Factors Influencing Corporate Cultures

Introduction Corporate culture underscores the way things are done within an organization. Corporate culture involves a set of behaviors that occurs naturally amongst all participants in an organization.Advertising We will write a custom essay sample on Factors Influencing Corporate Cultures specifically for you for only $16.05 $11/page Learn More It includes the mode of communication within the organization, management of performance, the set-up of hierarchy levels, and the coordination of projects coupled with how meetings are conducted among other activities within the organization. Corporate culture is acquired with time, it differs from one corporate entity to another, and it is subject to various factors. This paper considers some of the various factors that lead to the development of what is considered as corporate culture. Factors influencing corporate culture Factors influencing the corporate culture in the different organizations are numerous a nd they vary from one corporate entity to another. They include Leadership Leadership is one of the factors that form the foundation of a positive and successful corporate culture in an organization. A positive leadership, despite the hierarchy level in an organization or a firm, will influence a positive culture (Hartman, 2005). On the contrary, poor leadership leads to weak corporate culture. The leadership has to be strong, visionary, passionate, disciplined, and supportive in a bid to instill a positive culture in the firm. The leadership of a firm is a reflection of how the firm should be. In addition, the leadership is a reflection of what is expected of all the other participants in a given organization. The leadership should be highly concerned with walking the talk as opposed to playing a supervisory role. This aspect will ensure that other participants learn from watching and not from hearing. Visionary leaders lead by example, and thus they influence the culture of an ins titution.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Vision and mission The vision and mission influence the corporate culture of an organization. The basis of a great corporate culture is a vision and a mission. These two elements outline the values of the organization by giving it a sense of direction and purpose. It would be useless to establish an organization that has no mission and whose visions can only be guessed. Vision and mission statements orient all participants in the organization in the different levels to what is expected of them and as such, they influence the stakeholders’ activities. A vision statement might be very simple, but it is a foundational element in the establishment of a corporate culture. For example, the vision of ‘The Alzheimer’s Association,’ is to see the elimination of the Alzheimer’s disease in the world. Therefore, every strategy will be geared towards achieving this goal, which ultimately shapes the corporate culture. Such a statement is short, but it highlights clearly the purpose of the association. Values and practices The values and practices of an organization are the basis of the corporate culture in that entity. In a company, the vision enunciate the organizational purposes and objectives, while values outline the mental outlook and demeanor that the involved stakeholders should have in a bid to realize the vision. Values are enshrined in the organizations’ practices (Schein, 2010). The values and practices include the way the organization vows to treat its employees, serve its clientele, and uphold its professional standards. Most values revolve around employees, the clientele base, and other stakeholders. They offer guidance on what is expected of these groups in the course of their interactions. The originality of the values is not as important as their authenticity. On the other hand, processes reinforce the organization’s values and vision. They are a reflection of how the organization conducts itself. Whatever an organization values must be reinforced in its policies and incorporated in its daily practices. Organizations normally take disciplinary actions against employees who violate its values. People People within an organization are integral in the establishment of a culture. An organization cannot purport to have built a coherent culture without having involved people. People influence the development and observation of a culture within an organization. Therefore, individuals that share the organization’s values and mission and are willing to embrace the values are important in the establishment of the corporate culture.Advertising We will write a custom essay sample on Factors Influencing Corporate Cultures specifically for you for only $16.05 $11/page Learn More According to Ellis (2013), the best f irms in the world have the most stringent recruiting policies. This assertion holds because talent is not only enough in the success of a firm, but also suitability to that particular culture. Ellis (2013) further argues that culturally fit employees bring with them the right ‘cultural carriers’ that reinforce the organization’s culture. Therefore, positive support staff members about an organization’s culture are key in the observance and sustenance of the corporate culture. Support staff members that view their organization’s culture as inefficient will do everything in their capacity to kill it or contravene its principles. Founders and owners The founders and owners of an organization also play a key role in the development of an organization’s culture. They exert influence on the activities of the company, as they are the groundbreakers in the establishment of the organization. They are the vision and mission bearers of the organization and as such, they set the basics of the culture in the workplace. Mostly, the proprietors come up with the basic principles that should be observed in the organization, which ultimately shapes the corporate culture. Environment The surroundings within which an organization is established influences the corporate culture in different ways. The environment could be juridical, economic, technological, or cultural. When the elements of a juridical environment contradict those of the organization, the resulting influence is said to be negative. The economic culture of an organization is derived from the national culture of the nation where the organization is situated. Therefore, the environment of an organization shapes the ultimate corporate culture adopted in a given entity. The market The market or industry within which an organization operates influences its corporate culture. Companies like Apple are in the industry of innovation and as such, their activities revolve around innovat ion. A company in the fashion industry will concentrate on a culture that favors its market. This principle applies to any industry.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Size of business The size or organizational characteristic of a business will influence the corporate culture of an organization. In most cases, the prevalent corporate culture in SMEs is uniform, while in large and multinational corporations it is heterogeneous. The organizations’ history and background play a critical role in shaping the ultimate corporate culture. Management structures The structure of the management and reward of employees influence the culture of an organization. For instance, how an organization pays bonuses, dividends, salaries, and commissions to its employees among other packages influences how such activities are conducted in the future whether there is a change of leadership or not. The processes and procedures that are followed when hiring, firing, or granting leaves to employees set a precise culture that can be used as a reference in the future. The organizational structure of a business also influences the culture of an organization. The organi zational structures include the hierarchy levels. Such structures provide clear processes for the communication of information and allocation of tasks. The CSR The corporate and social responsibility of an organization is also another factor that determines the corporate culture of an institution. Corporate and social responsibility refers to the commitment of an organization to develop and ensure a sustainable economy by working together with its employees and the local communities in a bid to improve the quality of life. The organization does so by creating opportunities such as employment for the local communities, the introduction of new technologies, and creating a competitive environment. Conclusion Culture in the corporate world dictates how organizations conduct themselves. It can be identified from how information is communicated, the mode of giving feedback, coordination of activities within the organization, and the observance of processes and procedures put in place. The se activities are established over time. Corporate culture cannot be established in boardroom meetings. On the contrary, the involvement of all stakeholders shapes the ultimate corporate culture in an organization. Culture can be depicted from the structural organization of a corporation be it the type of job titles, the hierarchy level in place, and the way business is conducted. Ultimately, different elements shape the organizational corporate culture and they include leadership, the set vision and mission statements, the environment, and all stakeholders together with the shareholders. References Ellis, C. (2013). What it takes: Seven secrets from the World’s Greatest Professional  Firms. New York, NY: Wiley. Schein, E. (2010). Organizational culture and leadership. San Francisco, CA: Jossey- Bass. Hartman, L. (2005). Perspectives in business ethics. Boston, MA: McGraw-Hill. This essay on Factors Influencing Corporate Cultures was written and submitted by user D'KenNeraman1 to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

How to Supercharge Your Task Workflows With CoSchedule [DEMO]

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Management of resources and operations Assignment

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Training and Development Research Paper Example | Topics and Well Written Essays - 750 words

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Nderkohe qe shume lidera kopjojne

