Showing posts with label free essays online. Show all posts
Showing posts with label free essays online. Show all posts

Tuesday, January 22, 2013

Minimum Wage

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Over the years the federal minimum wage standards have been changing, and over the course of this paper things will be told about the changes. The years will be a useful tool. As the years increased so did the minimum wage, and it is still changing today. Acts will be passed and facts will be spilled all over the pages, so lets get on with the entertainment.

In the year of 14, minimum wage was actually at 40 cents. They decided it should be raised to 75 cents and hour. Back then, that seemed like quite a bit of money. As the years went on that seemed that a pretty steady pay raise. Not long after that happening did the Fair Labor Standards decide to raise it again. Only 6 short years went by and the minimum wage was raised up to 1 dollar an hour. Which brings me to my next point, wage increase.

Year after year the wages continued to rise, less at a time but more frequently. In 161 it went from 1 dollar and 15 cents to 1 dollar and 5 cents in the same year. “The amendments extended coverage to employees of retail trade enterprises with exceeding $1 million annually, although individual establishments within those covered enterprises were their annual sales fell below $50,000.”(DOL WHD)From October 4, 18 to September 1, 17 the minimum wage factor was raised an entire $4.0. Now is that considered a good difference or not?

According to a newspaper in 16 “The present federal minimum wage is $4.5 an hour. Minnesota’s is $4.65 (Economist Newspaper Ltd.). There was a new bill passed from both chambers of the state legislature saying, “all corporations employing more than 0 people and taking more that $5,000 a year in state or local subsidies would have to pay their workers wages “at least equal” to the federal poverty level for a family of four.” The wages and benefits would probably equal about $7.8 an hour. Next, the living wages in America today.

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Living wage is an issue we have in America today, we have it in our very own St. Paul, MN. Living wage was enacted on January , 17, and requires that the publicity of subsidized businesses to employ at least 60% of its city residents and pay them above minimum wages. The entire purpose for the living wage campaign was just to get it so that the people could improve all of the living standards that people in urban classes have to deal with. On to my next state, Minnesota.

“Proposals to create “living wage” jobs in St. Paul, Minnesota lacked “a basic business perspective” and would “convert St. Paul to a desert island by requiring more of a return on investment from companies than neighboring states and communities,”argued Steve Holupchinski, president of the local Chamber of Commerce (Economic Affairs Bureau). Yet another quote said by the chief political aide of St. Paul Mayor Norm Coleman, “The proposals are “the mother of all job killers” and a “bureaucratic nightmare.” After that, the supreme courts decisions.

On September 4, 00 the supreme court had declared an ordinance that New Orleans had been proposing with a 6-1 decision. The supreme court says, “State law prohibits local minimum wages” (Louisiana Employment Law Letter). If the local communities were to continue with the variations in minimum wage rates it would eventually lead to a statewide economic instability and decline. Next, employers of the next century.

In September of 001, employers were required to pay their employees 6.15 per hour or a $1 over the required minimum wage. If these employers did not comply with the law, “they could have been charged with a misdemeanor punishable by a fine up to $00 for each day and each employee who wasn’t paid the higher wage” (Louisiana Employment Law Letter). This law was finally passed in New Orleans on February , 00. Following, Africa’s changes in the minimum wages.

In Africa, there was a little different fight about minimum wages, which included farmers. “The labour department will unveil the minimum wage level and basic employment conditions for farm works, following hard on the heels of the announcement of the minimum wage for domestic works” (Africa News Service). It is said that the minimum wage with be a disappointment for many farm owners. Finally, the minimum wage standards have changed.

The years have gone by and many things have changed. Maybe someday the minimum wage will be up to a decent enough way to help out people to be able to survive on it without getting a second job. The minimum wage laws will continue changing so the world will just have to change with it.





Works Cited

The Economist (US). “The wages of populism”.

St. Paul Economist Newspaper Ltd., 16.

Department of Labor. “History of Federal Minimum wage Rates Under the Fair Labor Standards Act of 18-16.

http//www.dol.gov/esa/miniwage/chart.htm

Department of Labor. “Wage Rates in American Samoa”.

http//www.dol.gov/esa/miniwage/americaSamoa/Asminwage.htm

Department of Labor. “History of Changes to the Minimum Wage Law”.

http//www.dol.gov/esa/miniwage/coverage.htm

Department of Labor. “General Information on the Fair Labor Standards Act (FLSA)”.

http//www.dol.gov/esa/regs/compliance/whd/mwposter.htm

Department of Labor. “Questions and Answers About the Minimum Wage”.

http//www.dol.gov/esa/miniwage/q-a.htm

Department of Labor. “A Guide to adjusting commensurate wage rates as a result of September 1, 17 increase in the FLSA minimum wage”.

http//www.dol.gov/esa/miniwage/special.htm

Peschek, Joe. “A living wage? Campaigns attach strings to public contracts”. Dollars & Sense. Economic Affairs Bureau17

Ehrenreich, Barbara. “Nickel and Dimed”.

