Hra

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Date Wed, Jan 00 1144 -0000

To 07dgs

From PTM.Altrincham@sainsburys.co.uk

Subject FW TALKBACK

Write your hra research paper

Lynne,

Some good tips here. Especially the one about do you want to stay with JS.

Ill give you an extra bottle of champagne if you get colleagues to score 8 or

more for each question. This will give us 80% score overall and top of the

region. Last time the average score was 7.%

MArk

-----Original Message-----

From Linda Lunn

Sent Wed /01/00 1040

To RET_4P

Cc RET_4B

Subject TALKBACK

PF 1=Help =Exit =Return 4=Query 5=Action 7=Backward 8=Forward EMCC0000

PLEASE PASS TO YOUR COORDINATOR

Well, its here once more and we could say at a more suitable time of year,

however I am sure there will be holidays to consider.

As a reminder here are some pointers to consider on the lead up.

Questionnaire completion commences 17.....If its your first time-please talk

to one of your cluster stores to gain further tips!

PLAN PLAN PLAN, you have 4 weeks to access all colleagues to complete

forms, think about holidays, long terms sick...

Where will you complete forms

Have we taken time to collate all the things that have happened in the last

year..on a notice board or in a personal letter-sell the positives

How will you plan to launch to the colleagues

PF 1=Help =Exit =Return 4=Query 5=Action 7=Backward 8=Forward EMCC0000

Remember to watch for questions which may be misleading, eg. I want to stay

with Sainsburys. Students clearly will not by

virtue of the fact they will have other careers-they should want to stay

with us in the short term however!

Some stores ask colleagues to either answer YES/NO-not in the middle, eg

rather than neither agree nor disagree be specific!

Teams-how many are starting to talk up the Talkback completion-you need

their buy in to release colleagues to complete forms

When you are not available-who covers for you

Staff council-have we reminded them of achievements/success in the past

year-Store Manager should do this

We cannot force colleagues to complete but we need to understand why they

dont want to

PF 1=Help =Exit =Return 4=Query 5=Action 7=Backward 8=Forward EMCC0000

The questionnaire completion is P and C-do NOT encourage colleagues to

jointly complete their forms

As ever we would prefer 100% completion, and as ever there will be gifts for

your good selves according to levels of achievement!

100% completion-bottle of champagne or £15 gift voucher

5-% Bottle of wine/case of beer to the value of £10

-4% Box of Chocolates

As soon as I have further detail re Questionnaires/collections etc I will

inform you.

GOOD LUCK!!!!

-------------( end of letter )--------------------------------------------------

PF 1=Help =Exit =Return 4=Query 5=Action 7=Backward 8=Forward EMCC0000

-------------( end of letter )--------------------------------------------------

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BOLMAN AND DEAL'S FOUR-FRAME ANALYSIS : CASE STUDY

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BOLMAN AND DEALS FOUR-FRAME ANALYSIS CASE STUDY

Research compiled for The Paper Store, Enterprises Inc.

by Dr. P. McCabe, January 00

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Four-Frame Theory

There are volumes written on leadership theory in nearly every discipline. Bolman and Deal sifted through the complex theories and literature and combined with their own analyses, theories and experience devised a four-frame model as a way of understanding organizations and leadership within organizations. Frames are described as being the lens through which anyone sees the world and places that world in order (University of Melbourne). Frames help individuals to filter out the things in the world they do not want to see, thus, frames are inherently inaccurate and skewed in terms of reality (University of Melbourne). But, people need frames in order to make sense of the world and any experience in it; frames help people determine and guide their actions (University of Melbourne).

Bolman and Deal suggest that every individual has personal and preferred frames that they use to gather information, make judgments, determine behavior and explain behavior (University of Melbourne). Each frame provides one version of organizational life and each frame also provides a specific albeit narrow range of ideas, techniques, processes that may be used to improve the efficiency and effectiveness of the organization (University of Melbourne).

The four frameworks proposed by Bolman and Deal are the Structural, the Human Resource, the Political and the Symbolic. Each is described in the following illustration. It is important to note that leaders may use any framework and may even use a combination at the same time in their daily work (11).

1. The Structural Framework

The structural manager tries to design and implement a process or structure that will be appropriate to the problem and the circumstances. Steps would include

• Clarifying organizational goals

• Managing the external environment

• Developing a clear structure appropriate to task, and environment

• Clarifying lines of authority

• Focusing on task, facts, and logic, rather than on personality and emotions. . The Human Resource Framework

The human resource manager views people as the heart of any organization and attempts to be responsive to needs and goals to gain commitment and loyalty. The emphasis is on support and empowerment. The HR manager listens well and communicates personal warmth and openness. This leader empowers people through participation and attempts to gain the resources people need to do a job well. HR managers confront when appropriate but try to do so in a supportive climate.

. The Political Framework

The political leader understands the political reality of organizations and can deal with it. He or she understands how important interest groups are and that each has a separate agenda. This leader understands conflict and limited resources. This leader recognizes major constituencies and develops ties to their leadership. Conflict is managed as this leader builds power bases and uses power carefully. The leader creates arenas for negotiating differences and coming up with reasonable compromises. This leader also works at articulating what different groups have in common and helps to identify external enemies for groups to fight together. 4. The Symbolic Framework

This leader views vision and inspiration as critical; people need something to believe in. People will give loyalty to an organization that has a unique identity and makes them feel that what they do is really important. Symbolism is important as is ceremony and ritual to communicate a sense of organizational mission. These leaders tend to be very visible and energetic and manage by walking around. These leaders often rely heavily on organizational traditions and values as a base for building a common vision and culture that provides cohesiveness and meaning.

(Bolman and Deal 11).

Notice that

• The Structural Framework focuses on the how to find some arrangement - a pattern of formal roles and relationships - that will accommodate organisational needs as well as individual differences (Bolman and Deal 11, p. 50).

