In order for the Army to grow as a profession of arms and keep it image positive, there are some key areas every soldier has to work on to achieve the total soldier concept. Discipline, leadership, training, mentorship must stay continuous in the work environment as well as off duty.Soldiers must also remain resilient when it comes to the mission and be able to adapt. Every soldier no matter what stage in there career should be working to better themselves in these key areas. Discipline is the building block for a soldier. Without it there would be no flow or organization within any unit echelon. Discipline is where the whole army seems to be falling short. General George S. Patton, Jr. stated â€Å"Discipline is based on pride in the Profession of Arms, on meticulous attention to details, and on mutual respect and confidence.Discipline must be a habit so engrained that it is stronger than the excitement of battle or the fear of death. † If the Army has discipline issues it will in turn have problems as a profession. Discipline has to be ingrained into the new soldiers from day one they join the army, but with all the changes the Army has taken a lot of the authority had been taken away from the instructors to help instill the necessary discipline levels needed in the army. The army is not a normal career. There may be doctors and l ayers within the ranks but they are all soldiers first.Soldiers are put in extreme situations that most career paths would not put you through. So it is imperative that the initial training is a through as it can be. Discipline doesn’t stop at initial training in fact the more discipline is needed the longer a soldier is in the army. The military is expected to be tougher, stronger, quick to react, physically fit individuals. But it all starts from the beginning transition from civilian to soldier with the follow through training to be disciplined as a soldier moves forward in his or her career.As discipline is the building block for a soldier, a soldier’s leadership are the tools used to achieve the building of the blocks. If a soldier doesn’t have a good leader how can that soldier ever develop to his full potential? Leaders train mentor motivate and lead soldiers on a daily basis. They need to be competent in not only there job but in soldiering as well. They need to be avid problem solvers and enginutive on how to accomplish the mission safely and in a timely manner. They should hold an atmosphere of authority around them and there subordinates should be able to trust and respect them.A lot of the newer leadership has not been around for a garrison army and may or may not be familiar with a lot of the cortices that the Army has strayed away from in the last decade due to the war. With all the constant deployments the main focus was on war time missions some of the total solder concept has been lost. As a result there are many Non-Commissioned Officers that are not as proficient as they should be. Being able to go to war isn’t the only thing an NCO has to be able to be. Training and mentoring is a never ending process.There is always something new to learn. There is always someone around who can teach a soldier no matter what the rank on a soldier’s chest might me. In this specific profession soldiers wont only be trained on their specific MOS’s or combat skills but on moral and ethical issues as well to improve the soldiers understanding of how to perform the job asked of them and how to present themselves. Again unlike other professions when this uniform is dawned the soldiers stops representing his or her self but now represents the Army and the United States of America.The Army is slowing down on its deployments so the focus on training has shifted and there are many who need to pay attention and learn so they will continue to be a valuable to the military. The Army is as fluid as a fiver and the soldiers in it need to be as fluid as well. It should be the goal of every soldier to mentor those who are below them to help create a better army, and to find a roll model to mentor them so they can achieve the higher levels they are striving for.As a hole the Army has succeeded in accomplishing all of its missions and tackled the obstacles it comes up against. So this is just one more obstacle t o overcome. Making things less stressful and more relaxed will make things worse for solders in general. Discipline has to be enforced to keep control of the mission and to prepare the Army for any future missions it comes up against. Training how we fight and how to present ourselves is the responsibility of every soldier.A leader mentors a subordinate and a senior leader mentors the leader so on and so forth so that there is always an endless cycle of learning and bring the Army into a greater profession. The Army is a career many people will never try and those that do are asked to give more than most other professions, but the difference is the soldiers on this profession represent something much greater than their job. They represent America and as a profession every effort has to be taken to keep America from becoming something other then great. The Army As A Profession The Army is a great profession were many individuals come together and make the impossible happen. This institution has to overcome more obstacles then most average career paths will take you. The only way these thing have happened and will continue to happen is through discipline, leadership, training and mentorship. The army is always changing at a fast rate of speed and without these elements the profession of arms will fall apart. After over a decade of war the army is changing again and as members of this profession it’s our duty to strive to be the best not only for the immediate goals but for the long term future of the Army.There are billboards, signs, commercials all over the country portraying the Army as a great profession. Most civilians from every walk of life see something they can count on, want to be like when they grow up, or protect them when danger is knocking on our door step. The perception the people have of the army affects the future of this grand organ ization in ways such as who would be the next generation of soldiers that would volunteer to how soldiers are treated by the rest of the people he/she has sacrifices so much for.The Army is a profession first and foremost. The unique thing about the army is that it takes extra skills to be a professional. Not only do you have to know your job, be tactically proficient, but also continue the path of professional growth through civilian education or training to raise your knowledge in the world around you. It is the responsibility of every leader and soldier to strive for the total soldier concept. With all of the frequent and multiple deployments there have been assed stresses to the soldiers’ families and communities.Because of the war there are many who feel that the standards within the army have fallen from what they once were. But the question what has happened to this profession and what do we do to correct it. To achieve the total soldier concept, there has to be an und erstanding of what it is to be a real professional and fulfill the duties they raised their right hand and vowed to do. In order for the army to grow as a profession of arms and keep a positive light on it needs discipline, leadership, training and mentorship. All of these things play a role in the total soldier concept.As the army changes with the times no longer is the total soldier concept just learning your MOS being good at PT, and qualify with a weapon. Now if you don’t strive to better yourself with education and schools you will not be able to progress with promotion and then you will have to get out the army. In order for the Army to grow as a profession of arms and keep it image positive, there are some key areas every soldier has to work on to achieve the total soldier concept. Discipline, leadership, training, mentorship must stay continuous in the work environment as well as off duty.Soldiers must also remain resilient when it comes to the mission and be able to adapt. Every soldier no matter what stage in there career should be working to better themselves in these key areas. Discipline is the building block for a soldier. Without it there would be no flow or organization within any unit echelon. Discipline is where the whole army seems to be falling short. General George S. Patton, Jr. stated â€Å"Discipline is based on pride in the Profession of Arms, on meticulous attention to details, and on mutual respect and confidence.Discipline must be a habit so engrained that it is stronger than the excitement of battle or the fear of death. † If the Army has discipline issues it will in turn have problems as a profession. Discipline has to be ingrained into the new soldiers from day one they join the army, but with all the changes the Army has taken a lot of the authority had been taken away from the instructors to help instill the necessary discipline levels needed in the army. The army is not a normal career. There may be doctors and l ayers within the ranks but they are all soldiers first.Soldiers are put in extreme situations that most career paths would not put you through. So it is imperative that the initial training is a through as it can be. Discipline doesn’t stop at initial training in fact the more discipline is needed the longer a soldier is in the army. The military is expected to be tougher, stronger, quick to react, physically fit individuals. But it all starts from the beginning transition from civilian to soldier with the follow through training to be disciplined as a soldier moves forward in his or her career.As discipline is the building block for a soldier, a soldier’s leadership are the tools used to achieve the building of the blocks. If a soldier doesn’t have a good leader how can that soldier ever develop to his full potential? Leaders train mentor motivate and lead soldiers on a daily basis. They need to be competent in not only there job but in soldiering as well. They need to be avid problem solvers and enginutive on how to accomplish the mission safely and in a timely manner. They should hold an atmosphere of authority around them and there subordinates should be able to trust and respect them.A lot of the newer leadership has not been around for a garrison army and may or may not be familiar with a lot of the cortices that the Army has strayed away from in the last decade due to the war. With all the constant deployments the main focus was on war time missions some of the total solder concept has been lost. As a result there are many Non-Commissioned Officers that are not as proficient as they should be. Being able to go to war isn’t the only thing an NCO has to be able to be. Training and mentoring is a never ending process.There is always something new to learn. There is always someone around who can teach a soldier no matter what the rank on a soldier’s chest might me. In this specific profession soldiers wont only be trained on their specific MOS’s or combat skills but on moral and ethical issues as well to improve the soldiers understanding of how to perform the job asked of them and how to present themselves. Again unlike other professions when this uniform is dawned the soldiers stops representing his or her self but now represents the Army and the United States of America.The Army is slowing down on its deployments so the focus on training has shifted and there are many who need to pay attention and learn so they will continue to be a valuable to the military. The Army is as fluid as a fiver and the soldiers in it need to be as fluid as well. It should be the goal of every soldier to mentor those who are below them to help create a better army, and to find a roll model to mentor them so they can achieve the higher levels they are striving for.As a hole the Army has succeeded in accomplishing all of its missions and tackled the obstacles it comes up against. So this is just one more obstacle t o overcome. Making things less stressful and more relaxed will make things worse for solders in general. Discipline has to be enforced to keep control of the mission and to prepare the Army for any future missions it comes up against. Training how we fight and how to present ourselves is the responsibility of every soldier.A leader mentors a subordinate and a senior leader mentors the leader so on and so forth so that there is always an endless cycle of learning and bring the Army into a greater profession. The Army is a career many people will never try and those that do are asked to give more than most other professions, but the difference is the soldiers on this profession represent something much greater than their job. They represent America and as a profession every effort has to be taken to keep America from becoming something other then great.

