Corporation and Data Warehousing Supports free essay sample

1. Go to teradatastudentnetwork. com and find the paper titled â€Å"Data Warehousing Supports Corporate Strategy at First American Corporation† (by Watson, Wixom, and Goodhue). We will write a custom essay sample on Corporation and Data Warehousing Supports or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Read the paper and answer the following questions: a. What were the drivers for the DW/BI project in the company? b. What strategic advantages were realized? c. What operational and tactical advantages were achieved? d. What were the critical success factors (CSF) for the implementation? 2. Go to fico. com. Use the information there to identify five problems in different industries and five problems in different functional areas that can be supported by ADS. 3. Go to sap. com and oracle. com. Find information on how ERP software helps decision makers. In addition, examine how these software products use Web technology and the Web itself. Write a report based on your findings. 1. Go to teradatastudentnetwork. com and find the paper titled â€Å"Data Warehousing Supports Corporate Strategy at First American Corporation† (by Watson, Wixom, and Goodhue). Read the paper and answer the following questions: a. What were the drivers for the DW/BI project in the company? b. What strategic advantages were realized? c. What operational and tactical advantages were achieved? d. What were the critical success factors (CSF) for the implementation? 2. Go to fico. com. Use the information there to identify five problems in different industries and five problems in different functional areas that can be supported by ADS. 3. Go to sap. com and oracle. com. Find information on how ERP software helps decision makers. In addition, examine how these software products use Web technology and the Web itself. Write a report based on your findings. 1. Go to teradatastudentnetwork. com and find the paper titled â€Å"Data Warehousing Supports Corporate Strategy at First American Corporation† (by Watson, Wixom, and Goodhue). Read the paper and answer the following questions: a. What were the drivers for the DW/BI project in the company? b. What strategic advantages were realized? c. What operational and tactical advantages were achieved? d. What were the critical success factors (CSF) for the implementation? 2. Go to fico. com. Use the information there to identify five problems in different industries and five problems in different functional areas that can be supported by ADS. 3. Go to sap. com and oracle. com. Find information on how ERP software helps decision makers. In addition, examine how these software products use Web technology and the Web itself. Write a report based on your findings.

How to Create a Character Profile

How to Create a Character Profile How to Create a Character Profile How to Create a Character Profile By Ali Hale Have you created character profiles for the main cast of your novel? While not all authors use character profiles, many find them a very handy tool for keeping track of their characters – and for developing and fleshing out those characters in the first place. Done well, a character profile can help you harness your creativity and really dig into who your characters are.   Sometimes, though, writers treat character profiles as a form-filling exercise, coming up with their character’s eye color, hair color, first job, etc without investing any of this with a deeper meaning. They might diligently complete character profiles for every character in their novel – even the bus driver who only has a walk-on part in chapter five – but they’re not any closer to having any real insight into their characters. So what should go in your character profile and how should you use it? What to Include in a Character Profile Firstly, not every character in your novel needs a profile at all. Characters who have a minor role (like your protagonist’s mother, who only appears briefly a couple of times) don’t need to be fully fleshed out. Of course, you might want to make some brief notes about them but this definitely doesn’t need to be an entire profile. Your main characters, though, should have individual profiles. That probably includes any viewpoint character. If you have an antagonist then it’s worth creating a profile for them too (after all, even if your main character just doesn’t get where the antagonist is coming from,  you  should). It’s entirely up to you how you structure your character profiles. In general, though, I’d suggest that: You don’t focus too much on physical details. You may want to include things like hair color and eye color if you’re ever likely to mention them – but you can leave them out if they’re not going to be relevant. The same goes for height and build: unless they’re unusual and significant, you don’t necessarily need them at all. If you are including physical details, think about how they relate to deeper aspects of your character. For instance, in Harry Potter, the fact that Harry has green eyes is significant because it’s the physical characteristic that links him to his mother. You spend some time exploring deeper questions about your character: things like what’s the mistake they regret most? or in what situations would they lie? or what false beliefs do they hold? These sort of questions will result in a much richer, more real character than a simple list of physical characteristics. The first ebook I ever bought online, back in around 2007, was Holly Lisle’s Create a Character Clinic. This is still one of my favorite resources for character creation: it goes far beyond the typical character questionnaire to dig deep into what really makes characters tick (and it includes lots of examples, too). If you’re using a template or questionnaire that you’ve found online, don’t feel that you need to complete every single part of it – especially if it’s a long one! Focus on the bits that are most impactful or that help you to imagine your character more fully: if you do decide to fill in the rest, you can simply do it at a later stage. Don’t get hung up on creating the â€Å"perfect† character profile before you begin writing – because it’ll almost certainly change as you go along. Which brings me on to Why Your Character Profile Will Need Updating Regularly If you create your character profiles during the pre-writing phase of your novel, you’ll almost certainly find that your understanding of your character shifts as you write the first draft. Perhaps the thing you  thought  they sincerely regretted from their past turns out to be something they’re