• The Human Resource Framework places people first, which is very similar to stewardship or servant leadership where participation in decision making and problem solving are primary components of the model. This framework is based on the ideas from organisational social psychologists and begins with the premise that organizations are filled with individuals, each of whom has their own feelings, needs and biases as well as their own skills and potential (Bolman and Deal 11, p. 15).

• The Political Framework is very important. As Bolman and Deal note, the political leader understands the reality of the politics in the organization and deals with them (11). The framework is developed primarily by political scientists who believe that an organization is an arena wherein different interest groups compete for a limited amount of power and resources leading to conflict and coalitions being established (Bolman and Deal 11, p. 15).

• The Symbolic Framework draws on social and cultural anthropology. The organization is thought to be akin to tribes or theater; they are cultures that operate based on ceremonies, rituals, rules, myths, policies, stories, heroes and managerial authority (Bolman and Deal 11, p. 16). Everyone in the organization is an actor who is basically playing a prescribed role (Bolman and Deal 11, p. 16).

It is important to note that not every frame works equally well in all situations. It is important for the true leader to adopt the framework that will be most appropriate for the situation. This is the way in which this framework is similar to the situation or contingency model of leadership.

Bolman and Deal sum up the core problem of management, which has to do with control Control is an illusion and rationality an afterthought.... Organizational life is always full of simultaneous events that can be interpreted in a variety of ways (11, p. 66). They way to succeed in management is not to hold tightly to ones own framework or perception, but to consider the multitude of ways of seeing any given issue; there are numerous divergent perspectives (Bolman and Deal 66). These authors say Their frame-not yours-determines how they will act (Bolman and Deal 11, p. 70).

Consider this table regarding effective leadership according to the four frames.

Frame Leader Leadership Process

Structural Analyst architect Analysis, design

Human resource Catalyst, servant Support, empowerment

Political Advocate, negotiator Advocacy, coalition

Symbolic Prophet, poet Inspiration, framing experience

Unfortunately, many managers still try to manage through their own narrow view of the world and what any experience means. Bolman and Deal suggest that managers make a mistake when they

Operate as though there was only one frame for any situation (Bolman and Deal 11).

Are not capable of looking for new ways to deal with old problems (Bolman and Deal 11).

Strive for control, rationality and certainty (Bolman and Deal 11).

On the other hand, effective administrators and managers

• Develop the skills needed for creativity and flexibility.

• Use holistic approaches so that they can use multiple frames (Bolman and Deal 11).

• Understand what frames they typically use and also understand the limitations

• Recognize there is value in being able to see through different frames and work to do so.

• Build teams where all four frames are represented (Bolman and Deal 11).

[NOTE TO STUDENT Please Remember That Your Assignment Requires You To Analyze A Personal Work Related Situation Or Incident. What TPS does is provide research and a model of a paper in your topic area. What we have done here is to provide an example based on an incident this writer knows about. You need to write about your own experience.]

Case Study

Jan Smythe was the new District Director of Special Projects. The school district had three elementary schools who participated in what was called the Consolidated Application, a school plan that included goals, objectives, action steps for every grade level, resources needed, and a budget. Each school was required to submit their own unique plan each year. There were numerous state and federal laws that had to be met in the application document.

Jan began with the school district in the 5th week of school and found that the Consolidated Application/School Plans had not yet been submitted despite the fact they were to be submitted to state level education officials by the end of the previous May. She also quickly learned that teachers and administrators absolutely hated the process of developing this very complex and very long document and believed it was a total waste of time. Historically, their school plans had been returned to them because they failed to follow the rules and did not include all the data and information needed in them. Thus, every year they had to modify the document.

With very little work, Jan learned that the woman who had previously been in charge of this area in the district typically wrote most of the documents herself and just passed them by the principals and teachers. In fact, some teachers never even saw the school plan submitted on their behalf.

This year, however, a warning had come from the State that the schools would either submit appropriate meaningful plans or their grants would be suspended for the year. That amount was in excess of $10 million.

Because Jan had prior experience in this area, she also knew a number of people at the State Department of Education. She called them, explained the situation and was able to negotiate a six-week extension.

The real issue was to persuade first the principals and then the teachers that this document was more than busy work, that it had meaning and that it was actually a reflection of what they were doing.

Jan approached the situation on three levels first, she explained what it meant in money and what the schools would not have if they chose to ignore the state; second, she explained why the laws and regulations were established and kept the focus on what that meant for this school. Third, she made a promise that she would not write the plans but she would be with them every minute and help them get the phrasing correct, that the plans belonged to the teachers, and that she would do whatever they wanted.

The most important part of Jans campaign was to continually reinforce the importance of the teachers. She visited classrooms so that she could sincerely compliment them on what they were doing.

Jans motives were multifaceted first, she had taken the position because she believed she could help students by helping teachers; second, she knew how most teachers in the state felt about this task and she knew why they felt that way; and third, she was not going to fail in her first district-level administrative position but she refused to succeed through force or coercion

We may also approach this situation from the perspective of each framework described above. To do so, it is helpful to know the metaphor each framework applies to the organization Structural/factory or machine; Human Resource/family; Political/jungle; and Symbolic/carnival, temple or theater (Bolman and Deal, 11).

Structural Framework. Using this perspective, Jan would approach the situation looking at rules, goals, policies, and such, which are the basic concepts of the structural frame. The rules require the plans to be submitted within the six-week extension she was able to negotiate with the state. Jan might expect the principals to use their role as the head of the school to require the teachers to complete the documents. Jan would want to set goals, such as dates for the completion of specific components in the plan. Since part of the structural frame is to create a structure within the particular environment of the organization, Jan might develop a hierarchy specifically for this task by placing a teacher as coordinator for each section of the plan. For instance, one teacher might take the responsibility for coordinating the efforts for Mathematics for grades 4 through 6. This teacher would then be given the timelines and requirements and would work with others to plan and write this section. Remember that Bolman and Deal explained that the structural approach focuses on the how to find some arrangement - a pattern of formal roles and relationships - that will accommodate organisational needs as well as individual differences (Bolman and Deal 11, p. 50). This inherently means there will be a division of labor and coordination of different roles.