Nderkohe qe shume lidera kopjojne Nderkohe qe shume lidera kopjojne mjaft ide perteritese, Zell Miller [guvernator i Georgias 1990-1998] pa se nje numer i madh i tyre beheshin realitet [Ai eshte] po aq i vendosur sa edhe krijues. Mungesa e fondeve disponibel kurre nuk duhet qe te jete justifikuese [Sa per te nisur] dy arritjet e tij me te medha, krijimi i nje programi bursash per kolegje te njohura si HOPE, si dhe themelimi i arsimit para shkollor per 4-vjecaret e Georgias Miller bindi votuesit (elektoratin) e Georgias per te mbeshtetur nje llotari shteterore, duke premtuar qe te gjitha te ardhurat e saj do te shkonin per programe specifike arsimi [Tani] nje institucion i dashur i Georgias programi i bursave ka mundesuar pagesen e plote te studimeve per 300,000 studente te universiteteve publike dhe shkollave teknike, [dhe] programi i parashkolloreve eshte me i perhapuri ne praktikat kombetare. 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Ne vazhdim diskutohet nderveprimi i legjislatures me ekzekutivin si dhe trajtohet menyra se si vlera e pergjegjshmerise shperhapet me funksionin e mbiveshtrimit te realizuar nga trupat legjislative. Duke pare temen e vlerave ne administrim, ne vazhdim diskutohen vlerat politike ne marredhenie ne marredhenie me synimet organizative. Ekzistojne konflikte vlerash te trasheguara mes synimeve dhe vlerave politike dhe organizative. Liderat si manaxhere te organizatave perpiqen qe te kalojne konfliktet e vlerave dhe te arrijne konsensusin. Pergjegjesia organizative efektive arrihet me mire kur materjalizohet nga anetaret e organizates. Leximi 1 Cari i Gridlockut qe mbyll kete kapitull, ofron nje rast ne te cilin nje guvernator shteti, Roy Bornes, frymezoi kedo qe ishte perfshire ne Autoritetin Transportues Rajonal te Georgias per te pranuar vizionin e nje teorie per rregullimin e trafikut, smogut dhe te parregullsive. Lidershipi i tij varej pjeserisht nga autoriteti i tij si guvernator i shtetit te Georgias. PERKUFIZIMI I AUTORITETIT DHE LIDERSHIPIT Autoriteti eshte baza ligjore nepermjet se ciles nje lider ka te drejten e perdorimit te pushtetit dhe te burimeve te ndryshme te nje organizate. Lidershipi eshte thjesht ushtrimi i autoritetit per te drejtuar punen e te tjereve. Lidershipi mund te jete formal ose informal. Kur ushtrohet autoriteti, lidershipi konsiston ne te aktivizuarit e njerezve per te bere dicka qe lideri deshiron ne zbatim te synimeve te nje organizate. Metoda sipas se ciles liderat ose manaxheret i vene anetaret e nje agjensie per te bere dicka kolektivisht per arritjen e synimeve te tyre eshte perdorur per te zhvilluar nje tipologji te lidershipit te bazuar tek stili i tij. Shkencetaret politologe John Harrigan dhe David Lawrence p.sh., karakterizojne lidershipin e shefit ekzekutiv, qofshin ata guvernatore shtetesh, ekzekutive krahinash, kryetare bashkish, ose presidente si nje prej kater stileve dalluese: demagoge, perkujdses, sipermarres politikash, dhe luftetar i frustruar. DEMAGOGET Nje demagog perthith mbeshtetje duke i bere thirrje emocioneve dhe paragjykimeve. Shembull aktual do te ishte Guvernatori Pete Wilson i Californise , i cili perdori nje fushate kundra te huajve pa dokumenta per te fituar rizgjedhjet ne v.1994. Demagogjia e tij mbi ceshtjen u transformua ne goditjen ndaj Partise Republikane ne fuqi ne v.1998. CARETAKERS Nje perkujdeses eshte nje lider politikisht konservativ qe e heq vehten si ruajtes i statu-quose. Perkujdesesit jane shpesh qeverises-lejtnante qe behen qeverises, por qe u mungon vizioni ose aftesia per te qene lidera te forte. Nje qeverises i Californise i njohur si perkujdeses ishte George Deukmejian. SIPERMARRESIT POLITIKE Nje sipermarres politikash eshte nje ekzekutiv progresiv, teper aktivist, i cili jo vetem qe propozon programe te reja por qe gjithashtu i financon ato. Kryetari i Bashkise se New-Yorkut Rudy Giuliani eshte nje shembull, ashtu sic ishte edhe Bill Clinton kur sherbeu si guvernator i Arkansas. Ndersa California e pa kete stil te drejtimit nga Earl Warren. FRUSTRATED WARRIORS Nje individ i tille eshte sipermarres politikash i pasuksesshem, qe eshte i paafte per te arritur vizionin e tij dhe perpjekja e te cilit perfundon ne stermundim. Keshtu e karakterizon David Lawrence kohen perfundimtare te Guvernatorit Wilson. Qeveritaret qe perdorin kete stil vazhdimisht drejtojne ekzekutivin, ndersa dega legjislative kontrollohet nga partia opozitare. P.sh., ne mandatin e fundit Bill Clinton ilustroi tipin e Luftetarit te Frustruar ne rolin e liderit presidencial. TIPET E PERSONALITETIT Presidentet, si lidera, jane karakterizuar gjithashtu nga llojet e tyre te personalitetit. Shkencetari politolog James Barber, per shembull, i klasifikon presidentet ne keto kater tipe: Aktive-Pozitive. Te tille jane ata qe deshirojne qe te arrijne rezultatet mbi cdo gje tjeter. Shembuj te tille te mire jane Franklin Roosvelt, Harry Truman, John Kennedy, Gerald Ford, Jimmy Carter, dhe George Bush. Aktive-Negative. Keta kane nje nevoje drejtuese per te marre dhe per te mbajtur pushtetin. Nje personalitet i tille tipizohet nga Woodrow Wilson, Herbert Hoover, Lyndon Johnson, dhe Richard Nixon. Pasive-Pozitive. Keta kerkojne qe te duhen dhe te nderohen. Shembuj te mire jane: William Taft, Warren Harding, dhe Ronald Regan. Pasive-Negative. Keta theksojne virtytin civil. Shembuj klasike jane George Washington, Calvin Coolidge, dhe Dwight Eisenhower. MIKROMANAXHIMI Liderat e organizatave mund te perpiqen mjaft qe te drejtojne. Manaxhere te tille mbikqyrin nga shume afer dhe ne te vertete ata mikromanaxhojne. Problemi me manaxhimin e tepruar eshte se ai i shkurajon vartesit ne ushtrimin e autoritetit dhe te pergjegjesise se vertete dhe pengon zhvillimin e tyre ne manaxhere efektive. Kur liderat mikromanaxhojne, ata priren qe te jene aq te zene me te sa qe deshtojne ne zhvillimin e strategjive afat-gjata dhe te vizionit ne teresi. Presidenti Jimmy Carter u kritikua si lider per kete tipar. Kur lideri kalon caqet e artikulimit te nje vizioni te gjere dhe perpiqet qe te perkufizoje te gjitha detajet atehere ai po mbi-manaxhon. Perpjekja e Presidentit Clinton per te reformuar kujdesin shendetesor jep nje shembull te nje perpjekjeje te deshtuar qe rezultoi pjeserisht si pasoje e mbi-manaxhimit. Shume pak lidership ose manaxhim, gjithesesi eshte po aq problematik. Nje mungese e mjaftueshme manaxhimi mundet qe te kontribuoje per korrupsion ashtu si ne rastin e falimentimit te Orange Country, Californi, ne fundin e viteve 1990, kur miliarda dollare u konsideruan te humbura si investime ne aksione me risk te larte, ose ne abuzim te pushtetit nga vartesit, nje kritike e adresuar kjo deri tek Shefi i Policise se L.A ne v.1980, si dhe kundra Presidenteve Regan dhe Nixon. Esenca e lidershipit shpesh konsiderohet aftesia per te levizur njerezit ne drejtime te reja, orientimi i tyre ne vende qe ata nuk e dinin se kishin deshire apo nevoje qe te shkonin. Lidere te tille ushtrojne lidershipin moral. Ata perdorin bustin e tyre per te arritur lidershipin moral, si dhe