In what ways do Leaders create organizational culture The WritePass Journal

In what ways do Leaders create organizational culture Introduction In what ways do Leaders create organizational culture IntroductionWhat is leadership? Who is a leader?Leader; as a patternLeaders ruling organizational cultureMaking and interpreting strategyChanging performanceCulture creates leader, a challengeOther factors are actorsConclusionBibliographyRelated Introduction In area of Management and leadership, one of the most crucial and effective factors that determine the performance of an organization in public sector is the organizational culture. Organizational culture has been studied extensively for the past 30 or more years (Schein E. H., 1985). Lots of books have been written and much research has been done about it, and also wide range of words applied to describe this notion. Although much different definitions have been presented on this keyword, most of them place their emphasis on common key aspects of this word. I have gathered three comprehensive definitions in table below: Definitions of organizational culture   The pattern of shared beliefs and values that give members of an institution meaning and provide them with the rules for behaviour in their organizations. (Davis, 1984, p. 1).   The set of important understandings (often unstated) that members of a community share in common. (Sathe, 1985, p. 6)   A set of understandings or meanings shared by a group of people. The meanings are largely tacit among the members, are clearly relevant to a particular group and are distinctive to the group (Louis, 1985, p. 74) According to these definitions, I can extract two main features of organizational culture as first shared meanings and values among members and second introducing clear rules and behaviours in organization. Although, some argues that culture cannot be managed (Rabin, T Wachhaus. A, 2008, p. 1) , a correlation between culture and leadership has been identified   (Frontiera, 2010). Schein announced this fact in his famous book-Organizational culture and leadership (2004): â€Å"Culture is a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our reactions with others and shaped by leadership behaviour.† So, attentions have been paid to culture aiming to manage and improve the performance through it. Leaders as persons who have crucial role in improving performance found it vital in organizational discourse. Schein introduced the relation between leadership and culture by the term â€Å"intertwined†. (1992) .While culture can be affected by various factors, Senge pointed out that leaders have the most much influence on organizational culture (2002, p. 24) : â€Å"Building an organization s culture and shaping its evolution is the unique and essential function of leadership† In this paper the focus is on the influence of leadership on organizational culture to examine to what extent the view that leaders create organizational culture is true. The approach that has been applied in this paper is studying the ways and channels through which leader creates and affects the culture of organization. Also, the other factors that create culture have been studied and the effects of culture on leadership have been analyzed.  Ã‚   But before the start of this study, clearing the concept of leadership is required. What is leadership? Who is a leader? The controversial concept of leadership has been defined in various ways. Some stated that it as a process, for instance Northouse believe that it is a process whereby an individual influences a group of individuals to achieve a common goal. (2007, p. 3). Also, Stogdill analyzed it as influencing the activities of an organized group in its efforts toward goal setting and goal achievement (1974). By these two types of definitions,   leader   can be known as a person who makes decisions, sets directions, makes things happen and often He is recognisable at the top of organization. In term of person, leader is a person who carries out this process by applying their leadership knowledge and skills. (Jago, 1982) Hence leader is placed at top of organization and clarifies strategies and directions, has most effects on the culture of organizations. In following next part I examine some ways by which leader affects organizational culture. Leader; as a pattern If in an organization the leadership and the behaviours of leader become an ideal pattern for followers, a stream of organizational deportment would flow from top (leader) to down (followers). This case can happen mostly in transformational type of leadership in which leader has charismatic features. (Harms, p Crede, M, 2010). Bass and Avolio described transformational leader as able to motivate others to do more than they originally intended and often more than they thought possible.(1993). As the organizational culture in an aspect is made of staffs behaviours and manners, charismatic leader cultivates a particular method of comportment. Culture of an organization constituted from different components; competitiveness, social responsibility, innovation, stability, performance orientation, and supportiveness. So, the manner of leader can affect every area of organizational culture and this top-down influence can lead to affirmative or mortal outcomes in performance.   (Sarros, J. Gray, J and Densten, I, 2002)   By way of illustration, this can be studied in realm of Innovation and change. Fishman and Kavanaugh claimed that the culture of an organization and how people respond to change and innovation is shaped substantially by the behaviours of the leader.   (1989) Smith revealed that leader s behaviours can be followed by employees. Leaders are the role models and when they walk the talk long enough, fairly soon these values become standard procedure. (2010). Leaders are lent very crucial and decisive position by which they influence the culture of organization through leading motivation, attendance and attitude of followers in organizational operation. This can be found in Amabile suggestion (1998): â€Å"By influencing the nature of the work environment and organizational culture, leaders can affect organizational members’ attitude to work related change and motivation.† Leaders ruling organizational culture Leaders externalize their own assumptions and embed them into structures, mission, goals and working procedures gradually and consistently (Schein E. H., 2004, p. 406). In one hand, a leader make decisions and determine rules, and in the other hand organizational culture is described as a set of structures, routines, rules and norms that guide the constrain behaviour (Schein E. H., Organizational Culture and Leadership, 2004). So, leadership manipulates organizational culture through ruling in organization. Dull reflected this fact in the other way (2010): â€Å"Public sector leaders attempt to cultivate organizational culture as a means of controlling administrative behaviour and building organizational competence, defined as the skill and capacity to accomplish necessary tasks† Here the culture described as a tool applied to improve procedures to facilitate achieving goal. This case can be examined when leader feels sure about a needful innovation in organization. For promoting change, beside other factors, leader has to provide a firm ground for implementing innovation. As Armenakis et al. claimed leaders can modify formal structures, procedures, and human resource management practices. (1999) So, it is leader who initiates change and clarifies orientation of organization; he arrives to alter proceeds for reaching ends. In reality, changing culture is defined as changing procedures. Making and interpreting strategy Stewart declared that the strategy of an organization gives it identity based on its functions, Also it clarifies what an organization is and what it is doing. (2004) Strategy can form culture of an organization through highlighting tasks, directions, positions and behaviours. Fernandez and Rainey interpreted strategy as a course of action for implementing changes (2006) . Also, the change management strategy or approach selected by leaders will result in shifts in organizational culture. (Kavanagh, H Ashkanasy, N, 2006) By understanding the importance of strategy and its relation with culture, leader enters in this relation and influence culture in two ways; first standing between strategy and culture, second use the strategy as a tool for modifying culture. Despite strategy plays a crucial role in organization, this is the role of leader to translate it into a course of action. Goldsmith explains to CEO (chief executive officer) how leaders are needed to communicate and execute an organization s strategy. (2009) â€Å"When leaders and their executive teams take an active role in implementing strategies, this is a commitment to ensure the ideas or strategies become part of the organisation. Insightful leaders realise that for strategies to be successfully integrated into their organisations, they must align, measure, market and package the strategy to their business, customers and investment community as they would with any marketing campaign.