Charecteristics of Effective Team

TEAMWORK in Cooperative Extension Programs Home Go To Page†¦ Acknowledgements This booklet has been prepared as part of a national project on â€Å"Teamwork in Cooperative Extension Programs. † The project was conducted by the Division of Program and Staff Development, University of Wisconsin-Extension, under a grant from the ECOP 4-H Subcommittee's Standing Committee on Staff Development. As authors, we wish to express appreciation to those who have offered support and valuable insights by serving as consultants for the project-especially our colleagues in Wisconsin, Virginia and Iowa; graduate students-Deb Russler and Linda Parker; Dr.John Banning and Dr. Scott Soder. A special ‘thank you' is extended to the many Extension agents across the country who attended the Regional Association Presidents' Workshops, 1980. Their reactions to draft materials and suggestions for further project development were most encouraging and helpful. Terry L. Gibson Jeanne Moore E. J. Lueder September, 1980 University of Wisconsin-Extension, Gale L. VandeBerg, Director, in Cooperation with the United States Department of Agriculture publishes this information to further the purpose of the May 8 and June 30, 1914 Acts of Congress and provides equal opportunity in employment and training.Home Home Go To Page†¦ Introduction This booklet is intended specifically for use by County Extension professionals including secretarial staff, but is appropriate for all individuals interested in strengthening their Extension teamwork relationships (4-H committees, home economics committees, Agricultural Extension councils, advisory groups, area/state or national staff, etc. ). Although many examples of positive teamwork relationships can be identified, there is always an opportunity for staff to improve their understanding of and support for a teamwork approach to programming.This booklet is designed to do just that. It is our hope that ideas and activity suggestions prese nted will promote and/or strengthen positive attitudes on your part toward team efforts in Extension programming. This booklet attempts to answer the following questions about teamwork, as well as suggest numerous activities that will help you begin to assess your attitudes and working relationships. This is however, just a beginning. Actual development of your teamwork skills will require additional time and effort, so we leave that up to you!Teamwork †¦ What Are Your Beliefs and Attitudes? Team Building Opinionaire — Provides the reader with an opportunity to become aware of his/her own attitudes and beliefs about teamwork Teamwork †¦ Why? Rationale for a Team Approach — Describes the importance of and need for teamwork in Extension Teamwork †¦ What Is It? Dimensions of Involvement — Defines teamwork as a continuum of alternative relationships among Extension professionals Home Home Go To Page†¦ Teamwork . . . What Influences It?Variables I n the Current Extension Situation That Influence Teamwork EffortsIdentifies organizational and individual variables in brief outline form, as cited from interviews with selected Extension personnel Factors That Promote and Hinder Working Relationships — Lists factors which Extension personnel feel promote or hinder positive working relationships Teamwork †¦ Is It Effective? Attributes of Ideal Teamwork Relationships — Describes characteristics and skills necessary for effective team relationships Team Building and Working in Groups-Offers a series of questions to guide a group in organizing for teamworkTeamwork †¦ How Does It Develop? Stages of Team Development — Explains seven stages through which staff units pass as they become effectively functioning teams Teamwork †¦ How Does Your Team Rate? Team Assessment Too/ — Series of 35 statements to help a group assess its teamwork relationships in seven key areas Home Home Go To Page†¦ Tea mwork †¦. What Are Your Beliefs and Attitudes? Let's begin by considering the most important element of teamwork-how you feel about it! Teamwork depends not only on your skills, but on your attitudes as well.Completing the following Team Building Opinionaire should help you become more aware of your own thoughts before looking at other ideas presented in this booklet. Team Building Opinionaire Instructions: Read each statement once. Indicate whether you agree (+) or disagree (-) with it. It should take you no more than 5- 10 minutes to complete this exercise. There are no right or wrong answers. If you wish, share and compare your answers with other team members. Try to arrive at a consensus with them on each statement. You may change the wording to aid such agreement, if you desire.Such an activity may initiate a â€Å"lively† discussion and help your team become openly aware of individual members' beliefs and attitudes. 1. Teamwork stifles creativity and individuality. 2. Members should be required to attend meetings to set team goals and discuss team problems. 3. Personal goals can be accomplished through teamwork. 4. It is sometimes necessary to ignore the feelings of others in order to reach a team decision. 5. In teamwork, conflict should always be avoided. 6. A silent member of the group is not interested in working as a team. 7. The person in the group with the highest status in the rganization should always take the leadership role. 8. In teamwork, it is important and necessary to allow time for discussion and agreement on operating procedures. 9. Every team member has a contribution to make toward the group task. 5 Home Home Go To Page†¦ 10. In teamwork, â€Å"majority rule† applies. 11. Teamwork always involves working toward a common goal. 12. A good team member provides emotional support to all other members. 13. Every team needs a leader/coordinator. 14. Teamwork accomplishes a task more effectively and efficiently than in dividual efforts. 15.Every team member should contribute equally toward accomplishing the task. 16. If a team fails to accomplish a task, it is the fault of the leader/coordinator. 17. A primary concern of all team members should be to establish an atmosphere where all feel free to express their opinions. 18. Final power in teamwork always rests with the leader/ coordinator. 19. There are often occasions when an individual who is part of the team should do what he/she thinks is right, regardless of what the team has decided to do. 20. All members must be committed to the team approach to accomplish the task.Teamwork †¦. Why? Rationale for a Team Approach Teams are a part of everyone's life. You're a member of a family team, an Extension staff team, church, school, and community teams. So it's appropriate that you understand how to function effectively as a team member. In Extension especially, there is a need for teamwork. Extension clientele are confronted with increasingly co mplex problems with many dimensions. For example, the energy problem has implications for Extension programming in agriculture, family living, community development and youth development programs for both rural and urban people.Home Home Go To Page†¦ The multi-dimensional and thus multi-discipline nature of many problems requires a team approach. This approach encourages you as staff with complementary skills and competencies, to coordinate your efforts. By establishing priorities, concentrating financial resources, and combining knowledge and expertise, you can have greater impact on serious problems through your program efforts. Such efforts can serve to 1) lighten your work load, 2) reduce duplication of efforts, and 3) produce a result greater than all of your separate efforts. Teamwork †¦.What Is It? In Extension programming, a variety of working relationships exist among staff. You might view these relationships as dimensions (levels) of involvement or as a continuum of relationships among agents. As you move along the continuum, the degree of communication, integration and commitment seems to increase. Greater interpersonal skills are necessary if you are to work together effectively at more complex levels. As your skills develop, more options become available to you regarding the dimension of involvement which you might select for any particular program effort.There is no intent to place a value judgment upon this continuum, but merely to suggest that alternative working relationships exist. Not all programs should be planned and conducted by the total county staff. Other options are available. Some programs may be more effective if planned by individuals, some may require the resources of several staff members, including state specialists and volunteers, and still others may be most effective if planned and conducted by the entire staff. These dimensions of involvement should be considered a part of our definition for teamwork.Too often we t hink Home Home Go To Page†¦ Home Home Go To Page†¦ of a team as a group (a collection of people) who interact to achieve a common goal, but an effective, well-functioning team is much more than this. Participants in an effective team care about the group's well-being. They skillfully combine appropriate individual talents with a positive team spirit to achieve results. Regardless of whether the program effort is that of an individual, several individuals or the entire county office unit, a climate of teamwork can exist. Viewing teamwork in this way encourages a broader nderstanding of the concept. It not only suggests that there are alternative working relationships for agents in their programming efforts, but that regardless of the approach selected, a climate of teamwork can be created. Can you identify dimensions of the continuum that you have used in your programming efforts? Are there some you have never considered? Are there some you might try? Teamwork †¦. What Influences It? As a part of this national project on teamwork, extensive interviews were conducted with selected Extension personnel to determine what influences their teamwork efforts. People nterviewed included district directors, state program leaders, state 4-H youth specialists, and county staff from both rural and urban situations in Iowa, North Dakota, Illinois, Minnesota, Michigan and Wisconsin, Virginia, and Canada. As a result of these interviews, the following variables were identified as elements that affect teamwork efforts. Although they have been separated into two general categories -organizational and individual –there are interrelationships among all the variables described. How do some of these variables affect your working relationships? Do they influence them positively or negatively?Home Home Go To Page†¦ Variables In the Current Extension Situation That Influence Teamwork Efforts A. Organizational 1. Approaches to programming-vary among program ar eas 2. Continuing professional development-philosophy of organization 3. Administrative support 4. Staff turnover 5. New staff orientation 6. Number of staff within working unit (team) B. Individual 1. Understanding of and commitment to a teamwork philosophy 2. Personalities and attitudes of agents 3. Climate of openness and communication 4. Procedural guidelines for staff functioning 5. Leadership and management skills within county off ice . Degree of familiarity with alternative approaches for effectively working and programming together 7. Perceptions of roles/responsibilities/functions among team members 8. Time available as a resource Home Home Go To Page†¦ Factors That Promote or Hinder Working Relationships Other factors also promote or hinder teamwork relation ships among Extension personnel. Perhaps they will help you begin to think more critically about your team. Factors that promote good working relationships †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Staff meetings-with agenda and sufficient time to discussJob descriptions with annual review Knowledge of others' job descriptions and responsibilities Common criteria for personnel evaluation Openness and willingness to communicate-listening Trust Loyalty Respect for others in spite of professional differences Courtesy Respect for professionalism regardless of person's sex, age, race Recognizing talents of the others Giving credit Recognizing a job well done Pride in work of total staff Understanding and supporting others' programs. Agreed upon priorities Coffee-making shared by everyone Shared coffee breaks Circulation of pertinent information Willingness to talk over problemsAdequate facilities and supplies Cooperation Sincere caring for others with a respect for privacy Constructive criticism Home Home Go To Page†¦ Factors that hinder good working relationships †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Lack of understanding of others' jobs and responsibilities Lack of concern about total staff efforts Disregard for feelings of others Unwillingness to compromise Poor communication Competition among staff for individual prestige and recognition Negative and destructive criticism No involvement in administrative decisions Lack of leadership Over- sensitivityLack of privacy Disregard for talents of others No job descriptions No opportunities for staff meetings Gossip, rumors Putting off decision making Inequities in facilities and supplies Lack of trust Negative and sarcastic remarks Lack of common goals and philosophy Disloyalty to staff and organization No evaluation and/or feedback from supervisors Limited understanding of total program Hol ding a grudge Poor job attitudes Uneven work loads Lack of confidence in fellow workers Prejudice, racism, sexism Home Home Go To Page†¦ Teamwork †¦. Is It Effective? In the literature on teamwork, the following factors are dentified as contributing to an effective teamwork approach. They provide the means for a