Henry Holt and Company , LLC. Copyright 001 by Barbara Ehrenreich



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Monday, October 22, 2012

Strategic Planning

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MANAGEMENT ACCOUNTING ESSAY 18/ The development of a strategic plan is essential to the achievement of organisational goals. Discuss. The development of a strategic plan is an essential part of strategic management accounting. If carried out to its full credibility the organisation will achieve its goals. It is important to note that the strategic plan is set for long term planning, as much as -5 years. It has been established that a strategic plan requires the specification of objectives distinguished between three key elements, forming a hierarchy the mission of an organisation, corporate objectives and unit objectives. These objectives are the first stage of the strategic plan, before the organisation has to ask, and answer, three simple but vital questions; 1) Where are we now? ) Where do we want to be? (long term) ) How are we going to get there? This is where we bring analysis such as SWOT analysis, the Boston matrix, the value chain and the Ansoff matrix into the plan. Corporate objectives relate to the organisation as a whole. They are expressed in financial terms, such as desired profit or sales levels, return on capital employed (ROCE), rates of growth or market share, and are normally measurable in some way. Formulated by members of the board, or directors to be handed down to senior management. United Biscuits corporate objectives in their annual report of 185 were; The most important objective remains the achievement of a minimum return of 0% on average capital employees, with a target return of 5%. Unit objectives relate to the specific objectives of individual units within the organisation, such as a division or one company within a holding company. The unit objectives for costain group plc in their annual report of 186 were; In the UK costain Homes is budgeted to sell 500 homes in 187, - a figure that will put it among the top ten house builders. Before the corporate and unit objectives are incorporated one must start with the mission, and the basic concepts which involve vision statement, mission statement, goals and objectives. The first thing is to establish the long-term strategic aims of the organisation, otherwise known as corporate planning. A vision statement would be drawn up first and is simply a vague sentence expressing the positive effect it will have on society and is often used to say how the world will become a better place due to the existence of the proposal(s). This is often linked with the mission statement, and some companies may even omit the vision and focus only on the mission. This emphasis more on the specific role that the organisation plans. It describes in very general terms the broad purpose and reason for its existence, the nature of the business(es) it is in, and the customers it seeks to serve and satisfy over the long run. The mission statement for international company Virgin is very simple, very brief but informative as to what they wanted to put across, and is simply; The directors aim to develop virgin into the leading British international media and entertainment group.4 Equally important are the goals and objectives. Firstly the organisational goals, the aims that the company strives to incorporate and achieve. These are a more detailed breakdown of what the mission states. They will be defined for different groups of shareholders. As one would expect, organisational goals are established for shorter time frames and are of unquantified sources. Goals can be a little ambiguous, they can be expressed in simple terms, for example, to make a profit, or in a wider area, to increase productivity. Therefore such goals can be taken for granted and so tell us little about the emphasis placed on the various activities of the organisation in meeting those goals. On the other hand one can say how vitally important they are. They provide a basis for planning and management control, guidelines for decision making and justification for the actions taken. The goals that the company set out in their report will be different to that received by the individuals, groups or departments of that same company. The goals will help to develop commitment of these people and so focuses attention on purposeful behaviour providing a basis for motivation and rewards. Fig 1 FORMAL GOALS Personal goals of managers INFORMAL Perceived goals of officially stated GOALS the organisation organisation goals Personal goals of other members of the organisation the reason and purpose of the organisation Figure 1 shows the different types of informal goals that lead to the overall formal goals of the organisation. Inter-linked with the organisational goals are the objectives. These can be interpreted as being the same as goals, but they do differ. The goals are the basis for the objectives and are quantified roles of the organisation. They set out more specifically the goals, the aims to be achieved and the desired end-results. As with the goals, the objectives too will be broken down into different sections within the company. The corporate objectives also need to be broken down into compatible and functional objectives, so as all departments can contribute their part in maintaining the overall specifications. Large companies would have to subdivide the organisation as a whole to make there corporate mission more appropriate. This can be achieved by splitting into functional areas or geographical areas, where the managers are made responsible for all of the functions carried out within their region. The most logical and relevant divisions for strategic planning purposes are called strategic planning units - (Subs). Subs are normally defined as being divisions of an organisation where the managers have control over their own resources and discretion over the deployment of these resources within specified boundaries, - their own mission statement and set of goals. The role of corporate strategic planning in this case is to define the overall corporate values and guiding business principles and to set out the limits of the business, which can be undertaken by the subsidiary units. Here we recall the three simple but vital questions mentioned earlier; Where are we now? Where do we want to be? How do we get there? To help us we start to incorporate analysis and other useful techniques. We start with the SWOT analysis, otherwise termed WOTS UP, which focuses on the strengths, weaknesses, opportunities and threats of the organisation. By taking into account the constraints and opportunities, one can take a look at previous performance, competitors and the rest of the industry, in relation to the holders own company, and then of course one can do SWOT analysis; Fig INTERNAL STRENGTHS WEAKNESSES EXTERNAL OPPURTUNITY THREATS The strengths and weaknesses refer to the internal aspects of the organisation, comparing to the competition and the market place, - what the company is relatively good and bad at doing. The opportunity and threats relate to the external environment factors and the inter-relationship they have. Strengths are those positive aspects or competencies, which provide a significant, market advantage, where the organisation can build upon. This is simply to tell the present market position, size, structure, managerial expertise, physical or financial resources, staffing and skill, image and reputation and lastly the situation (for channel ports and motorways). Weaknesses are obviously the negative aspects in the present competencies or resources of the organisation. Its image or reputation limiting its effectiveness which need to be corrected to minimise the effects. Certain examples of weaknesses could be operating within a particular narrow market, limited accommodation or outdated