† While strategy introduces direction of an organization, it is just on the paper. The best-planned strategy is no more than wishful thinking if it can t be translated from concept to reality (Hsieh, T and Yik, S, 2005) .Here it is leader who translates it from   language of paper   to   a course of action . Robin Speculand has studied the decisive role of leadership and placed his special emphasis on leaders in success and failure of implementing strategies (2009). So, leader as a median interprets strategy into organization procedure, role, and belief. This action forms the culture; in this area culture is sum of tasks, behaviours, and procedures that are defined by strategy. In this process leader injects strategy into the body of organization. In reality, leader makes strategy feasible, and at the same time forms culture. But it is not whole the story about relation of strategy and culture. Leader alters climate of organization by applying strategy as a tool too. In other words, leader can stand at the top and place strategy between him and culture. Actually, leader applies strategy as a means to influence organizational culture. This can be deducted from the role of leader in designing strategies, Where Abramson and Lawrence claimed (2001): â€Å"Managerial leaders must develop a course of action or strategy for implementing change. Convincing the members of an organization of the need for change is obviously not enough to bring about actual change. The new idea or vision must be transformed into a course of action or strategy with goals and a plan for achieving it† Changing performance The performance of an organization is effective factor through which leader influence the culture. Performance defined as the accomplishments of an agency, program, or employee relative to stated goals and objectives. (Technical Terms). This item is evaluated by measuring outputs and outcomes. Unfortunately, while most available research and studies devoted their focus on the effects of leadership and culture on the performance, there is a multilateral and at the same time mutual relation among leadership, culture and performance. In other words, they are interdependent (i.e. leadership and climate are subject to affect by the status of performance of organization). To understand this linkage a circle relation between leader, climate and performance should be studied. It can be understood from this circle that leader can affect culture through changing performance. In this network linkage leader affects culture and alter its elements through changing performance and informing employees about it. This influence occurs through the Feedback. Feedback typically consists of information provided to an individual for the purpose of an increase in performance (Kluger, A. N. Denisi, A., 1996). A variety of feedback forms exists, which are described by different aspects. One kind of feedback is outcome feedback in which information concerning performance outcomes. (Balcazar, F., Hopkins, B. L., Suarez, Y, 1986) It seems positive and constructive, to inform employees about high performance and improvement of outcomes. Geister et al. concluded in their research that information and feedback about the team situation is crucial to improving the motivation, satisfaction, and performance of members in virtual teams. (2006) Leader affects the culture of organization indirectly through improving performance and diffusing information about it, an action which leads to a healthy, motivate and more evolutionary climate. If decisions and policies leader applied led to quality performance it can encourage atmosphere of hardworking, competition, integration and responsibility but in fragile situation and poor performance culture would collapse. Culture creates leader, a challenge While the impact of leader on culture is a considerable fact and has been studied and proved in many cases, some opinions challenged it. In an attempt to address this theoretical disagreement, Sarros et al. surveyed over 1,900 managers in Australia and found that leadership was a far more prominent predictor of culture than culture was of leadership. (2002) As it has been mentioned there are an interdependent relations among leadership, culture and performance, so it is a noticeable reality that leader is affected by culture too. Hatch claimed that it is difficult for leaders to have any impact on culture, as culture has a larger influence on leaders. (1993) Schein asserts that while leaders create culture in the early stages of an organization, culture creates leaders as an organization matures. He suggests that culture is deep, broad, and stable. It can be an unconscious determinant of who gets hired, who gets promoted and rewarded, and indeed, how the vision, mission, and strategy are lived. (2004) Culture of organization is a very decisive factor, so leader has to apply appropriate way of leading which does work in that climate. Smith, Wang and Leung have sought for a proper model of leadership in China by regarding effects of cultural backgrounds (1997). It reflects the crucial role of culture in determining leadership style. It seems imperfect and naà ¯f to study the relation of leader and climate unilaterally. The relation is mutual and should be studied in this way to achieve a perfect theory. Other factors are actors While leadership plays a core role in creating organizational culture, other factors affect climate and even can take it out of control of leader. Culture can be affected by different internal and external factors. As the culture has defined as meanings and behaviours of members, the organizational members are effective actors. Krizek views culture as patterns of meaning and interpretation- whether these patterns emerge among management or employees. So, before that leader can decide to create culture, it has been constituted by member s beliefs and thoughts. (2005) External forces may or may not influence the communicative and cultural makeup of an organization. (Cheney, 2001) Examples of external forces include, but are not limited to, economics, education, family, law, media, politics, religion, and technology. External environment and constraints have a considerable role in determining climate of organizations. As, leader has to make situation and organization ready to cope with external environment, any change in environment leads to change policies, behaviours and routines and finally innovates the culture. Schein pointed out that if the environmental context is changing such conflict can be a potential source of adaption and new learning. (Schein E. H., Organizational Culture and Leadership, 2004, p. 108) Organizational culture is influenced by social and national culture of the area in which it is situated. National beliefs, stories, type of thinking and values affect the climate of organization. The type of function and business of organization conducts the elements of culture. (Schein E. H., 1992) In other words the mission of organization is a set of beliefs about its core competences (Schein E. H., Organizational Culture and Leadership, 2004, p. 89) Conclusion In this paper the view that leaders create organizational culture has been examined critically. At the first the culture defined as a set of routines, behaviour, meanings and understandings that is shared among members of an organization. Leader defined as who make decision, determine directions and make things happen or not to happen. it has been proved that leaders have a noticeable role in creating organizational climate. The first way through which culture forms by leader is by the stream of meaning, behaviour and beliefs as an ideal method or pattern from top (leader) to down (employees). In this statement employees are assumed as followers who are affected by the nature of leader. As a short explanation, Leadership consists of attributes and skills that determine not only the