team to begin to analyze its working relationship. Attributes of Ideal Teamwork Relationships †¢Participants believe in and are committed to the value of working together in a spirit of cooperation. †¢Team size is appropriate for effective communication (2-5 members are ideal, a group of 5-10 is workable, a group of 10-15 is difficult, and more than 15 may be impossible unless divided into subunits). †¢Participants understand the overall objectives of the organization and of the phase of the program each represents. Participants understand individual roles and responsibilities, as well as relationships to other staff members and to the total Extensio n program. †¢Participants take the time to establish and clarify guidelines and procedures for a working relationship; they are committed to making plans and achieving them. †¢Participants define and agree upon meaningful and measurable objectives that meet both group and personal needs; individuality and creativity are not stifled. †¢Someone within the group assumes leadership to coordinate each task or program effort. †¢Participants function well in a variety of roles (initiating, informing, ummarizing, mediating, encouraging) and know when appropriate roles are needed. †¢Participants know each other-are aware of each others' resources, skills and areas of expertise; they know what each can contribute to the group. †¢The group allows sufficient time for the teamwork effort. †¢The group places work orientation first, but allows social interaction, too. Home Home Go To Page†¦ †¢ Participants communicate openly and non-defensively; they li sten attentively. †¢ Participants respect and trust each other, have confidence in each others' abilities, and are supportive of one another. †¢Participants allow and encourage equal participation and sharing of ideas, including expression of dissenting views. †¢ Participants confront conflicts and problems; they use disagreement and conflict productively. †¢ Participants are skillful in decision- making, problem solving; decisions are understood and supported by all members of the team. These attributes are important regardless of the ‘dimension of involvement' described in our definition of teamwork. How many of these attributes describe your team? Are there some areas which need improvement? Extension structures and processes vary from state to state nd from county to county. There is no single definition for teamwork, nor is there one model or one best way for staff units to operate. Rather, it is the responsibility of each team to develop procedures an d approaches, based on the personalities, skills, and attitudes of individual members, as well as on the nature of the task to be accomplished. Perhaps the following questions will provide some beginning guidelines for establishing your team's working procedures: Home Home Go To Page†¦ Team Building and Working in Groups A. Belief in Teamwork Approach †¢ Do you believe in the value of working together in a eam effort? Do you believe that a team decision or product can be superior to the work of a single individual? Have you made a personal commitment to work with your colleagues in a team effort? Has the collection of individuals made a commitment to work together in a team? B. Size of Team †¢ Is your team small enough to make effective communication possible? A team of 2-5 is ideal, a group of 5-10 is workable, a group of 10-15 is difficult and more than 15 may be impossible. C. Resources Available †¢ Do you know every member of the group and what they can offer to the group? Are your expectations ccurate or have they been blinded by past experiences? Do you perceive certain individuals as playing only certain roles, having certain skills, and limited knowledge? †¢ Is the group a collection of individuals assembled because each member of the group has a different area of expertise? Is that expertise accepted by all members of the group? What are the areas of overlap and thus potential conflict in the areas of expertise? D. Organization for Task Accomplishment †¢ Does the team take time to establish ground rules for the operation of the team, or is the team anxious to get on with the task? Has the group agreed upon: – goals and objectives – individual and team timetable – procedures for establishing an agenda – priority of efforts – individual and team – methods of conflict resolution – length of meetings – location of meetings – allocation of resources – leader ship requirements Home Home Go To Page†¦ †¢ †¢ †¢ †¢ Does the group understand that any team usually goes through several stages of development before a team spirit emerges? Do you have enough time – realistic deadlines – to enable you to operate as a team? It takes time for a collection of individuals to become a team.Has the group designated a team leader? A group of peers can still benefit from a leader. The group can make more progress if they will let someone guide the efforts of the team. A group lacking a formal leader will usually waste much time in a struggle for power among group members. Does the group take minutes for the meeting? Are accurate notes kept to avoid losing group decisions? Do you proceed on the basis of specific conclusions and delegation of responsibilities rather than on the basis of general understandings? E. Maintaining the Team Effort †¢ †¢ †¢ Does the team have an open climate of trust and espect f or all group members and their ideas? Has the group achieved an appropriate balance between the requirement for group productivity (task) and the satisfaction of individual needs? Do people in the group avoid breaking into subgroups of trusted friends to share rumors, complain, or form alliances that will affect the productivity of the team? Home Home Go To Page†¦ †¢ †¢ Does the group concentrate on the mission of the team rather than spend all the time socializing? As a member of the team, do you assume a variety of roles? – Task Roles Initiating activity, seeking information, eeking opinion, giving information, giving opinion, elaborating, coordinating, and summarizing. – Team Building Roles Encouraging, standard setting, following and expressing group feelings. – Task and Team Building Roles Evaluating, diagnosing, testing for consensus, mediating, and relieving tension F. Decision-Making and Conflict Resolution †¢ †¢ †¢ †¢ †¢ †¢ Do all members of the group have an equal opportunity for participation or do dominant personalities and people with status and power control the participation? Have you identified your vested interests and the vested interests of other group members that may ause conflict in reaching a group decision? Are dissenting or minority viewpoints treated with respect? Is there an effort by the group to understand the reasons behind a dissenting opinion? Can the group work through differences of opinion rather than ignoring them? Can team members separate criticism of an idea from criticism of the person who had the idea? Are group members willing to discuss areas of conflict or do they try to ignore the conflict or pass it off as being of only minor significance? Does the group avoid a â€Å"wait until next meeting† attitude toward decision making and conflict resolution? Home HomeGo To Page†¦ †¢ Does the team make an effort to understand the problem before finding solutions? Is the team cautious about proceeding on the basis of premature conclusions? Have problem-solving procedures been identified? †¢ Are group members good listeners or are they busy preparing a rebuttal to ideas being presented? †¢ Is the group willing to accept a dissenting opinion and reduced level of commitment as a natural consequence of a group effort? Are individual members of the team willing to compromise their personal objectives for the sake of team objectives that are universally accepted by all group members? Are all members of the team required to adhere to the group decision? Can individual members â€Å"opt out† of the group decision? †¢ What criteria will you use in determining your personal level of acceptance of the team product? Do other members of the team know, understand, and accept the criteria that you are using? Are you really honest about the criteria you are using? Are other group members aware that a threat to your c ompetence and self-esteem will reduce your level of commitment? †¢ Is the team willing to take the time to reach a totally acceptable decision?Is it possible to reach a decision with a uniform level of acceptance and consequent commitment? Is it better to have several members with a high level of acceptance-commitment and several members with a low level of acceptance-commitment than to have all members with only a medium level of acceptance-commitment? What is the trade-off? Assume five persons with a possible level of 100% acceptance-commitment–Which results yield the best investment of time and energy? 1. 2. 3. 5 persons at 95% requiring 10 hours of extra meetings? 5 persons at 75% requiring 3 hours of extra meetings? 2 persons at 90% – 2 at 60% – 1 at 25% = Average of 650, Are conflicts handled openly in meetings or negotiated privately in a â€Å"me and you† against â€Å"them† manner? †¢ Are conflicts handled on the basis of logic a nd agreed upon criteria or are they determined by loyalty to individuals? †¢ Does the team use voting as a means of resolving conflicts only when they are dealing with simple operational concerns? Conflict that is resolved by voting tens to encourage an argumentative atmosphere in which members commit themselves too quickly and may not examine the possibility of finding a settlement agreeable to all. Home Home Go To Page†¦ Teamwork †¦. How Does It Develop?It's important to realize that the development of effective working relationships among staff is a gradual process which requires considerable time and skill. This is not meant to discourage you, but to help you realize that teams aren't created overnight. A certain amount of frustration and conflict are normal. Team development is often viewed as a series of stages, described below. Although all the attributes and skills needed for an ideal working relationship (as listed in the preceding section) are important at e very stage, some become more crucial as the team develops and staff members increase their level of involvement.At a minimum, it's important for individual staff members to realize the benefits of teamwork and to have a commitment toward working together. Without such elements, further team development will be less likely to occur. Conflict, a natural part of the development process, will overpower or dominate the situation, preventing the team from ever reaching its full potential. With a positive attitude toward team efforts, and with increased opportunity and time to practice teamwork skills, staff members can develop as an effective working team, and consequently have greater impact upon clientele problems.Stages of Team Development Stage 1: Hello, I Am†¦ Getting acquainted is of most concern at this initial stage of team development. It usually includes polite dialogue of a superficial, information-sharing nature. Based on first impressions or past experiences, group membe rs develop stereotypes in an attempt to categorize each other and anticipate future responses. Ideas are simple; emotions and feelings are kept in tight control, and controversy is avoided. There is an unspoken agreement not to disagree-a feeling that all members think and feel alike.Items on the hidden agenda stay hidden, and there is a shared ambiguity about the specific task to be undertaken by the team. Home Home Go To Page†¦ Stage 2: What's Our Destination? Members begin to question the team's goals and objectives. They want to discuss reasons for the group effort. If external forces have specified the destination of the team, members may want to discuss why each was placed on the team, and the purpose of the specific group task. As members begin to express divergent opinions, hidden agendas are sensed and poor listening develops. Team members may be quick to agree in an effort to avoid confrontation.A desire to move ahead without â€Å"real† understanding and commi tment results. A tentative timetable may be developed that probably overestimates the contribution of each team member and underestimates the amount of time for each phase of the project/task. Stage 3: What Are the Costs/Benefits as Perceived by the Individual/Team? With first notions of a team effort emerging, members perceive that there are costs/benefits of their involvement in the team effort. Members may ask themselves such questions as: Will the team effort have value for me? Can I use the team to help me achieve individual goals?Will my individual contribution be large and the benefits small? Will I do all the work and have the team receive the recognition? Will nonproductive members get some of the rewards I deserve? OR: Will others on the team make comparable contributions? Will individuals share the workload? Can the team benefit from such an effort? As individual agendas are identified and expressed, members with similar needs and viewpoints begin to form private alliance s. Stage 4: What Skills Do We Need? In the struggle to determine the costs/benefits of team efforts, the resources of team members are explored.Home Home Go To Page†¦ Attention is given to the talents and skills which each member might contribute to the effort. Hidden talents may go undiscovered as the group is still dealing at a superficial level and still blinded by stereotypes and labels, If talents overlap, if there are too many experts on the same subject, or if additional skills are necessary, decisions are made about whether to add or drop members or develop the skills of existing