For the time being, the structure of the school is changed to fit the needs. Direct supervision is incorporated into this frame. The supervision will actually be divided the teacher will coordinate and supervise the writing of one specific portion of the document; the principal is inherently the next higher level supervisor. Jans position is not exactly one of line supervision but she is perceived as having district-level authority. This works well for completing these kinds of tasks.

Human Resource Frame. One of the concepts of this frame is that the organization is there to serve the people which means that Jan must find an organisational form that will enable the teachers and principals to get the plan written and also feel good about what they are doing. (Bolman and Deal 11, p. 15). If the form of the organization is good and fits the needs of both, then both the individuals and the organization will benefit. The types of forms that fit into the human resource frame include

• Participative management wherein the teachers would have more decision making power

• Self-managing work teams where each team is given the responsibility for the product, in this case, for a specific section of the document, and the team is held accountable for successful completion of that component

• Organizational democracy which is even more participatory than participative management in that employees have more say in the decisions that are made.

• Training and development of both professional and personal skills

To use this frame, it would seem that Jan would need to provide training to the teachers regarding the requirements, the laws, the regulations, and what is expected in each section of the plan. Teachers, in teams, would then be given the responsibility for completion.

Political Frame. Education is a political organization and anyone who does not recognize that fact is naïve. The first person to really study micropolitics within an educational context was Iannoccone (Spaulding, 000). Others, such as Bacharach and Mitchell have added to the literature (Spaulding, 000). Basically, these researchers have stated that schools should be recognized and understood as political entities wherein school members (that is, individuals and groups) develop micropolitical strategies in an attempt to achieve their own personal and school goals (Spaulding, 000). These researchers go on to note that small groups of members of the school community will develop shared objectives and then they will devise micropolitical strategies in an aattempt to achieve their objectives. In other words, they are forming coalitions (Spaulding, 000).

Other writers have noted that these groups will use both formal and informal power to achieve their ends (Spaulding, 000). This is considered micropolitics because it is political action within the macroenvironment (Spaulding, 000).

It is essential for everyone to understand and recognize the power levels in the organzation and that conflict is inevitable.

In the case, Jan has already used political power by calling on contacts at the state level and negotiating a six week extension for submission of the plans. The way that the political frame might be used relative to this specific situation is to determine who holds the informal power among the teachers and develop an alliance with those persons. If these teachers support the needs to get the document completed, the process will be completed with a minimum of conflict.

Symbolic Frame. Remember that this frames metaphors are tribes, carnivals and theater. Everyone has a role to play in the daily drama of the organization. People depend more on these roles, on rituals and myths than they rely on rules, managerial authority or policies. The more uncertainty and ambiguity present in the organization, the harder it is to use rational analysis, decision making and problem solving. When faced with strong uncertainty, individuals tend to create symbols that will resolve their confusion. In other words, people will try to find a way to make sense out of an ambiguous and confusing situation. The symbols they create offer a degree of predictability and a guide towards directions to take. Bolman and Deal comment Organisations function like complex, constantly changing, organic pinball machines. Decisions, actors, plans, and issues continuously carom through an elastic and ever changing labyrinth of cushions, barriers, and traps (11, p. 45).

In this case, teachers and principals have had unpleasant experiences in the past with this task, in fact, they did not participate a great deal because the previous Director basically wrote all the plans herself. The new Director is saying the plan is their and thus, they need to write it. That sets up a confusion situation, one they do not really understand. In fact, the symbolic act of the other director writing the plan gave the message that teachers were not important in this process and in fact, were not needed at all.

We can look at the table provided by Bolman and Deal to determine which frame would work best in response to different questions (Bolman and Deal 11, p. 70).

Question Frame, if answer is Yes Frame, if answer is No

Are individual commitment and motivation essential to success? Human Resource, Symbolic Structural, Political

Is the technical quality of the decision important? Structural Human Resource, Political, Symbolic

Are there high levels of ambiguity and uncertainty? Political, Symbolic Structural, Human Resource

Are conflict and scarce resources significant? Political, Symbolic Structural, Human Resource

Given the previous discussions, we can respond to each question

• Motivation and Commitment is needed use human resource and/or symbolic frame

• Technical quality is not needed in the way this question means use human resource, symbolic or political

• High levels of uncertainty and confusion are present among staff members leads to political or symbolic frame

• Resources are not scarce thus, the frame would be structural or human research

Two frames are indicated more frequently symbolic and human resource. This means the new director needs to use these frames by doing things like telling stories (symbolic), placing people first by empowering them (human resource).

[Note to student. Providing the Appendix you cite requires a third person and is beyond the scope of the research and model papers we provide. You need to enlist a classmate/friend to provide this section.]

WORKS CITED

Bolman, L. and T. Deal. Reframing Organisations Artistry, Choice and Leadership. San Francisco Jossey Bass, 11

Spaulding, Angela. Micropolitical Behavior of Second Graders A Qualitative Study of Student Resistance in the Classroom. The Qualitative Report 4(1-) (000) January.

University of Melbourne. Managing the Educational Organisation. 7 February 00. http//www.edfac.unimelb.edu.au/EPM/subjects/48-88/SESSIONS/session8.html#appl

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Transcendentalism

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Transcendentalism was a philosophy that was very popular in New England during the 180's. Transcendentalism was very much like Romanticism. Transcendentalism upheld the goodness of humanity, the glories of nature, and the importance of free individual express. Transcendentalism maintained that an awareness of reality, or a sense of truth, is reached through intuition rather than through reasoning or logic.