actually quite proud of – at least initially. Perhaps you realize that it makes much more sense for them to have grown up somewhere rural, not in a city. Perhaps you change them radically: maybe you merge two characters together, or you change a character’s gender or age. (Or their name: a lot of my characters end up changing names part-way through the writing process as I figure out a name that’s a better fit.) Your character profile definitely isn’t set in stone. It’s fine to change your mind and rework it – but do make sure that you actually update it to reflect the changes you’ve made during the writing process. Otherwise, it can be very confusing several chapters later when you want to bring a character back in but you can’t now remember if they’re supposed to be 35 or 25, or whether they’re tall with dark brown hair or short with strawberry blonde hair. Character profiles can be a great tool for creating and fleshing out interesting characters for your novel; they’re also a useful working document that you can use to help you stay on track and keep things consistent during the writing process. If you’ve never created a character profile before, why not give it a go today? Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Fiction Writing category, check our popular posts, or choose a related post below:7 Classes and Types of PhrasesBetween vs. In BetweenThe Difference Between "Phonics" and "Phonetics"

Biography of Edmund Cartwright, English Inventor

Biography of Edmund Cartwright, English Inventor Edmund Cartwright (April 24, 1743–October 30, 1823) was an English inventor and clergyman. He patented the first power loom- an improved version of the handloom- in 1785 and set up a factory in Doncaster, England, to manufacture textiles. Cartwright also designed a wool-combing machine, an instrument for making rope, and a steam engine powered by alcohol. Fast Facts: Edmund Cartwright Known For: Cartwright invented a power loom that improved the speed of textile production.Born: April 24, 1743 in Marnham, EnglandDied: October 30, 1823 in Hastings, EnglandEducation: University of OxfordSpouse: Elizabeth McMac Early Life Edmund Cartwright was born on April 24, 1743, in Nottinghamshire, England. He graduated from Oxford University and married Elizabeth McMac at the age of 19. Cartwrights father was the Reverend Edmund Cartwright, and the younger Cartwright followed in his fathers footsteps by becoming a clergyman in the Church of England, serving initially as the rector of Goadby Marwood, a village in Leicestershire. In 1786, he became a prebendary (a senior member of the clergy) of  Lincoln Cathedral (also known as St. Marys Cathedral)- a post he held until his death. Cartwrights four brothers were also highly accomplished. John Cartwright was a naval officer who fought for political reforms to the British Parliament, while George Cartwright was a trader who explored Newfoundland and Labrador. Inventions Cartwright was not only a clergyman; he was also a prolific  inventor, though he didnt begin experimenting with inventions until he was in his 40s. In 1784, he  was inspired to create a machine for weaving after he visited inventor Richard Arkwrights cotton-spinning mills in Derbyshire. Although he had no experience in this field and many people thought his ideas were nonsense, Cartwright, with the help of a carpenter, worked to bring his concept to fruition. He completed the design for his first power loom in 1784 and won a patent for the invention in 1785. Although this initial design was not successful, Cartwright continued to make improvements to subsequent iterations of his power loom until he had developed a productive machine. He then established a factory in Doncaster to mass produce the devices. However, Cartwright had no experience or knowledge in business or industry so he was never able to successfully market his power looms and primarily used his factory to test new inventions. He invented a wool-combing machine in 1789 and continued to improve his power loom. He secured another patent for a weaving invention in 1792. Bankruptcy Cartwright went bankrupt in 1793, forcing him to close his factory. He sold 400 of his looms to a Manchester company but lost the remainder when his factory burned down, possibly due to arson committed by handloom weavers who feared they would be put out of work by the new power looms. (Their fears would eventually prove to be well-founded.) Bankrupt and destitute, Cartwright moved to London in 1796, where he worked on other invention ideas. He invented a steam engine powered by alcohol and a machine for making rope, and helped Robert Fulton with his steamboats. He also worked on ideas for interlocking bricks and incombustible floorboards. Improvements to Power Loom Cartwrights power loom needed some improvements, so several inventors took on the challenge. It was improved upon by Scottish inventor William Horrocks, the designer of the variable speed batton, and also by American inventor  Francis Cabot Lowell. The power loom was commonly used after 1820. When it became efficient, women replaced most men as weavers in textile factories. Although many of Cartwrights inventions were not successful, he was eventually recognized by the House of Commons for the national benefits of his power loom. The legislators awarded the inventor a prize of 10,000 Britsh pounds for his contributions. In the end, despite Cartwrights power loom being highly influential, he received little in the way of a financial reward for it. Death In 1821, Cartwright was made a Fellow of the Royal Society. He died two years later on October 30, 1823, and was buried in the small town of Battle. Legacy Cartwrights work played a pivotal role in the evolution of textile production. Weaving was the last step in textile production to be mechanized because of the difficulty in creating the precise interaction of levers, cams, gears, and springs that mimicked the coordination of the human hand and eye. Cartwrights power loom- though flawed- was the first device of its kind to do this, accelerating the process of manufacturing all kinds of cloth. According to the Lowell National Historical Park Handbook,  Francis Cabot Lowell,  a wealthy Boston merchant,  realized that in order for America to keep up with Englands textile production, where successful power looms had been in operation since the early 1800s, they would need to borrow British technology. While visiting English  textile mills, Lowell memorized the workings of their power looms (which were based on Cartwrights designs), and when  he returned to the United States, he recruited a master mechanic named Paul Moody to help him recreate and develop what he had seen. They succeeded in adapting the British design  and the machine shop established at the Waltham mills by Lowell and Moody continued to make improvements in the loom. The first American power loom was constructed in Massachusetts in 1813. With the introduction of a dependable power loom, weaving could keep up with spinning as the American textile industry was underway. The power loom allowed the wholesale manufacture of cloth from ginned cotton, itself a recent innovation of  Eli Whitney. Though primarily known for his inventions, Cartwright was also an esteemed poet. Sources Berend, Ivn. An Economic History of Nineteenth-Century Europe: Diversity and Industrialization. Cambridge University Press, 2013.Cannon, John Ashton.  