equipment, high proportion of fixed costs, high level of customer complaints, poor marketing skills or a shortage of key managerial staff. Opportunities are favourable conditions and usually arise from the nature of changes in the external environment. Although the organisation needs to be responsive to the changes, it also has to be sensitive to the problems of business strategy. The changes being, new markets, technology advances, improved economic factors or failure of competitors. The opportunities offer the organisation the potential to develop existing products, facilities or services. Threats, the last in the SWOT analysis matrix. These are the opposite to opportunities, referring to unfavourable situations arising from external environment developments that are likely to endanger the operations and effectiveness of the organisation. One would include changes in legislation, the introduction of a radically new product by competitors, changing social conditions and the actions of pressure groups. The organisation has to be responsive to changes that have already occurred, and therefore plan for anticipated significant changes in the environment, being well prepared for such demands. One has to consider four fundamental issues that are addressed with SWOT analysis. Firstly, financial performance - allowing one to asses the current performance. Secondly, competitiveness - here it is vital to consider the non-financial factors which allow a company to resist competitive pressure, applying it successfully to others. Market input is next, and lastly external environment - these last two aim to highlight external factors, for example, potential constraints, via analysis of the external environment. This must take into account all relevant external environment factors. Once the organisation has completed the SWOT analysis, the question of where they to be in -5 years arises. To help with answering this the Boston Consulting Group (BCG) portfolio matrix will be introduced. This matrix identifies greater strengths and weaknesses by producing, again, four different types of businesses (or products), Dogs, Question marks (or Wild cats), Stars and Cash cows, and is shown in the following Boston Square; Fig Market growth and cash input High STAR ? Low FUNDS CASH COW DOG High Low Market share and cash generation The Boston square is based on a product life cycle and the coincidence of high market share with high profitability; Fig 4 Product Life Cycle question star cash dog mark cow The product life cycle assumes that the cost a unit drops as the volume of units produced increases as a result of improvements in the production process and economies of scale. A typical product developed from concept to market acceptance, through a period of high demand and eventual market decline. Of course not all products follow the same cycle, some never reach the market, and others have a different time scale at each stage of the cycle. Converting the four stages of the product into matrix form produces the above Boston square, giving four different characteristics, specifically chosen. The stars are those products with the best profit and potential, requiring hefty investment to become established products, which generate cash with minimum investment. The question marks, otherwise known as wild cats, are those products requiring a high investment for little return. Market growth is high whilst market share is low, initially funded by income from cash cows. The dogs are those obsolescent products which no longer merit further investment as the market share has been eroded by new developments or fashions. The whole idea of the Boston square model is to highlight that the strategic management of a product, or even a whole industry, needs to focus beyond internal factors to consider market pressures. It also stresses the need to re-invest income to provide long term sources of revenue. It is essential that four strategies emerge from this matrix. Firstly, to build - increase market share, turning question marks into stars. Secondly, hold - preserve market share, ensuring cash cows remain cash cows. Thirdly, harvest- increase short-term cash flow by using cash cows to fund other business products. Lastly to divest - eliminate those businesses whose use of resources is inefficient. It is also possible to use a different type of analysis, namely Porters five-part model, of the existing competitive position. The five parts are established as 1) buyer power, ) supplier power, ) entry opportunity, 4) substitute possibilities, 5) competitor rivalry. These five factors determine how attractive an area of business will be to a company. Fig 5 Porters five factors affecting current level of competition can also be successfully related to his later technique - the value chain, which comes under our third question - How are we going to get there? The value chain looks at the total value added by the industry and by the particular organisation within that industry. The objective of the value chain analysis is to highlight the objectives which contribute most significantly to the total value added and to develop strategies to improve on, or defend the current share of that value added which is gained by the organisation. Fig 6 The value chain Suppliers Organisation Customers Strategy and administration Research and development Design Production Marketing Distribution Customer service According to this concept every firm is a collection of activities that are performed to design, produce, market, deliver and support its product. Another development by porter in 180, is that competitive strategy splits successful strategies into three broad categories; Fig 7 Porters model of generic strategies STRATEGIC ADVANTAGE Low cost position Uniqueness perceived by customers STRATEGIC TARGETS Industry niche Overall cost Leadership Differentiation Particular segment only Focus To be successful across its chosen industry the organisation must either be able to supply the product from the lowest cost case in the industry or be able to command a higher price in the market by differentiating its product. It may not be positive to sustain either of these strategies across the whole industry and so it adopts its third strategic category by focusing on particular segments of the industry where it can command a sustainable competitive advantage. The last part of the corporate planning is the Ansoff product/market matrix. Competitive strategies should be the most precise level of strategic planning since they relate to actions regarding products and markets which are to be implemented to achieve the most specific objectives of the organisation. The organisation here could acquire or develop new products to sell its existing customers, mapped out in the Ansoff matrix. Fig 8 Ansoff matrix PRODUCTS Existing New MARKETS Existing Market Penetration strategy Product development strategy New Market development strategy Diversification The Ansoff matrix indicates the appropriate types of strategies which should be implemented depending on which box the organisation decides to select as its preferred method of growth. The fourth alternative that this matrix suggests is new products for new customers, otherwise described as a diversification strategy or questionable strategy, because it doesnt build on any obvious existing competitive advantage of the business. The other three strategies are examined by their relevant strengths and weaknesses. From all of the analysis shown, and followed with the full capabilities of management in achieving what was set out, one would be able to achieve the original organisation goals. It is possible to see that the development of such a strategic plan, through corporate planning, is a lenghty but well worthwhile for the company. We should note that strategic planning and strategic management accounting has become a vital part of a companies future.