Transcendentalism had the belief that individuals act according to their innermost personal beliefs or spiritual convictions, rather then follow the dictates of society. This is shown in Self Reliance by Emerson in "A Nonconformist". In here a man is conforming and giving money to the blacks of Barbados to feel good when he does not act kinder to his fellow Americans he has as slaves. In "Traveling" Emerson says that "He who travels to be amused or get something he does not carry travels away from himself", the person is not being himself he is just trying to get away from himself. In "Reliance on Property" he is saying that people rely on their property to show what type of people they have, the more they have the greater, when it should be based on that individual him or herself.

Emphasis on individuality is also shown in Thoreau's "Civil Disobedience." He refuses to pay a tax for the Mexican War because he knew that Texas would become a slave state and he opposed slavery greatly. He is in jail but he feels as if he is not imprisoned but that he is free because he did what he wanted to do and did not conform. He emphasized that people should be their own person.

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The integrity of the mind is important. One should be truthful to himself. One should be honest with who they are. One should rid himself of everything that clutters ones mind. This is seen in Thoreau's Walden, in "Why I Went to the woods," he left to have simplicity and not such a complex complicated life. The truthfulness is shown in Walden under "Why I Left the Woods," he left because the truth was he had become too comfortable in being there and did not leave even if it was bad because it was convenient. This was like a bad habit and he had made a rut of it and decided to leave the woods to do something different instead of doing and being in the same place.

Emerson and Thoreau both emphasized individualism and the sacredness of individuality. Thoreau wrote about the choices people make and what they should have done. Emerson writes about not conforming to society and being your own person. Examples of the philosophy of Transcendentalism are shown in both the works of these writers in many similar and some different ways.

Please note that this sample paper on Transcendentalism is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Transcendentalism, we are here to assist you. Your cheap custom research papers on Transcendentalism will be written from scratch, so you do not have to worry about its originality.

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Analysis of FDR's New Deal

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dreteryhtutyhjguytuytdecade of the 10s is often characterized as a period of Americanprosperity and optimism. It was the Roaring Twenties, the decade of bath tub gin, the model T,the $5 work day, the first transatlantic flight, and the movie. It is often seen as a period of greatadvance as the nation became urban and commercial (Calvin Coolidge declared that Americas business was business). The decade is also seen as a period of rising intolerance and isolation chastened by the first world war, historians often point out that Americans retreated into a provincialism evidenced by the rise of the Ku Klux Klan, the anti radical hysteria of the Palmer raids, restrictive immigration laws, and prohibition. Overall, the decade is often seen as a period of great contradiction of rising optimism and deadening cynicism, of increasing and decreasing faith, of great hope and great despair. Put differently, historians usually see the 10s as a decade of serious cultural conflict.

The Ku Klux Klan was most powerful during the 10s when membership rose to nearly three million members. The klan aimed to alienate non-whites and other religious groups from the rest of American society. The klan was a hate group and displayed their hatred by killing thousands of people and destroying the lives of many others The klan was based in the South, but spread their hate across America.

The 10s witnessed the coming of the Second Wave of immigrants to the United States. These immigrants differed from the First Wave of European immigrants to the United States in that the majority of them were from Southern or Eastern Europe, whereas in the past the majority had been from Western European nations such as Great Britain, France, and Germany. The immigrants came to the U.S. seeking better economic opportunities for their families, but very often they came across strong feelings of prejudice and nativism from the Americans. The Italians and Irish-Catholics provide good examples of the experiences faced by many of the immigrants in the 10s. They were victims of discrimination in the work place, were targets of the Ku Klux Klan, and faced various other problems. Below are four links to papers that further discuss the tribulations of Italian and Irish-Catholic Immigrants.

There are many ways the media influences society, but in the 10's the main source was newspapers. The New York Times was one of the most popular and prestigious papers of this time and also one of the most influential. Many people had fait in what they read and never second guessed it to be anything but fact. What really was there was a capitalistic defense and advocator

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Throughout the United States the majority of people are scared wondering when war will be declared. At the same time the citizens of America know, once we are at war with Iraq we will then be at war with oil providers. In order to keep prices from raising the American people must learn the value of conservation. The US, as a business will have many decisions to make within the next few months.

The US is facing its most persistent shortage in oil stocks in over 7 years. With war lurking around the corner, the US has unlikely enough turned to help from Iraq. Although the US plans to launch around 00 cruise missiles a day on Iraq, Iraq has doubled its exports to America, helping US refineries cope with a devastating strike in Venezuela. Iraq, who has the world's second largest proven oil reserves of 11 billion barrels, and at least another 100 billion of unproven reserves, would be a "gold mine" for any oil giant such as Exxon or Shell. Many experts believe that President Bush may be more concerned with the amount of oil held in Iraq rather than their threat towards weapons of mass destruction. If the US were able to whip out Iraqi government and take control of their oil fields it would decrease theirs costs on exports to the US. Although the US military will state that this war is a security issue rather than a grab for oil, many sources indicate that Saddam plans to damage or destroy his oil fields, which would inflict up to 0 billion dollar damage on the US economy and would cause irreparable environmental damage. Large distributors of oil such as Russia fear that if the US were to gain control on a large reserve of cheap oil it could send prices tumbling.

It is a known fact that if there is a shortage in a market the price will rise and on the other hand, if there is a surplus the prices will drop. Since the terrorist attack of -11 the US economy has significantly been hurt. Cheap oil would boost our economy but at the same time promote war on Iraq. If sanctions were lifted and US majors were granted access to Iraq's untapped reserves the hunt for cheap oil could be ended without war. An act of war on Iraq is a win, win situation for the US. If war is confirmed and Saddam eliminates his oil fields the US is still defending against terrorism. On the other hand, if war is declared and the United States takes control of the oil fields as well as Iraq, terrorism and our economy will be protected against.