The Oxford Companion to British History. Oxford University Press, 2015.Hendrickson, Kenneth E., et al.  The Encyclopedia of the Industrial Revolution in World History. Rowman Littlefield, 2015.Riello, Giorgio.  Cotton: the Fabric That Made the Modern World. Cambridge University Press, 2015.

E-Business Resit Coursework Essay Example | Topics and Well Written Essays - 1500 words

E-Business Resit Coursework - Essay Example The adoption of e–business is not restricted to any particular industry or particular company. From high tech aerospace industry to the farming industry, several companies of various sizes are conducting e–business activities at present. The paper will analyze the impact of internet and other digital technology in the supply chain process of retail industry (Jorge, 2008). The company chosen for retail industry is Topshop, a retail apparel company of the UK. It is a brand of Arcadia Group, a retailing giant of the UK. Topshop had earned its uniqueness through its own marketing strategies, retailing methods and online businesses (Topshop, n.d.). Impact of Internet on Supply Chain Process The impact of internet and digital technology in the market and within the general business performances are significant. In retail industry of the UK, the direct business system through internet had been applied by many companies. With regard to Topshop, it allows customers to choose any product through website and sell products without heavily depending on third–party distributors. The e– business of Topshop also assures convenience and cost cutback (Levi & Et. Al., 2004). A retail company such a Topshop is very successful in developing internet business model that let it to increase revenue radically and capture the market. According to Topshop, it sold almost 30 brace of knickers per minute, 500 brace of legging per hour and 6000 brace of jeans per day in the year 2006. The internet acts as a driver for business alteration (Rushton, 2007). The supply chain process is often viewed as a tactical asset as it has the strength to make a difference and develop sustainable advantage in the competitive economy. Presently, several new business enterprises had appeared to have complete advantage of the e–business e.g. ‘drop shipping’ which had rapidly gained reputation among retailers. In this system, an e–tailor takes order for pr oduct and provides the producer or distributor opportunity to send the product to the purchaser. In this system, the e–tailor does not possess any stock. Through the alteration of conventional supply chain process, the ‘drop shipping’ system helps to transfer the inventory management related difficulties to the producers (Feng, 2008). Impact of Internet on Retail Sector The retail industry had reacted lately to the competition from e–business environment and to identify the prospects offered by the internet. In recent times, the scene has changed, as many retail companies such as Topshop had introduced internet shopping to their offerings. Topshop knows the benefit they can have by entering into e-business. TopShop has its own virtual trade store and it services the products by its existing storehouse and supply chain network. High quantity products, whose demand is balanced with the supply on the basis of long-term estimation, are stocked in stores. In ca se of low quantity products, the storing is done centrally for the purpose of internet marketing. The products which are purchased online have high volatility of demand, thus the centralised stocking helps to

Overview of Information Systems and Technology Essay

Overview of Information Systems and Technology - Essay Example This paper presents a detailed overview of business management technologies for Riordan Manufacturing. Riordan Manufacturing Corporation is now expanding and, as a result, it requires an excellent information technology based support for better management of its business. In fact, information technology based solution (i.e. information system) is the only choice for this kind of business management. This paper outlines specifications of the new information system for Riordan Manufacturing. Business Technology Needs and Solutions Riordan Manufacturing requires an information technology based solution to effectively manage its business operations. The company has different offices located at different locations. The business desires to expand the company’s IT infrastructure by setting up the IT system in new office. The business also requires new technology based systems connectivity to main business head office. For this purpose they need a web based technology that could allow them to assess and manage the business using internet. In this paper, we suggest Riordan Manufacturing to implement a corporate management information system. This kind of information system offers an excellent support for the management of corporate operations and working. In addition, this business also needs to implement a secure communication arrangement. This business network for online communication and collaboration will be a Virtual Private Network (VPN). Management Information System Management information system (MIS) is a combination of software and hardware utilized to handle and process corporate data and information automatically. In fact, a management information system is implemented inside an organization to allow many individuals to access data and information simultaneously. In addition, the MIS mostly works behind the scenes, and the client community is infrequently concerned or even aware of the procedures that are handled by the system (Schauland, 2012; Stair & Reynolds, 2003). MIS at Riordan Manufacturing This section of the paper discusses various uses of a management information system with respect to the business of Riordan