members. When members are added or subtracted from the team, the team development cycle begins again. Stage 5: What Is the Best Route?With the â€Å"end† goals agreed upon, team members begin negotiating the â€Å"means. † There is a strong need for structure, which includes a bid for power and struggle for leadership. As a result, competition develops. Individual agendas are made public. Emotion and alliances to each other, rather than logic, influence judgments of team members; members listen poorly and are close-minded about others' opinions/ideas. The team may prematurely resort to voting as a means of making decisions, which causes some individuals to feel they have not been given adequate opportunity to express their viewpoints.There is a lack of team spirit in this stage. Many members feel uncomfortable with the group struggles. Some are silent and others tend to dominate the group. Commitment to this team effort will vary significantly. Individual priorities seem to block the work of the team as some members place personal commitments â€Å"first. † The team may be difficult to assemble as members are unwilling to change their schedules to accommodate the work of the team. Extreme frustration with indecision may impede progress such that the team will never get beyond this stage.It may still fulfill its task, but not to the satisfaction of all members. Home Home Go To Page†¦ However, if the team persists in its task and at least a few members are willing to sacrifice individual agendas for the benefit of the team, a compromise approach may begin to emerge. Stage 6: How Can We Compromise and Work Together? Team members' attitudes change as they realize that working together can produce a product greater than the sum of their individual efforts. Individual agendas are adjusted to accommodate the needs of the group. Members begin to share leadership responsibilities.Individuals continue to disagree but their ideas are heard; members listen actively and differences are dealt with honestly and openly. Understanding results. Alliances remain, but they are built on ideas rather than personalities and loyalties. Logic rather than emotion guides the decision-making process. Competition gives way to compromise, for conflict is now viewed as a mutual problem. As team members begin to relax in an atmosphere of trust and opennes s, creative ideas emerge, and the team feels that progress is being made. Stage 7: We Are †¦High group morale and loyalty, empathy, and an open climate of trust and acceptance characterize this final stage of team development. Even though one member may be identified as the â€Å"coordinator† for a particular group task, leadership roles are shared among all members. There is freedom to select from the variety of working relationships outlined by the earlier description of the dimensions of involvement. Group members agree to disagree; they agree to settle conflicts, to make decisions, and to proceed to work together on the basis of criteria identified by the group.The team is both effective and efficient in meeting deadlines and accomplishing its objectives. Productive results are most evident. Home Home Go To Page†¦ Because of an intense feeling of â€Å"group spirit,† new members are reluctantly accepted. If new members join, the group must regress to an e arlier stage and grow again to this final phase, together. Home Home Go To Page†¦ Teamwork †¦. How Does Your Team Rate? A continual process of assessment is necessary for effective team development. Hopefully, the ideas and activities presented in this booklet have helped you begin such a process.The following tool can be used to provoke further thought and discussion among team members. As you read the statements under each of the specific areas, think about the working relationships among staff members within your immediate county office setting including secretarial staff. Record your responses on the answer sheet provided. Team Assessment Tool Work Orientation / Work Methods: 1. We accomplish much in our team meetings. 2. Team meetings are unorganized and chaotic. 3. At team meetings, we spend more time socializing than accomplishing the task at hand. 4.As a team, we spend time reviewing our working procedure, how it works, and how to improve it. 5. All members of the team are involved in decisions when appropriate; participation is real, not tokenism. Communication / Active Listening / Interaction: 6. People on our team communicate openly and frankly with each other. 7. In group discussion, team members are guarded and cautious. 8. We listen to each other in an effort to really hear and understand what is being said. 9. Communication among team members is poor (â€Å"catch-ascatch can†). 10. Disagreements between team members are worked through horoughly; individual viewpoints are fully heard. Home Go To Page†¦ Leadership: 11. The county chairperson makes decisions for the team without asking members' opinions when appropriate. 12. The county chairperson adapts his/her leadership style to changing circumstances. 13. The county chairperson ignores the different needs of team members. 14. Leadership for group tasks is passed around and shared by various team members depending on the situation. 15. Levels of authority and responsibility for the county chairperson and team members are clearly defined and understood.Resource Utilization: 16. Team members are unable to handle the current requirements of their work. 17. The mix of expertise and skills among our team members is appropriate for the work we are doing. 18. Members adapt well to the needs of the team. 19. We know the skills and resources that each team member can contribute to our county program. 20. We involve volunteers/state specialists/other resource persons when appropriate to our program needs and if they are available. Objectives/Goals: 21. We have an adequate way to establish our team's objectives and work strategies. 22.Objectives for team efforts are imposed by one staff member or by administration. 23. We lack understanding about our individual responsibilities in relation to each other and to the organization. 24. Our objectives for team efforts are vague and unclear to all team members. 25. Members seem to understand how personal needs/goals c an be met through group work. 26 Home Home Go To Page†¦ Group Commitment: 26. 27. 28. 29. 30. Members feel that teamwork is worthwhile. As an individual, I feet a strong sense of belonging to the team. Team members are reluctant to commit themselves to team efforts.I feel very motivated to work as a team. If a team member gets into difficulty, she/he is supported by other team members. Group Climate / Environment: 31. Our team respects the individual, as well as the innovative, creative ideas of members. 32. Individuals in our team get to know each other as people. 33. 1 feel uncomfortable expressing my thoughts and opinions with team members. 34. We compliment each other on our work when appropriate. 35. The climate of our relationships within the team is one of mutual trust rather than hostility, suspicion, fear or anxiety. Home Home Go To Page†¦Indicate your response to each Team Assessment statement by selecting from among those presented. Place an X in the blank under the appropriate column. Note that the statements are divided into two columns (for analysis purposes). Do check the statement number carefully before marking your response. (instruction for analysis and coding follow. ) Home Home Go To Page†¦ Analysis and Team Coding Instructions Analysis The statements have been divided into two columns. Note the reason: some statements on the tool are positive and some are negative. Thus, adjustments must be made when interpreting the results.As you look over the entire coded sheet, â€Å"never† and â€Å"occasionally† responses to statements in the left column suggest a need for improvement in those areas (Nos. 1, 4, 5, 6, 8, 10, etc. ). Whereas, â€Å"never† and â€Å"occasionally† responses to statements in the right column suggest favorable working relationships, and less need for improvement as perceived by you, the respondent (Nos. 2, 3, 7, 9, etc. ) Team Coding Coding the responses of all team members onto a single answer sheet allows you to further analyze the strengths and weaknesses of your team's working relationships.For each statement, tally (on a clean answer sheet) all team members' responses by making a mark under the column which corresponds to each member's response. (Example: For question No. 1, three members responded â€Å"never† and two members responded â€Å"occasionally. â€Å") Never 1. 3 Occasion- Some- Most of ally times the time Always 2 Continue in a similar manner for all statements. Each team member may want to do this so as to have a copy, or one such coded sheet per team may be sufficient. If there is a wide variation in response on a statement by eam members, it may be especially beneficial to discuss such a statement and attempt to clarify reasons for the varied perceptions. This analysis should help team members identify particular areas of concern. Additional time/activities could be planned for team members to further explore and develop their attitudes and skills in working together. Home Home Go To Page†¦ Conclusion Keep in mind that the development of an effective team requires a positive attitude and commitment toward teamwork, coupled with an understanding of what teamwork involves. Secondly, it requires practicing teamwork skills.This booklet of ideas has attempted to promote the former; it is up to you to pursue the latter. Home Home Go To Page†¦ Annotated Bibliography 1. Dyer, William G. , Team Building: Issues and Alternatives, Reading, Massachusetts: Addison-Wesley Publishing Company, 1977, 139 pp. This book is highly recommended for its practical focus upon how to design and conduct a program in team development. A range of design alternatives are suggested for both improving a unit's effectiveness, as well as for developing a new team. Dyer emphasizes the need for individual team diagnosis with the creation of a program suited to a team's particular needs.Instrumental checklists, an index of characte ristics essential for team effectiveness, and need assessment tools are included. Problems such as role clarification, suppression of disagreement, revitalizing the complacent team, and reducing team-conflict are discussed. 2. Filley, Alan C. , Interpersonal Conflict Resolution, Glenview, Illinois: Scott, Foresman and Company, 1975, 175 pp. A manual for people who are working in groups, this book speaks of changing conflict situations into problem solving challenges. It presents an analysis of the conflict process, how it develops, and methods of resolution.It relates the various effects of language, personal behavior, attitudes, and situational conditions upon problem-solving. Also included for groups are a series of exercises demonstrating issues and behaviors discussed. Home Home Go To Page†¦ 3. Francis, Dave and Don Young, Improving Work Groups: A Practical Manual for Team Building, La Jolla, California: University Associates, 1979, 261 pp. This book is a practical, easy-to -read guide to building an effective team. Teambuilding is explained in depth; the book includes a questionnaire for use in identifying team strengths and weaknesses.It explores many learnable skills for team members to develop in working through their problems; suggested structured experiences are described in detail. 4. Lawson, John D. , Leslie J. Griffen, and Franklyn D. Donant, Leadership Is Everybody's Business (A Practical Guide for Volunteer Membership Groups). San Luis Obispo, California: Impact Publishers, 1976, University Associates, 1979, 261 pp. This book combines group dynamics theory, philosophy, activity suggestions, and resources for task-oriented groups or organizations of volunteer memberships. Part I focuses on individual values and motivations for joining groups.Part II describes organizational ski[ Is and competencies necessary for leaders. Part III discusses in more depth such leadership concepts as the cycle of organization involvement, leadership styles, role conflicts and suggestions for overcoming them, improving individual motivation and interpersonal communications. 5. Robinson, Jerry W. and Roy A. Clifford, Process Skills in Organization Development, University of Illinois: Board of Trustees, 1972, 212 pp. This text was created for use with Extension professionals and local leaders. It emphasizes personal behavior and process skills within an organization.Five concepts important to organizational development are developed and discussed-organizational styles, leadership styles, team skills, conflict management, and change implementation. Team activities and additional references are included. Home Home Go To Page†¦ Dr. Terry L. Gibson, Project Director and Co-Author, is an Associate Professor in the Department of Communication, and Chairperson of the Personnel and Professional Development Unit of the Division of Program and Staff Development, University of Wisconsin-Extension. Jeanne Moore, Associate Project Director, Co-Author , andEditor, is a former Extension 4-1-1 and Youth Leader from Iowa, and graduate student in Continuing Education, University of Wisconsin, Madison. Dr. E. J, Lueder, Project Consultant and â€Å"Reality Tester,† is a Professor in the Department of Youth Development, and a Youth Development Specialist in the 4-H Youth Development Program Unit, University of Wisconsin, Madison. Published by: Division of Program and Staff Development University of Wisconsin-Extension 432 N. Lake St. Madison, Wisconsin 53706 T ypist: Julie Harper Artist: Dale Mann Editorial Consultants: Sheila Mulcahy Rick Crowley Home Home Go To Page†¦