nature of enterprise, in all its manifestations, but the overall nature of society and the world (Sarros, J. Gray, J. Densten, I, 2002). In this way leaders are charismatic persons by whom followers’ behaviours consciously or unconsciously are affecting. The second conduit for influencing culture is ruling. Here, leader is top ruler in organization who directs routines, structures and procedures. It has been assumed that by doing these affairs in reality leader is manipulating culture or changing its elements. In this statement changing culture described as changing procedures and formal administrative process. In third way the focus has been put on strategy. Strategy is the manifestation of mission, directions, tasks and rules and has a strong correlation with culture. It has been expressed that leader can affect strategy in two ways. First way is attempt to codify and provide it. In this state leader inject beliefs and preference into strategy and determine culture through it as a tool. The second channel is to standing between strategy and culture in order to interpret and implement it in preferred way. The last area which has been studied is performance. It assumed that leader plays remarkable role in changing performance and the status of outcomes of organization affect the culture directly. The impact of high performance in healthy culture and poor one in weak climate mentioned in this area. These four ways illustrate the crucial role of leadership in creating culture. But in last two sections these role has been challenged in two statements. First is that while leader creates culture, culture can create leader too. As mentioned, culture is stable and has elements that determine which style of leadership is required and who can be the organizational leader. In addition, some factors like external environment, employees’ beliefs, business of organization, and national culture introduced as factors which affect organizational culture. In conclusion, it should be claimed that the effects of leadership in shaping culture is noticeable and can be realized by studying it through different ways. But the more crucial point is that the effect is not directly except in first way in which leader becomes a pattern for followers. In all conditions leader can apply some policies by which affects culture. Employees play decisive role in changing climate, and leaders don’t change culture, they merely invite their people to change the culture (Hillis).   So, leader is not the exclusive actor in influencing culture. Other factors should be studied so that an effective innovation and successful change in culture can be achieved. Another point is that while leader creates culture, culture influence leader and style of leadership. As, Schein assumes leadership and culture as two sides of one coin, cultural norms define how a given nation or organization will define leadership. (2004) Consequently, while the role of leadership is considerable in creating culture it is not comprehensive and precise to analyze it without regarding other factors and mutual effects in organization. Bibliography Abramson, A Lawrence, P. (2001). Th e Challenge of Transforming Organizations:Lessons Learned about Revitalizing Organizations. In A. . Abramson, Transforming Organizations (pp. 1-10). Lanham: MD: Rowman Littlefi eld. Amabile, T. M. (1998). How to Kill Creativity. Harvard Business Review , 76 (5), 76-87. Armenakis. Achilles, A . Stanley, G. Harris Hubert. (1999). Handbook of Organizational Behaviour. New york: Marcel Dekker. Balcazar, F., Hopkins, B. L., Suarez, Y. (1986). A Critical, Objective Review of Performance Feedback. Journal of Organizational Behavior Management , 65-89. Bass, B.M. Avolio, B.J. (1993). Transformational Leadership and the Organizational Culture. Public Administration Quarterly , 112-122. Cheney, G. . (2001). Organizational Identity: Linkages Between Internal and External Communication. In F. M. Jablin, The New Handbook of Organizational Communication: Advances in Theory, Research and Methods (pp. 231-269). Thousand Oaks: CA: Sage. Davis, S. (1984). Managing Corporate Culture. Cambridge: MA: Ballinger. Dull, M. (2010). Leadership and Organizational Culture: Sustaining Dialogue between Practitioners and Scholars. Public Administration Review , 70 (6), 857-866. Fernandez, s and Rainey, H. (2006). Managing Successful Organizational, Change in the Public Sector. Public Adminisration Review , 168-176. Fishman, N Kavanaugh, L. (1989). Searching for Your Missing Quality Link. Journal of Quality and Participation (12), 28-32. Frontiera, J. (2010). Leadership and Organizational Culture, Transformation in Professional Sport. Journal of Leadership organizational leadership , 71-86. Geister, S. Konradt, U. and Hertel, H. (2006). Effects of Process Feedback on Motivation, Satisfaction, and Performance in Virtual Teams. Small Group Research , 459-489. Goldsmith, D. (2009, May 15). A Leaders Role in Innovative Strategy Execution. Retrieved March 2011, 2010, from CEO(Chief Executive Officer): the-chiefexecutive.com/features/feature54710/ Harms, p Crede, M. (2010). Journal of Leadership and organizational Studies , 15 (1), 1-15. Hatch, M. (1993). The Dynamics of Organizational Culture. Academy of Management Review , 657-693. Hillis, L. (n.d.). Department of Leadership. Retrieved March 11, 2011, from The Banff Center: banffcentre.ca/departments/leadership/library/pdf/culture_28-29.pdf Hsieh, T and Yik, S. (2005, February). Leadership as the Starting Point of Strategy. Retrieved March 14, 2011, from McKinsey Quarterly: https://www.mckinseyquarterly.com/Leadership_as_the_starting_point_of_strategy_1560 Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science , 28 (3), 315-336. Kavanagh, H Ashkanasy, N. (2006). The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger. British Journal of Management , 81-103. Kluger, A. N. Denisi, A. (1996). The Effects of Feedback Interventions on Performance; A Historical Review, a Meta-Analysis, and a Preliminary Feedback Intervention Theory. Psychological Bulletin , 254-284. Kotter, J. Heskett, J. (1992). Corporate Culture and Performance. New york: Free press. Krizek, R. (2005). A Meaning-Centered Approach to Consulting: Contributing as an Engaged Communication Scholar. In J. .-Z. Simpson, Engaging Communication, Transforming Organizations: Scholarship of Engagement in Action (pp. 127-146). Cresskill: NJ: Hampton Press. Louis, M. (1985). An Investigators Guide to Workplace Culture. Beverly Hills: CA: sage. Northouse, G. (2007). Leadership Theory and Practice. London: Sage Publications, Inc. Rabin, T Wachhaus. A. (2008). Encyclopedia of Public Administration and Public Policy. CRC Press. Sarros, J. Gray, J and Densten, I. (2002). Leadership and Its Impact on Organizational Culture. International Journal of Business Studies , 1-26. Sarros, J. Gray, J. Densten, I. (2002). Leadership and its Impact on Organizational Culture. International Journal of Business Studies , 1-26. Sathe, V. (1985). Culture and Related Corporated Realities: Text, Cases, and Reading on Organizational Entry, Establishment, and Change. Homewood: IL: Irwin. Schein, E. H. (1992). Organizational Culture and Leadership. San Francisco: Jossey-Bass. Schein, E. H. (2004). Organizational Culture and Leadership. San Francisco: Jossey-Bass. Schein, E. H. (1985). Organizational Culture and Leadership; a Dynamic View. San Francisco: Jossey-Bass. Senge, P. (2002). The Leader’s Now Work: Building Learning Organizations. In D. .. Morey, Knowledge Management: Classic and Contemporary Works (pp. 19-52). Massachusetts: MIT Press. Smith, J. (2010, November 1). Face of Quality: Leading the Quality Culture. Retrieved March 11, 2011, from Quality Magazine: qualitymag.com/Articles/Column/BNP_GUID_9-5-2006_A_10000000000000928974 Smith, P . Wang, Z Leung, K. (1997). Leadership, Decision-Making and Cultural Context: Event Management within Chinese Joint Ventures. Leadership Quarterly , 413-431. Speculand, R. (2009). Beyond Strategy: The Leaders Role in Successful Implementation. Singapore: John wiley sons (Asia) pte. Ltd. Stewart, J. (2004). The Meaning of Strategy in the Public Sector. Australian Journal of Public Administration , 63 (4), 16-21. Stogdill, R. (1974). Handbook of leadership: A survey of theory and research. New york: Free Press. Technical Terms. (n.d.). Retrieved March 12, 2011, from PEW; Centre on the State: file:///E:/Study%20and%20University/university%20of%20nottingham/courses/Leadership/final%20essay/helpful%20sites/template_page.aspx.htm