Manufacturing. The business can implement an information system to allow its customers to place orders online. In addition, this system also offers an excellent support for the online payment of the bills for instance when a bill is planned to be paid. In this scenario, an MIS will offer us data and information intended for the system to perform against specified plan of payment. The MIS then performs operations according to the payment plan when the suitable date comes near. Additionally, the computerized process will be performed by the information system to disburse the bill as demanded. Moreover, when the bills inside an online bill payment system are planned can be automatically paid, and clients do not need to offer additional details and information. For Riordan Manufacturing Corporation, MIS will offer an excellent support for managing and updating staff details and also their preferred processes to maintain existing systems and applying new technologies inside the firm. An information system can also be used to manage the information regarding available stock. In this scenario,

Management theories applied to a UK Restaurant

Management theories applied to a UK Restaurant There are a lot of foreign restaurants have opened in UK in this years and these restaurants are growing popular both with UK nationals and foreign visitors to the UK. I am working as an assistant manager restaurant called Smith. This business is the family business and they are thinking about extending and developing a chain of restaurants across the UK like other foreign companies. The owner and manager, Mr Smith is himself a foreigner who has lived in the UK for many years. His family in Africa operates a chain of restaurants business across the African countries and therefore he is very familiar with this kind of business. Introduction Smiths restaurant is located in central London and close to many attractions and easily accessible by public transport. The restaurant has seen a big increase in sale due to the popularity of European and International cuisines. According to these factors Mr Smith want to open the similar restaurants across the UK. Gather Information The restaurant is currently using the typical hierarchical structure. Mr Smith is the owner and also the managing director. He had two assistants and three supervisors but he direct control over management and operational issues such as the hiring of staff, marketing and sales promotion. . Mr Smith Managing Director Staff Staff Staff Assistant Manager Assistant Manager Staff Supervisor Supervisor There are small accounting and finance department headed by Mr Smiths son Peter. He is currently studying for a degree in accounting and only works part time. Mr Smith himself takes some of the duties in this department too. Centralization and Decentralization Mr Smith restaurant is now in centralization structure an it have several layers of management that control the company by maintaining a high level of authority, which is the power to make decisions concerning business activities. With a centralized structure, line-and-staff employees have limited authority to carry something out without prior approval. The top management telling middle management and then tells supervisors. Then the supervisors tell the staffs what to do and how to do it. In this case Mr Smith has to think about the decentralization policy to change in business extension plan. Decentralization seeks to eliminate the unnecessary levels of management and to place authority in the hands of assistant managers and supervisor. Although that policy helps Mr Smith some part of the duties, its increasing the span of control, with more employees reporting to one manager. Because more employees are reporting to a single manager than before, the managers are forced to delegate more work and to hold the employees more accountable. Tall and Flat structure There is other structure to look at for the Mr Smith business plan. A tall structure is the structure which Mr Smith using it now. A tall structure is one with many levels from the top management level to the operating level. A tall structure usually implies a narrow span of control for supervisors and managers and a greater degree of devolved decision-making, but requires many more supervisory and managerial staff. It also leads to the long vertical communication, and possibly to weaker communication between top management and staffs. In a tall structure the hierarchy is generally problems of coordination are always present. Nowadays many large corporations have set about reducing their hierarchy in order to introduce a flatter structure. The flat structure contains fewer levels between the top and bottom of the organisation. The result for the using this structure is a few supervisor and management staff, and wider spans of control for those who remain. This structure leads to more centralised decision-making. However, to avoid this increasing centralization by encourage all the levels of staff carry greater personal responsibility for their role and duty. Organisational Culture Organisational culture affects behaviour through a deep-rooted system of values, attitudes and beliefs. Culture is specific to the organisation and is learned behaviour. Different organisations have a different feel or climate that reflects their culture. This may be reflected in the degree of formality and task or people orientation; the dress code; accepted behaviours and expected performance levels. Charles Handy (1985) looking at culture which used to link to organizational structure to organizational culture. He describes four types of culture; A Power Culture which concentrates power among a few. Control radiates from the center like a web. Power Cultures have few rules and little bureaucracy; swift decisions can ensue. In a Role Culture, people have clearly delegated authorities within a highly defined structure. Typically, these organizations form hierarchical bureaucracies. Power derives from a persons position and little scope exists for expert power. By contrast, in a Task Culture, teams are formed to solve particular problems. Power derives from expertise as long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure. A Person Culture exists where all individuals believe themselves superior to the organization. Survival can become difficult for such organizations, since the concept of an organization suggests that a group of like-minded individuals pursue the organizational goals. Some professional partnerships can operate as person cultures, because each partner brings a particular expertise and