In an article by Viktor Koen he displays our options to escape the consequences of our thirst for oil. With the constant question of whether or not the US will be at war in the near future the author addresses what Americans have to understand about our oil usage. At the same time the author explains how war could be beneficial to the U.S. economy.

Business week has created guidelines for a rational and feasible energy policy. It consisted of six steps 1-Diversify oil supplies, -Use strategic reserves, -Boost industrial efficiency, 4-Raise car and truck MPG, 5-Nuture renewable energy, and 6-Phase in fuel taxes. To insure oil supplies the U.S. must seek other means of purchasing oil around the world. Along with answering the supply question the U.S. must use strategic reserves such as the 5. million bbl. stored in underground salt caverns in America. They must also boost industrial efficiency across the economy, including solving our oil consumption for transportation. The thought of hydrogen-fueled cars would decrease the oil usage significantly. Innovations towards wind, solar and hydrogen power sources are dropping the price. Finally the thought of raising the energy efficiency in the economy by up to 50% and reducing the U.S. oil consumption by more than billion bbl a day.

The United States will have to make many decisions just as a business would if they're main supplier was to go out of business. The US will either take control of the oil fields in Iraq or have to develop a contract with another oil filled country. Major oil providers such as Exxon and Shell will have to work together to keep their customers pleased. Although the American public know gas prices will be raised, if in fact they are too high people may look to find alternative means of energy. Alternative means of energy will in turn hurt companies like Exxon and Shell, thus hurting our economy.

The United States may be looking at war as a business proposition to better their economy, but at the same time they're protecting their citizens from weapons of mass destruction. Only time will tell what happens and where the US stands as a business among other leading oil providers.

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An ottawa trip essay

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Nightmare morning. I woke up as early as I could, which was barely a half an hour away from leaving. I got up, noticing the time I did it fairly quickly, and picked up my bags. Thankfully my aunt Betty had come over earlier to give me a ride to school. I was one of the first ones there, Once more people came Carlos ( to the Carlos!) started to load the bus, if you don't know who Carlos is, he's the wicked cool bus driver that took us all around Ottawa and Quebec! He's simply the coolest!! Then, once Carlos finished up, before you know it, we're on the bus heading for Ottawa! The bus was about the best part of the whole trip. It had TVs and radios embedded in the seat ahead of us. The radios were probably the best part because they played weird Carlos music that was ever so interesting to Kim. We took a lot of pictures on the way there; I practically used up my whole camera in the first half an hour.

After awhile, we stopped at a place named the big apple, or something like that. And it had a lot of rabbits. Ha. That can only be interesting to me. Anyways, there was a humongous apple that I decided to live in like James and his giant peach. While Kim was somewhere or other, I went to look for her and decided to stop because Joey and Dereck had found the best gift shop. They found these masks, which looked ever so interesting that we had to try them on. Joey looked so weird that Dereck and I just laughed at him pointlessly. Then I think Mr. Devlin pulled us out. So we all got back on the bus, sat down, and we were on our way again listening to the strange interesting Carlos music… Now, how enjoyable is that!

We then stopped at a food court restaurant thing, but Joey, Dereck, and I didn't eat that much. Well, actually. Dereck and I didn't eat much. Because, we rather be playing the mecha video game in the corner of the court. Joey and I freaked out when we got there because the robots were awesome and we both got to the third level. But, unfortunately, Dereck didn't have time to play because when Joey and I finished we all had to go back on the bus.

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Again, I sat beside Kim. So we took out our CDS and listened to them over and over, as Dereck and Joey took my CD with Du Hast on it. Then, we watched the rest on the movie which I think was Jurassic park. Then, after that, we mostly bothered Joey about giving us his shirt that had Goku on it, and told him how much we wanted to take it. How interesting.

Now. About 0 PM, we arrived at the Museum of Aviation. Kim, seeming bored wandered off by herself. So Joey, Dereck, and I looked for things to brake. Ok, things that we wanted to tamper with. We found this cool thing that was like a leaf blower, it was holding a ball up in the air. So we took the ball of and put our faces over it, then our hair got all messy. So we took pictures of that. Then, we followed Kim around and she told u she wanted to be alone, so we ran off again talking to the phones that don't answer you and keep on talking even if you hang up. Ha. I am way to easily amused.

When we got back on the bus to go to the hotel, and when Kim and I asked who we were both sharing a room with, it seemed like we shared a room together, and there was no one else. So we freaked out when we walked in and it turned out to be the suite. We ran in, and unpacked quickly, because we only had a little time until we left for the hard rock caf.

Once we got there, it was very crowded because there was two other schools in the same floor as us. There wasn't enough room at the tables so Kim, Joey, Dereck and I sat at the bar. That place was so interesting, it had guitars previously belonging to famous bands/people hanging off the walls, and a really scary painting on the ceiling. After the really great supper there, we went back to the hotel to get a change of warmer clothing because we were going to a boat cruise that included a dance, but the boat didn't move... Then why not have the dance in a gym or something? Don't ask me.

It was actually pretty boring. Though, some of the music was good, but not much to my liking. I'm not fond of Rap or Pop. And it was crowded with people that we don't need to know. Dereck kept on bothering me to dance with him. So then I finally suggested that we go bother people from other schools. Kim, was sort-of following us. We talked to a lot of people there, most of them were pretty nice, but some of them were rude. How fun.

We went back to the hotel afterwards and watched TV. The next morning, we were awoken by a telephone that rung and didn't say hello. So Kim yelled at it because it was scary. So, after being awaken, we went to a breakfast buffet. It was ok, the food was a bit cold, but it was ok.

Then, we went to the Art museum. I freaked out just looking at the beautiful building. The architecture was so pretty. The art, it was really nice to look at. I wasn't fooling around here. I really liked that place, and I thought it was a shame that the tour was so quickly done. I really like the art there, because about everything had a meaning, or a purpose. It was really beautiful.