Oppression Essay Example | Topics and Well Written Essays - 1750 words

Oppression - Essay Example â€Å"The Broken Spears† refers to a book with a collection of many accounts of the destruction of Mexico Cortes and the conquerors in their invasion. The author argues that the Spanish were to solely take the blame for the destruction of the Aztec Empire. The author shows how the Spanish took advantage of their superiority over the Aztecs in order to oppress them (Leo?n-Portilla 87). They also took advantage of their cultural difference during the invasion. The book also gives details on how tropical diseases and poor political leadership contributed to the defeat of the Aztec Empire by the Spanish troop. â€Å"The house I live in† is a documentary based on the fight against drugs and drug abuse in the United States of America. The documentary was done by Andrew Jarecki in the year 2012. The documentary shows how much the government spends on this yet the results are hardly noticeable. The documentary shows how the police have over the years targeted the poor drug usin g minorities instead of focusing on the people who avail the drugs (Norrell 111). The documentary also shows the alarming rate in which the number of low income white Americans been jailed for drug related offenses in rising. The documentary suggests that the war against drugs in the USA should be staged across all social and economic classes instead of focusing on a single side. ... This is evident in the way the Spanish invades the Aztecs thus depriving them of all the resources they have. They manage to do this by taking advantage of their superiority over the Aztecs and the Aztecs’ ignorance. In â€Å"the house I live in† the police take advantage of the low class citizens in the war against drugs in the USA. As much as they know that arresting and sentencing the common drug peddlers have little effect on the success in the fight against drugs, they still do it ignoring the drug lords who happen to be of high influence to the society. The government knows well that had there been fair job opportunities for people of all social and economic classes, the drug peddlers and users of the minority communities would not be involved in these activities. However, the government in this case seems to have emphasized on the symptoms of the problem instead of the problem itself. This is a form of oppression mainly encouraged by capitalism in all the aspects of human lives. In both cases someone can agree that there is oppression of one group by another. One of the common characteristics of the people being oppressed is that they have an inferiority complex of some sort to those oppressing them. Given that the oppressors are superior to the people being oppressed, they take advantage of the weakness of their victims. For instance, in the invasion of the Aztecs, the Spanish take advantage of their superiority to invade and exploit the resources formerly belonging Aztec Empire. The police has also taken advantage of the defenselessness of the minority drug dealers and users to arrest them. The police have been able to do very little about the powerful and influential drug lords. This failure is a major hindrance to the success of their mission. This

Case study Example | Topics and Well Written Essays - 1000 words - 35

Case Study Example In addition, only two main manufacturers supply all the aircraft used in the industry: Boeing and Airbus (Barney & Hesterly, 2014). This makes the airline industry one of the most favorable for aircraft manufacturers and robs carriers of vital bargaining power. Ultimately, carriers have little or no power over the prices and availability of aircraft, yet this is their core input. The bargaining power of suppliers is too slanted in favor of suppliers. Buyers in the airline industry have several aspects that give them an edge over competitors: variety, intense competition, price wars, government protection, and the entry of online ticketing and distribution services (Barney & Hesterly, 2014). These factors imply that buyers enjoy a moderate to high bargaining power, which is also not healthy for competitors. As such, competitors have been forced to relinquish power to flyers in the long term. This threat is very low because of the amount of capital and the risks involved in venturing into the US airline industry (Vasigh, Fleming, & Humphreys, 2014). Very few investors have the financial capability required to successfully compete in the industry, and those that do are reluctant to confront the demands and risks involved. In addition, successful entrance demands a lot of skill, knowledge and experience; that is why rivals like to â€Å"poach† employees from one another. This threat is very low because unlike in developing countries where travelers prefer water, rail and road travel because they are cheaper, the level of competition in the US has ensured that flying is very affordable (Vasigh, Fleming, & Humphreys, 2014). In addition, the US has a very strong culture of flying, which is similar to the popularity of road transport in developing countries. As such, it is extremely unlikely that any other transport mode can overtake flying. The US airline industry is extremely competitive. It is easy for competitors to be