clientele to the firm. (P1, P2) Organisational behaviour and management theories Organisational behaviour is a term applied to the systematic study of the behaviour of individual within work groups, including an analysis of the nature of groups, the development of structure between and within group, and the process of implementing change. The rationale of organisational behaviour is to predict or control individual and group behaviour in the pursuit of management goals, which may or may not be shared throughout the organisation. Organisational behaviour also includes in many areas what might be called management theory. Management theory is especially concerned with issues of goal-setting, resource-deployment, employee motivation, team-work, leadership, control, coordination, and performance measurement. Management theory has been approached form a number of different perspective, each identifying problematic issues and usually, proposing a range of possible solutions. These are some of the management groupings as follows; Human Relations Theorists Perspective Typical Issues Exponents Dates social, ie attention to peoples social needs at work Group identity Workers as members of a group Importance of informal groups Elton Mayo Roethlisbeger Dickson 1927-36 Social Psychological School Perspective Typical issues Exponents Dates Individual needs and motivation Acknowledgement of individual contribution Individual needs Personal motivators Self-actualisation Achievement Individual independence Supportive relationships Abraham Maslow Douglas McGregor F.Herzberg R.Likert C.Argyris D.McClelland 1950s 1960s Leadership theorists Perspective Typical issues Exponents Dates Leadership qualities and style Nature of the qualities Leadership styles Situational/ functional aspects of leadership Contingency approach D. McGregor Tannenbaum/Schmidt C.Argyris Blake/Mouton F.E Fiedler Victor Vroom John Adair W.Reddin 1950s 1960s 1960s 1970s Improvements in work performance and effectiveness are depending how excellence in management processes. It is important for managers to understand behaviour in a number of areas. Attitudes: dynamic change in the environment demands rapidly change form organisations and this means their behaviour must change. Employee attitudes to change are often resistant since people feel more secure with the familiar and habitual. They are naturally apprehensive and fear they may be disadvantaged by change and worry they may not be able to learn new skills. For this problem manager must understand the attitudes and perceptions of their employees and respond proactively to reduce resistance for change. This might involve open communication action, participation in the change process and attention to a new wage work bargain. Motivation: is the most importance in the organisation achieving the goals. Managers must not only understand the needs that drive employee behaviour, they must appreciate the processes involved in making motivation effective in improving performance. Needs may vary with the individuals level in the organisational hierarchy and what might be effective with one individual might not be with another. Having the right equipment, people skills and organisational framework is not a guarantee of excellent performance. Employees and managers must be motivated to achieve organisational goals. Communication: organisations depend on receiving and transmitting information to achieve the co-ordination necessary to achieve their goals. Managers must understand this behaviour if they are to ensure a communication process that allows a clear, understandable and fast transmission of information to support decision making without unnecessary distortion or noise. Human nature also leads to extensive informal communications that do not follow the chain of command. Conflict: when negative, this can inhibit the achievement of organisational goals and adversely affect morale and performance. Managers have to understanding of organisational behaviour will appreciate that conflict can be positively correlated with goal achievement where it releases tensions, stimulates ideas or challenges the status quo. Manager also needs to recognise the behaviour signs of negative conflict and understand the mean by which this type of conflict may be resolved. (P4) Motivational theories There are a lot of motivation theories for Mr Smith business plan. These are some theories which are suitable for Mr Smith business plan. A motive is a need or a driving force within a person. The process of motivation involves choosing between alternative forms of action in order to achieve some desired end or goal. Mr Smith is now using the Theory X and Y style (stick and carrot) form Mc Gregor scientific management. Theory X makes the assumption that the average human being has an: Inherent dislike of work and will avoid it if possible, Is lazy Wishes to avoid responsibility, Has relatively little ambition Wants security above all This is the person should use the stick. They have to controlled, directed and threatened with punishment to get them to put forth adequate effort towards the achievement of organisational goals. Theory Y makes the following general assumptions: Work can be as natural as play and rest. People will be self-directed to meet their work objectives if they are committed to them. People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfilment Under these conditions, people will seek responsibility. Most people can handle responsibility because creativity and ingenuity are common in the population. This is the person should use the carrot. They have their personal goals and the motivator has to fulfill their quest with organisational goals together. Victor Vroom Expectancy theory The best known contribution to the process theory of motivation is the work on expectancy models of motivation developed by Victor Vroom. Vroom believes that people will be motivated to do things to reach a goal if they believe in the worth of that goal and if they can see that what they do will help them in achieving it. Peoples motivation toward doing anything is the product of the anticipated worth that an individual places on a goal and the chances of achieving that goal. It may be stated as: From the Vroom theory, Mr Smith has to motivate the employees by the individual goal and chances of achieve the goal. Mr Smith has to show the employees the goal is clear and it is worth to reach that goal. He is trying to increased activity from reduce the staff lunch breaks from one hour to thirty minutes. He argues that he pays his employees very well and they will