poziten qe kane si nje bully pulpit (predikim tirani), ashtu sic e shprehte kete gje edhe Presidenti Theodore Roosvelt. Lideret e pazakonshem kane aftesine qe te frymezojne stafin dhe me pas te punojne se bashku per te vjele frytet e perbashketa te punes se tyre. Guvernatori Mike Leavitt i Utahut eshte nje shembull i mire. Ai u zgjodh kohet e fundit si Zyrtari Publik i Vitit nga revista Govening duke u bazuar tek menyra e lidershipit te tij si dhe tek frymezimi qe ai i dha shtetit. Ne kontrast te thelle, kur nje lider si p.sh., nje president humb lidershipin moral, aftesia per te frymezuar pasuesit me nje vizion per te ardhmen bie ne agoni. Presidenti Clinton dikur u shpreh teper qarte duke projektuar nje vizion te orientimit te kombit permes nje ure drejt shekullit te XXI-te, por gabimi qe ai beri ne gjykimin (aspektin) moral minoi aftesine e tij per te frymezuar kombin ne ndertimin e kesaj ure ose ne kapercimin e saj nen lidershipin e tij. TRAJTIMET E ORIENTUARA DREJT LIDERSHIPIT Lidershipi ne organizata administrative ushtrohet nga manaxheret e agjensive apo te departamenteve. Ne kete menyre lidershipi ushtrohet brenda nje ndarjeje te vecante ose situate organizative. Konteksti organizativ ndikon stilin e lidershipit ashtu sic ben edhe personaliteti dhe backgroundi i ketij te fundit mbi vete organizaten. Eshte pikerisht ky kontekst organizativ qe ndikon ne legjitimitetin e liderit. Se sa mire karakteristikat dhe aftesite e liderit ndikojne ne arritjen arritjen e qellimeve organizative e tregon kontributi ose shmangia nga llogjika e legjitimitetit me te cilen pershtatet manaxheri. Ne manaxhimin e nje agjensie, funksionet e nje lidershipi jane: Perkufizimi i synimeve dhe i misionit te agjensise. Te shikohet si mesherimi institucional i qellimeve te organizates. Te mbroje integritetin e organizates, dhe Te vendose rregullin gjate konflikteve te brendeshme. Lidershipi i diskutuar ne kontekstin e nje agjensie qeveritare perfshin tre nivele te dallueshme te pergjegjesise dhe te kontrollit: Teknike. Manaxheriale. Institucionale. Ne nivelin teknik, lideri i agjensise trajton problemet qe kane te bejne me rritjen e efektivitetit te performances se funksionit teknik, duke e pare kete tek aksioma : trains run on time. Lidershipi ne nivelin manaxherial perfshin ndermjetesimin midis niveleve me te ulta te agjensise dhe atyre qe i perdorin keto sherbime apo perfitime burimesh te nevojshme per te realizuar funksionet e veta te rendesishme si: blerja, marrja me qera, apo operacione te tjera te pergjithshme. Ne nivel institucional, lidershipi merret me zhvillimin e politikave afat-gjata dhe me sigurimin dhe mbeshtetjen e nivelit me te larte per te arritur synimet e agjensise. Shefat ekzekutive te zgjedhur shpesh mbeshteten ne stafe mjaft te gjera per te udhehequr organizatat e medha. Presidenti i U.S p.sh., mbeshtetet ne stafet e agjensive te ndryshme te EOP dhe te Shtepise se Bardhe per te manaxhuar degen ekzekutive. Presidenca institucionale bashkon ne kete menyre qindra anetare stafesh. P.sh., ne vitet e fundit stafi i Shtepise se Bardhe ka me shume se sa 500 anetare, (605 gjate administrimit te Presidentit George H. Bush, 511 gjate Presidentit Clinton), dhe EOP-ja e ka zgjeruar stafin me 1,600 anetare. Shtetet e medha kane ngjashmerisht stafe te krahasueshme dhe mbeshtetje te deges ekzekutive per zyrat e guvernatoreve te tyre. P.sh., dega ekzekutive e Californise ka me shume se sa 276,000 te punesuar qe mbulohen nga sherbimi i tij civil, ndersa guvernatori emeron me shume se sa 2,500 poste te ndryshme. Anetaret e Komisionit Special jane gjithashtu te emeruar te Guvernatorit. Dega ekzekutive e Californias ka nje strukture dege qe eshte tipike per shumicen e shteteve. Zyra e guvernatorit ne Californi sidoqofte, ilustron tipin e guvernatorit te forte, dhe pozicioni i tij ne hierarkine burokratike i siguron atij nje baze strukturore te konsiderueshme qe mund te ndihmoje nje lider te forte. LIDERSHIPI DHE MANAXHIMI Dy studiues te lidershipit Robert Tannenbaum dhe Warren Schmidt, kane trajtuar dhe zhvilluar nje vazhdimesi te sjelljes se lidershipit, e cila lidh rolin ose stilin e lidershipit me sjelljen e me sjelljen e manaxherit. Figura 2 prezanton vazhdimesine e sjelljes manaxher-jomanaxher. Ata argumentojne se lidershipi eshte me efektiv kur manaxheri ka nje vizion dhe adapton nje stil te pershtatshem te lidershipit ndaj agjensise qe po manaxhohet. Nje rast i mire per kete eshte ai i me Kryetarin e Bashkise Jim Rout ne Shelby County (Tennessee), i cili sherbeu si zyrtar konteje per me shume se sa 20 vjet. Ne v.1998, Rout u ngaterrua ne nje diskutim te nxehte mbi menyren e administrimit (te aneksimit ose bashkimit) te nje zone (krahine). Polemikat e cuan ate qe te kuptonte se sa e rendesishme ishte qe te adaptohej nje pikepamje rajonale. Ai kishte qene nje Komisioner i Kontese per 16 vjet, pas nje karriere te suksesshme ne biznes, kur u zgjodh Kryetar i Bashkise se Kontese Shelby ne v.1994. Ne levizjen per tu rizgjedhur ne v.1998, Rout trajtoi problemet rajonale ne pjesen me qendrore te fushates se tij. Duke fituar me nje diference te thelle, ai ndoqi linjen duke organizuar ne vend Konferencen Kalimi i Kufirit dhe duke fituar ndihmen e guvernatoreve te Tennessee, Arkansas, dhe Mississippit per te krijuar Aleancen e Guvernatoreve per Ekselence Rajonale. Zhvendosja e Rout ne perspektive erdhi pasi Legjislatura e Tennesseeit miratoi nje ligj qe beri me te lehte per qytetet ekzistuese bashkimin ne shtete te reja. Nje fluks ankesash erdhi vecanerisht nga zona e Memphisit, duke u ndjekur nga shtete ekzistuese qe kishin shpresuar te aneksonin territore te reja, por qe deshtuan ne deshirat e tyre per zgjerim. Rout kuptoi qe rajoni duhej qe te shihte pertej kufizimeve tradicionale te shtetit, kufijve te kontese, dhe madje kufijve te mbare shtetit per tu ballafaquar realisht me ceshtjen. Mendimi ne grup eshte nje problem i vecante i lidhur me shefat ekzekutive dhe agjensite e stafit manaxherial si dhe me njesite qe u sherbejne atyre, vecanerisht kur jane perfshire kolektivisht ne manaxhimin e krizave ose te situatave vendim-marrese. Deshira e forte ose nevoja per konsensus rreth menyres se manaxhimit te krizave priret te beje qe manaxheret e stafit tu thone liderave te agjensise vetem ate cka ata mendojne se do tu pelqente ketyre te fundit. Mendimi ne grup shpesh con ne katastrofe te vendim-marrjes per shkak se lideri nuk mund te drejtoje efektivisht nje agjensi kur informacioni mbi nje problem eshte i paplote, ose ne rastin me te keq, i transformuar vecanerisht gjate krizave kur shefi ekzekutiv nuk sheh dallime, nuk degjon kundershtime, ndersa stafi nuk propozon asnje alternative tjeter vec konsensusit. Lideret e agjensive efektive bashkojne te gjithe anetaret e organizates dhe i orientojne ata ne nje drejtim te ri te qendrueshem dhe koherent per te arritur synimet dhe objektivat e organizates. Boxi 4 tregon nje rast te nje lidershipi te tille. Nje tjeter shembull i nje lideri efektiv ne nivel lokal eshte George Sinnott. Aftesia e tij per