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LEGAL BUSINESS

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1. During the planning and negotiating process various issues were discussed, such as legal issues surrounding the event, parking situation, crowd control issues and sight lines. The main issues discussed in the part we saw was about the location. The entire stage had to be moved from golden gate park and be reconstructed at the speedway almost overnight. They didn’t get the final confirmation on the speedway until a day or two before the event was to take place. They discussed how people would be getting into the event, the issue was brought up that there is only a small road leading into the area, and where would people be able to put their cars.

. Hells angles members were placed on the stage and around the stage to grab crowd members that were going onto the stage. They had a few helicopters in place to be used as med-evac if needed.

. Yes, everyone involved in the deal, from band members to stage crew to event planners, seemed to either be drinking or under the influence of some kind of drug the entire movie.

4. I don’t believe that the kind of music influenced the crowd into anything involving the hells angles. If anything the kind of music played at this show was meant to calm people and bring peace. This show was held during 16 a time when a lot of violent and terrible things were happening around the world, in turn this inspired musicians of the day to write songs to bring a message of peace to the listeners.

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5. The event impacted the community in various ways. The main thing obviously was the large amount of people descending on this small rural town. They showed a shot taken from a helicopter of the road leading in, and there were cars parked bumper to bumper for miles and miles.

6. The crowd was mainly composed of a mix of males and females between the ages of 18-0. However there was a broad mix of people, all races, even a few dogs. 4 babies were born as well!

7. I noticed that the hells angles were abusing their power of stage security. At one point in the film one of the hells angles even punches and knocks out the lead singer of Jefferson Airplane! It was apparent that the hells angles had no idea what they were doing when it came to running security. They were arguing back and forth with promoters and band members over the PA system!! What does this show the crowd about how organized you are?

8. I believe that the biggest impact on the event was two things. First the hiring of hells angles as security. These are people who love to get into fights and love to drink. If you wish to run a proper security operation, crowd members should be subdued in as non violent of a way as possible. Also “staff” members should never be drinking on the job. The second issue to me was the quick change in venue. For one, this gave promoters and planners no time to set up a proper area surrounding the stage. They were still building the stage when almost 100,000 people had already arrived. They had crowd members wandering behind the stage, climbing on the scaffolding holding up speakers, crowd members climbing on the stage and running around. All in all it was a huge mess. The crowd control never even got a chance to get started and they ended up trying to play catch up the entire day during bands performances.



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Saturday, September 8, 2012

Kitchen Made Pies

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Kitchen Made Pies has clearly been struggling over the past four years. Is this the beginning of the end or is there some hope left for Paul Dubicki? He obviously has a lot going for him right now (181). The economy has taken a turn for the worse. Fresh pie sales are slowing due to the rising popularity of in-store bakeries. They have also had credit problems with one of their top clients. However, I feel the biggest problem of KMP is their inability to control labor costs. Sales have actually been steady during these last four losing years. It has been their increased costs that have got them in trouble as of late. Can they improve their production techniques in order to increase efficiency and reduce costs?

Mr .Dubicki is intent on offering a wide range of pies. The trouble with this is the ridiculous amount of downtime the facility has every time they need to change the size or flavor on the machine. They spend 15 �0 minutes each time they change sizes. They lose another 4-5 minutes each time they switch flavors. This amounts to 16 minutes a day where nothing is being produced. The labor workers are still working and getting paid. The company just has nothing to show for it.

Mr. Dubicki’s biggest concern with purchasing a more efficient machine is obviously the up front cost of $150,000. The company is currently low on cash and is also having trouble getting credit from their bank. Their biggest customer, Dean’s Distributing (40% of sales) is also historically late with payments. The last thing on his mind is spending more on a company that is consistently losing money.

Sometimes you need to take a step back in order to move forward. Mr. Dubicki sees the short term costs of a new machine, but fails to see the long-term profits this move could bring. A more efficient machine would drastically reduce the hours needed for labor workers. They could produce the same number of pies with as many as 707 fewer hours worked per year. This would result in savings of $115, per year. The firm could simply lay off nine workers and still produce the same number pies.

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Mr. Dubicki clearly has to do something fast. He seems to believe this problem will just go away. He makes way too many assumptions with little or no research to back it up. He is also very stubborn about changing the company’s ways. He believed customers would prefer fresh pies when in actuality these sold best through in-store bakeries. He also focused on high prices for high quality when he knew for a fact that customers were price sensitive. His biggest blunder I feel is ignoring the purchase of a more efficient machine. He guesses it would not work, but does not even bother to do a cost analysis.

The purchase of a new machine would be my number one priority. I suggest purchasing the machine and financing it over five to ten years if possible. This would lower the expenses to $0,000-$5,000 per year. This would more than be offset by the $115, they save in wages. This would have turned most of their losing years into profitable ones and cut a big chunk out of their 181 losses.

Mr. Dubicki keeps talking about volume. Volume is the key to success. I feel this approach is dead wrong. First of all he owns a mid-size company. This means he has neither the delivery capabilities of a large firm nor the local market advantage of a small firm. There has also been a drastic decrease of bakery sales (-1% in 181) in grocery stores. My biggest concern here is the company’s sales over the past 7 years. There is minimal change from year to year. In 175 and 176, the two most profitable years (ave. sales - $1,5,000), they actually sold less than in their worst year of 181 ($1,65,000).

The pie market clearly seems to be getting tougher. KMP has not been able to increase sales over the past seven years and they are actually considering dropping Dean’s Distributing (40% of sales). I feel this is one of those situations where you should not get too greedy. There is a limited market right now and it is only getting worse. I say make the best of what you have. There is no reason to believe due to past company history and the future of the industry that they can make money by selling more. They should go the other route and maximize profits by minimizing expenses. That would be my first step. They need to stop the bleeding and start to turn things around. Then they can worry about producing more pies and working on some kind of promotional campaign. If KMP can do this they may have a chance to get back to profitability.

181 Admin Cost assumptions

$4,100 - Paul Dubicki � owner

$5,000 - B. Britt � prod. Manager

$0,000 - C. Watson � off manager

$0,000 - L. Beard � sales manager

$84,000 - 6 office workers @ $14,000

$18,100

181 Labor Cost assumptions

7 Labor workers = 0 production + 1 driver + 6 maintenance (est)

= 81% production � 1% non production

$45,00 � actual labor costs

6,46 hours worked - $45,00 / $7.5 hr.