Writing a Residency Personal Statement

Writing a Residency Personal Statement As most medical students will attest, formulating a residency personal statement is an extremely difficult task. An essay that must articulate the students career intentions as well as his/her passion for the field, residency statements are not exactly a walk in the park. As someone who has written and proofed dozens of personal statements, I would like to offer the following tips on writing one for residency. As if getting into and graduating from medical school isnt difficult enough, young doctors also most complete several years as a resident in a hospital. Now, considering that young doctors arent paid squat while working as residents, you would think that hospitals would be begging them to apply. Not the case. Not only are top residency positions hard to come by, but graduate hopefuls must compete against the best in their field in order to even be considered. That is why the personal statement is so important. As a potential resident, the personal statement is your chance to stand out above the rest and literally plead your case. Residency personal statements are hard to write, but they arent impossible. For more information on writing a quality personal statement for your residency or if you would like to know where you can find an editor to assist you in the process, please access the link provided. In the meanwhile, good luck!

Stadiums are bad for economy of a city and tax payers pay the cost (4 Research Paper

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Health promotion teaching plan Term Paper Example | Topics and Well Written Essays - 750 words

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The Various Primary And Secondary Stakeholder Groups Essay Example for Free

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MITRE first settled in the Boston area. Stakeholder groups: senior management, HR managers, facility and regional directors, it directors and employees. MITRE systems engineers must build relationships with the stakeholders throughout the transformation process [3]. They should employ a combination of one-on-one interviews, focus groups, and surveys to rapidly establish rapport and create an environment that contributes to the stakeholders being open and honest while describing challenging situations. Rather than just fire off one question after the next, it is important to engage stakeholders in dialogue and exhibit interest in their opinions and perspectives. Ask follow-up questions to solicit specific examples and understand how stakeholders developed their opinions and perceptions. The interview protocol should include open-ended and Likert-scaled questions. Liker scales are a type of survey response format where survey respondents are asked to indicate their level of agreement/interest on a continuum (e.g., from strongly agree to strongly disagree or a numerical scale). This method provides a way to assign a quantitative value to qualitative information. Although there is a certain amount of variance inherent in Likert responses, these questions help bring a quantitative measure to enhancing understanding of stakeholders. In addition to asking probing questions on a variety of topics, solicit suggestions for addressing concerns. 2 Recommend ways the stakeholders can influence the destiny of your business. A Corporate stakeholders are different from generalized ones so are their roles bigger than rest. They are board of directors; key players in management, employees, shareholders, suppliers and of course the customers without whom business won’t run. 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Especially if your coalition has a narrow and time-limited purpose, there are probably people or organizations you cant do without. Its important to identify them, and to target them specifically for membership. This may mean courting them an initial meeting over lunch where you pick up the tab, for instance, or a promise of a place on the steering committee. Recruit members to the coalition. Now that your core group is in place, and youve decided on the potential members who are necessary to the success of the coalition, you can start recruiting members. Although its important to start with the individuals and groups mentioned above, youll probably want to be as inclusive as possible. Its unusual to hear about a coalition suffering because it has too many members. Plan and hold a first meeting. The first meeting of a coalition is important. If its a high-energy, optimistic gathering that gets people excited, youre off to a good start. If its depressed and negative, or just boring, its a good bet that a lot of people wont come back. Its up to the core group in what may be the last official task they undertake to plan a meeting that will start the coalition off on the right foot. 4 – Anticipate any challenges in encouraging stakeholders to form a coalition to help you achieve your goals and the steps you would take to overcome these challenges. A – First; once you take the first step and decide to face a challenge, you have to state the problem and do it as clearly and exactly as you can. Second; you must identify the resources you have on-hand that could potentially help you to achieve your goal. It would be advisable to make a list with all the resources you have. Third; you need to design an effective strategy to deal with the situation. So, rack your brains and determine your best strategy to solve the new problem and, then, you will just need to execute it as efficiently and effectively as you can. Finally; once you have the strategy you have to implement it with creativity, skill and intelligence. Do your work with effort, determination and diligence. So, strive for excellence in your work; try your best day by day with the wisest use of your resources and energy to achieve the goal.