have to be happy with whatever decisions he made. Mr Smith is using the one of the motivation theory called Herzberg motivation Theory. Herzberg that monetary methods of motivation have little value; firms still use money as a major incentive. There are a variety of payment systems that a business could use to motivate the employees. Advantage Simple and easy to use for businesses Disadvantage Workers may resent being paid the same as a colleague who they feel is not so productive These are the some of the motivation theories for Mr Smith business extension plan to cover. Mr Smith has to look at the monetary methods is not the only solution in organisation, there are so many theories to motivate the employees and always aware of the individual goals of the staffs, then to get the organisational goals with fulfil their wish. (P7) Empowerment Empowerment is like delegation. It is when power or authority is given to employees so they can make their own decisions regarding their working life. Mr Smith should think about the empowerment in future business plan that will also improve in motivation of employees and help in chain organisation. Thats why Mr Smith must use the right management style and structure in his future business extension plan. Blake and Moultons managerial grid There are a lot of management theories using in business organisation these days. This is the one of the management theory which can help Mr Smith business plan. 1.1 Impoverished management- shows a minimum of concern for either people or production. This type of manager exerts just the minimum effort to get the work done and has little interest in his or her subordinates. 9.1 Task Oriented management- is concerned only with the work and has little interest in people. Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 5.5 middle of the road- management- balances the necessity to produce with maintaining morale at a satisfactory level in order to achieve adequate organisational performance. 1.9 The country club style- management is all about the people and shows little concern for getting the work done. Thoughtful attention is paid to the needs of the staff for satisfying relationships, leading to a comfortable, friendly atmosphere and work tempo. This is sometimes called country club management. 9.9 Team management- is seen as the ideal. The manager gets the work accomplished by committed people. He or she tries to provide a situation where workers and the organisations goals are the same and this interdependence through a common stake in the organisation leads to relationships based on trust and respect. Blake and Moulton considered that all managers should strive to attain 9.9 on the grid, with training being directed to this end. (P8) Effective Teamwork in Organisation -Teams have been described as collections of people who must rely on group collaboration if each member is to experience the optimum of success. -A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. Team success due to: Synergy: 2+2=5 Co-operation increases efficiency, quality, and commitment Atmosphere created by cohesive groups encourages participation Communication and good leadership help to maintain rapport Mr Smith has to look at in the area of teamwork in his future business plan. Teamwork is one of the most important facts in organisation. Without teamwork any organisation couldnt cope in critical situation. These are some effective team development process; Wilemon and Thamhain have developed a model, which they refer to as a multidimensional framework, to guide the project team-development process. This team-development model indicates that the team-development process is composed of the following tasks and goals: Recruiting of team members Climate setting for team development Goal setting Role clarification Procedure development Decision-making Control Using the effective team development in organisation Mr Smith can easily manage from head office to overseas of the chain of restaurants. (P10) Finding and Analysis Management Management is a structured process involving planning, organising, directing, co-ordinating and controlling a range of resources, to achieve pre-determined objectives. THE CLASSICAL SCHOOL OF MANAGEMENT The classical school was effectively the first coherent set of theoretical perspectives about organisation and management. It arose at the end of the last century as the early writers sought to make sense of the newly emerging large-scale business organisations. They focused on: Purpose and Structure: The approach centres on understanding the purpose of an organisation and then examining its structure. Operations: The next level of focus is on the operations which have to be undertaken within an organisation to meet the objectives. Groupings of functions: This is followed by the logical groupings of functions to form individual jobs, sections, departments and so on. Span of control: Special care is taken over the span of control within management. Co-ordination is affected by clear hierarchies which identify authority, responsibility and accountability, and by duties being clearly specified for each post. Efficiency: A key emphasis in all of this is a belief in the efficiency of specialisation of labour individuals being responsible for one particular task to the exclusion of others, and thus being able to build up expertise in that task and contribute to the greater efficiency of the whole. F .W Taylor and the Scientific School In 1911, Frederick W Taylors book the Principles of Scientific Management was published and, with it, management as a separate field of study started. The main elements of this view of management are: The detailed and careful analysis of all processes and tasks within the organisation to identify each component part; The review of all routines and working methods, using (principally) time and motion studies now called work study to find the best way to do the job; The standardisation of all working methods, equipment and procedures, so that the precise way in which each task should be done can be laid down and monitored; The scientific selection and training of workers who would then become first-class at their particular jobs; The introduction of payment on a piecework basis, which would both be an incentive to maximise productivity and produce high wages for the workers, although there would be penalties for falling below the prescribed standard a fair days pay for a fair days work in Taylors words. HUMAN RELATIONS SCHOOL This began through the work of G Elton Mayo (1880-1949) who, with others, conducted a series of experiments