Afterwards, in the museum of civilization, Joey and I explored the native exhibits. We were scared to death because we were waking through one, and there was a somewhat glowing picture of a native girl. I got out of that museum as fast as possible.

Then, after that museum, we went to a mall for lunch. The food at the food court in the mall was fine. But all my friends, all said it was awful because they ordered something from the taco place with beef in it. I was lucky because I ordered the chicken taco. Then, after we had eaten, we went around looking for video games, well, Dereck and I at least. We looked into electronic stores, none of the video game we were looking for, but we did find some awesome anime movies. Unfortunately, we all didn't have enough money.

After that, we went to the most awesome science and technology museum. Van and I, mostly laughed at the people playing virtual goalie. In the middle of all of that I lost my good camera.

At supper, half of us had uncooked steak, and the other half all had very nice chicken… I was very happy that I ordered the chicken. That's all I have to say about that…

Then, probably the best part of the whole day happened, the baseball game was cancelled, so we got to go shopping and to cyber dome. At the mall, I bought a spiked collar and some earrings. I got lost in the big mall. It was scary… Once I fund my way to the cyber dome, I played Laser tag and air hockey for about the whole time, managing to kick Mr. Devlin's butt in bust-a-move in between.

The next morning, we got awoken by that stupid phone that doesn't talk again, and went to a really bad breakfast at Nickels. I mean, if it's supposedly owned by Celine Dion, shouldn't they have decent pancakes? Yes.

Then, we went to the parliament building where they took my collar. I should be talking about how we went into those big rooms with the pretty stuff on the walls. But I forget their names. So I'll just whine about how they took my necklace… no I won't… so yeah, nothing else very interesting happened on the trip… I really need to pay attention. The end.

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KEY INTERNAL & EXTERNAL ENVIRONMENTAL ELEMENTS OF CHANGE

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CHANGE MANAGEMENT

CONTEMPORARY CHANGE ISSUES

TOPIC KEY

INTERNAL & EXTERNAL

Buy cheap KEY INTERNAL & EXTERNAL ENVIRONMENTAL ELEMENTS OF CHANGE term paper

ENVIRONMENTAL ELEMENTS OF CHANGE

MAY 00

CONTENTS

1. INTRODUCTION

. IDENTIFICATION OF INTERNAL & EXTERNAL CHANGE FACTORS IN THE INDUSTRY

ENVIRONMENT

. ESTIMATE THE STRENGTH OF THE IMPACT OF EACH OF THE FORCES FOR CHANGE ON INDUSTRY

4. DISTINGUISH AND IDENTIFY THOSE CRITICAL FACTORS DRIVING CHANGE AT INDUSTRY LEVEL

5. INDICATE THE DIRECTION OF CHANGE FROM EACH OF THESE CRITICAL FACTORS

6. SUMMARISE THE LIKELY DIRECTION OF FUTURE CHANGES WITHIN THE INDUSTRY

7. POSSIBLE ORGANISATIONAL RESPONSES TO THE CRITICAL FACTORS DRIVING CHANGE

8. THE CONSEQUENCES OF THE TYPE OF RESPONSE MADE TO CRITICAL FACTORS

DRIVING CHANGE

. CONCLUSION

10. BIBLIOGRAPHY

1. INTRODUCTION

In this report the various internal and external elements of the industry environment from which change may arise will be identified and classified into several broad groupings.

The strength of the impact of each of these factors for change on industry will be estimated and the most critical factors presently driving change at the industry level will be identified from the list. The report will indicate the direction of change of these critical factors and the likely direction of future changes will be summarised. Finally, the different types of responses that organisations can make to the critical factors driving change and their consequences will be outlined.

. IDENTIFICATION OF INTERNAL & EXTERNAL CHANGE FACTORS IN THE INDUSTRY ENVIRONMENT

The environment in which contemporary business organisations operate is undergoing continuous and rapid change. The range of forces that can cause changes to occur in organisations and industries fall into two broad categories

1. Those forces which stem from external sources and

. Those forces which arise from factors which are internal to the organisation or industry in which it operates.

The forces for change within these two broad categories can be classified into a number of groupings which are identified below under each category

EXTERNAL FORCES OF CHANGE

"External change refers to change over which we have very little control. Its introduction is seen as inevitable and outside the sphere and control of most individual managers and when it occurs it create situations over which {managers and organisations] have little control."[Australian Management - a first line perspective p 11].

These external forces are usually macro environmental forces which the affected organisations and industries must react and adapt to because they cannot influence either their magnitude or direction.

External forces of change arise from a number of sources. These can generally be classified into a number of separate groupings such as

Demography ; Economic Conditions; Competition; Social & Cultural Forces; Political & Legal Forces and Technology.

For example the following would be classified as external forces of change

- changes in demographic characteristics such as changes in socio economic status, rising or falling disposable income, changes in age or ethnic composition, changes towards higher density housing and improved infrastructure.

- changing economic conditions such as changing interest rates and exchange rates, rising costs of labour, transport and raw materials, falling tariff protection and booms and busts.

- increased competition form lower priced or better quality products or from new innovations introduced by competitors which improved their performance and efficiency.

- changes in cultural and social factors such as changes over time in customer attitudes and tastes (eg trend away from smoking & fast foods with high fat content and towards healthier lifestyles), in trends towards increased interest in outdoor leisure activities, trends towards certain types of family cars (eg 4-wheel drives), and changes in ethnic and religious composition due to migration policy causing changes in tastes, interests, level and nature of demand for goods and in spending patterns.

-

- changes in the legal environment such as new laws to control business (eg anti-collusion and anti monopoly laws and laws to increase competition), new anti-discrimination, equal opportunity and unfair dismissal laws and new taxation laws such as the Goods & Services Tax and Business Activities Statements recently introduced into Australia.

- Political forces such as Gatt Agreements, changing tariffs, globalisation, migration policy affecting composition and skills of migrant intakes, political uncertainty incl. threats of terrorism and war affecting overall confidence of entrepreneurs and consumers and influencing investment, travel & vacation decisions and spending patterns.