Phobia, Afraid of Death Essay -- Psychology, The Nick Adam Stories

Most people are afraid of death. Some people are scared of being dead; others are terrified of the act of dying. However, the fear of death does not occur naturally; usually little kids do not even know what death is. This kind of fear can originate from early childhood, especially in brutal environments. Facing a horrifying experience may result in psychological trauma, which causes fears and nightmares. When we are little we have our family to take care of us and make fears manageable. But what if parents are not capable of doing that? What if they think that it is better for their child to go through fears alone? Ernest Hemingway in The Nick Adams Stories provides an example of the consequence of parents’ refusal to guide their child through his early and difficult experiences. Nick Adams is afraid of death as a result of his violent environment and lack of parental support. Nick’s childhood begins in the Michigan woods where his father takes him to fish and hunt. From those early years Nick is scared of the unknown and indefinite which is an indication of death: â€Å"He was not afraid of anything definite as yet. But he was getting very afraid.† (14). Then he realizes that he would die someday too. Here the child firstly realizes what the death is and then gets scared. However, his parents do not help Nick overcome those fears earlier, which lead to Nick’s obsession with death later in his life. In â€Å"Indian Camp† where Dr. Adams takes his boy to watch a woman in labor, Nick has his first encounter with both birth and death. Watching his father perform a very rational but fierce surgery and witnessing woman suffer from pain leads to psychological trauma of Nick. Although Nick is trying â€Å"not to see what his father is doing† (19), D... ...llow color of the house signifies Nick’s cowardice† (32). When Captain Paravicini tells Nick that he is very courageous, he answers: â€Å"No†¦ I prefer to get stinking. I’m not ashamed of it.† â€Å"Besides associating yellow with cowardice, most scholars agree that Nick’s mind has provided ‘the yellow house in place of the sensory details of his wounding and death’† (Quick, 32). The phobias people have can be due to different reasons, most of the time these come from something they either experienced or have somebody told them (second hand experience). In Nick's case it was both. More over, the intensity of the events happening in his life is tremendous. The outcomes can be seen in Nick's deep trauma and his psychological disability that causes significant distress and fear of death. The state Nick is in can be very harmful and can even have lethal effect on him.

Recording, analysing and using HR information Essay

Recording, analysing and using HR information GFM needs to collect and record data for legal and internal reasons. Legally we need to ensure that we are complying with the â€Å"Working Time Regulations and pay rates for the Minimum Wage Act 1998 and tax and national insurance obligations†, we also need to be complaint with the data protection and freedom of information act. We need to ensure that employees know why we are holding this information and how we secure it. Internally we use the information to send reports to managers on absence, performance, salary, leavers and joiners, recruitment and health and safety. We also use this information to help us communicate any necessary information regarding themselves or company policies to individuals. The following data is collected from an employee either prior to their commencement of employment or the day that they start with us: CV / Application form New employee form, on this form it asks for personal information i.e. name, dob, contact numbers, address, marital status, national insurance number, next of kin details, bank details (sort code, account number and bank address) P45 or P46 Health and safety questionnaires Equal opportunities data Valid UK passport or full birth certificate Signed contract The reason the above information is collected is to support the HR function in the following ways: Legal / Compliance – with WTR, MWA, DPA and FOI Communication – To keep in touch with employees, address for written communication, phone numbers for verbal communication and next of kin details in case of emergency. We need to inform employees of any contract changes and policy and procedure changes Payroll – to ensure that we have the correct details on file so we can pay staff for the hours that they have worked in line with the Minimum Wage Act 1998 and tax and national insurance obligations Data capture – to produce accurate reporting on absence, recruitment, equal opportunities and health and safety, findings are presented to line managers for effective management  of their teams This information we hold is stored on our secure HR electronic system and manually in a locked filing cabinet. Holding this information electronically means that the information relating to any employee or former employee can be accessed quicker and the management of employee documents is easier. Another benefit of this is accuracy, easy to search for items contained within some ones file and less chance of someone else’s details being stored in another personnel file. It also requires less physical storage space, so if you are a company with limited storage space then this is a very effective solution. A benefit to having manually locked filing cabinets would be that it is less expensive to set up , if the computer systems were to fail you would still have access to all employee records and information, there would also be less risk of corrupted files and or loss of data should the electronic system fail. At all times any personnel or data capture information relating to an employee or organisation must be compliant with the Data Protection and Freedom of Information Act. The Data Protection Act â€Å"gives individuals the right to know what information is held about them, and provides a framework to ensure that personal information is held correctly.† To HR this means that information must be held securely, protected and that only relevant information relating to that employee is held on their file. The Freedom of Information Act is the request for public records relating to something specific. In HR if we were asked to release information, specifically related to our head count or equality information we would be obliged to make this information available to the public.