1688 hours per worker - 6,46 hours / 7 workers

5. hours per week - 1688 hours / 47 weeks

7. hours per day - 5. hours / 5 days

$5.0 - 7. hours worked x $7.5 / hour � ave daily pay

$1,45 / day - $45,00 / 5 weeks / 6 days = cost of running plant per day

7.8 workers per shift - $145 / 5.0 = # of workers per day

.5 production workers - 7.8 total workers .81

Downtime of Current Machinery

5 minutes - size changes (4in-8in-in) 17.5 mins per change

101 minutes - .5 ingredient changes 4.5 mins per change

16 minutes per day

1.6 hours per week

707 hours per year - # of hours that no pies are being made

New Machine (perfect machine � no downtime)

Cost = $150,000

Savings = $115, -- 707 hrs .5 production workers $7.5/hr

B/E = 1. years

New Machine (good-cuts down time by two-thirds)

Savings = $76,886 $115, (perfect) /

B/E = 1.5 years



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Monday, July 16, 2012

An Operating Definition of Organizational Behavior

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An Operating Definition of Organizational Behavior

Kenneth Buckner

ORG 50, Organizational Behavior

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Mr. Wynne

November , 00



An Operating Definition of Organizational Behavior

While we are not supposed to quote the Funk and Wagnalls definition of “organizational behavior,” being new to the subject, I had to at least look it up to see what it was supposed to mean. To my surprise, I could not find an official definition, neither online nor in any of the dictionaries in my office. Being an expert on the internet, I logged in to the Google search engine, which produced 41,000 websites with the phrase “organizational behavior.” Most were organizations, or books, or papers from doctors this and scientists that and websites extolling the many insights and ramifications of their versions of “OB.” Take note at the use of the word “versions” of OB. There’s more than one, and if this starts to sound a bit rambling, even confusing, join the club. Website after website listed their answers to numerous specialized problems. Everyone had a unique insight into something, but it became very apparent that there are no hard and fast rules in the study of Organizational Behaviors. At most, it appears to be an inaccurate science based on understanding, controlling and manipulating situations involving human beings, using their needs and wants within a company, to achieve the goals assigned by management. Officially, the text states that

Organizational behavior (often abbreviated as OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness. (p.17)

The textbook also offered a generalized explanation of the subject, but it too listed various points of view. The reader is asked to accept the premise that an organization has a personality, and a “pattern of behavior,” influenced by both management and employees, with various stimuli affecting the results. Sometimes they work together and sometimes the employees are going in one direction while the management is heading for the Cayman Islands (see Enron). This divergence seemed to add credence to a quote from Harold R. McAlindon, which states that “the quality of an organization can never exceed the quality of the minds that make it up.”

The book stresses that the managers’ responsibility is to achieve a certain goal but in most companies they are not the ones doing the work, and using various methods, they inspire the employees to achieve these goals. After reading the first section from our textbook, I finally started to get a sense of the focus of the course, if not a concrete definition of organizational behavior. Appendix A went over the historical growth of OB, with its various theories, different eras and contributing luminaries. Appendix B was a list of the syntax and terminology of OB. In the main part of the chapter I read descriptions of managers and their responsibilities, with lists for “Effective vs. Successful” activities, charts and several different approaches to explaining why “systematic study” replaces “intuition.” The chapter repeated, however, that while organizational behaviors may be somewhat predictable, they are not absolute.

There are few, if any, simple and universal principles that explain organizational behavior. There are laws in the physical sciences�chemistry, astronomy, physics�that are consistent and apply in a wide range of situations. They allow scientists to generalize about the pull of gravity or to confidently send astronauts into space to repair satellites. But as one noted behavioral researcher aptly concluded, “God gave all the easy problems to the physicists.” Human beings are complex. Because they are not alike, our ability to make simple, accurate, and sweeping generalizations is limited. Two people often act very differently in the same situation, and the same person’s behavior changes in different situations. For instance, not everyone is motivated by money, and you behave differently at church on Sunday than you did at the beer party the night before. That doesn’t mean, of course, that we can’t offer reasonably accurate explanations of human behavior or make valid predictions. It does mean, however, that OB concepts must reflect situational, or contingency, conditions. We can say that x leads to y, but only under conditions specified in z (the contingency variables). (p.14)

This one paragraph put the whole thing in a nutshell. It proved my earlier hypothesis that OB is only a guide, not a science; something to be used for reasonably good guesses as to what any individual, group, team or company would do in a situation given certain conditions. I couldn’t have said it better.

“Organizational Behavior” is something X that leads to something Y when certain conditions Z exist. Remember, you heard it here.



References

McAlindon. H. R., Cole’s Quotables, downloaded from http//www.quotationspage.com

Robbins, S. (001). Organizational Behavior, Ninth Edition, New Jersey Prentice-Hall



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Thursday, July 12, 2012

“Stripping the Whale”

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I chose the painting by Mark Milloff, “Stripping the Whale”. This painting caught my attention because of its barbaric nature. Mark Milloff got his inspiration for this painting from chapter 6, “Cutting In”. This chapter describes the state in which the Pequod and her crew are in while they begin to process whales.

The name of the painting, “Stripping the Whale” is very similar to the title of the chapter, “Cutting In”. The painting depicts the savage nature in which the crew of the Pequod kill whales and process them. There are four main members of the crew in this painting, all of whom are impaling whales with harpoons. The massacre pictured leaves little regard for the humanity of the whalers, intensified by the small whale fully skewed on a harpoon to the right of the painting.

While the gruesome slaying of the whales takes most of the action, in the very center of the painting is the giant hook with a slab of blubber hanging from it. “To this block the great blubber hook, weighing some one hundred pounds, was attached…with a few sidelong, desperate, lunging slicings, severs it completely in twain…the long upper strip, called the blanket piece, swings clear”(84). The slab of blubber being hoisted up is white, inducing a sense of innocence and purity belonging to the whales being murdered. This thin white slab in the middle of the painting is surrounded by darker colors. The Pequod, from which the whalers come from, is a dark brown, black color, resembling the power and evil with which the whalers carry out their mission.

The painting itself is very significant to the viewer, having the action depicted so close to the surface, fully engulfing the observer into the scene. Milloff created a realistic painting in which he was able to show some irony in the novel. Throughout the novel, the whale is spoken of as evil and corrupt, and whalers performing a respectful duty by ridding the world of such malignancy. In the painting, however, the whalers are shown as the barbaric, evil hunters unmercifully slaughtering as many whales as possible. This painting depicts the true nature in which the great

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leviathon was hunted.