- Technological changes may render existing technology obsolescent and produce irresistible pressure to introduce new technology to replace existing technology in order to increase efficiency, quality and reduce costs to match increased competition from rivals eg Computerised machinery replacing labour intensive machinery or changes in quality and type of personal entertainment products such as the evolution from cassette tapes to vinyl records to CD's to DVD's, changes from videos to DVD's, related changes in equipment needed to play and record music and video. Changes from film cameras to digital still cameras and from video cameras to digital movie cameras or new products replacing old eg. Word processors replacing type writers, digital mobile phones and television sets replacing analogue phones and TV sets.

INTERNAL FORCES OF CHANGE

On the other hand, "internal changes are those changes over which we may have some control. These are changes we introduce ourselves rather than have others introduce them for us. Internal changes are generally introduced to enable an organisation to meet or pre-empt changes in its environment."

In contrast to external changes, the internal changes that occur within organisations are those which arise from the decisions and plans of the organisation's management "for which managers have control and direct responsibility " and therefore "more opportunity to make it work."[Australian Management - a first line perspective p 11].

Internal forces of change can arise from a number of different sources. These sources can generally be classified into a number of separate groupings such as

Production Facilities; Organisational Structure; Organisational Culture; Financial Capability; Human Resources; Company Location; Research & Development Capability and Company Image.

For example the following would be classified as internal forces of change

- changes in the production systems through innovations and or introduction of new technology due to changes in technology occurring in the industry, which result in improved efficiency and lower production costs.

- changes in organisational structure, for instance from a rigid hierarchical structure to a more flexible and empowering team based structure which is able to respond and adapt more quickly to changing customer tastes and expectations and to rapid environmental changes.

- changes in the organisational culture brought about by an analysis of its strengths and weaknesses for continued organisational success and through explaining the benefits and need for change so it is less resistant, less conservative and more conductive to the introduction of managed change at all levels.

- Falling sales revenue arising from falling demand for products and falling prices or steady demand and prices in the face of rising costs for labour and raw materials which can't be passed on in higher selling prices or the high costs of necessary capital expenditure to remain competitive would adversely affect the financial capability of the organisation and its ability.

- changes and adjustments in human resource recruitment, selection and training systems to reflect the organisation's need for individuals with differing skills and the high cost of training and development activities to bring about the required change in the knowledge, skills and perceptions of individual staff supplemented by performance appraisals. [Managing Innovation and Change p1.]

- changes in company location may be necessary to maintain profitability. For instance, a competitor may centralise production in a single plant in a location with low labour costs and gain economies of scale and distribute globally from this large plant. This may threaten the ability of a rival company, whose production occurs in small plants located in a variety of countries to compete, because of their much higher production costs. [Managing Innovation and Change p1.]

- improving research and development capability may be required to keep pace with or stay ahead of the competition by enabling the organisation to focus on areas likely to yield "product breakthroughs" in the form of new products or improvements to existing products which can be marketed in advance of rivals with good profit margins.

- company image may need to be changed to maintain market share and future survival. For example, tobacco companies have made changes to their image by diversifying into other industries. Companies who are forced to make product recalls must do this in a way that restores customer confidence in their product to maintain or regain lost market share.

. ESTIMATE THE STRENGTH OF THE IMPACT OF EACH OF THE FORCES FOR CHANGE ON INDUSTRY

There has been "fierce domestic and foreign competition during the past decade." This has fuelled change and innovation in organisations. It has resulted in increased expenditure on research and development and accelerated changes in technology. Declining financial capability due to loss of market share or declining sales due to technical obsolescence of production facilities or product range or changing consumer expectations have influenced organisational change. Laws designed to protect the environmental and allow litigation by consumers affected by exposure to dangerous products (eg tobacco; asbestos) have led to change. Government regulations such as anti discrimination laws, EEO, Occupational Health and Safety laws and taxation changes have also led to organisational change. Poor company image arising from changes in social and cultural factors (eg health concerns about fat content of fast foods) have led to changes to improve the company's image. Other social cultural factors (eg trend for baby boomers to eat at home) has resulted in changes being made by the take away food outlets to cater for this change. Forces of change have also led to organisational cultural shifts and organisational restructuring. Production changes have occurred due to demands for improved quality. Changing technology has forced changes in human resource practices and increased emphasis on training to enable workers to acquire the necessary skills and knowledge. Company location has also influenced change in some sectors of industry where it has impacted on the cost of production. [Managing Innovation and Change p 1, 01.] [Ref5-p. ]

The estimated strength of the impact on change of these forces are indicated in the tables below

(i) EXTERNAL FORCES Demography ; Economic Conditions; Competition; Social & Cultural Forces; Political & Legal Forces and Technology.

No. FORCE ESTIMATED STRENGTH OF IMPACT FOR CHANGE

1 Demographic Low

Economic Conditions Medium to High

Competition High

4 Social & Cultural Factors Low to Medium

5 Political & Legal High

6 Technology High

(ii) INTERNAL FORCES Production Facilities; Organisational Structure; Organisational Culture; Financial Capability; Human Resources; Company Location; Research & Development Capability and Company Image.

No. FORCE ESTIMATED STRENGTH OF IMPACT FOR CHANGE

1 Production Facilities Medium

Organisational Structure Medium

Organisational Culture Medium

4 Financial Capability Medium to High

5 Human Resources Medium

6 Company Location Medium

7 R & D Medium to High

8 Company Image Low to Medium

4. DISTINGUISH AND IDENTIFY THOSE CRITICAL FACTORS DRIVING CHANGE AT

INDUSTRY LEVEL

The critical external factors driving change at the industry level are

Economic Conditions; Competition; Legal Forces and Technology.

The critical internal factors driving change at the industry level are

Production Facilities; Organisational Structure; Organisational Culture; Financial Capability; Research & Development Capability.