European Commission´s actions against The Coca Cola Company Essay

* 1 Introduction The Coca Cola Company (TCCC) is an American corporation and manufacturer especially known for its soft drinks like Coca Cola or Fanta. It sells over 3500 products, is available in over 200 countries and has revenues of nearly 50 billion us-dollars (Coca Cola Company, 2011). After Coca Cola was accused by the European commission (EC) to have abused its market power, Coca Cola gave in and set up commitments to prove that it does not abuse its power. They promised no exclusivity arrangements, no target or growth rebates, no  use of its stronger brands to sell other less strong brands and finally a 20 percent free space in their coolers for other products and brands. These commitments were accepted by the EC. This essay explains why the EC is concerned about the abuse of market power and analyzes the commitments stated by the coca cola company in its economic terms and how they affect the market competition. Finally it will evaluate if the EC was correct in accepting these commitments. Background to the Case The EC tries to establish a free competitive market and a fair competition between businesses in setting up competition policies like state aid, merger control rules and antitrust also known as the European competition law (Report European Comission, 2010). It does so to ensure the maximization of social welfare which will be further explained in section 2. In September 2004, the EC started to proceed against the Coca Cola Company relying on their antitrust regulation. In October, 2004 Coca Cola was sent a â€Å"preliminary assessment† which stated the EC ´s concerns about their abuse of market power. One month later Coca Cola submitted commitments in response to these Claims (European Comission, 2006). The four commitments are as followed: 1. Coca cola promised that at all time their customers are free to buy or sell carbonated soft drinks from any supplier of their choice and therefore no more exclusivity arrangements; 2. No target or growth rates are allowed. Coca Cola no longer offers rebates that reward in purely purchasing the same amount or more of Coca Cola products than in the past. Hence it is easier for customers to purchase from other suppliers; 3. Coca Cola is not allowed to use its strong brand to push other products which are not that popular goods; 4. If Coca Cola provides free coolers to retailers, the retailers are allowed to use 20 per cent of its space for other brands and goods. If Coca Cola should break these commitments the EC could demand a fine of ten per cent of Coca Cola ´s total worldwide turnover (European Comission, 2006). Loss of Welfare due to Market Power But why is the EC actually concerned about the abuse of market power, the ability of a firm to charge a price above marginal cost and earn a positive profit (Perloff, 2012), of big firms like TCCC? The main answer to this question is that the EC tries to ensure social welfare and to maximize it. But before answering this question social welfare needs to be elucidated. Social welfare itself is difficult to measure. One way to measure it is to define it as the sum of the consumer and producer surplus. Perloff describes the consumer surplus as: â€Å"The monetary difference between what a consumer is willing to pay for the quantity of the good purchased and what the good actually costs† (Perloff, 2012). In other words the consumer surplus is used to measure and compare consumer welfare, the benefit of a certain product a person gets consuming that product less the money he or she paid for the good. In contrast the producer surplus is described by Perloff as followed: â€Å"The d ifference between the amount for which a good sells and the minimum amount necessary for the seller to be willing to produce the good† (Perloff, 2012). It is the gain of trade and thus equal to the profit from trade minus the profit from not trading. The EC tries to maximize the social welfare. This is only possible in a competitive market because in such a market environment the price equals the marginal costs (Perloff, 2012) which results in an equilibrium price, an economic term for a balance between the wants of producers and consumers and no loss of welfare. However, the converse argument is that in a non-competitive market social welfare is not maximized. The biggest counterpart to a free competitive market is a monopolistic market. Although TCCC is not a real monopoly it has big market power and can therefore be compared to a monopoly. The loss of social welfare, the deadweight loss, which occurs if a monopoly (or a company with a big market power) arises, is shown in Figure 1. Figure 1 Deadweight Loss of Monopoly 1 (Barnett, 2007) Figure 1 shows that at the competitive equilibrium the price (Pc) is lower than the monopoly price (Pm) and the quantity (Qc) is bigger than the quantity (Qm) which the monopoly supplies. Hence a deadweight loss arises. This deadweight loss develops only due to missing competition. This scenario could appear due to an abuse of market power. By definition, market power is  the ability to charge a price above marginal cost and therefore earn a positive profit (Perloff, 2012). Compared to a competitive market the demand curve is not horizontal but downwards sloping. This means that although the quantity decreases if a monopoly raises its price there are still buyers for the product. In a competitive market this is not true because the demand curve is horizontal and only the slightest increase in price will result in zero demand. As we can see in Figure 1: The monopoly is able to set its price not at the equilibrium (the intersection of marginal cost and the market price) but at a poin t at which it maximizes its own profit (a point where the price is higher than marginal costs). This results in a welfare loss for the consumers which the EC tries to prevent. Furthermore the market power is related to the shape of the demand curve and tells a monopoly how much it can raise its price above the competitive equilibrium (the interception with the marginal cost) at the profit maximizing quantity. The more elastic the demand curve becomes, graphically this would means a nearly flat curve, the more sales are lost even if the price is only slightly increased. Conversely, if the demand curve is a steep curve (not very elastic) it would lose fewer sales by the same increase of price (Perloff, 2012). However a firm with a big market power or a monopoly benefit from large economies of scale. They can produce their products cheaper than any number of other firms together and for this reason not challengeable (Perloff, 2012). Economic Effect of the Commitments on Market Competition Concerned of the big market power TCCC had, the EC decided to intervene and requested Coca Cola to come up with solutions to allow the free competition to grow. Coca Cola then set up four commitments which were accepted by the EC. Although all four head to the same economic effect of lowering entry barriers for competitors and accordingly make consumers more aware of substitutes for Coca Cola products, all four are described separately. The first commitment assured that TCCC would not accept any exclusivity arrangements. It allows customers of Coca Cola to sell any soft drinks from any supplier next to Coca Cola. This means more suppliers which results in more products similar to Coca Cola ´s products, substitutes. Although these  substitutes existed also before the commitment it is now much easier for consumers to be aware of these and accordingly buy these. The economic effect of more substitutes was already explained in section 2: The market power is related to the demand curv e. The flatter the demand curve is the more elastic it is and therefore a small increase in price leads to a big loss in sales. If we now take the substitutes into account the demand curve of TCCC becomes more elastic because consumers can choose between products of different suppliers. Hence Coca Cola cannot set its price per unit as high as before. In other words the demand curve gets closer to a competitive demand curve and if TCCC sets its prices too high consumers will buy a substitute. In addition as prices of Coca Cola ´s products gets lower it becomes easier for other firms to enter the market. The second commitment prevented Coca Cola to set up target or growth rates. Hence Coca Cola was not able to reward customers for purchasing the same amount or more of Coca Cola products than in the past. Again this makes it easier for customers to buy from other soft drink suppliers or a less amount of Coca Cola products plus different products. Economically this has the same effect as the first commitment and concentrates the overall effect: The demand curve becomes even more elastic and the market becomes more competitive. The third commitment states that TCCC is not allowed to use the strongest brands to sell less popular brands. Again consumer can choose more easily between different suppliers and the competition in the market is further increased. Next to this economic effect it is now harder for Coca Cola to sell its less popular products and weakens its market power and brings TCCC even closer to sell at the competitive equilibrium. Secondary to the economic effect of the more elastic demand curve the decrease of entry barriers and the gain of substitutes increase the supply of the market. As more suppliers enter the market, supply increases which lowers the price of products in the market. The last commitment allows retailers to use 20 percent of the space in the Coca Cola coolers although they were provided by TCCC for free. Therefore Retailers who want to benefit of a free cooler are not forced to use it only for Coca Cola products anymore. This makes it easy for consumers to be aware of substitutes of Coca Cola ´s products as well as comparing prices. All in all the four commitments are heading to decrease TCCC ´s market power and to increase the competition in the market. They do so allowing substitutes gain  more attention by customers which results in a more elastic demand curve for Coca Cola. The more elastic it becomes the more competition increases in the market. Moreover the market ´s supply increases and prices decrease. Conclusion Finally it can be said that firms with too much market power can reduce the social welfare. In order to protect this social welfare the EC accepted the four commitments. The closer analysis of the four commitments and their economic effect on the market shows that due to lower entry barriers the market ´s supply is increased and more substitutes are easier available for consumers. In addition, Coca Cola ´s demand decreases and it cannot benefit from its economies of scales as it could before. Furthermore, it cannot set its price as high as it could before. Although Coca Cola does not lose all of its market power and is still one of the biggest companies and soft drink suppliers worldwide its market power is reduced by the EC ´s actions and this results in an increase of market competition and a reduction of Coca Cola ´s market power. If it was actually maximized to its fullest cannot be said because the information of actual demand or marginal cost curves is always limited, nor are the theoretical assumptions of a market environment given in real life. Nevertheless, the social welfare was definitely increased by the EC and therefore it was right to accept the four commitments. References Barnett, T. (31. October 2007). Maximizing Welfare through technological Innovation. From www.justice.gov: http://www.justice.gov/atr/public/speeches/227291.htm Coca Cola Company, C. C. (31. December 2011). Anuual Report of Exchange. Von www.sec.gov: http://www.sec.gov/Archives/edgar/data/21344/000002134412000007/a2011123110-k.htm Comission, E. (2006). Competition in Practice – Coca Cola. European Comission, E. (2006). Coca Cola. Perloff. (2012). Microeconomics. England: Pearson. Report European Comission, C. (2010). Report on competition policy . Brussels.