ta transformuar Sherbimin Civil te Departamentit te Shtetit te N.Y ne ndjekje te planit reformues te tij eshte cmuar si nje model qartesie dhe zgjidhjeje. Suksesi i tij reflekton ne permbajtje nje shqetesim natyral per njerezit si dhe aftesine e tij per te frymezuar stafin e agjensise qe te ndjeke lidershipin e tij. Kutia 5 pershkruan perpjekjet dhe rezultatet e Sinnottit. KERKIMET PER TIPARE DHE KARAKTERISTIKA LIDERSHIPI Per te qene me te vertete efektive, lideret e burokracive te gjera (te medha ne numer), duhet qe te sjellin koherence per shume aktivitete brenda nje agjensie. Per shume studiues, celesi per tek lidershipi gjendet ne karakteristikat ose tiparet qe sjell lideri tek kjo detyre, ndersa studiues te tjere pershkruajne se cfare permban teoria e tipareve. Sipas tyre eshte besimi ose supozimi se lidershipi bazohet ne karakteristika unike, cilesi ose karakteristika qe i kane lideret dhe qe i aftesojne ata qe te marrin persiper pergjegjesite. Besimi ne teorine e tipareve (karakteristikave) supozon se ekziston cilesia e lidershipit te lindur, nje supozim qe solli lindjen e kerkimeve per aftesi lidershipi si dhe per dicka tjeter te nje tradite brenda administrates publike. Autoret e kesaj teorie perpiqen qe te dallojne dhe te pershkruajne tiparet dhe karakteristikat esenciale te te gjithe lidereve te mire. Per disa kohe dhe me se shumti perpara Luftes se Dyte Boterore, studiuesit e administrimit publik qe interesoheshin per aspektet e lidershipit te atyre qe manaxhonin burokracite e gjera, supozuan se lideret kishin dhunti ose cilesi qe i veconin ata nga te tjeret qe i pasonin. Ata besonin se lideret lindnin te tille. Lideret kishin karizem, dhe lidershipi i tyre bazohej me shume tek personaliteti i tyre se sa tek pozitat formale te lidershipit apo ne ndonje autoritet racional apo ligjor. Sugjerohen shume tipare apo cilesi, duke perfshire edhe keto te dymbedhjeta: Ndonje marreveshje se cilat tipare ishin ekzaktesisht esenciale per nje lidership te mire nuk pati. Te gjitha keto karakteristika jane te dobishme per nje lider, por asnje grup karakteristikash nuk mund te demonstrohej teorikisht si esenciale. Qe nga v.1960, rendesia mbi karakteristikat eshte pare gjithmone e me shume si e vjeteruar. Faktore te tjere jane pare qe te jene te pakten po aq sa ose edhe me te rendesishem se sa cdo cilesi personale e liderit. Disa nga cilesite e sugjeruara me lart si esenciale mund te shihen si kunderproduktive ne disa kontekste. Marrim p.sh., aftesite teknike. Qeveria ka vleresuar prej kohesh kompetencen teknike midis atyre qe jane zgjedhur per pozicionin e lidershipit ne agjensite administrative. Arsimtaret, punonjesit e shendetit publik, aeronautika dhe inxhinjeret e hapesires, kontabilistet publike, e keshtu me rradhe, ishin konsideruar nevojtare te nje grade te ekspertizes teknike per te udhehequr nje agjensi. Mbikqyresit e agjensive te tilla kishin nevojen e nje grade te ekspertizes teknike per te fituar respektin e vartesve ne menyre te tille qe asnje jo-teknik nuk mund ta arrinte. Studiues te tjere i konsideruan cilesi te tilla ne disa raste edhe jofunksionale. Organizatat e medha shpesh udhehiqeshin ne menyre joefektive nga mbikqyres te cilet shfaqnin sindromen e specialistit. Si bestseller i v. 1970 punimi Parimi i Piterit, verejti se mesuesi me i mire nuk perben domosdoshmeisht nje parim te mire. Kontabilisti me i mire, me i sakte dhe me i fiksuar pas detajeve, mund te jete nje manaxher i keq per koleget e tij te tjere. Ose p.sh., nje kerkues i shkelqyer ne mjeksi mund te jete nje manaxher i keq per agjensine e kerkimeve mjeksore. Sindroma e specialistit mund te udheheqe mbikqyresin qe te mbivleresoje disa aktivitete dhe te degjoje disa njerez me shume se sa te tjeret. Nje mbikqyresi te tille mund ti mungoje objektiviteti per ta pare perspektiven si teresore dhe ne unitet, gje e cila i nevojitet se tepermi nje administratori te pergjithshem. Ky arsyetim pranon thenien se eksperti duhet qe te jete on tap dhe jo on top. Vendosmeria eshte sugjeruar shpesh si cilesi qe dallon shpesh lideret efektive. Ende mjaft lidere te shquar ne qeveri dhe ne sipermarrje private shprwehen se neqoftese ka ndonje dyshim per ate se cfare duhet bere, atehere mencuria e manaxherit nuk sjell gje ne drite. Dhe megjithese karizma mund te jete pozitive ne shume drejtime, ajo mund te bllokoje dukshem disa sfida dhe keshilla te rendesishme te vartesve dhe te rrise rrezikun e vendim-marrjes nga mendimi ne grup. Me se shumti ne ditet e sotme, lidershipi eshte konsideruar si parashtrues, si nderveprim midis individeve. Douglas McGregori thekson se lidershipi eshte nje marredhenie qe perfshin kater variabla kryesore: Karakteristikat e liderit. Qendrimet, nevojat dhe karakteristika te tjera personale te pasuesve. Karakteristikat e organizates te tilla si qellimi i saj, struktura dhe natyra e detyrave te realizuara, dhe Mjedisi social, ekonomik dhe politik brenda se ciles operon organizata. Ky eshte nje kerkim dhe nje gjetje e rendesishme. Kjo do te thote se lidershipi nuk eshte nje prone e individi, por nje marredhenie komplekse qe gjendet midis ketyre variablave. LIDERSHIPI NDERVEPRUES (TRANSACTIONAL LEADERSHIP) Nje tjeter pikpamje e lidershipit thekson jo cilesite apo karakteristikat personale te liderit, por ceshtjen kryesore, si u vendos nje lidership i tille? Trajtimi drejt nje lidershipi transactional lidhet dhe ka te beje me menyren se si lideri fiton besueshmeri (kredibilitet). Kjo lidhet me njohjen nga organizata te faktit se lideri eshte kompetent ne perdorimin e pushtetit te tij dhe te komandimit te burimeve te saj. Sipas kesaj teorie liderat klasifikohen ne tre tipe: autoritar, demokratik, dhe laissez-faire. Lideret autoritare jane te orientuar nga detyra dhe perpiqen qe te vendosin te gjitha politikat, te vendosin te gjitha detyrat, dhe te kritikojne personalisht vartesit. Grupet e udhehequra ne menyre autoritare ishin me agresive ne sjellje dhe me pak te kenaqur, por me prodiktivitet te larte. McGregor pa se agjensite e drejtuara nga lidere demokrate ishin me te kenaqur dhe produktive. Grrupet e udhehequra nga lidere te tipit laissez-faire shfaqnin kenaqesi dhe produktivitet te ulet. Ky trajtim supozon se lideret mund te trajnohen per te vepruar ne menyra te vecanta qe jane me te pershtatshme per agjensine, nje besim ky qe shpesh eshte provuar te jete asgje me shume se sa nje mendim plot urime. Lideret qe ndjekin seminare trajnuese per lidershipin shfaqin shpesh ndryshime te vogla ne sjellje. Ne fakt, nje agjensi e tere duhet qe ti adaptohet ndryshimeve, dhe jo vetem disa punonjes te caktuar. Ne boten reale lideret aplikojne stile te ndryshme, ne varesi te kushteve dalluese dhe te konteksteve situacionale. Organizatat, ashtu si dhe individet, mund te shikohen edhe ne aspektin e ciklit jetesor, apo si pershkruese te fazave dhe periudhave te ndryshme. Se cfare stili lidershipi eshte i pershtatshem per organizaten mund te influencohet jo vetem nga natyra e pergjithshme e organizates (qe do te thote me shume apo me pak hierarkike, me shume