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This is stupid

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I cant believe just to read one little essay i have to write my own, im a crap writer so why would i want to put one of my crap essays on here for people to read and go this is stupid... so there u go! ok so it has to be 50 words long... no probs i can do that! ill just copy and paste! have fun reading this!

that should do it! thanks oh so now u say it has to much repition! what is going on! all i wanted was a little help with an essay that i have to write! this is so stupid! u better let my get this or ill just go somewhere else to find some information! oh and i bet that you will send all this crap to my email address, probably even viruses after reading this... well i dont want anything sent to my email address becuase im sick of it!!!

so i hope this is good enough... happy reading!

damn still not long enough! 50 words is a bit stupid! alrgiht ill put a bit of one of my essays on here

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My character makes an appearance on stage as “she caresses herself as though her hands were a man’s.” My initial reaction was that this girl is crazy. I had to read the monologue over and over just too completely understand what she is saying and the meaning of the monologue. Shepard is an American playwright from the 60’s who wanted to be a rock star. An eclectic form of ideas influenced his writing such as magic, witchcraft, Hollywood westerns, television in its pop or junk aspect, science fiction and many more. He likes to use the idea of transformation and this is what my character Becky does. She becomes wholly different in abrupt movements, while the scene remains the same. Also she becomes someone else as she takes off her clothes. Shepard’s plays seem incomplete because they lack clear boundaries and consistency. The monologue displays varied voices transformation which is Shepard’s style of writing.

i do drama by the way... and i performed that monologue for class!



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How has Taiwan benefited from globalisation economically and environmentally? And so, what does globalisation hold for the future of Taiwan?

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Presently Taiwan is at a major advantage within gloabalisation, through the accelerated expansion of outward economic activities it has gained both money and to a certain extent social and political importance as a trading nation. Within this essay I will investigate how Taiwan reached its current economic state, what benefits have been created and what is the likely future implication on Taiwan. Leading me to answer the question How has Taiwan benefited from globalisation environmentally and economically? And so what does globalisation hold for the future of Taiwan?

Foremostly globalisation is a process in which national economies are becoming more and more integrated into a single global economy. It consists of an ever increasing movement of culture, ideas and trade. The process of globalisation has been an occurring process for centuries, but has only recently had such a solid impact upon East Asia. It has however affected other countries previously and is at this current moment still in an invisible working motion.

Before Taiwan was embraced by globalisation, it was defined as a poor, developing country. Poverty rates were high as were unemployment rates and the quality of life was extremely low. Globalisation brought major changes within the economy of Taiwan (as discussed later) which had the implications of a more positive social, political and perhaps some may say environmental factors within the country.

Taiwan is an active area of the Western Pacific Rim of Asia which since 150 has become a major global economic cove and from its development a shift has occurred to include Taiwan, one of the many Asian tigers. Some might say that Taiwan’s location has enabled globalisation to occur , however I prefer to argue that its complex history explains why economic development happened here.

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In the year of 145 Taiwan once become part of China after 50 years of Japanese rule, thus was soon to change as Chiang Kai-Shek (the infamous communist) kept Taiwan under military law until 187. After this point in time the USA aided Taiwan in the prevention of a communist China. Chinese influential view on hardwork and commitment filtered through enabling the Taiwanese to develop industry and the quality of life within the country.

Today thanks to globalisation and the Taiwanese hard working dedicated lifestyle, Taiwan is as rich as the Spanish. When thirty years ago it was a country poorer than Africa it was dominated by malnutrition and little natural resources. However ten years ago absolute poverty was non existent and the pay had risen by approximately ten times its original value. Giving evidence that globalisation occurred at an almost exponential rate - having large economic impacts upon Taiwan and especially its capital Taipei.

From secondary activity and ingenuity Taiwan is now advanced to the forefront of the global economy and it has achieved a high role within the worlds market place. Thus Taiwan is now a recognised trading nation, leading to major investment from other countries in the form of both invisible and visible trade. For example many TNC’s have been set up and expanded within Taiwan, increasing its GNP and having the implication of attracting other business. It is an ever evolving cycle as when more and more industries locate, rapid industrialisation occurs - attracting other industry etc. etc.

TNC’s bring in foreign wealth to a country (as they take advantage of the coastal locations in Taiwan oven by over seas companies) employment to the local area and as there are less restrictions imports a cheaper thus profit margins are higher. Due to Taiwan providing land, buildings and services an increase in labour is produced, leading to higher incomes as competition for wages occurs and so capital is constructed within the area.

As more and more overseas investments are being implanted into Taiwan, more business trips occur from other countries which has opened the gateway to decreasing boundaries of travel between differing countries. This has lead to a gradual increase in tourism to Taiwan, generating once again an increasing amount of economic income. Flight companies have been allowed to promote themselves and Taiwan has gradually grasped a positive reputation as a up and coming middle class tourist area.

Taiwan’s main modern day industry stemmed from the traditional toy making (Made in Taiwan), however this rapidly advanced and diversification occurred into a more technological and quaternary trading and services. In 18 Taiwan could boast that the total production value of the IT industry was US $ 0 million, a large increase since 16 and Taiwan was the worlds third largest computer hardware supporter after the USA and Japan. Thus Taiwan appears to have found a main area of focal point, its strength in the economic sector of the country has in addition strengthened the exchange rate, increasing its stability and real GNP



Figure 1

Above is a graph demonstrating major indictors of Taiwan’s Economy. There is a significant rise in the amount of people living in Taiwan, indicating an increase in the quality of life, as more can survive on Taiwan’s economy, wealth and foodstock.