at the Hawthorne plant of the General Electric Company in Chicago during the years 1927-32. Mayo sought to evaluate the effects of the changes in physical working conditions, which, according to scientific management, should cause significant variations in productivity. Thus lighting, noise levels, etc. were adjusted and resulting output changes noted. The researchers concluded that group relationships and management worker communication were far more important in determining employee behaviour than were physical conditions and the working practices imposed by management. Also, wage levels were not the dominant motivating factor for most workers. Further research established the following propositions of the human relations school. Employee behaviour depends primarily on the social and organisational circumstances of work. Leadership style, group cohesion and job satisfaction are major determinants of the outputs of the working group. Employees work better if they are given a wide range of tasks to complete. Standards set internally by a working group influence employee attitudes and perspectives more than standards set by management. Starbucks coffee company: believes that their employees are one of their important assets in that their only sustainable advantage is the quality of their workforce. They have accomplished building a national retail company by creating pride in the labour produced through an empowering corporate culture, exceptional employee benefits, and employee stock ownership programs. The culture towards employees is laid back and supportive. Employees are empowered by management to make decisions without management referral and are encouraged to think of themselves as a part of the business. Management stands behind these decisions. Starbucks has avoided a hierarchical organizational structure and has no formal organizational chart. Starbucks Company basically use the Human Relationship management by Elton Mayo to become success retail company in the world wide. KFCs Fried Chicken Restaurant: strategy of KFC is currently working with is to improve operating efficiencies. This in turn can directly impact the operating profit of the firm. In 1989, KFC centered on elimination of overhead costs and increased efficiency. This reorganization was in the U.S. operations and included a revision of KFCs crew training programs and operating standards. They emphasized customer service, cleaner restaurants, faster and friendlier service, and continued high-quality products. In 1992, KFC continued with reorganization in its middle management ranks. KFCs is using the middle management style form Blake and Moultons managerial grid. It is also help the KFCs company to one of the famous restaurant around the world. Mr Smith himself has to choose the right management style and practice in his future business to become a successful organisation around the world. Above information will give Mr Smith to right decision to choose management style for his future business plan. (P5) An individual at work is seemed by other in three principal ways: As a physical person having gender, age, race and size characteristics; As a person with a range of abilities (intellectual, physical and social); As a personality (ie; someone is having a particular kind of temperament). In these three of factors personality of individual must have to look at in every organisation. Personality types are great effective in organisation when we look at in leadership, group and teamwork etc; in such areas. Personality those relatively stable and enduring aspects of an individual that distinguish him/her from other people and at the same time form the basis for our predictions concerning his/her behaviour (Wright et al., 1970) These are the factors impact on the Personality of individuals; Genetic factors there is significant evidence to suggest that our genetic inheritance plays a role in developing our personality. Children, especially twins, are observed to inherit common family traits. Also our physical attributes, which are all genetically determined, may influence how others treat us and may in turn affect how we view ourselves. Social factors these are the factors that could influence personality as a result of interacting with other people. Socialisation is the process of being taught how to behave and how to feel by family, friends and other significant people within a social setting. Humans are social animals and so it is to be expected that social interaction will affect our personality and behaviour.. Cultural factors these are wider social beliefs and values that are absorbed by an individual, and guide behaviour towards that which is acceptable within a social context. This varies across cultures with Americans exhibiting a strong need to achieve whereas in Japan there is an equally strong need to support the team. Situational factors these reflect the effects of specific experiences or situations on a persons feelings and behaviour. There will have been certain events in your life that have had a significant effect on you. Bereavement may literally change the whole personality of an affected person. A persons personality might also change if his or her role changes, e.g. being sent to prison. Because people have different personalities, managers must consider the following work behaviour in organisation: The compatibility of an individuals personality with his task different personality types fit different types of work and this most be taken into consideration when allocating work The compatibility of an individuals personality with the systems and management culture of the organisation some people hate to be controlled whiles others seek active supervision and control. Managers must be aware of these when adopting a particular style of management. The compatibility of an individuals personality with that of others in the team personality clashes are often the major cause of conflict at work and this must be considered when forming teams. (P3) Leadership in Organisation Leadership is a process by which individuals are influenced so that they will be prepared to participate in the achievement of organisational or group goals. It is the role of the leader to obtain the commitment of individuals to achieving these goals. Formal leaders are those appointed to positions within a hierarchy in the organisational structure. The informal leader may exercise appreciable influence within a workgroup. Although not necessarily in a post with any formal authority, and thus unable to issue formal instructions and directives, such a person may initiate action