U.S. States Ranked by Area

U.S. States Ranked by Area The United States is the worlds third largest country by area, ranked behind Russia and Canada. Within that large are 50 states that vary widely in area. The largest state, Alaska, is more than 400 times larger than Rhode Island, the smallest state.  Including water features, Alaska is 663,267 square miles. In contrast, Rhode Island is a mere 1,545 square miles, and 500 square miles of that is Narragansett Bay. A Big Area Does Not Mean a Big Population Texas is bigger than California, making it the largest state of the 48 contiguous states, but measured by population, the rankings are reversed. California is the most populous state with  39,776,830 residents, according to 2017 U.S. Census estimates, while Texas had a population  of  28,704,330. The Lone Star State may be catching up, though, with a growth rate of 1.43 percent in 2017 compared with 0.61 percent for California. When ranked by population, Alaska drops to 48th place. Alaska  Is Larger Than the Next Three States Combined By area, Alaska is so large that it is larger than the next three states combined- Texas, California, and Montana- and is more than twice the size of second-ranked Texas. According to the State of Alaskas official website, its one-fifth the size of the lower 48 states. Alaska stretches about 2,400 miles east to west and 1,420 miles north to south. Including islands, the state has 6,640 miles of coastline (measured from point to point) and 47,300 miles of tidal shoreline.   Rhode Island Is the Smallest Rhode Island measures just 37 miles east to west and 48 miles north to south.  The states total boundary length is 160 miles. In area, Rhode Island could fit in Alaska  nearly 486 times. The next smallest state by  area  is Delaware at 2,489 square miles, followed by Connecticut, which at 5,543 square miles is more than three times the size of Rhode Island and more than twice the size of Delaware. If it were a state, the District of Columbia would be the smallest at just  68.34  square miles of which  61.05 square miles  is land and 7.29 square miles is water. Big Country West of the Mississippi The 10 largest states by area are located west of the Mississippi River:  Alaska, Texas, California, Montana, New Mexico, Arizona, Nevada, Colorado, Oregon, and Wyoming.   7 Smallest Are in the Northeast The seven smallest states- Massachusetts, Vermont, New Hampshire, New Jersey, Connecticut, Delaware, and Rhode Island- are in the Northeast and are among the 13 original colonies. The Ranking of States by Area in Square Miles This includes water features that are part of that state. Alaska - 663,267Texas - 268,580California - 163,695Montana - 147,042New Mexico - 121,589Arizona - 113,998Nevada - 110,560Colorado - 104,093Oregon - 98,380Wyoming - 97,813Michigan - 96,716Minnesota - 86,938Utah - 84,898Idaho - 83,570Kansas - 82,276Nebraska - 77,353South Dakota - 77,116Washington - 71,299North Dakota - 70,699Oklahoma - 69,898Missouri - 69,704Florida - 65,754Wisconsin - 65,497Georgia - 59,424Illinois - 57,914Iowa - 56,271New York - 54,556North Carolina - 53,818Arkansas - 53,178Alabama - 52,419Louisiana - 51,839Mississippi - 48,430Pennsylvania - 46,055Ohio - 44,824Virginia - 42,774Tennessee - 42,143Kentucky - 40,409Indiana - 36,417Maine - 35,384South Carolina - 32,020West Virginia - 24,229Maryland - 12,406Hawaii - 10,930Massachusetts - 10,554Vermont - 9,614New Hampshire - 9,349New Jersey - 8,721Connecticut - 5,543Delaware - 2,489Rhode Island - 1,545

A Bunch of Comments

A Bunch of Comments A Bunch of Comments A Bunch of Comments By Maeve Maddox The review post about â€Å"there is† and â€Å"there are† triggered so many comments about the word bunch that I decided to give the word a post of its own. Here’s the sentence that provoked the discussion: In his arms there are a whole bunch of corn husks. Some readers defended the plural verb, suggesting that speakers often use bunch to mean many. I suppose that when bunch is used figuratively to mean â€Å"a group of people,† treating it like committee or staff makes sense. Collective nouns like these may be either singular or plural, according to whether they are thought of as a unit or as a group of individuals: The committee has approved the plans. (singular) The committee are divided in opinion. (plural) The staff is attending a retreat in the Catskills. (singular) The staff are preparing their classrooms. (plural) Our bunch is going to the races on Friday. (singular) That bunch in Washington believe they are above the law. (plural) Note: The plural constructions in these examples are all flagged by Word as needing singular verbs. The earliest OED citation for bunch shows it used with the meaning â€Å"A protuberance, especially on the body of an animal.† For example, a 1398 reference to the camels of Arabia states that they have â€Å"two bunches on the back.† A character in Shakespeare’s Richard III (c.1593) refers to hunchbacked Richard as a â€Å"poisonous bunchback’d toad.† Bunch in the sense of bundle is cited in 1505: â€Å"For thy bed, take now one bunch of straw.† At one time, a bunch was a measurement that contained a certain quantity. For example, â€Å"a bunch of reeds† was â€Å"28 inches round.† In modern usage, a bunch is â€Å"a collection or cluster of things of the same kind, either growing together (as a bunch of grapes), or fastened closely together in any way (as a bunch of flowers, a bunch of keys); also a portion of a dress gathered together in irregular folds.† (OED) One reader asked to know if there is a difference between â€Å"a bunch† and â€Å"a whole bunch.† Both mean â€Å"a lot of.† â€Å"A whole bunch† is an intensification of â€Å"a bunch.† Neither expression belongs in formal writing. Just for fun, I entered the phrases â€Å"there is a bunch† and â€Å"there are a bunch† in the Google Ngram Viewer. â€Å"There is a bunch† has the graph all to itself from 1800 to 1865, when the first â€Å"there are a bunch† makes its appearance. The plural expression remains insignificant until the 1940s, when it begins to rise in frequency. In 1984, â€Å"there are a bunch† pulls ahead of â€Å"there is a bunch† and soars ahead until 2000, which is as far as the graph goes. There’s no knowing the context that produced the results on the Ngram chart. I mention it only as a curiosity. Bottom line: When the collection referred to by the word bunch is made up of people, a plural verb does not jar. When referring to bundles of straw, grass, grapes, cornhusks and the like, pair bunch with a singular verb. 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 Grammar category, check our popular posts, or choose a related post below:50 Redundant Phrases to AvoidEmail EtiquettePreposition Mistakes #1: Accused and Excited