However it appears that this has unfortunately led to a small increase in the unemployment rate. Taiwan could twist this to its advantage in the usage of advertising it in order to attract new TNC’s. The amount of GNP has increased exponentially indicating now that Taiwan is a developed country in terms of trading and economic stability. The government is having to spend less as the countries quality of life is increasing thus money can go for further development of industry thus leading to a further development continuing the ever evolving process of globalisation.

The majority of business’ located within Taiwan began as a traditional family way of life and has then developed into a large scale economic trading service. For example AISA began by making pen watches and desk calculators but today it is the 7th largest IT providers in the world.

Thus finally it has become a lot easier for business’ to become set up within Taiwan as the public want their own business (they have experienced the benefits to the nation). There is also the aided advantage of less bureaucracy and restrictions in comparison to other countries.

And so, globalisation has had a huge effect on the economy of Taiwan, namely positive due to the huge increase in GNP, quality of life and education throughout the country. Globalisation has allowed Taiwan to develop as an individual nation thus evolving a high, well renowned trading reputation. This advance in economic power has therefore led to other factors developing within Taiwan the main studied feature being environmental.

As globalisation has occurred throughout Taiwan, it has had an obvious impact upon the environment due to the fact that for Taiwan’s economy to grow the features of the landscape must also evolve in order to support such economic growth. Firstly there has been major alterations in the city centre of Taiwan (Taipei). Before globalisation occurred, the city will have had small essential business’ that the country will have thrived upon and the majority of industry will have been located within the CBD. This has changed and now the environment of Taiwan’s capital has evolved greatly, following Hoyts sectoral model



However there are difference between European (our perceptions) city models and Asian models. For example the back streets and outer suburbs of Taipei contain hundreds of small independently owned factories, which produce components for more prominent companies. This has resulted in a surge of movement by the public into the cities (centrifugal forces). Therefore the government have had to provide sufficient bus roots and systems and a suitable environment for these people to live in. Some may argue that this adds to pollution and environmental problems in the city (which is inevitably correct) however on the beneficial environmental side and improved infrastructure and organised site is formed.

Due to the change in industry and therefore environment within Taiwan, an increasing Western market has been introduced. This has both advantages and disadvantages to the environment. Firstly it increases travel as tourists are keen to visit cultural aspects and do not fear environments that they are familiar with. Although traditions are becoming outcompeted by such Westernisation.

As globalisation developed in the 150’s, the population was encouraged to reform its land. Thus the Grandfathers of the current generation were generally farmers, parents industry workers and present day working class are in the majority, well paid software workers. Through land reform, the environment was developed into an industrial area and now has further evolved into a modern high technological area.

And so, an advantage to environment evolution is that the technological areas within Taiwan are modern, up to date, attractive to young business men and more industry. This creates an increased industrial yield hence a raise in economic income. (Both environmental and economical factors interlink and interact).

Therefore, there appears to be a significant lesser amount of environmental advantages than economic. Taiwan seems to have the attitude that currently they want to attract people and business to the country in order to branch out, and in order to do so they have had to sacrifice the environment. Some geographers may argue that in today’s society a modern environment is far more attractive and beneficial than a cultural society. However others prefer the more rural environment, which promotes a natural surrounding.

Both have advantages and disadvantages, but Taiwan must remember and take into consideration that if it continues to gloabalise in the way it previously has, the negatives could soon outweigh the positives.

With a huge advance in high mass consumption, major advantages occurred within Taiwan. But with this economic boom the country must be extremely cautious in the future implications of globalisation and how it could affect Taiwan economically, environmentally and perhaps even politically.

Primarily Taiwan will wish to look to locate its business’ internationally (as Japan has, thus it will receive higher income. However, it must be aware that the UK has differing importing and manufacturing laws. If Taiwan is breaching these rules, the companies may be exploited, potentially leading to the closure of some industry.

On the other hand, if Taiwan is successful in its investments and management and financial success is prominent (e.g. Delta Electronics) the country will reap the benefits and sustain strong links with a variety of global areas. If it continues in this fashion, purchasing power priority (PPP) could be achieved and Taiwan may join an exchange rate that moves to eliminate prices differentials between counties. The economic future of Taiwan appears positive, however one may questions oneself in what issues will this throw up in the realms of social, cultural and environmental factors?

Through the cultural change of Westernisation, a huge influential example is being placed upon the younger people of Taiwan. And so, an individual from the North would not feel out of place especially in the cities. Taiwan is loosing its traditional society. The main aim within Taipei is to earn money and become successful within the city and not as it was thirty years ago, to practise religion and follow tradition. This can eventually lead to a rebellious society (much like the youth patterns of the U.K and the USA) of smoking, drinking and even drug taking. Ultimately this can lead to vandalism and crime, creating a decline in the city centre. Eventually leading to a poor environment and low quality of life. The traditional family structure is currently still present in Taiwan, but under high stress levels. Today, Grandchildren are being minded when mothers go to work by Grandparents, but will these working women want to mind their Grand children? This could loosen family ties as ambitions over the years have changed significantly.

Recently, the ever increasing globalisation of Taiwan has resulted in a large influx of people looking for jobs within the bright lighted city. This has had several implications

Similar to Brazil, shanty towns have developed to a certain extent (within our European perception) creating rings of poverty and unemployment around the CBD. These areas have a low quality of life, are difficult to rid of and prevent further expansion of the city. Little extremely developed countries contain shanty towns thus in the future this factor could prevent Taiwan’s reputation within this league.

Illegal immigrants in the city are preventing Taiwan nationals in receiving employment and will add to the problem with congestion of people and traffic. In the future this could lead to major environmental issues and add to city pollution control.

In addition to the problem of so-called shanty towns, when people leave the more rural areas of Taiwan it is likely to lead to an uneven economic growth and development. Hence ‘growth poles’ developing and so rurality will be lost as are traditional agricultural means of farming within Taiwan. In the near future this could eventually result in a core periphery model



Within this occurrence the gap between the rich and poor increases due to a backwash effect with little investment outside the CBD. In the future this could lead to the poor getting poorer and the rich richer within Taiwan.