Procurement and Purchasing Strategies(Critique) Essay

Procurement and Purchasing Strategies(Critique) - Essay Example In this paper, this concept will be discussed in detail considering three scholarly articles in order to know what benefits does outsourcing provide to companies and what concerns companies usually have in deciding whether they should outsource the procurement process or not. Discussion The articles chosen for this discussion included ‘The Make-or-Buy Decision in the Presence of a Rival: Strategic Outsourcing to a Common Supplier’ by Arya, Mittendorf and Sappington, ‘The procurement function’s role in strategic outsourcing from a process perspective’ by Carter and Yan, and ‘Strategic procurement outsourcing: a paradox in current theory’ by Fernandez and Kekale. The main concept behind all of these articles is that outsourcing is basic need of today for companies to operate efficiently. For example, Carter and Yan (2007, p. 210) state that there are many benefits of adopting this approach some of which include reduced costs, improved compe titiveness, and increased focus on other business processes. Some more benefits of outsourcing the procurement function to external sources include improvement in efficiency levels and reduced transaction costs (Fernandez & Kekale 2007, p. 168). Procurement outsourcing also provides strategic benefits to companies (Arya, Mittendorf & Sappington 2008, p. 1749). Moreover, Fernandez and Kekale (2007, p. 168) also found that reduced cost is a very significant benefit of procurement outsourcing if we consider the increased percentage of external goods and services purchases. Fernandez and Kekale (2007, p. 168) also found that a company outsourcing its procurement functions can achieve at least five times more saving as compared to the savings that achieve from outsourcing other processes, such as, HR activities and financial operations. This figure suggests that procurement outsourcing is really a very beneficial aspect of doing business in the modern world where the competition is conti nuously increasing with every passing day. However, companies usually have some concerns regarding outsourcing their procurement functions to external sources. For example, managers of such companies feel that they will become dependent on other firms if they completely outsource the procurement function. They also feel that this approach will lead to downsizing ion their firms which will out a negative impact on the careers of many employees working for purchasing and procurement department. Manager also have other concerns like what they should actually outsource, whom should they outsource their procurement function, and whether outsourcing to a common supplier in presence of competitors will be a viable option or not (Carter & Yan 2007; Arya, Mittendorf & Sappington 2008). Some managers think that if they outsource their procurement function to a supplier which is also serving some of its competitors, it will increase the cost because of monopolistic power of the supplier. Howev er, in actual, there is no such case and the monopolistic input supplier serves all clients equally (Arya, Mittendorf & Sappington 2008, p. 1747). According to Cohen and Roussel (2005), the purpose of outsourcing is to add value to suppliers while reducing business costs. Procurement means to acquire those goods and services which a company needs to have for completing its manufacturing processes. If these goods and servi

A firm analyzed by principles of microeconomics Research Paper

A firm analyzed by principles of microeconomics - Research Paper Example ixed and variable), the potential for technology to change cost, market failure , the government role on externalities and the existing government policies in connection to microeconomic theory. The Market Structure, Market Power, the Cost of Structure and Competition Wal-Mart Stores Inc. has an oligopoly market structure unlike other retailers all over the world that have monopolistic market structure. Nevertheless, the research shows that Wal-Mart Stores also has a monopolistic competition market structure due to the fact that the number of retailers that they have to deal with is too high. It was first opened by Sam Walton in the year 1962 as a discount store. Being the largest chain store in the US, its success has been as a result of the ability of Sam Walton to establish a basic structure meant for their private business ecosystem thus changing the market structure over time. The business has 40-50 departments and the Store Manager is the top store position. Each store has many Assistance Managers who are also the first to be paid salaries in the organization (Bianco 63). Wal-Mart Stores is also divided in to 41 regions managed by regional Vice President, 6 of them being Sam’s Club regions. Walton had a reasonable conclusion, the conclusion was that by offering many brands that are well known and selling the products at a lower price of about 15% as compared to other retailers, the business would be more powerful in the area of retailing. Wal-Mart made a wise decision of establishing more of its branches on the rural areas and in small towns instead of settling their business only in the large cities. This was mainly done to attract people from the suburbs where there was a lot of money unlike other large scale retailers who only concentrated in large towns. The new system worked well for them since they were able to attract many people from the towns to their premises. In not more than three decades since the business was established, it had made a big step forward because it rose from a single and small discount store to become the largest retailer shop in the whole country of US (Bianco 63). Currently, Wal-Mart Stores runs the largest retailer shops in the whole world with over 2500 branches in US alone. One of the principles of microeconomics states that â€Å"Rational people think at the margin†. According to the economists, people who are rational usually do their best to achieve their goals and objectives when they have the opportunity. Sam Walton borrowed this idea when he made a decision of lowering the price of the products sold by Wal-Mart Store so as to reach a wider market and serve many customers (Lichtenstein 98). Nature of the Demand, the Shape of Demand Curve and Consumer Setting Demand is the total amount of goods and services that a given consumer is able and willing to buy in a certain period of time at various prices. The demand curve is the price-quantity relationship that is normally represented on a graph, the price being on the Y axis while quantity on the X axis. In terms of supply and demand curve, the demand for the goods provided by the Wal-Matt increases as the economy weakens. This is because the consumers continue to demand for goods that are cheap as the currency value weakens

Osmoregulation In Kidney Assignment Example | Topics and Well Written Essays - 750 words

Osmoregulation In Kidney - Assignment Example Water is passively transported across the cell membranes in reaction to ionic concentration changes. An increase in Na and K ions in the cells generate a concentration gradient resulting in increased water uptake through the process of osmosis. Similarly, the consequence of decreased ionic concentration results in water loss from the cells. Therefore, the rate of water gain or loss is regulated through specific hormones that are involved in the alteration of excretory ducts to water permeability and Na flow across the membranes. Urine is more concentrated than blood and has an osmolality of 1200 mmol/L while blood has 300 mmol/L. Renal osmoregulatory mechanisms are involved in the conversion of this osmolarity. Accordingly, human urine can be as hypo-osmotic as 50 most/L or as hyperosmotic as 1200 mm/L (Eastwood, 2009). The remarkable ability of the kidney to produce hyper/hypo-osmotic urine through osmotic gradient maintenance is largely dependent upon specific arrangement and coope rative efforts of the loop of Henle and collecting tubules in renal cortex and medulla. Juxtamedullary nephrons maintain a high osmolarity in kidneys and the countercurrent mechanisms of Vasa recta and loop of Henle are responsible for maintaining evident osmotic gradient between cortex and medulla. The filtrate passes from the cortex to the medulla in descending tubule of the loop of Henle where major amounts of the water are reabsorbed through osmosis, thus increasing the osmolarity of the filtrate.

Find Wikipedia links related to Global economy Assignment

Find Wikipedia links related to Global economy - Assignment Example Therefore, this information needs to be enriched and updated. I have selected this as a Wikipedia search topic because it is an important element of the global economy. The growth of the world economy heavily relies on international trade, and I therefore find this aspect very important. In the modern globalized economy, the social and political impact of international trade cannot be underestimated. However, after reading the information on international trade on Wikipedia, little focus is given on key issues such as drivers of international trade, barriers and future prospects. In addition, the real impacts of international trade on various regions and countries are not fully highlighted. There is need to add more information on this topic focusing on the current drivers of international trade and the future prospects. As the world becomes a global village, economic globalization is a major driver of growth. Therefore, I have selected this topic since it directly affects our global economy. Wikipedia provides some information on the history and effects of economic globalization, but this information is not in detail. In particular, the impact of economic globalization on various regions and continents is not given. There is need to add more information on the past and emerging trends of economic globalization and their

Project Essay Example | Topics and Well Written Essays - 3250 words

Project - Essay Example First, it equips him with the foundation for understanding almost every human process within the Organization. Second, through it he will be aware of the necessary communication skills he needs to have so that he can attain organizational expectation. Finally, it will guide him down the path to a career as a communication expert in an organization. The aim of this paper was to find out what are the necessary features that a business requires to facilitate positive performance within the market sector. The study focused on the websites of Saudi Aramco and Marathon Petroleum Corporation for similarities and differences. The choice of the two companies was drawn from the fact that they do possess websites that are almost up to date with the current technology. The conclusion of this study was of great significance towards different businesses updating their websites with the purpose of increasing marketing of their product and easy interaction between the customers and many more. Communication within websites of any corporation is a crucial step towards achieving success. Communication within an organization either takes the form of internal communication and external communication. Proper communication is efficient, reliable, and saves time. Internal communication usually involves employees of a given organization right from the management level trickling down to departmental employees. On the other hand, external communication is always from a company to customers, and potential employees and the other way round. Presently, majority of corporations have heavily invested in websites. Apart from internal and external communication, they are used for marketing goods and services that different companies offer. For illustration, the information presented on Saudi Aramco’s website reveals it is a state-owned company. It deals with the production and exporting of crude oil, natural gas and many more. The current knowledge of the

The Reasons for Transfering the Home-Country Human Resource Management Term Paper

The Reasons for Transfering the Home-Country Human Resource Management Policies to the Overseas Subsidiaries by Organizations - Term Paper Example The most common reason for the transfer of home-country human resource management policies to overseas subsidiaries is the need for organizations for promoting homogenous policies in all their sectors so that conflicts and failures are minimized. Such issue is highlighted in the study of Wilton (2010) where reference is made to the example of Japanese firms that had to establish branches and operational units abroad. Japanese firms tend to promote team working and task sharing; however, after entering the US market the Japanese firm had to align their HRM strategies with the US laws and ethics (Wilton 2010). In order to avoid conflicts with local laws and culture, the Japanese firms transformed their HRM policies promoting ‘task demarcation and functional specialization’ (Wilton 2010, p.141). From a similar point of view, Sparrow (2009) notes that firms may choose to transfer their home-country human resource management policies to their overseas subsidiaries in order to reduce costs related to training of new employees. Such perspective can be valuable only if the time during which the home country HRM policies are used in the overseas subsidiary is limited; if such practice is continued for a long period of time, then the cost involved would be much higher compared to the development of new HRM policies, aligned with the local culture. This means that expatriates who are sent to work to overseas subsidiaries for supporting the transfer of their firm’s HRM policies to these units should be given a time framework for finishing their tasks. On the other hand, it is perceived that the promotion of policies, which have been already tested in the home country, should be preferred (Stahl and Bjorkman 2006). Introducing new policies is always risky, especially if taking into consideration the physical distance between the mother company and its subsidiaries (Stahl and Bjorkman 2006). Most important, the HRM policies developed in the home country a re fully aligned with the organization’s mission and values (Stockhammer 2011).  