ose me pak punonjes profesioniste, me shume ose me pak teknike apo e pergjithshme ne sherbimet dhe ne detyrat e saj), por gjithashtu edhe nga kalimi ne cdo faze apo periudhe brenda ciklit jetesor te organizates. Figura 3 paraqet grafikisht ciklin organizativ jetesor. Se sa i hapur apo i mbyllur eshte nje lider ndaj influences se keshilltareve reflekton jo vetem personalitetin dhe tiparet e liderit por gjithashtu edhe kufizimet institucionale dhe aspektet e struktures organizative. Presidenca e U.S pershembull, eshte ne kohen e sotme teresisht e institucionalizuar. Pushteti dhe influenca brenda presidences reflektojne natyren e saj te institucionalizuar. Kush ka hapesire dhe influence eshte pjeserisht i vendosur nga ku pozicionohet individi brenda struktures institucionale. LIDERSHIPI TRANSFORMUES Nje tjeter perspektive apo trajtim drejt lidershipit eshte quajtur lidership transformues. Termi i referohet lidereve qe perpiqen te ndryshojne kulturen e agjensise si dhe synimet e saj. Ky trajtim thekson se nje organizate reflekton zotesine e liderit per te zhvilluar nje vizion te bazuar ne vlera per organizaten, dhe ta konvertoje ate vizion ne realitet duke e ruajtur ate ne kohe. Aty ku lidershipi transaksional thekson ndryshimin incremental (rrites), lidershipi transformues thekson ndryshimin radikal organizativ. Per te implementuar te tilla ndryshime lideri duhet qe te zhvilloje dhe te shese nje vizion te ri strategjik tek njesite e agjensise si dhe tek lojtaret kyc. Lidershipi transformues thekson edhe aspektin e Njeriut te Madh te lidershipit duke u fokusuar edhe nje here mbi influencen individuale te liderit mbi organizaten. Figura 4 ilustron lidershipin transformues, i cili fokusohet mbi sjelljen e te dyve, pra te liderit dhe te pasuesve ne organizate, ne menyre qe lideri ta transformoje ate ne menyre te suksesshme. Levizja e rikonturimit qeveritar e diskutuar me perpara perfshin shume nga trajtimet e lidershipit transformues. Keto trajtime per lidershipin pranojne qe lideret manaxhojne organizata me nje shumellojshmeri stilesh, vecanerisht kur ata kerkojne qe te transformojne organizatat e tyre. Ne vazhdim do te analizohen stilet alternative te lidershipit: lideri si drejtor, motivues, koordinator, pershpejtues (katalizator), zedhenes, dhe manaxher krizash. STILET E LIDERSHIPIT Fokusi mbi menyren se si lideri i cfaqet agjensise qe ai udheheq, natyrshem sjell pyetjen se cfare stili lidershipi eshte i pershtatshem per cdo organizate te vecante? Cfare funksionon mire tek nje organizate ushtarake, tek nje repart policie, apo zjarrfikesi p.sh., mund te jete shume me pak e pershtatshme per nje njesi arsimore apo shendetsore. DREJTORI Nje nga stilet e lidershipit eshte ai i drejtorit. Ky stil thekson funksionin e lidershipit duke sjelle koherencen per shume aktivitete qe kryhen ne menyre tipike dhe qe rezultojne te behen ne departamente te medha dhe komplekse. Lideri sipas stilit te drejtorit kerkon qe te perputhe synimet personale te anetareve te organizates, apo synimet e nen-njesive me synimet teresore organizative. Ne kete rast lideri perdor si bindjen direkte edhe ate indirekte per te reduktuar dhe zvogeluar konfliktet, dhe shpenzon mjaft kohe, energji dhe burime per te siguruar mbeshtetjen e duhur ne funksion te realizimit te synimeve teresore te agjensise. Lideret kane nevoje qe te kene nje vizion te qarte te perkushtimit ndaj atyre synimeve, te cilat konsiderohen si percaktuese te cdo objektivi personal. Lideri si drejtor kerkon arritjen e nje konsensusi te gjere midis anetareve te organizates dhe ceshtjeve ekzekutive, per te artikuluar qarte konsensusin mbi qellimet dhe objektivat e pergjitheshme. MOTIVUESI Nje stil tjeter eshte lideri si motivues. Lideret si motivues merren me cilesine e mbikqyrjes face-to-face, me perfitimet dhe nxitesit konkrete, si dhe me perdorimin e interesave reale te detyrave per te motivuar punonjesit. Douglas McGregor pershkruan supozimet e trajtimeve te Teorise Y ne sherbim te manaxhimit, e cila dukshem perfshin stilin e motivimit te lidershipit. Shpenzimi i perpjekjes fizike dhe mendore ne pune eshte po aq i natyrshem sa edhe loja apo pushimi. Njeriu normal nuk e mospelqen punen ne menyre te trashegueshme. Ne varesi te kushteve te kontrollueshme, puna mund te jete burim kenaqesie ose nje burim ndeshkimi. Kontrolli i jashtem dhe rreziku i ndeshkimit nuk jane te vetmet mjete qe te orientojne drejt objektivave organizative. Njerezit do te ushtrojne vete-drejtim dhe vete-kontroll ne sherbim te objektivave per te cilat ata jane te angazhuar. Dedikimi ndaj objektivave eshte nje funksion i vleresimeve qe lidhen me arritjet e tyre. Vleresimet me domethenese p.sh., kenaqja e egos nevojat vete-aktualizuese, mund te jene produkte direkte te perpjekjeve njerezore te orientuara tek arritja e synimeve organizative. Njeriu mesatar meson, ne kushte te pershtatshme, jo vetem per te pranuar por gjithashtu per te kerkuar pergjegjshmeri. Shmangia e pergjegjesise, mungesa e ambicjes, lakmia e sigurise, jane pergjithesisht konseguenca te eksperiences dhe nuk jane karakteristika njerezore te trashegueshme. Kapaciteti per te ushtruar nje nivel relativisht te larte imagjinate, gjenialiteti dhe krijimtarie ne funksion te zgjidhjes se problemeve organizative eshte gjeresisht, dhe jo ngushtesisht e shperndare ne popullate. Nen kushtet e jetes moderne industriale, potenciali intelektual i individit mesatar eshte vetem pjeserisht i perdorur. Keto ide supozojne qe kufijte e bashkepunimit njerezor ne organizata nuk rezultojne nga natyra njerezore por nga gjenialiteti i manaxherit, (ose ne te kundert nga mungesa e tij), per te vene ne funksionim potencialet e burimeve njerezore te agjensise. Nese punonjesit jane dembele, indiferente, pa deshire per te marre persiper pergjegjesi, intransigjente, jokreative dhe mos-bashkepunues, atehere Teoria Y e gjen shkakun tek metodat manaxheriale te organizimit dhe te kontrollit. Kutia 6 diskuton mbi nje lider motivues ne nivel lokal: William A.Jonson Jr., Kryetari i Bashkise se Rochesterit, N.Y. Ai udhehoqi nje ringjallje te qytetit nepermjet nje ekspozimi te nje vizioni te qarte te asaj se cfare qyteti do te mund te ishte duke angazhuar gjeresisht interesa te ndryshme te qytetit per te pranuar ate vizion dhe per te punuar se bashku arritjen e tij. Rezultoi nje nivel i dallueshem i ri-angazhimit civil, qe perfshiu rigjallerimin e downtown-it, ri-gjallerimin e brigjeve lumore, qendrave te komunitetit, dhe me zgjerimin e programeve te te rinjve. Levizja rigjalleruese u perhap pertej qytetit tek rrethinat e shkollave lokale dhe tek nje perpjekje ekonomike rajonale te administrates se kontese. Kryetari i Bashkise Jonson paraqet modelin e lidershipit transformues te pershkruar ne Figuren 4. KOORDINATORI Nje tjeter stil eshte lideri si koordinator. Ky stil pranon qe roli i lidershipit ne nje organizate komplekse eshte qe te koordinoje dhe te integroje funksionet dhe detyrat e ndryshme te anetareve te stafit te nen-njesive teper te specializuara, duke e bere organizaten qe te pershta