through friends or colleagues, or block action, in conflict with the formal leaders wishes. There are number of different approaches to leadership. Mullins provides a framework within which to analyse and understand the complexities of the subject. It embraces the following approaches: Traits- views leaders as born and not made due to inherited characteristics personality focus. Functions- focus on what leaders do (roles and responsibilities) assumes they can be learnt. Behaviour- concentrates on how leaders behave and influence subordinates and is linked to style. Style- combines functions and behaviour to produce alternative effects on subordinates; Contingency- Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making. Situational- based on the recognition that different styles are required in different situations. All these leadership approaches are using in the today business organisation. Mr Smith has to look at the most effective and suitable for his future business plan. For leaders to be effective, they must be able to perform the following functions or roles: An executive co-ordinating group activities and developing norms and policies; A planner deciding the means by which goals will be achieved; An expert source of key information and specialised skills; A figurehead representative of the group, and communications link; An exemplar setting standards and expectations and providing a unified front; An arbitrator resolving conflicts; A father figure a focus for group feelings; An ideologist setting standards of behaviour. According to Mr Smith business plan, he must look at the Professor Adairs action-centred leadership. The model is where task, group and individual needs are interconnected in the context of total leadership. According to him an effective leader is a leader who is able to: Satisfy task needs the leader ensures that the purpose, i.e. completion of the task, is fulfilled. The leadership function includes setting objectives, planning and allocation of resources, setting standards and control to ensure achievement. Satisfy group needs until the task is completed the group has to be held together; the leader must maintain team spirit and build morale, be a spokesperson, motivation communicate and maintain discipline Satisfy individual needs each member of a group or team has individual needs and the leader should try to ascertain these needs and work towards satisfying them as far as is possible within the groups needs. If Mr Smith can use this leadership style in organisation, it will be beneficial to all level in his future business organisation. (P6) The nature of groups and group behaviour within organisation A group comprises two or more individuals who interact in the collective pursuit of a common goal. They share values and goals, are involved in regular activities together, and identify themselves as members of the group and are identified as such by others. In the view of group development process the most accepted is that advanced by Tuckman (1965), which comprises four main stages: Forming Storming Norming Performing Adjoining/Mourning Forming: The group comes together and gets to initially know one other and form as a group. Storming:Â  A chaotic vying for leadership and trialling of group processes Norming: Eventually agreement is reached on how the group operates (norming) Performing: The group practices its craft and becomes effective in meeting its objectives. Tuckman added a 5th stage 10 years later: 5. Adjourning: The process of unforming the group, that is, letting go of the group structure and moving on. In 1996 Cole identified the factors that influence group behaviour in organisation. These are the following factors; Size Leadership and management style Cohesiveness Motivation of group members Norms of groups Group/team roles The environment The group task Learning the nature group and behaviour in organisation, we should also

Britains Policy of Salutary Neglect

Thesis: * Britain’s policy of Salutary Neglect guided the American Society in Legislative assemblies, commerce, and religion; it is because of these factors that made the Americas a thriving world source for trade and many other things. Point One: * Because of salutary neglect, citizens were able to form their own legislative assemblies and were free to make their own decisions. * Legislative Assemblies were formed out of the same principle of the British House of Commons. The principle of government in the House of Commons was that government should represent the people. * To begin, legislation was readily discussed in various areas throughout the new world. In New England, a convention was launched, and delegated power to town officials.* The officials had meetings where they discussed the future of their country. * . Similarly, a council was started in Virginia, the House of Burgesses, which acted as a legislative body for the Virginia colony. Point Two: * Because it helped the colonists expand trade with other countries. escaped the strict laws of the English system in free America * England times were commercially tough, especially in the 1600's with the Glorious Revolution taking shape. But in America, tobacco, cotton, and manufacturing began to ascend to the economic throne. * In fact, the reason that many colonists arrived in the new world was to escape the control of the monarch and the Parliament. * Additionally, in the colonies, there was a policy of states’ rights which also played a role in giving power to the people.Point Three: * Religious times grew immensely with salutary neglect * From the beginning, America was a place to practice religion freely. * Puritans and separatists all flocked to America to practice religious freedom. * The Quakers were given freedom to practice their religion in Pennsylvania. * The â€Å"Catholic Haven† of Maryland was granted freedom of religion through the Act of Toleration. * These ideologies were present within the new world because no â€Å"big brother† was enforcing laws against religious freedom. When Edwards and Whitefield began preaching during â€Å"The Great Awakening,† religion was largely revived.* The religious revival stressed tolerance and unity, and was the first real movement that unified the colonists. The roots of the revivalism came from Penn, Hooker, (â€Å"Mother Anne†) Lee, Williams, and others who strived for toleration earlier. Conclusion: * Britain’s policy of Salutary Neglect guided the American Society in Legislative assemblies, commerce, and religion; it is because of these factors that made the Americas a thriving world source for trade and many other things.