If this was to happen within for example Taipei it will have both positive and negatives as once again the CBD would become more prosperous and gain administration and financial functions. The rural areas will feel a decrease in value unless the government creates growth poles in other areas such as pingpang (like Brazil) but it must remembered that those who remain within the rural area will continue the traditional culture hence continuing a great advantage as it would preserve Taiwan’s original heritage.

In the case of almost every rapidly industrialising and urbanising country, environmental cost appears to be present and therefore if not controlled, a major future problem. In Taipei, if environmental issues continue to be last on a list of priorities, rivers will become totally contaminated, masks worn to prevent pollution and crops contaminated by heavy metals and pesticides.

Currently 6 days per annum, air is unfit to breathe in Taipei. If industrialisation continues at its current rate, this figure could increase significantly thus essential respiratory masks would have to be worn. In the more distant future this atmospheric pollution could cause breathing problems within the economically dependant people of the country and so have a large negative impact upon the Taiwanese workforce. The same applies for polluted rivers, as contaminated drinking facilities would evolve into national epidemics.

Due to a huge increase in population (see Figure…) agricultural development has occurred, however this has angered the situation. Agricultural methods are now intensive and demand from cities means that water polluted by industrial sewage is used to irrigate crops. We can only presently imagine the after shocks of this, disease and to some extent famine could occur as pollutants transfer into the food cycle. Finally this means once again the workforce could decrease, eventually leading to economical issues.

Therefore dependant on how Taiwan controls is future through globalisation will eventually decide on the future implications of the cities and country. It could swing either way but currently it seems as though there are more negative issues being thrown into the situation as Taiwan has only had one main focal point - economic interest.

Taiwan has achieved its economic boom, but is still very ambitious and continues to look for advantages within expansion - however it has neglected the more cultural and environmental issues within the nation. This could result in disaster if tradition is lost, a good surrounding disappears and industry takes over, as a high quality of life is dependant on a positive equality of many differing factors. And so, in order to prevent this. Taiwan must keep in mind the lives and attitude of both its nation and country side to achieve and maintain a content equilibrium with economic power.

Taiwan has obviously and inevitably primarily benefited from the process of globalisation, however other impacts have been inflicted on many other areas within the country. Globalisation brought a developing, poverty stricken area into the same economic league as the USA, Pacific Rim and UK and so modernised both industry and the quality of life of the population. This has led to a wide variety of technological advancement within particularly the capital Taipei, thus many tourists visit the area on both recreational and business trips and investments occurred from all over the world. These main overriding factors have meant an indispensable role in the world market place, continual internationalisation and a growth in capital resulting in a phenomenal economic boom and so Taiwan has and is currently reaping the benefits. However in order for globalisation to occur the environment has had to adapt with some both positive and negative affects. Alterations to the city centre and a modernisation and diversification of old industry have in some cases led to a more pleasing environment, however this attracts people and adds to pollution and congestion. Therefore globalisation has meant many advancements within the country but its growth is also resulting in certain setbacks in the realms of culture, society and environment perhaps even leading to future problems.

An advance in industry has made the country economically wealthy and democratic, but if this continues it could result in future implications upon Taiwan. Thus Taiwan’s government and population must question itself and ask Momentarily, what do the present and past economic figures indicate for the country, and are these difference sufficient to sacrifice the environment and cultural heritage of Taiwan?

Finally, globalisation is a modern, ever occurring and evolving process thus is unlikely to stop as it empowers an increasing amount of countries. Therefore instead of preventing future globalisation, Taiwan should investigate how to control this growth and perhaps locate money in preserving the environment and society.

And so, globalisation is a powerful process with both benefits and disadvantages. Only with future experience will geographers truly know the full exploitation of rapid integration and industrialisation, leading to a better controlling of issues that may become prominent within countries such as Taiwan that have experienced globalisation at an exponential rate.

Bibliography

Geography - An integrated Approach - David Waugh

Global Challenges Digby

www.google.com

www.icbc.com.tw/chinese/news

New Patterns, process’ and Change in Human Geography - Carr



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creativity and constraints

If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on creativity and constraints. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality creativity and constraints paper right on time.

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creativity gets hampered by constraints some say

some say constraints help u become more creative.

the debate is open. but then when its a debate, it has to be open otherwise how can one say that its a debate?debate is adebate is a debate. anyways talking about creativity,

there is always a conflict of method and intution.

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the conflict is in the process of creating something new, and unpredictable,( unpredictable because, if one can predict it, then it wont be creative.and moreover, anybody ,by following the process, can predict or arrive at the results.there are a few theories about creativity each one emphasises on different aspects of the final out come as well as the process.some give importance to the creative person.

creativity and constraints

when given too much of freedom to explore, one normally gets a little scared. coz then theres no direction as such.

to take advantage of free thinking, or thinking without boundaries, one first thinks without constraints but then for selecting the direction , one requires an evaluation process to narrow down. intution and aesthetics are a few evaluation criteria. constraints also serve as an evaluating criteria.internship this spring or summer. All around designer with strong work ethic. Junior at Auburn Universityplease can you fix it for me to get a design job, but hold the naff medal. I can drive Alias Studiotools of us have been in the education system for the majority of our lives and most of us argue how true education should be. Although some people support that creativity is more important in education, others says knowledge is more important than others.

Creativity Creativity is a hot topic today, whether in the context of Business, Technology or the Arts. And while there are many aspects to creativity, there is certainly one we admire most in creative people Being creative is seeing the same thing as everybody else but thinking of something ...

Strength Within Creativity Despite oppression, African-American women of the past were able to overcome obstacles by taking on the role of artists. They relied on their creative spirits to carry them through their wretched existence.



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