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Advertisement: Greek Statue and Perfume While flipping through the pages of a fashion magazine, my fingers stop abruptly as my eyes catch an image of a nude man holding a clothed woman. The man has a muscular body and is effortlessly supporting the woman who's body is arched backwards, her arms hang in a swan-like manner. On the ground by her left foot lays a paint palette and her right hand is grasping a paint brush. The room that they are in appears to be a studio with press board floors, brick walls, and old unfinished wooden workbenches draped in cloth. The woman is painting a canvas with the image of the nude man. The foreground consists of the artist and the model, the painting and the easel, a stool, and a table with art supplies spread out on top. In the background, to the right of the canvas, stands a life-size statue of a woman facing the wall. The statue is a generic image of Greek statues from around 400 - 200 BC. In the right bottom corner of the page, a bottle of golden perfume called Tabu is superimposed on the page. The caption written in cursive reads, "Blame it on Tabu". There are many instances in which older art works are used in contemporary situations. There is everything from cartoon characters performing in the Colosseum to government buildings modeled after the Greek Parthenon. Images from centuries ago such as those from European cave art, ancient Egypt, ancient Greece and Rome, and from medieval Europe can be seen in magazines and newspapers, television and films, architecture of buildings, etc. These images use the concepts people already have of past artworks to create a specific tone, convey messages, or sell products. The magazine ad for Tabu uses a Greek styled statue to enhance the tone of ... ...indow streaming natural light seems to be the only source of light in the room. It falls directly on the action, the man holding the woman. Their shadows then form flawlessly across the canvas and their profiles are in perfect shape. The statue, which is behind the canvas, is in complete shadows, again signifying the conservative part of the image that hides in the shadows. Why is this picture used to sell perfume? The action in the picture is meant to be something that we all desire. To get the perfume would mean that our wildest fantasies could come true. However, the Greek statue is needed to remind us that this in not always good. The beauty, passion, and classicism are all features of the overall image that are brought on by the clothes and lack of clothes, the idealness of the model's body, and the classic aura of the statue, all aspects of ancient Greece.