Globalization Essay Example | Topics and Well Written Essays - 1500 words

Globalization - Essay Example Both the Leagues of Nations and the United Nations have been very significant in solving international disputes. Therefore, both this organization influences the international politics very greatly. A league of nations influences the international politics of the areas where it is found. A good example is the Arab League that influences the international politics of the Arab countries. Another example is the African Union that influences the international politics of the African countries. However, due to globalization, these organizations are greatly influenced by the United Nations. The United Nations influences the international politics across the world. This is because its membership consists of all the states of the world. Although the world powers play the most significant role in controlling and funding the United Nations, other member states also play a very significant role in the operation of the organizations. Since the time it was formulated more than a decade ago, Unite d Nations has been able to ensure a peaceful coexistence between states. Strengths and weaknesses of the League of Nations and the United Nations Different international organizations have their own strengths that depend on their internal and external factors. The strengths of the League of Nations are different from the strengths of the United Nations. For the League of Nations, ordination of members is easy and effective. This is because most of these organizations have members from the same nations. This makes communication within members to be easier thus enabling them to coordinate much better when undertaking an activity together. Moreover, such organizations can settle conflicts within their member states much better. This is because they understand the political and economic states of their member states much better than the United Nations do. United Nations, on the other hand, has a large budget. This enables it to handle the complicated conflicts that might require use of a large amount of resources. Moreover, the decision makers in the United Nations are selected from across the world. This makes the organizational leadership of this organization to consist of countries that are less biased. However, the two organizations also have weaknesses. Like their strengths, the weaknesses of these organizations vary across them. One of the weaknesses of the League of Nations in that it does not consists of many members, thus, they have a very small budget. Moreover, this kind of organizations might not have a world superpower among them. As a result, they find themselves relying on either the United Nations or other regional organizations for support. The weakness of the United Nations is that its decisions are dominated by the world’s super powers. This makes them to look as if they are ruled by some few countries of the world. Another weakness of the United Nations is that it has bureaucratic procedures. This makes it to be very slow when it comes t o reacting to crises between its member states. Relationship of Strengths of the United Nations and accomplishments and failure of its predecessor According to Kegley and Blanton (142), the United Nations Organization was formed in 1945 just after the World War II. This indicates that both World War I and World War II preceded it. World War II resulted in emergence of superpowers. The superpowers have been playing a very important role in

Ideal Male Behavior in European Medieval Culture Essay

Ideal Male Behavior in European Medieval Culture - Essay Example On his part the Cid stands out as an ideal representative of what is masculine. The events that follow serves to illustrate the ideal male behavior based on the medieval Spain culture through the Cid’s character is contrasted that of the Infantes. During this period, it is evident that men are supposed to be brave even when their lives are at risk. The youthful Infantes of Carrion are in a testing period of time during their stay with the Cid who had already proven himself as the hero through his exploits that brought a lot of success in battlefield and wealth. During the period, a man proved his worth in the battle field through heroic actions when called upon to protect the community. The Infantes of Carrion are called upon to prove their worth in two occasions, when the lion brakes free and when the moors attacked. Since the Cid had given his daughters to them, they were not only supposed to be brave during the times of attacks but to be loyal to the Cid through championing of his course whenever a chance arises (Third Cantar 144). The Infantes of Carrion are given the first opportunity to prove themselves worthy of marring the Cid’s daughters in the event when the lion escapes from it cage. This incidence was a good chance for the infantes of Carrion to be brave and protect their father in law but instead â€Å"great fear seized them in the middle of the hall. While Cid’s men prepared to defend their lord, Fernando Gonzalez crawled under the Cid’s couch while Diego Gonzalez ran out screaming that he will never see his home again and hid behind the wine press (Third Cantar 144). The Cid as the embodiment of what is masculine wakes up to find his loyal men surrounding his couch and moves to take control of the situation his brave approach makes the lion docile and he taken back to the cage. The way the people celebrates the Cid’s actions while at the same time jeering the Infantes of Carrions, shows that the medieval cultur e respected heroic behavior while they looked down upon cowardice. The ability to fight and be victorious in the battlefield is one of the most celebrated, masculine traits in the medieval culture. Fighting provided an opportunity for men to add and secure territorial control in addition to protecting their own and lord’s lives. Therefore, men were expected to be courageous, tough and aggressive which was necessary for them to exercise their skills in the use of weapons such as lance and swords. However, the Infantes of Carrion seeks to take advantage of other people’s heroic wins in the battle field to gain wealth seen from the way the take advantage of their relationship with the Cid. To shame the Infantes of Carrion, each of the Cid’s vassals recounts his part in the war while mocking the Infantes since they were not seen during the battle (Third Cantar 155). The period also took pride in a man‘s personal gains and contributions to society as opposed to the privileges with what one was born. The Infantes of Carrion thought that since they were from a royal lineage in Carrion, a marriage to the daughters of Cid was below them (Third Cantar 157). After the Infantes of Carrion beat the daughters of Cid and are taken to court, it is ruled that they were guilty and as punishment, they were to return the gifts and all the wealth that they were given by the Cid in addition to the nullification of their marriage with the daughters of Cid. King Alfonzo proves the Cid had acquired a higher social status when he gives consent for the daughters of