Role of Financial Institutions and the Central Bank in Kenya Essay Example for Free

Role of Financial Institutions and the Central Bank in Kenya Essay Briefly explain role of the following Financial Institutions in the economic development of Kenya: a) Kenya Industrial Estates: Kenya Industrial Estates (KIE) Limited was established in 1967 as a subsidiary of Industrial and Commercial Development Corporation (ICDC) with a major role of promoting indigenous entrepreneurship by financing and developing small scale and micro enterprises. KIE Limited was established to facilitate development and incubation of micro, small and medium enterprises (MSMEs) countrywide by establishing industrial parks, providing credit and business development services (BDS) in a sustainable manner. The services offered by KIE include; * Development of Industrial Estates and Provision of MSMI Incubation Services Kenya Industrial Estates LTD provides serviced workspace through construction of industrial estates/incubators in fast growing business centres. These facilities provide entrepreneurs with specific services to nurture and encourage growth of their enterprises to sustainable levels. Apart from flexible and affordable workspace, the enterprises within the incubators are able to access financial support for machinery, equipment and working capital, shared utility services, management and technical assistance including skills upgrading, marketing, accounting, legal, secretarial services and internet and networking. New industrial estates are being developed in fast growing urban centres and Special Economic Zones as identified in the Vision 2030 * Financial Support Services Credit Facilities: KIE provides affordable medium to long-term finance to MSMIs for the purchase of machinery, equipment and working capital, either for start-ups, expansion, modernization or rehabilitation focusing on priority sectors identified in Vision 2030. Special Credit Facilities for Marginalized Areas: This product is availed in marginalized areas with favourable terms and conditions. Top up Loan Facilities: This is a product targeting the existing KIE clients (loanees, mortgages and tenants) who have/had good credit record and have potential for growth and wish to acquire additional capital or financial assistance Bid Bond Facility: A bid bond is issues as part of a bidding process by the surety to the project owner, to guarantee that the winning bidder will undertake the contract under the terms at which they bid. KIE charges for this service at a negotiable rate. Performance Bond Facility: For this product, KIE has set aside funds in a commercial bank to facilitate performance bid bond facility to its A Rated Clients Industrial Shed Rehabilitation: This facility is for mortaged industrial workspace where the mortgagee can access credit facilities to rehabilitate or expand and modernize their workspace * Business Advisory Services To ensure success and growth of its incubatees, KIE LTD has set up business solution centre’s which provide entrepreneur capacity building training, mentoring and consultancy services, preparation of feasibility studies, business plans, business counseling, needs assessment, project implementation/supervision/monitoring, technology selection services, marketing support, rehabilitation, expansion and repositioning/modernization. Facilitating Inter-Firm linkages This programme involves facilitation of linkages between the small, medium and large-scale enterprises mainly to enable technology transfer. KIE facilitates improvement of technology and standards of the MSMIs through equipment upgrading, apprenticeship training and provision of working capital. District Business Solutions Center The KIE LTD District Business Solution Centre’s (DBSC) support the government strategy to revitalize the SME sector and thus the economy as articulated in the new sessional paper No. 2 of 2005 on Development of Micro and Small Enterprises of Wealth and Employment Creation for Poverty reduction The Private Sector Development Strategy Paper (PSDS) The districts in focus are considered the milennium districts and include, Muranga, Meru South, Bondo, Siaya, Bungoma, Suba, Kilifi, Turukana and Garissa. Business SME solution centre’s are facilities that are set up to offer platforms from which entrepreneurs can develop business ideas into profitable business ventures run and owned by individuals. It also provides breeding grounds for existing business for growth and take-off. b) Industrial Commercial Development Corporation (ICDC):ICDC is the pioneer Development Finance Institution (DFI) established in 1954, to acilitate economic development of Kenya through provision of medium and long-term financial solutions. * It provides equity solutions to entrepreneurs through Joint ventures and Strategic partnerships to promote and encourage private sector investment and entrepreneurship for job and wealth creation. * ICDC also seeks to grow existing businesses and promote establishment of new ones through provision of corporate and wholesale loans at competitive rates and also through asset financing. * ICDC also provides Management and Advisory Services to corporate institutions. The Services offered include: * Corporate Secretarial * Share Registration * Internal audit c) The Agricultural Finance Corporation (AFC): AFC is a wholly owned Government Development Finance Institution (DFI), established in 1963 initially as a subsidiary of the Land and Agricultural Bank. In 1969, it was incorporated as a full – fledged financial institution under the Agricultural Finance Corporation Act, Cap 323 of the laws of Kenya. It was then tasked in assisting in the effective and peaceful transfer of land to indigenous farmers, as well as injecting new capital to farm owners to spur development. After successful implementation of this task, AFC was further reconstituted in 1969 to assume a wider mandate by taking over the functions of the Land and Agricultural Bank of Kenya. Today AFC remains the leading Government Credit institution mandated to provide credit for the sole purpose of developing agriculture. This role is crucial given that Agriculture is the mainstay of the Kenyan economy where 80% of the Kenyan population which is rural based relies on agriculture as their main support system. AFC provides subsidized loans e. seasonal crop credit, water development loan, cash crop loan, horticulture and floriculture development loan, machinery loan, agribusiness loan, livestock and fisheries development loan, the vuna account loan, stawisha group loan and the school based to assist individuals, groups and corporation wishing to engage in agriculture as a business with finances to enable them start, grow and profit from this ventures and to grow the Kenyan economy while creating employment opportunities to the youth and the rural folk.