Two Views of a Crime

Whether or not fault Is Justifiable Is concluded by opposing sides of a situation, with the conclusions consistently differing on multiple accounts. In William Shakespearean Hamlet two men, both alike in livelihood, though divergent in dignity, give speeches of persuasion regarding the same situation.Claudia, through means of vain diction and a tone of false self-contempt, demonstrates his justifiability of the fault committed unto Hamlet, who exposes Claudia as an â€Å"adulterate beast† with word choice of animosity and speaks with an attitude of nothing shy of a desire for titillation to annihilate any permissible defense of Classis's doing. The entire situation, coated with a thick layer of irony, entails a sinful man asking for redemption as well as a sinful man begging for justice. In the beginning of both speeches, the men identify Claudia as the initiator of the entirety of the situation.Hamlet, speaking to his son, distinguishes an â€Å"incestuous† and a †Å"traitorous† character. Although it has yet to be made clear that this character of â€Å"wicked wit† Is Claudia, It Is discernible that whatever character he speaks of Is Hough of as vile and disloyal to Hamlet. When Hamlet mentions his â€Å"seeming virtuous queen,† it is inevitable to recognize the â€Å"wretch† who holds the blame for his loss is none other than Claudia. While Hamlet illustrates the initiator as â€Å"lewd† and â€Å"garbage,† Claudia thinks of himself as one of â€Å"strong intent† and connects himself to Cain, the man known as the first murderer.This allusion instantly identifies Claudia as Hamlet's murderer understanding that Cain killed his brother for supposedly being God's favorite. In the case between Hamlet and Claudia, Hamlet Is inning while partaking in the Joys of Queen Gertrude. Hamlet has the â€Å"favored† and Claudia eliminates him from the picture for that reason. Both passages continue, Jou rneying along alternate paths. While Hamlet describes the scene of Classis's fault, Claudia demonstrates narcissism. The â€Å"vile and loathsome† death Hamlet suffered proves as nothing of importance to Claudia who approaches the situation with the conclusion that his â€Å"fault Is past. The dreadful scene Illustrated through Hamlets â€Å"cursed† memory serves as sensible reason for his IEEE that Claudia should have revenge sought about him, forced to pay for Hamlet's condemnation to Purgatory and compelled to pay for his disloyalty. Claudia, however, expresses few signs of guilt. He attempts to grieve, asking the heavens to cleanse his fault â€Å"white as snow. † Nevertheless, he understands that he may never beg â€Å"Forgive me my foul murder† while remaining In possession of â€Å"(his) crown, (his) own ambition, and (his) queen. With this conclusion presented, It Is evident through â€Å"his true nature† that there exists no â€Å"Incli nation† to rid himself of his â€Å"wicked rice(s). † The irony of the situation is presented in that Claudia, in search of redemption, finds redemption just beyond the life he now enjoys, but instead resolves to keep in winnings. While in Hamlet's speech, however, revenge is sought upon Claudia. If success is fulfilled on Hamlet's part, Claudia will not only be rid of his new possessions but also of his insignificant chance of forgiveness. Hamlet's speech concludes as his life has- â€Å"dispatched. Hamlet sends his son with resolves to â€Å"try what repentance can,† though he comprehends that little may come of it. In this comprehension, he explains that as his â€Å"words fly up, (his) thoughts remain below,† symbolizing the falsity of his guilt and his fake desire for redemption. From the standpoint of irony, Just as Hamlet possessed the inability to beg for forgiveness, Claudia will not experience redemption. He will meet the heavens â€Å"with all (his) imperfections on (his) head† Just as Hamlet was forced to experience due to Classis's hand. The Justifiability of Classis's fault lies in two opposing pairs of hands.While Hamlet, through diction of identifiable loathing, believes his brother deserves enmeshment for his doing, a sensible conclusion, Claudia concerns himself with his current well-being. Through language of self-love, Claudia displays fake guilt and knowingly fails to receive forgiveness. As Claudia leaves his need for salvation to the heavens, Hamlet leaves his burning desire for revenge to his son. The Justifiability of fault will continue to remain unknown due to inconvenience that only those associated with the situation may provide the conclusion, and unfortunately those in association will consistently be in opposition.

Free Essays on Living In Sin

Explication of â€Å"Living in Sin† By: Adrienne Rich This poem’s speaker is a woman who is disillusioned with, and may feel guilty about the relationship she is in. The studio apartment in which she lives, (maybe with her lover and/or husband) symbolically parallels the relationship. Lines 1-7 suggest that she used to have an ideal vision of the relationship (and the studio), but in the cold light of the morning, the vision disappears. The studio’s deteriorated state symbolizes the state of the relationship. Another way to put it is that her perception of the studio’s state reflects her sadness. She perceives the studio’s disrepair when she has lost her rose colored glasses. Lines 8-14 describe more of the studio’s messiness. For example, remnants of the previous night’s love (the bottles of wine) now appear dead and empty, suggesting to me, that these signs of the studio’s dirtiness, are symptoms of the problem but don’ t create the problem itself. The relationship seems to be the problem. In lines 15-22 the lover is described as bored and incommunicative. The speaker, perhaps motivated by her guilt, makes an attempt to clean the studio and just maybe, her allowing the coffee pot to boil over could be interpreted as symbolizing her allowing her lover to continue to behave as he does. The final four lines appear to indicate that while the speaker regains her idealized vision of the relationship at night, every morning, she knows that it will disappear again.... Free Essays on Living In Sin Free Essays on Living In Sin Explication of â€Å"Living in Sin† By: Adrienne Rich This poem’s speaker is a woman who is disillusioned with, and may feel guilty about the relationship she is in. The studio apartment in which she lives, (maybe with her lover and/or husband) symbolically parallels the relationship. Lines 1-7 suggest that she used to have an ideal vision of the relationship (and the studio), but in the cold light of the morning, the vision disappears. The studio’s deteriorated state symbolizes the state of the relationship. Another way to put it is that her perception of the studio’s state reflects her sadness. She perceives the studio’s disrepair when she has lost her rose colored glasses. Lines 8-14 describe more of the studio’s messiness. For example, remnants of the previous night’s love (the bottles of wine) now appear dead and empty, suggesting to me, that these signs of the studio’s dirtiness, are symptoms of the problem but don’ t create the problem itself. The relationship seems to be the problem. In lines 15-22 the lover is described as bored and incommunicative. The speaker, perhaps motivated by her guilt, makes an attempt to clean the studio and just maybe, her allowing the coffee pot to boil over could be interpreted as symbolizing her allowing her lover to continue to behave as he does. The final four lines appear to indicate that while the speaker regains her idealized vision of the relationship at night, every morning, she knows that it will disappear again....