5. INDICATE THE DIRECTION OF CHANGE FROM EACH OF THESE CRITICAL FACTORS

The direction of change from the critical factors identified above are indicated in the tables below

(i) EXTERNAL FORCES Economic Conditions; Competition; Legal Forces and Technology.

No. FORCE DIRECTION OF CHANGE

1 Economic Conditions Upward pressure

Competition Upward pressure

Legal Upward pressure

4 Technology Upward pressure

(ii) INTERNAL FORCES Production Facilities; Organisational Structure; Organisational Culture; Financial Capability; Human resources; Research & Development Capability.

No. FORCE DIRECTION OF CHANGE

1 Production Facilities Upward

Organisational Structure Upward

Organisational Culture Upward

4 Financial Capability Upward

5 Human Resources Upward

6 R & D Upward

6. SUMMARISE THE LIKELY DIRECTION OF FUTURE CHANGES WITHIN THE INDUSTRY

Taking the manufacturing industry in Australia as an example, the industry will need to change in response to a range of external and internal forces which will affect its operational success in the future.

These include changing economic conditions for this industry in Australia, arising from, the globalisation of markets, the reduction in government protectionist policies, the emphasis on developing export industries able to compete with the rest of the world on price and quality, the push for achieving world's best practice, becoming a knowledge nation, being at the cutting edge of technology, reacting to interest and exchange rate changes and changing financial and work practices in response to changes in business activity reporting and taxation laws and the new responsibilities for risk management and employee consultation imposed by new Occupational Health and Safety laws.

As a result of these conditions, in summary, therefore in relation to the manufacturing industry in Australia, it is likely that

· within this industry, the direction of future change will be upward, in most if not all of the critical external and internal factors identified above.

7. POSSIBLE ORGANISATIONAL RESPONSES TO THE CRITICAL FACTORS DRIVING

CHANGE

In order to remain viable and successful, organisations need to respond to the external and internal changes in their environment in appropriate ways that benefit the organisation.

Organisational success depends significantly on the effectiveness of its responses and adaptations to the constantly changing external and internal environment in which it operates. [Australian Management - a first line perspective p 117].

Organisational reactions to change may be either proactive or reactive.

"Reactive change …[is] generally… designed to alleviate problems imposed upon the organisation by a changing environment and is often classified as a knee-jerk reaction to unforeseen (or ignored) changes in the working environment." If an organisation waits until it is forced to change by the changing environment (reactive) its managers can lose "the opportunities to plan the change better and benefit from its introduction."

"In contrast, proactive change is planned [change] in response to the anticipated future environmental constraints [or forces] that will act upon an organisation." [Australian Management - a first line perspective p 11].

8. THE CONSEQUENCES OF THE TYPE OF RESPONSE MADE TO CRITICAL FACTORS

DRIVING CHANGE

Managed change which is proactive and planned is the preferred organisational response to the environmental forces faced by an organisation. The initiation of managed change often occurs in an attempt to improve performance and to counter forecast declines in performance which are anticipated if change is not introduced.

Although planned change involves forecasting the future environment and actual future conditions may vary somewhat from these forecasts "anticipated change is less stressful [for the organisation and its staff] than unexpected change." Also, when managed, proactive and planned change occurs in response to the critical factors driving change, rather than reactive change, the overall effect and impact of the changes is much more likely to be beneficial to the long term interests and continued success of the organisation. [Australian Management - a first line perspective p 11].

CONCLUSION

In today's climate an organisation's survival may depend on using successful strategies that achieve a regular renewal of the organisation in the face of competition and other external pressures for change. [Reference No. 5 page 1.]

Most organisations must be ready to cope with the external and internal factors that bring about the changing environments in which the organisation operates. The changing environment will offer opportunities and threats to an organisation. To assist them to analyse their environment an organisation can carry out a TOES analysis.

This process starts with an examination of the threats and opportunities for the organisation which are present in their external environment and then proceeds to an examination of the organisations internal environment in terms of their strengths and weaknesses. This is preferable to a SWOT analysis because you have to know what the threats and opportunities are in the external environment before you look at your strengths and weakness and develop appropriate change strategies to deal with those threats and to take full advantage of the available opportunities .

In conclusion, "Managed change should be proactive and planned." The proactive management of change helps to ensure that the changes introduced into the organisation are more predictable, timely and carefully planned and more likely to promote the continued operational success of the organisation. On the other hand, "enforced change implies lack of choice and being forced to do something you would not otherwise do." [Ref 5 p .] Hence in contrast to managed change, it is evident that " Unmanaged change is the basis for a chaotic and unpredictable work environment and in many cases, business failure." [Australian Management - a first line perspective p 118].

BIBLIOGRAPHY

1. Australian Management A First Line Perspective [Chapter 6.]

. Hand Out DLH/JKQ MACROENVIRO FORCES.doc/500

. Hand Out Chapter 7 - Managing Innovation & Change

4. Hand Out Introduction to Management Chapter 1. Managers and Workforce Diversity (page 14)

& - The Manager's Changing Environment Competition & the Global Economy (page 17).

5. Hand Out Orientation Appendix Supplementary Reading What Causes change (page 17 - 5).

6. RHINESMITH, Stephen H. Managing Organisational Change (pages 1 16).

7. SAVILLE, James & REID, Howard, Managing Operations- Chapter 8 "Managing Change" 16

Prentice Hall; Australia.

Please note that this sample paper on KEY INTERNAL & EXTERNAL ENVIRONMENTAL ELEMENTS OF CHANGE is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on KEY INTERNAL & EXTERNAL ENVIRONMENTAL ELEMENTS OF CHANGE, we are here to assist you. Your cheap custom college paper on KEY INTERNAL & EXTERNAL ENVIRONMENTAL ELEMENTS OF CHANGE will be written from scratch, so you do not have to worry about its originality.

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