Human Resource Development Information Technology Essay

Human Resource Development Information Technology Essay What is the role of technology in Human Resource Development. Identify some key forms of e-learning and critically evaluate their advantages and disadvantages, providing appropriate examples from organisations. This essay will identify and discuss the role of technology in Human Resource Development. It will define what Human Resource Development is and why it needs technology. Also it will discuss what electronic learning (e-learning) is, and will explain some key forms of e-learning and why we need to use e-learning. It will give a brief indication as to what technology actually is, and also the progression of technology. The essay will critically evaluate the advantages and disadvantages of using e-learning in Human Resource Development. There will be appropriate examples used to show how different organisations use e-learning within their company/organisation. Finally it will offer conclusions as to why I think technology should or should not be a part of Human Resource Development. Technology Technology is used in nearly all organisations these days including schools, companies and universities as examples. What people may not know is what it actually means. Technology is a branch of knowledge that can deal with the creation and the use of technical means and their interrelation with life, the environment and society. Technology draws upon subjects such as industrial arts, applied science, engineering and there are many more. Technology can be seen as a process or an invention of something. (Technology, N.D) Progressive Technology Technology is always progressing and this is very good for companies who need or even sell technology. If we look at how a few years back within companies the secretary would need to file documents manually and this could take a long time, also apart from the time issue there were more serious problems like documents going missing or being damaged. This is where technology began to progress because there was a new technology progressing and this was the database and this could hold all the documents you needed safely onto the computer and that way it would be a lot faster and more secure for the secretary to file the documents. This is just one example there are many more ways in which technology has helped to progress companies. The example given here is just to show that technology is progressing and it will keep progressing much further in the future years to come. Human Resource Development Human Resource Development is all about learning, training, developing and education the employees in the workplace. There is a difference between these four concepts but there all correlated. If for example we looked at learning; this can be learnt anywhere and you can be learning yourself the new skills, but on the other hand if you looked at education you are being taught something but in a formal way but the two are linked because from both of these you are learning new skills and then you can go on to training and developing them skills. HRD was not always known as this, there was a shift from welfare officers to HRD. HRD was initially set up for training and development and this was to help the employers in crafts such as electricians, or engineers as an example and from this they would be learning from their masters and will be developing their skills to be able to perform in the workplace. HRD created an integration of people management and development and this could become CIPD which stands for the chartered institute of personnel and development. HRD likes to be strategic and is more for the organisation than the employees; it is also a long term method to help to build the company. HRD does like to implement change into their methods and this is why e-learning will be very convenient to help within organisations because it is constantly changing and this change would help employees improve on their learning and training and will be able to implement new skills within the workplace. E-learning What is e-learning? Firstly before I go into detail about how e-learning helps HRD perform you will need to know what e-learning actually is. E-learning used to be known as computer-based learning, this is basically what it still is, it is a way of learning but on a computer or even these days there is even m-learning which is through the mobile. We need e-learning in everyday life to be able to adapt the required skills in education, employment, even at home. It can be defined as any learning activity supported by information and communication technologies which is known as ICTs. There are arguments out there concerning the labels, an example of this is whether ICT-based learning is the same as e-learning, we can gather information from the world wide web channel and this would be our online materials, but we can also get materials from this intranet would could be confused as being from the world wide web but instead this material is delivered through an internal network of personal computers. E-learn ing is in fact taken to mean any form of electronic technology which can support learning this can be opposed to the chalk and blackboard technology which used to be the main form of learning. E-learning comprises all forms of electronically supported learning and teaching. To implement the learning process the information and communication systems will serve as a specific media. It is essentially the computer and network-enabled transfer of skills and knowledge. The applications and processes will include web-based learning, computer-based learning, virtual classroom opportunities and also digital collaboration. The contents can be delivered via the Internet or even from an audio or video tape. E-learning can be self-taught or even instructor-led, this can be done in groups or even individually, it can include media in the form of text, image animation, video streaming and audio. (e-learning, 2010) What is the purpose of e-learning? The purpose of e-learning is to advance and develop peoples skills. This is why it is so important to HRD because the aim of HRD is to learn, train, develop and educate people; this is exactly what e-learning does for people. Without e-learning I think people would be under developed with skills and this may not help them progress into a work place. E-learning can help to increase teacher effectiveness and will also improve the learning of the subject matter. With HRD I think trying to teach people new subjects can be quite tedious and this could be off putting for them involved and this can decrease their knowledge levels and even cause them to lose a job because they havent got the right skills needed for the job, this is where e-learning comes in with HRD because it makes the learning more relevant for them involved and helps them to become more interactive. E-learning now changes the way that people were taught new subjects because before people were being taught on a I will writ e out the subject and you will go away and learn it basis, but now computers are involved and people can teach themselves and this is the whole purpose of e-learning and it helps HRD to perform better. (Churchill, 2010) Have you used e-learning? What was your experience? I have used e-learning before, I am actually using a tool of e-learning now and that is Microsoft Word. I am constantly using this to complete assignments for my university work and I can develop my skills using this because there are so many different options within word for me to be able to expand my learning; an example of this would be to add a page number instead of doing this manually I can select an option to do it automatically. Another tool of e-learning that I use regularly is Facebook, I use this to keep in touch with friends and family and there are also applications on their which can help me towards education or my occupation. I am always very happy using e-learning and a lot of the time I actually prefer to use e-learning because I find it more interactive and detailed and when I learn this way I find that I actually want to learn because I dont get bored and uninterested in the subject. Different forms of e-learning There are a number of different ways which e-learning can be presented. The main two forms of e-learning are; traditional e-learning which is based on highly produced web courses and there is rapid e-learning which is based on the name rapid because this is quickly produced web courses. In addition to this there are also two types of Rapid e-learning which are asynchronous and synchronous. Asynchronous is mainly student directed and at a self-paced learning which can come under the learning concept for human resource development. Synchronous is at a set time which could happen in an internet classroom session as an example and this could again come under the education concept for human resource development because education can be taught within a classroom for example. With these two forms of e-learning there are not specific types of companies that should choose between traditional e-learning and rapid e-learning. It just simply means that some projects are best suited for either on e of them. Traditional e-learning the content of this is more fixed and it rarely changes, it is also generic and has a long shelf life. However it does need a large budget in order for it to be put into action. Rapid e-learning the content is rapidly changing and is updated quite frequently, also it may not be generic or have a short shelf life. The budget for this way of learning is limited or non-existent. The information is very hot topic and is just in time. (Readygo, unknown) In order to use traditional or rapid e-learning correctly you will need to use different tools which are available. Traditional e-learning developers will use Power User tools. These are specifically designed for graphics artist, web designers, programmers, and instructional design experts, and this will be useful for any persons working in these sectors and will help to develop human resource development. Rapid e-learning which is typically used in small or medium enterprises will need tools that can produce interesting multi level courses but do not require a graphic or design background. This easiest tool which can be used is Power Point. (Readygo, unknown2) Different types of e-learning: As well as different forms of e-learning there are also a number of different types. I think depending on the workplace and the HRD set up within the workplace it does not matter what types of e-learning you use, it will be the type of e-learning which is best suited for the organisation. Below I will just list a couple of examples of e-learning: You tube Facebook Google search Wikipedia Power Point Microsoft Office Firefox Pb wikis This is just a small example just to show that there are a number of different kinds of e-learning, and also to show that they vary also. There are number of different applications from Microsoft office to Firefox. Each of these applications however does play an important role for human resource development, and will help to implement skills for people. (Hart, 2010) Bangor University An example of an institute using e-learning to develop HRD is Bangor University. Bangor University implement a lot of e-learning to help their students develop their skills. The main type of e-learning which is used by the university is Blackboard. This is has been brought into the mainstream of teaching and learning activities within the university. It is one of the most central systems which are not only used by the students but also the lecturers also. Within blackboard the lecturers are able to integrate presentations which contain both audio and video content onto the online courses. This will then go on to develop online questions and test provisions which will simultaneously drive learning activity and reduce marking workloads. Also included with Blackboard is the use of online discussion forums in supporting the development of learners and understanding and this can become useful for HRD because students can be educated by other students or even lecturers by submitting questi ons onto the forum as an example. Another example of e-learning which the university use is webmail. This is the emailing tool of e-learning in which students, lecturers, support staff or whoever is involved with the institute can communicate with one another or even with people outside of the university. (Bangor University, unknown) Tesco Tesco is an example of a company which also use forms of e-learning within the workplace. Tesco was looking into developing an Online Academy which was going to be a new learning portal which hopefully in the end would eventually serve the learning needs of over 400,000 staff across the global businesses. Their aim was to develop a cost-effective solution, Tesco would be partnered with Kineo to design and also deploy learning based on Moodle. During 2009 Tesco piloted its Academy Online portal as a proof of concept for a learning management solution and portal for their staff across this business. Tesco wanted explore alternatives with open source technologies, with doing so they saw a potential to make highly customised solutions with a strong focus on the user experience. Tesco chose Kineo to design and develop the portal solution based on the experience they had at combing user experience and web design. This was to make it easier for their staff to understand how to use the porta l easily and in a way in which they were able to extend their skills when working for Tesco, also it was to help them to manage and update the software easily. (Kineo, 2009) Critical evaluation Advantages There are many advantages towards e-learning. The advantages are as follows: The work can be scheduled around personal and professional work. It can be cost effective because it can reduce the need to travel. It gives the users the option of selecting the learning materials which will meet their level of knowledge and interest. If an organisation wanted to organise a study session it can be studied wherever they have access to a computer and Internet. E-learning is self-paced which will allow learners to work at their own pace There are a number of different learning styles which are addressed and facilitation of learning occurs through varied activities. An important advantage is that e-learning can build self-knowledge and self-confidence and can also encourage the learner to take responsibility for their learning. E-learning is very good for communication because with online portals such as Black Board the users can contact their tutors or even students very easily. Interaction can also be an advantage for e-learning because some people may feel less confident talking face-to-face, but with e-learning there are some aspects where you can interact with someone without being face-to-face. E-learning can be time flexible; learners are able to access everything they need in one place at any time so long as they have the Internet. More people are able to afford to use e-learning, this can then go on to gain them a place at universities as an example because they can save money from expenses such as travelling, accommodation and even high fees for tutors. There are many advantages that come with e-learning, and all these advantages will play a role in human resource development. Also it will help to play a part in a users everyday life and will help them to progress their learning, training, development and education. (writing, 2006, unknown, 2008) Disadvantages As well as advantages there are a number of disadvantages which come with e-learning. Below I will list a number of disadvantages: There can be some learners who are unmotivated can because of this their poor study habits may fall behind. E-learning is very different from any other kind of learning and this may affect the learners knowledge due to lack of familiar structure, also the will then make the routine longer to get used to. E-learning can be a lonely way of learning which could leave the learner to feel isolated or even miss social interaction. If you required further instructions the instructor for the course may not always be available on demand. A lot of e-learning can be carried out online, however this may be useful for some but for others the can be frustrating due to slow or unreliable Internet connections. Face-to-face communication can be vital to how someone learns and because of the lack of this there can be a lack of understanding between the learner and the instructor. There is a limited amount of time for e-learning if you were using video conferencing as an example, and this could lead to the teaching being rushed and the learner not being able to learn enough. As you can see from the above there are some disadvantages, however there are fewer disadvantages than there are advantages. The disadvantages can however help human resource development because they can learn from this and try and avoid the disadvantages and use this to their advantages. (Writing, 2006, unknown, 2008) Conclusion In my opinion I believe that the role of technology in Human Resource Development is very much needed. I believe that along with technology the main form of this is e-learning and with my own personal use I think that this is very much need in order for us to be able to develop HRD. With e-learning you can learn so many new skills which can help you too improve in the workplace. However there are a couple of disadvantages like the lack of face-to-face communication which can affect how e-learning is used.