Automation vs. Delegation Essays

Automation vs. Delegation Essays Automation vs. Delegation Essay Automation vs. Delegation Essay Automation versus Delegation According to Webster the definition of Delegation is a person or group of persons officially elected or appointed to represent another or others. Traditionally when we use the term in a business sense, the explanation is commonly that of passing lower priority work off to someone who is entrusted to complete it, so that the delegatorâ„ ¢s time and attention can be put to use on higher priority issues or activities. Any small business owner who started out in whatever line of work theyâ„ ¢ve chosen as a result of their own expertise in whatever industry theyâ„ ¢re in will tell you that the hardest part of growing their business is letting go of the idea that they have to have their hand in every process, on every product and in every service that they provide to ensure they are giving their customers the same kind of quality product or service that they gave would give their best friends. Knowing that they canâ„ ¢t do all the work themselves and still meet the expectations of their clients and their own financial goals, they pass off work to apprentices or representatives so that they can take care of the most important aspects of their business. They delegate work to accomplish specific objectives. In a broad sense, thatâ„ ¢s why any company has employees ¦because the boss canâ„ ¢t do it all himself and meet the same financial goals. Itâ„ ¢s not so much the idea that the boss even wants to do everything himself, many times he or she doesnâ„ ¢t, however, if processes or activities could be completely automated, the need for employees would diminish and the bottom line profit margins (assuming that the maintenance would be less than salaries) would increase. The problem is that changes in technology are so fast-paced, that by the time you select some new revolutionary technology and get it implemented, it seems as though itâ„ ¢s already obsolete. In addition, most automated processes require a resident expert in the technology and use of the software, not to mention the IT people who maintain itâ„ ¢s healthy operation. Furthermore, given that employees are in fact internal customers, there are some internal processes that nearly demand a face and name as opposed to a button and password. Understanding that not every process or activity can or should be automated, any shrewd business owner will look for ways to do more with the least expenditure of their hard earned dollars. So they hire employees to do specific tasks that are core to the success of the business and unfortunately along with employees come the myriad of regulations, compliance issues and generally aggravating procedures that need to be created and adhered to. Not to mention the burden of taxes and benefits. Unfortunately most companies also hire employees to do specific tasks that are not core to their business success. For example, a dentist, regardless of the size of his practice, does not need an expert in payroll processing to give his clients better dental hygiene. Nor does a software company need an expert in Human Resources on staff to provide their clients with more innovative or better quality software applications. In both cases, the activities like payroll processing, HR, benefits and other various administrative tasks are not core to the business success. Literally, efforts devoted to these tasks are non-revenue generating and should be avoided if at all possible. Now donâ„ ¢t get me wrong. I am a huge proponent of the use of Human Capital Management as a strategic tool. Using HR experts to place the right people in the right jobs and complimenting that with the right policies and procedures not only reduces the cost of hiring and training, but also bullet-proofs the company against employee related lawsuits that can sap a companies profit margins in the pound of a gavel. However, in short, why pay top dollar to have these experts on staff when you tap service providers that have far greater expertise and are far less expensive No less am I a proponent that managing cash flow, budgeting, capital planning and financial analysis are strategic and unique to a company. However, accounts payable, accounts receivable, billing and general accounting are critical, but not core functions. As a potential investor, I would be reluctant to invest in a company whose management is focused on running the best accounting shop in their business, unless that is their industry. A service provider that can process these functions for multiple clients in the same facility can provide significant economies of scale and efficiencies, resulting in lower costs. Again, the short version is: Leave it to the people whose core business is accounting. And the functions above are by no means the only tasks that can be delegated to outsourcing experts. IT, manufacturing, e-commerce and even various types of sales are commonly outsourced to provide far-sighted business decision makers with both expertise in areas they lack and good fiscal sense to use. Yet few small and medium size business owners really understand outsourcing. To many it appears to be relinquishing control of specific areas of their business when in fact it is just the opposite. Outsourcers commonly have more procedural checks and balances in place because it is their core business, so the end result is generally of higher quality or accuracy. They have experts at the ready that some small businesses could not afford to talk to, much less use to administer a non-core function of their business. They also are in the practice of helping their clients grow by providing them with better and faster ways of doing business, not sapping them of their hard earned revenue. Delegating work to those who best know how to perform it and can do so at a lower cost is one of the most common sense business decisions and business owner can make. Outsourcing non-core business functions can provide small business owners with more time to do what they love, meaning do what they do best and not have to worry about back office (or in some cases even front office) activity. Experts say that those companies that are not developing an outsourcing strategy are behind the curve. The bottom line is that delegating business functions via outsourcing providers directly impacts the bottom line. Clearly we are leaps and bounds past where anyone would have dreamed related to automation of business processes on every level, but until we have talking heads on a computer screen that can answer literally any question that anyone asks and perform any procedural task with unfailing accuracy, Iâ„ ¢ll stick to what I know. And what I know is that I donâ„ ¢t know everything. That said Iâ„ ¢ll leave my non-core business functions to those who do.

Studying Abroad Research Paper Example | Topics and Well Written Essays - 1500 words

Studying Abroad - Research Paper Example First of all, studying abroad is the best way of studying the foreign language. The most effective way to study the language is to plunge into the culture, which speaks the language you learn. Students are surrounded with the language on a daily basis, seeing and hearing it in an appropriate cultural context. In such conditions language can be learned fast. Moreover, studying abroad provides the chance to travel. Days off and academic breaks allow to go outside and investigate the environment. As studying abroad often makes the students move to other continents, they are much closer to places, which they would never visit otherwise. Some more structured programs of studying abroad even include excursions in the program. Studying abroad allows to get acquainted with other culture first-hand. Cultural distinctions mean more, than simply distinctions in language, food, personal habits. The culture of a personality reflects very deeply perceptions, belief and values, which influence the way of life and how a person looks at the world. â€Å"Study abroad generated a statistically significant positive effect on intercultural competence; an effect that appears to be general rather than conditional. Moreover, both covariate adjustment and propensity score matching methods generated similar results† (Hungerford Salisbury 2). Now not only the foreign students come to the United States to study but also vice versa. Table 2 shows the statistics of American students studying abroad (see Table 1) Studying abroad can provide students with good life experience. Plunged in absolutely new cultural environment, they become afraid at first sight, but it is interesting as well. It gives the chance to reveal new forces and abilities, to win new horizons and to solve new problems. Students face situations, which are completely unfamiliar for them and they will learn to adapt and react in the most effective ways. Studying abroad provides the chance to make

Address Academic Integrity Assignment Example | Topics and Well Written Essays - 1000 words

Address Academic Integrity - Assignment Example Based on their observations, Teuscher, Valrhona, Lindt, Godiva, and Hershey (2012) have proposed the notion of chocolate-induced euphoria, a state of well-being and enhanced mood that follows shortly after the ingestion of various cocoa-based products. These authors have even argued that society at large would benefit if more citizens experienced chocolate-induced euphoria on a regular basis. Though the student has used in- text citation, there are no direct quotes. The original quote should be in direct quotes and properly referenced indicating the author and the page from which the information was obtained. Student C (female)  While popular authors have touted the benefits of eating chocolate for decades, some scientists have recently embraced this sentiment. In fact, Teuscher, Valrhona, Lindt, Godiva, and Hershey (2012) introduced the notion of â€Å"chocolate-induced euphoria,† which they defined â€Å"as a state of well-being and enhanced mood that follows shortly after the ingestion of various cocoa-based products† (p. 313). Teuscher et al. further asserted that societal benefits would follow if more individuals generated this emotional experience more regularly (p. 313). Student C has appropriately used the original quote. Direct statements from the authors are in quotation marks. The statements are also properly referenced showing the page and the authors. However, placing the names of the authors outside the parenthesis is inappropriate. Student D (male)  Some have discussed the emotional effect of eating chocolate, including euphoria (Teuscher, Valrhona, Lindt, Godiva, & Hershey, 2012, p. 313), a sense of calm (Cadbury, 2009, p. 105), reduction in depressive symptoms (Nestle & Quick, 2010, p. 5), and less stress (Ritter Sport, 2011, p. 400). Student E (female)  Because of the high sugar content in milk chocolate and some dark chocolates, nutritionists are reluctant to recommend that people increase their intake of chocolate. Some have advocated the